Case Study 1 (Question 1)

As indicated by the case study, what went wrong was workplace gender discrimination
involving Beauport as the assistant brand manager that had executed a tremendous job in the
marketing department. The issue was that Beauport was different in the context of her social
identity and the mistreatment that she received considered as sexist and possibly racist
practice just because she had a different social identity, which in this case, as a woman.
According to social identity theory, individuals tend to support members of their in-bunch
and oppress out-bunch members. The alliance to a specific group adds to self-esteem. If the
group is viewed as ideal comparative with different groups and is decidedly distinct, the self-
esteem of every individual member is maintained. That is why Gillman’s decision on
‘downgrading’ Beauport from being an assistant brand manager to a marketing research
coordinator made Beauport’s self-esteem collapsed. Yet Gillman’s thoughts were that he
assumed that Beauport was okay with the news. This is where there is a conflict between in-
group members where it could emerge if an in-bunch member acted in a way that adversely
impacts the favourability of the group. For instance, there are a group of men and women in
the company. This group pride itself that men are always on top when it comes to the top
management and being sexist to women, consider that women are not capable of entering the
top management of the company. Then there is one woman, who had worked hard for the
company and contributed sale and expected to get promoted much higher (Stamarski & Son
Hing, 2015).

Beauport starts in the company as most of the men, skill and talent-wise. She worked harder,
take the more difficult tasks, spends hours away to prove herself and get the job done. She
assumed that she would be receiving tons of awards and accolades for this effort. But after
the increasing sale figure, she noticed that all the men promoting ahead of her, would-be
financially compensated in an equivalent manner. This gender discrimination in the
workplace has been happening quite a lot, and the fact that they expect women to be grateful
for the scraps the company are throwing their way. Social identity is important because it is
constantly under attack. Gillman took adverse action against Beauport because of her
sexuality of being a woman. The discrimination here is a direct one where people make unfair
assumptions about what people with certain personal characteristics can and cannot do. In
this case, refusing to promote someone based on their efforts and contribution because the
employer thinks women cannot be in a much higher position than men (Ali, 2011). What

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Beauport is facing is truly gender discrimination and she unable to stand her social identity as
a woman.

Question 2

Some of the perceptual errors evident in this case study are that Gillman was taking for
granted Beauport although clearly against the law. This prejudice is a misinterpretation of a
CEO of the company ways of doing it. Beauport was hesitant to make a troublesome choice
of whether to defy Gillman and attempt to convert the company’s sexist and perhaps racist
implementation or quit. The decision that she supposed to decide is regarding filing a report.
In cases like this, women still suffer prejudice in the workplace because of their gender, even
though it is clearly against the law. The majority of cases go unreported and the vast majority
go down a legal route or see an employment tribunal. It is important to distinguish between
day-to-day gender discrimination between employees and broader organizational policies that
might discriminate against women directly or indirectly (Arthi, 2020). Employees like
Beauport tend to be more aware of the former and ignorant of the latter; that is to say, it is
easy to spot an instance of someone making sexist remarks, it is far harder to establish
whether a policy contains a rule that can be proven to make the working lives harder for
women accidentally. According to the case study, Beauport can file a report as all workplace
gender discrimination is denied under the Civil Rights Act. This discrimination is a polarizing
kind of segregation and its reality, earnestness, cause and harm are generally exceptionally
personal.

Furthermore, the term ‘women couldn’t take the heat in marketing management and only in
technical support positions’ is a total perceptual error. This is because several studies had
already been investigated whether women work harder than men in the workplace and
deserve to be in a top position or not. Also, whether men work harder than women in the
workplace and have the rights to discriminate. These studies are not even close to
representing the human species because their pool is not even 1% of the population. It cannot
get a good view of a population by studying 10 000 people when 10 000 is less than 0.001%
(Roscigno, 2019). What is considered working harder? Better learning habits matter but
employees should already know what they are doing. Distractions do not matter throughout
the day if people work more intensely and get more jobs done. The abilities, integrity,
temperament, maturity and reliability must be judged equally. Women should have
equivalent freedom, equivalent admittance to progression, make equal compensations and be

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regarded similarly for who they are. The promotional strategy in the company must be based
on the effort the person went through, not being judged by the person’s social identity. Just
because Gillman had a different perception of women, it does not mean that it is the right
thing.

