Scenario 5: Management/Employee socializing

In scenario 5, there are two things I see as dilemmas.

Amna feeling left out describes a familiar issue and one that is not entirely unethical but somewhat unfair. The remedy is changing meeting venues or rotating through several to ensure inclusion. It would be an excellent teambuilding exercise to alternate everyone’s favourite restaurant or introduce their favourite ethnic foods weekly. As long as everyone maintains an open mind, there is an opportunity for group learning and strengthening bonds between all co-workers. If conducting these meetings after hours is an issue, turn it into a lunchtime activity or a once-a-week official exercise. In Scenario 5, Gary, the manager, could state his case to the department head and develop a solution that suits all. His response of changing venues to include Amna proves the importance of socializing as a teambuilding exercise, rather than choosing favourites, and the department head should recognize that in a positive light.

The main ethical issue is socializing between management and employees. Working at an organization that allows or disallows this involves personal choice. If management and employees socializing is high on your list of preferred activities, consider working somewhere it’s encouraged; again, teambuilding is fantastic! The boss is the boss at work; no matter what and maintaining boundaries is imperative.

My previous job had this situation, with many seasonal employees and management living on the property where we worked. After work, there were daily gatherings, shared meals, and late-night socializing. The owner enjoyed this immensely, citing their goal of creating a family of friends rather than simply employer/employee relationships. Over the years, a significant divide developed between the one-site employees and those who went home every day. After a few years, the company owner made it known they felt slighted some of us had social lives outside of work. I couldn’t believe he tried to flip the script to make it seem like those of us who went home were leaving the rest out. Those who left daily were generally ostracized relative to the employees living there as they were together constantly, while management felt left out of our lives when we didn’t hang out enough. It was a significant catch 22 and ended up being quite toxic.

I learned there that management and employees must define boundaries and should sideline friendships during work hours if possible. Favouritism can be a real problem and must be kept in check as it develops quickly. Referencing what employers owe employees, (Byars & Stanberry, 2018) state, “treating [employees] with a sense of dignity and equality while respecting at least a minimum of their privacy.” This includes being allowed to have a life outside of work.

This is a nicely summarized article on what it takes to be a great manager or leader.

Reference

Byars, S. M., & Stanberry, K. (2018). Business Ethics. Openstax.