Discussion: You Work In A Prominent National Bank ✓ Solved

Discussion: You work in a prominent national bank as an

You work in a prominent national bank as an Assistant V.P. of Retail Operations. Your supervisor’s boss, the Senior V.P. of Retail Operations likes to get to know the junior people in his department by inviting them out for a round of golf. You know that these outings are about sizing people up and have an effect of their potential to be promoted. You are the only woman in the department and the only one who does not play golf. You never receive the invitation to play golf that your peers all have.

What do you do, if anything? Is it ethical for the Senior V.P. to use these golf outings as a management tool? What would be your strategy to deal with the fact that you have been shut out of this quality time with the Senior V.P. that could affect your career? Be sure to base your initial post and responses on course materials, and use 7th ed. APA citations in every post.

Paper For Above Instructions

In the contemporary workplace, the dynamics of promotion and career advancement often intertwine with social interactions. As an Assistant Vice President of Retail Operations in a prominent national bank, facing a unique scenario where golf outings serve as a management tool presents both ethical dilemmas and personal challenges. The situation described resonates with issues of gender discrimination, professional networking, and the implications of exclusionary practices in career progression.

Firstly, the ethical dimensions of using golf outings as a management tool warrant examination. The practice raises significant concerns about fairness and equality. According to the U.S. Equal Employment Opportunity Commission (EEOC), employers must ensure that promotional practices do not discriminate based on race, gender, or other protected classes (EEOC, n.d.). By favoring social engagement activities like golf—which inherently exclude individuals who do not participate—this Senior V.P. might inadvertently reinforce gender bias, thereby marginalizing the participation of women in career-advancing opportunities. Such practices could raise questions regarding compliance with corporate values and ethical standards, suggesting the need for a more inclusive approach to team-building and networking (Saylor Foundation, 2012).

The exclusion from these golf outings signifies a broader societal challenge of unconscious bias in corporate settings. Studies indicate that women often lack access to the informal networking that can lead to mentorship and promotional opportunities (Catalyst, 2020). As the only woman in the department, the absence from these social interactions becomes a barrier not only to visibility but also to influence and recognition within the organization. The implications of this exclusion can be detrimental; networking is crucial in building relationships and securing endorsements that are vital for career advancement (Ibarra, 1997).

In response to this situation, a proactive strategy must be employed to mitigate the potential consequences of being shut out from the Senior V.P.’s informal networking avenues. One effective approach is to seek alternative opportunities for visibility and engagement within the bank. This could involve organizing or participating in events that promote diversity and inclusion or collaborating on projects that showcase capabilities beyond the confines of traditional networking (Eagly & Carli, 2007). By actively participating in such initiatives, I could demonstrate leadership and commitment to the organization’s culture, potentially drawing attention to my qualifications irrespective of the informal settings where promotions may be discussed.

Moreover, engaging with the Senior V.P. in alternative contexts that align with my skills and expertise could bridge the gap created by the golf outings. Scheduling one-on-one meetings or seeking mentorship directly, despite the absence of golfing invitations, can create an opening for dialogue and exchange of ideas. As noted by Catalyst (2020), direct communication fosters relationships that can counteract the effects of exclusionary practices. I could also explore opportunities to invite the Senior V.P. to events that I organize or participate in, allowing for a platform to highlight my insights and contributions to the team.

Furthermore, leveraging existing professional networks and alliances within the organization could facilitate introductions and networking opportunities. Engaging peers and colleagues to advocate for women in leadership roles is critical in breaking down barriers and fostering an inclusive culture. Research indicates that mentoring and sponsoring women in male-dominated fields have significant positive outcomes on career advancement (Cohn et al., 2018). Therefore, actively building these strategic alliances could help in mitigating isolation and promoting the narrative of equity in professional recognition.

Lastly, drawing attention to the need for a cultural shift within the bank that encourages inclusivity in networking is essential. Advocating for policies that promote diverse leadership and addressing the inherent biases present in traditional networking methods could foster a conducive environment for all employees. Introducing initiatives that celebrate diversity and provide equal opportunities for all genders to connect with leadership can enhance organizational culture and performance (McKinsey & Company, 2020).

In summary, the situation presents complex ethical considerations surrounding gender discrimination and professional advancement. By acknowledging the ethical implications of exclusionary practices and employing strategies to assert my visibility and leadership potential, I can navigate the challenges posed by the Senior V.P.’s golf outings. Engaging in alternative professional opportunities, fostering direct communication, building alliances, and advocating for cultural change can empower me to assert my rightful place in the organizational hierarchy, facilitating career progression without compromising ethical standards.

References

• Catalyst. (2020). Women in Leadership: A Global Perspective. Retrieved from https://www.catalyst.org/research/women-in-leadership-a-global-perspective/
• Cohn, M. A., Waismel-Manor, I., & Cohen, R. (2018). The Effects of Mentoring and Sponsoring on Women’s Career Advancement in Organizations: A Review of the Literature. Journal of Gender Studies, 27(6), 12-25.
• Eagly, A. H., & Carli, L. L. (2007). Through the Labyrinth: The Truth About How Women Become Leaders. Harvard Business Review Press.
• EEOC. (n.d.). Equal Employment Opportunity Commission. Retrieved from https://www.eeoc.gov/
• Ibarra, H. (1997). Paving an Alternative Route: Gender Differences in Managerial Networks. Social Psychology Quarterly, 60(1), 91-102.
• McKinsey & Company. (2020). Women in the Workplace 2020. Retrieved from https://womenintheworkplace.com/
• Saylor Foundation. (2012). The Business Ethics Workshop. Washington, DC.