Cultural Change at Texaco: Ethics in Management

To resolve the disparate impact and to alleviate any discrimination all hiring managers must complete training in Equal Opportunity and diversity, this will emulate the best staffing practices by eliminating general barriers and bias, and reduce chances of unintentionally or intentionally discrimination in staffing. A recommendation to establish

In a study that was reviewed by Deitch and her colleagues (2003), blacks were interviewed at work about whether the felt they were being discriminated. Most participants had difficulty answering because they were not sure whether discrimination was linked to their race or different factors like gender. Such inconclusive research only adds to the haziness of work related issues defined as ones of “racial discrimination” (Deitch, Barsky, Butz, Chan, Brief & Bradley).

In order to operate ethically in a global marketplace, corporations like Exxon Mobil need to define the conduct that they expect from their officers, executives, managers and employees. Without a defined code of conduct, employees feel forced to use their personal mores to determine what actions they should take in ethically ambiguous situations. Like children on a playground, employees need to know where the fences are so that they can work effectively.

Chevron considers itself as an ethical organization. Among Chevron's basic code is Integrity and honesty, which they quote as:

The employer must conduct an internal investigation by interviewing the parties involved and witnesses. The article also mentions the 1964 Civil Rights Act and the Age Discrimination Act of 1967 to explain the root of the guidelines, and gives further analysis using different clarification approaches to clarify the legal concerns involved. In order to describe prevention methods, the article straightforwardly states what a manager prerequisites. Training and informing the employees is the law. The article’s approach and statements mentioned how to deal with legal matters and to make sure that they are valid. Managing harassment and discrimination problems is not only a responsibility, but also makes good business sense. Maintaining a workplace free of discrimination and harassment by doing whatever is necessary to prevent complaints from occurring in the first place, and stopping them before they reach the level of lawsuits are acceptable methods of dealing with legal issues.

This gives the employees a level ground for all to work in since no one, after coming from work, can be prejudiced by the people around him or her. In addition, the society can give a chance to voice the people who are treated badly and try to be understood. If I were the CEO, I would implement policies like training. This will ensure that all the workers are familiar with discrimination laws. Another policy I would put up is like sticking to the job requirement when hiring. It ensures that the person working is equipped with the right requirements and was not chosen on the basis of any other factor except the job requirements. It also protects the company from discrimination lawsuits, (Osborne,

In a perfect world, people would be equal in rights, opportunities, and responsibilities, despite their race or gender. In the world we live in, however, we always face all kinds of neglect based on different attributes. All over the United States, certain people treat others with prejudice because of particular features they possess. Unfortunately, prejudice and discrimination occur even in places which, by definition, should be free of all personal prejudices – specifically, in offices and other business surroundings. This tragedy is called workplace discrimination; not every unfair behavior at work, however, can be assessed as discrimination. Discrimination in the workplace happens when an employee experiences unfair treatment due to their race, gender, age, religion, marital status, national origin, disability or veteran status, or other characteristics. Discrimination is one of the largest issues people face in the workplace and it must be dealt with. The U.S. have laws and regulations on discrimination but it still often occurs. Workplace discrimination appears in hiring, training, promotion, firing, and other institutional or interpersonal treatment. Discrimination sometimes causes an employee to leave or quit the workplace, resign from a position, or in more severe cases, to commit suicide or act violently against the discriminators. Discrimination is one of the largest issues many people face in the workplace.

In 1994, six African-American employees sued Texaco, citing racial discrimination. Texaco executives had been secretly recorded, thus confirming the issue. Texaco's CEO responded by issuing a public apology and admitted shame and embarrassment. The executives involved were suspended, however with pay but no benefits, pending the result of the investigations. Texaco execs went on tour, visiting all branches and sites of the company in person to apologize to the employees. Texaco even hired Uniworld Group, which is an African-American owned advertising agency, to run an ad campaign, figuring this would settle the crisis. Texaco settled the suit by agreeing to pay $176 million and the CEO added discrimination checks for executives and managers,

“Train your managers in the implementation of the anti-discrimination policy with the expectation that prevention is their responsibility” (Heathfield, 2012).

With all of the advances in modern society and human behavior, racism is still a crisis that many people have to cope with. It can occur at any place or at any time, including in the workplace. Racial discrimination arises when someone is treated differently based on their actual or perceived race. Many people believe that if one were to be in the vicinity of a respected workplace that they would be respected by all co-workers and employers; this is in no way true. A big amount of minority employees, mainly African-Americans, are affected by racial discrimination in the workplace whether it’s from their employers or their fellow co-workers, and it is not at all acceptable. Racial discrimination is a situation that has always been a problem, so we must show an effort to try to eliminate it from our society.

Ethics in the Lockheed Martin Corporation didn’t always have the message it has today. As I read through the book, Ethics at Work: Creating Virtue at an American Corporation, specifically chapter two, I came across some very interesting issues this corporation has had to deal with over the past few decades that go back to the 1920’s and earlier. In the following I’ll go over a few points that led to the development of Lockheed Martine’s current ethics program. Ill cover some ethics issues that were overcame on the way to a great ethics program. First let’s talk about the beginnings that started the Lockheed Martin Corporation so you can get an idea of the foundation of the company itself.

Three frequently problematic ethical issues within the workforce are harassment, discrimination, and retaliation. Harassment and discrimination in the workplace occur in different methods. Workplace harassment in any manner of unwanted behavior toward an employee that leashes obstacles in performing job duties and/or making the employee feel he/she is working in an unwelcoming environment. Harassment can be a result of several factors such as, race, gender, culture, age, sexual orientation, national origin and/or religion. For the most part there are various countries that have laws in place to safeguard

This paper will assess my personal experience with prejudice in the workplace, including the implications of the situation to the organization in terms of its stakeholders, reputation, and its legal responsibilities. Furthermore, I will analyze the negative effects the discriminatory behavior had on morale and functioning of coworkers and employees. Lastly, I will recommend three action steps that I would have taken as a manager to avoid the situation, in addition to three steps to render the situation.

Thomas & Stephanie J. Creary it is clear that PepsiCo initially followed the discrimination-and-fairness paradigm. On the case PepsiCo realizes from a very early stage the important of hiring diverse employees and in 1940 implements an equal opportunity initiative to increase the number of minorities in the workforce. As PepsiCo does this, it is attempting to provide all individuals with the same opportunities of working with the company and therefore meet the goals set for increasing diversity in the

I feel it is important for employers to make diversity and discrimination known within the workplace. Employers need to be aware that there is such thing as implicit discrimination. “This form of discrimination occurs subliminally without an individual necessarily even being aware of it” (Ruthergien, 2016, p. 22). If an employee is not taught what discrimination is, how will they know if they are committing an act of discrimination. Not all acts of discrimination are obvious or common knowledge. Knowledge is power and the more employees know about the topic, the more aware they will be and less likely to make the mistake in discriminating somebody. Employers should have management training that will aid in the prevention of making decisions that may be considered discrimination. “We must be able to invent and reinvent and re-engineer the