Business Law and Ethics Case Study on Diversity

When contemplating the subject of diversity in relation to ethics, several questions may arise for the first-year counseling student. These inquiries may be broad or rather specific. Primarily, one may wonder if the topic of diversity itself is such a significant subject that it is outlined in a code of ethics. Secondarily, if diversity is addressed, is it treated as a singular subject or broadly covered under an umbrella of principles? Consequently, every student should strive to understand how professionals best respond to the range of issues involving diversity. One may retort that while “everyday” people may dismiss the issue, diversity is indeed an important matter worthy of attention,

The case comes down to this fundamental question: What is the role of the police in protecting the rights of the accused, as guaranteed by the Fifth and Sixth Amendments to the Constitution? The Supreme Court of the United States had made previous attempts to deal with these issues. The Court had already ruled that the Fifth Amendment protected individuals from being forced to confess. They had also held that persons accused of serious crimes have a fundamental right to an attorney, even if they cannot afford one. (Supreme Court)

Case 1 is an appeal to the conviction rendered by District Court Judge Bradley on

This case is about a group of women who were discriminated against based on their gender. The lawsuit was put into the hands of the Equal Opportunity Employment Commission (EEOC) after a group of Latino women that worked for Rivera Vineyard, Inc. reported multiple complaints. Those involved included Rivera Vineyards Company employees that consist of Latino female workers, male workers, and male managers. Most of the Latino farm workers suffering victimization were females, there were also some males. These males were targeted because of their attempt to speak up on behalf of the harassed females.

P alleges assault and false arrest. P, a political activist associated with Cop Watch Patrol, was approached by MOS Butrint, Kreckmann and a female officer on public roadway. P alleges that MOS shine a flashlight in his face and P began to record MOS and requested their names and badge numbers. P alleges that one of the MOS demanded P’s identification and when P refused then MOS grabbed P and slammed him against the fence. P alleges that MOS Kreckmann and Butrint grabbed P’s arm and P’s shoulder popped. P alleges that he was transported to the 46th precinct and defendant MOS Lynch was present at the precinct. P alleges that he was strip searched at the precinct and placed in holding cell. P alleges that he was released from custody with two

The Plaintiff, Sullivan, was one of three Commissioners of Montgomery, Alabama who sued the Defendant, the New York Times, for printing and releasing an full page ad about the civil rights movement taking place in the south that defamed Sullivan. The ad was called "Heed Their Rising Voices" and it caused a "wave" of terror that had been directed against those who took place in the civil rights movement in the South. Some of the facts were false. The ad didn't single handily point out Sullivan, he claimed that it referred to him indirectly because he had oversight responsibility of the police. The Defendant stated that they didn't have any reason or proof to say the facts were false. No one put out the extra effort to see if the facts were false

The case Ferguson vs. City of Charleston was a case based off a newly added policy called “POLICY M-7.” Being a newly formed policy it was still getting a lot of attention, it was going through reforms and changes in order to work out the bugs and any loopholes.

This case was one of federal jurisdiction. “Federal court jurisdiction is limited to the types of cases listed in the Constitution and specifically provided for by Congress… cases involving violations of the U.S. Constitution or federal laws” (Federal

The Mapp vs Ohio case was when police officers in a Cleveland got information that a suspect in a bombing case and illegal equipment might be found in Dollree Mapp house. Three officers went to the his house and asked for permission to enter, but Mapp refused to let them in without a search warrant. So Two officers left, and one stayed. Three hours later, the two returned with several other officers. They had a random paper, and broke in the door. Mapp asked to see the “warrant” and took it from an officer, putting it in her dress. The officers struggled with Mapp and took the fake warrant away from her. They handcuffed her for being “belligerent.” The police did not find the bombing suspect or the betting equipment.They did find pornographic material in a trunk that a previous tenant had left behind. “She was arrested, prosecuted, and found guilty of possession of pornographic

Comes Plaintiff, Constance Wolf F/K/A Constance Wolfgram, by counsel, and for her complaint states as follows:

Workplace Diversity refers to the human characteristics that are present in the workplace making people different from one another. Various human characteristics would include race, gender, age, certain physical attributes, experience, and personal habits.

Organizations, the world over, are embracing innovation in order to stay competitive by putting into action organizational management that includes, among others, culture, workforce diversity, and diversity management (Marsella, 2009). Although not much has been written about the interconnection of managing diversity (cultural, and workforce included) and organizational competitiveness (Cox & Blake, 1991), the contemporary way of conducting business calls for a large globally diverse workforce from various cultures, backdrops, beliefs, and ethnicities (Mazur, 2010). However, there are challenges associated with organizational management pertaining to culture, diversity workforce, and diversity management that conflict, or are at odd with national employment laws, as well as international labor law. This article deliberates over legal considerations while taking pertinent organizational managerial practices on culture, workforce diversity, and diversity management.

The United States is one of the most diverse nations on the earth, originally conceived so, and often described as a great melting pot, as “all nations are melted into a new race of man, whose labours and posterity will one day cause great changes in the world” (St. John de Crèvecoeur, 1782). Yet, despite the country’s diverse population, the workplace remains a place of inequality as women and minorities continue to earn less than their white male counterparts (U.S. Bureau of Labor Statistics, 2011; U.S. Census Bureau, 2009) and advance less in managerial and professional positions (Kinicki & Kreitner, 2008). The question of workplace diversity is a polarizing debate with proponents of diversity measures arguing the business benefit of

Organisations have sought out to have a more diverse workforce, as it is claimed to increase organisational effectiveness. A team with individuals from different social group, personalities, values and beliefs, and etcetera, when managed well, can be an asset to the organisation. More often than not, there will be some sort of discrimination in the workplace, especially with a very diverse workforce. Therefore, with proper training and benefits to ensure the development of these employees, and legislation and policy to ensure equality and reduce discrimination within the workforce, it can drive competitive advantage and organisational profit. When looking at diversity in the workforce, the business case and the moral case justification are often necessary. The following paragraphs will talk more about the business case and moral case, and the linkages between them, as well as the theories and conceptual frameworks for the business and moral cases justification for diversity management in organisations.

With today's workforce becoming increasingly diverse and organizations doing more to maximize the benefits of the differences in employees, organizations are relying on managers to get the people who get the job done. People have always been the central to organizations, but there strategic importance is growing in today's knowledge-based business world. An organization's success increasingly depends on the knowledge, skills, and abilities of its employees excluding there gender, age, ethnicity, and the differences in skill and abilities. When employees' talents are valuable, rare, difficult to imitate and organize, an organization can achieve an advantage. Having managers or human resource departments that are superb for