Question 3

Gender discrimination is something that individuals frequently underestimate and it is

acknowledged as something typical. Unfortunately, gender is a framework that advantages
men and drawbacks women. Several strategies that can reduce gender discrimination in the
workplace is employment equity legislation and pay equity legislation. Firstly, employment
equity legislation, a significant lawful instrument, should contrived to guarantee that women
are recruited in those work-related classifications when they have been underrepresented. As
such, it ensures that companies eliminate discrimination based on sex, race and inability. The
principal objective was to give impartial work freedoms for all workers through the
evacuation of discrimination boundaries. Under this enactment, companies are needed to
show how they intend to accomplish equity objectives. To execute this strategy, an
employment equity committee and workplace forum must be introduced in companies
(Tiwari, University, & Mathur, 2018). In terms of the Labour Relations Act of the
Employment Equity Act, organizations must appoint a workplace forum and employment
equity forum. Once the employment equity manager has been appointed, the manager must
consult with the workforce to elect an employment equity committee. The forum is
responsible for transformation in the organization. The appointment and subsequent
acceptance of the employment equity committee members must be made in writing. The
committee must be represented a department and a specific level. One person from the top,
senior, expertly qualified and center management, skilled specialized and junior management,
semi-skilled, unskilled and union representatives. The committee’s responsibilities are
educating and training employees in equity and diversity and monitoring the workplace
environment and ensuring full compliance with the Act and reporting all discrepancies.

Another way is the pay equity legislation, which ensures that workers are paid equivalently
for similar worth work, specifically the fundamental objective is to discourse gender
discrimination in the labor power. Under this legislation, women’s jobs are compared in
terms of skill, effort, responsibility and working conditions with those jobs done primarily by
men. This is to implement salary transparency so that every position, either men or women, is

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being equally paid based on the market demand for that particular position. Plus, this
legislation will enhance the right way of promoting employees and not judging by sex
orientation.

Case Study 2 (Question 1)

Emotional intelligence comprises four center skills that combine two essential capabilities:
personal skills and social skills. According to the case study, the reason why Diana was not
offered an advancement was due to her high enthusiastic insights in terms of personal and
social skills. A personal skill involves self-awareness and self-management abilities, which
center more around independence than connections with others. Personal skill is the
capability to continue mindful of feelings and oversee etiquette and inclinations. In this case,
Diana had a high emotional intelligence where she tended to judge and understand the
complex bag of hormones that she calls her employees. This ‘superpower’ insight, while
great for making quick of the job, personal connections between her and Julie, supervisor and
gaining trust from her can sometimes backfire. Diana displayed a level of understanding and
trust when her employees told her things, perhaps things that she does not really want to hear
about: another customer service strategy – a supposed development they dreamed up instead
of following the set-up measure and a childish matter that seems to be not important. This
insight had place Diana in highly uncomfortable or annoying situations where she even felt
that her employees were required to act that way or do something. Besides, having a high
emotional intelligence really changed Diana in terms of her anger where she had serious
anger until she said something highly hurtful to her employees. This unfortunate insight
allowed employees to know their fears and insecurities. This weak point seems so obvious
and sometimes it takes huge restraint not to unleash a strong of crippling words.

In terms of social competence, Diana, however unable to understand her employees’ moods,
etiquette and thought measures to react successfully and refine the standard of the relations.
Relationship management is the capability to utilize consciousness of feelings and the
different feelings to oversee interactions effectively (Sardelis, Oester, & Liboiron, 2017). It is
hard to make peace when most employees have an EQ lower than you, where those who have
higher EQ have to deal with the irrational emotions and the defense mechanisms of her

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employees are not high enough for Diana to have a valid sense of self. It is very frustrating
for Diana to have dumb herself down to appeal to the masses constantly.

