Managing AIDS

IntroductionIn the situation with Frank Deloisio, a middle manager who had aid, Jean Lang wizard Smith had one of the greatest tests of her career. She was encountered a eggshell of the type which so many managers can come across, as one in every 250 Americans has been diagnosed with the plague of the twentieth century, stock-still the situation is so delicate that few books can help a individual in managing position to sort out the ethical do its that relate to it.Managing AIDS Issues To ConfrontIn a sense, managing a someone diagnosed with AIDS is similar to managing any other individual who has been diagnosed with a different terminal illness corresponding cancer or tuberculosis in the final stages. However, AIDS is a special social phenomenon due to the stigma associated with this contagious disease. It has come to symbolize the itinerant lifestyle of the homosexuals and prostitutes, and many passel feel that a person is to blame for having incurred such a condition. Be sides, despite the medical professionals assurances, there are still fears that a person with this condition may infect somebody in the environment, which makes the removal of such a person from the group desirable for some.One more issue that was associated with AIDS in Franks case was his frequent absences. He in some ways had to use Jean and others to be able to comprise for his disease. The employees at DEC had to put in extra time and carry the extra workload to compensate for his frequent treatments. Besides, people were non even advised about the reason of his absences, and thus had a reason to believe that he was merely using them to take time off work to attend to his in-person matters.Utilitarian PerspectiveIf Jean had viewed the happenings from a utilitarian perspective, she would merely be concerned with the consequences of her decisions, and in evaluating those consequences, her primary focus would be the amount of happiness or unhappiness of the people that would r esult from it.Thus, dismissal of Frank Deloisio seems a plausible option. If he had been fired for his illness, the company would have to replace him with a different person who would most likely be able to handle the responsibilities, devoting more time to them. Then all the employees would be happy, as they would be relieved of their extra responsibility. As for Frank, he would be less important, as his troubles are those of a single person.Deontological PerspectiveFrom a deontological view, it is necessary to do what is proper(a) regardless of the consequences. The view interpreted and the practical steps depend on the stance adopted towards what is right or wrong.Thus, if the right thing is standing by the sick person, hence the right thing is to help Frank in his predicament, sharing his responsibilities. One could say that a sick person is not able to care for oneself, and thus it is lay from the ethical standpoint to share the benefits available to other people to help the sick one.On the other hand, if one adopts the view that the ultimate goodish is efficiency, then Franks dismissal is a viable option as he is clearly in the way of the companys success. His replacement with a different person would contribute to the efficient functioning of the company as a whole.Fairness to AIDS-Infected PersonFairness means dealing with people candidly and in accordance with principles. In this sense, the managers obligation consists in dealing with employees fairly, without bias or prejudice. Thus, a person suffering from AIDS should be dealt with in the same manner as any other person who is suffering from a serious health disorder. This also means that the manager should tug all the employees to treat the one infected with AIDS in the same manner.Thinking about RightsMaintaining the rights of a person requires the adherence to a certain make out of principles. For instance, the sick person has the right to confidentiality, and this is what Jean has been tr ying to do for Frank. Besides, Frank was also entitled to companys medical insurance, and the full coverage of the cost associated with his illness. Regarding a case from this perspective involves the maintenance of a number of basic principles, but there is always the danger that something might fall through the cracks. For instance, if the person is not entitled to a change in job responsibilities, this will not be pursued by the manager as it is not bump of the sick employees specified rights.How Jean DidJean, although unprepared to deal with a situation like that, lived up to the challenge of solving organizational problems in her department. She was not reached by the AIDS programs to the extent that she could derive her knowledge of what she could do from that source, and thus she was acting based on her throw ethical judgement.Jean went far beyond what was necessary according to the formalities at the company. She assisted Frank in adjusting his responsibilities to suit his current health conditions, and even had an idea to coin a crude position designed for him where he could emphasize his technical skills, without putting pressure on him that he could not handle. When his health deteriorated, she relaxed his responsibilities even further. This raised her authority with the personnel, allowing people at the company to see that she was ready to go beyond what was prescribed by the rules to accommodate her employees.In a way, her own ethical perspective was changed if previously she looked at the people as professionals, restricting her relationship with them as a purely business one, now she could show that she was ready to see them as ludicrous individuals that are important not only as cogs in the machine. Perhaps the clear-cut nature of the case that involved helping a sick person helped Jean to make a leap from a strict and formal manager to a life-and-blood personality. If Jean had been confronted with a more ethically ambiguous case like acco mmodating the frustration of person in the middle of a divorce, she would be more tempted to think along the lines, They have to cope with their problems on their own. Facing a situation of someone hopelessly ill changed her behaviour and views.ConclusionJean did well as she preserved the rights of a sick person, acted fairly, and was good at maintaining the basic principle of helping a sick person. Jeans actions were also right from the utilitarian perspective in a sense. funding an employee in need helped her to uphold her image in the eyes of others, as well as the image of the company. The employees at DEC were able to draw the coda that if they fall ill with AIDS, they can probably expect the same sensitive and insightful treatment.This idea is going to boost their morale in the long run, and attach their loyalty for the company. The case made headlines, which is going to serve as positive publicity for DEC, elevating the corporate image. It is perhaps unfair to suspect Jean of such a motivation being her primary driver, but this serves to show that her actions gain support from both deontological and utilitarian perspective.