Isolating the Problem - Essay Example

Instructions: Paper determines all of the facts including: symptoms of problems, root problems, unresolved issues, roles of key players, and ethical issues involve. I am attaching the case study to be use which it is texaco.Instructions files attached: 1. CASEBook.docCreated: 2008-06-02 08:15 Deadline: 2008-06-06 06:16Time Left: 67 hours Style: APA Language Style: English (U.S.) Grade: n/a Pages: 2 Sources: 1Symptoms of the problem The major problem identified here is racist discrimination against African-American employees at Texaco.

The major symptoms identified include a lawsuit against the company put up by the minority employees, the release of taped official meetings in which the company officials used racial epithets and a former employee releasing a book about the humiliating experiences and discrimination faced by the minority employees. These have exposed the racist culture within the organization to the public. Root problemsThe major root problem has been the continuing harassment and discriminations shown towards minority workers and the negligent role played by the management towards the treatment meted out to the minority employees.

The management has over the years been a mute spectator, or in other words, has encouraged the discrimination shown towards African-Americans working in the firm. The minority workers were subjected to blatant racist language and behavior by senior officials and lower salaries and even their grievance claims were completely ignored. If the management had spared time to look into this issue seriously, this public suing of the company could have been avoided. Unresolved issuesThe then CEO of Texaco, Peter Bijur, had taken a wise decision of settling the lawsuit and in addition forming a task force to seriously handle the crisis within the organization, despite the difficult financial state of the company.

However, what actually triggered such a behavior towards minorities and the main people who spearheaded such an unethical task remains to be resolved. In matters like this, identifying the core reason is crucial if the problem is to be rooted out completely. There is no record of such facts being analyzed both by the organization as well as the independent task force that was set up. Role of key playersThe key players include the management and the minorities who were subjected to such humiliation.

The management on its part has set up a task force to analyze the situation and provide useful solutions. Likewise the taskforce has also come out with proposals that would bring about a culture change. This includes hiring, promoting and retaining a diverse workforce. New recruiting systems were in place to increase the number of minorities including women. Scholarship and internship programs were set up for the minorities, thus helping them prepare themselves for leadership positions. An alternative working method was put in place for filing grievances and feedback from supervisors on diversity issues was also made mandatory.

The reports made by the task force have shown a clear increase in the number of minorities recruited and increase in promotions for the minority staff. It has lauded the efforts made by the leadership in order to improve the working conditions within the organization. Ethical issues involvedThe major ethical issue identified is discrimination and humiliation of minority employees on the basis of their race. Use of abusive language and behavior by the senior staff and depriving them of increased salaries and promotions only on the basis of their race are some of the major issues.

This is against the human rights and an unethical practice that would not help to promote peace and brotherhood among people. Case Questions 1. Identify the ethical culture problem at Texaco in the mid-1990s. The ethical cultural crisis identified at Texaco, in the mid-1990’s, was discrimination against African-American employees. It included lower pays and the use of blatant racist language and behavior towards the minority employees. Some minority individuals have also gone on record stating the humiliating experiences faced by them and about how the firm had neglected their grievance claims.

An employee also disclosed official taped meetings to the public, in which executives had used racial appellations. 2. Based on the facts in the case, and what you have learned in Chapter 9, evaluatethe culture change effort that is underway. What cultural systems have beentargeted in the culture change effort? What systems are missing, if any? Doesthe culture appear to be in alignment? Misalignment? What else might managementdo that they haven’t already done to make the culture change successful?

At a time when the firm was in dire financial straits and with revenues dropping steeply, the then CEO of Texaco, Peter Bijur, worked on bringing a cultural change within the organization. His main motive was to hire, promote and maintain a diverse workforce. Convinced with Bijur’s commitment to bring about a real cultural change, African-Americans, agreed to take up key positions in the company. The number of intakes of minority candidates, including women, was increased. He also established several developmental programs, which included education, with the aim of preparing the minorities to take up leadership positions.

Diversity training and alternative methods for filing grievances were introduced. A separate task force was set up, which worked to bring about a behavioral change in the organization. This task force still meets frequently to monitor the firm’s progress. A 1999 report showed that a good percentage of new hires and promotions went to the minorities. It was the same year in which the firm applied for inclusion into the Fortune magazine’s list of America’s 50 best companies for minorities.

Though the firm did not make it to the list, it still stands as a model company that devised a successful way to handle diversity issues. The firm continues to hold its stand against discrimination and harassment against minorities, having its motive as equality and fairness to all. The percentage of minority incumbents is, however, slightly lower than the previous years, according to the third annual report of the task force in 2000. But with its merger with Chevron, the firm acknowledges that more work needs to be done to keep up its mission.

The firm has brought a change by hiring and promoting minorities. This has helped to build a diverse community within the organization. This effort will definitely boost the confidence among minorities and make them feel part of the society, which once scorned them. 3. How long might such a culture change take?The time duration for such a culture change to take place, rests completely on the management and every individual in the firm. If people take this up as their primary mission, the change would be visible in a few years.

Mergers and acquisitions would also help to spread this mission, like in the case of Texaco, and help to bring about equality and fairness at work.