Question 2

Nowadays, managers and bosses no longer only pay attention to good curricula. It is more
and more valued to have social and relational skills. It becomes vital that Diana learn to know
herself to regulate her emotions. Diana needs to develop her relational skills where she has to
stop judging things as good or bad. Undoubtedly, people tend to judge based on their own
ideologies or moral codes. In this way, people consider those who fall outside their thinking
patterns at best inappropriate and worst amoral. People are different and this is where all the
beauty of being human lies. Empathy is essential and Diana should stop judging her
employees without first putting herself in their shoes. Learning to free the thoughts from the
dogma of good and evil helps people have a richer vision of their people (Kannaiah &
Shanthi, 2015). Furthermore, social skills are one of Diana’s skills to develop to be
promotable later on. Internalize that all personalities add up. In teamwork, all personalities
are added to the group. If people learn to identify the strengths of others, they will have a
more complete and richer vision of the people around them. In the same way, if people
identify their weaknesses, they will have easier access to their strengths. Thus, it all adds up.
Diana should decode social signs correctly. This is because she tends to judge the conduct of
others. When faced with behaviour, such as new ideas, she may have different interpretations.
She may think that her employees were trying to downgrade her capabilities. Hence, if she
learns to depersonalize the action of others, she will avoid misunderstandings (Makkar &
Basu, 2019).

From the company’s perspective, the company can support Diana’s development efforts by
held a consideration training. Consideration is the premise of all higher intellectual and
emotional capabilities. In particular, the point here is to train consideration regarding make a
quality of psyche that is quiet and clear simultaneously. That quality of psyche frames the
establishment for emotional insight. Hence, attention training in Diana’s development, as
well as the employees, would definitely turn the table upside down. The training here is that

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enrolling a course on emotional intelligence for Diana and the employees. This is so because
courses like emotional intelligence training courses are specifically designed to make people
better aware of themselves. This lets people know who they really are. This training course
helps to improve the level of communication and as a result, they are better able to interact
with others. On top of that, they able to grab their point easily and make them understand
your viewpoint. Effective communication is the basics of building strong relationships and it
isn’t easy to communicate effectively without getting trained emotionally (Suleman, Syed,
Mahmood, & Hussain, 2020).

References

Ali Channar, Z., Abbassi Associate Professor, Z., & Anwar Ujan Assistant Professor, I.
(2011). Gender Discrimination in Workforce and its Impact on the Employees. In Soc.
Sci (Vol. 5).

Arthi, D. J. (2020). Workplace Issues and Challenges of Women Employees. In Holistic

Research Perspectives Vol.5 (pp. 116–123). https://doi.org/10.47059/ciir/bp20002/10

Kannaiah, D., & Shanthi, R. (2015). A Study on Emotional Intelligence At Work Place. In
European Journal of Business and Management www.iiste.org ISSN (Vol. 7). Retrieved
from Online website: www.iiste.org

Makkar, S., & Basu, S. (2019). The Impact of Emotional Intelligence on Workplace
Behaviour: A Study of Bank Employees. Global Business Review, 20(2), 458–478.
https://doi.org/10.1177/0972150917713903

Roscigno, V. J. (2019). Discrimination, Sexual Harassment, and the Impact of Workplace

Power. Socius: Sociological Research for a Dynamic World, 5, 237802311985389.
https://doi.org/10.1177/2378023119853894

Sardelis, S., Oester, S., & Liboiron, M. (2017). Ten strategies to reduce gender inequality at
scientific conferences. Frontiers in Marine Science, 4(JUL), 231.
https://doi.org/10.3389/fmars.2017.00231

Stamarski, C. S., & Son Hing, L. S. (2015). Gender inequalities in the workplace: the effects
of organizational structures, processes, practices, and decision makers’ sexism. Frontiers
in Psychology, 6, 1400. https://doi.org/10.3389/fpsyg.2015.01400

Suleman, Q., Syed, M. A., Mahmood, Z., & Hussain, I. (2020). Correlating Emotional

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 Intelligence With Job Satisfaction: Evidence From a Cross-Sectional Study Among
Secondary School Heads in Khyber Pakhtunkhwa, Pakistan. Frontiers in Psychology,
11, 240. https://doi.org/10.3389/fpsyg.2020.00240

Tiwari, M., University, J., & Mathur, G. (2018). Gender-based Discrimination Faced By
Females At Workplace: A Perceptual Study of Working Females. In Journal of
Entrepreneurship Education (Vol. 21).