Apperances: A Case Study

The Situation:

A major salesperson at Techno Inc. is about to make a major multimillion dollar deal with Apex Co. Apex, a company with a firm commitment to diversity, would like the companies it deals with to mirror this philosophy. Whereas Techno Inc. does also believe in diversity, its sales team doesn’t necessarily reflect this. In an effort to make Techno Inc.’s team seem more diverse the salesperson decides to ask a minority to join the sales panel for the transaction.

The conflict arises when the minority begins to feel that they are being used for their skin color in order to deceive Apex Co. The sales person assures the minority that they’re not being deceptive because the company does employ a diverse work force and that they’ve worked together in the past in order complete transactions which had nothing to do with skin color or perceived diversity. There is an intermediary HR person (Maura) who wants to find a solution.

What to Do:

Maura should advise the salesperson (Jack) to not pursue his course of action. Adding a person to the sales panel purely based off the color of their skin is both wrong and deceptive. Letting Jack go ahead with this could not only lead to the loss of the transaction but could also tarnish the overall reputation of Techno Inc. Furthermore this could lead to a lawsuit from Jim (the minority) because he’s being asked to do something purely based on the color of his skin. Race, under penalty of law, is a protected class and being asked to do or not to do something based of a protected class status is illegal.

Ethical Approaches:

Jack used a teleological construct and an individualistic approach to the diversity situation. He was hoping that in the end the means would be justified; however, it’s just as likely that the situation would go awash and do more harm than good.

Jim on the other hand used a deontological construct with a human rights approach. Jim felt it was his duty to not let his company abuse him in this fashion and that it would paint a deceptive portrait of the company if the truth should come to light. Jim felt that he was being used because of his skin color and that based off of that, no matter the intent, it was wrong.

Universal Violations:

I feel confident in saying that Jim’s universal human rights are in violation; although not in the way these violations are typically thought of. In the preamble to the United Nations Universal Declaration of Human Rights they state that the, “disregard and contempt for human rights have resulted in barbarous acts which have outraged the conscience of mankind,” (Universal Declaration of Human Rights, 1948). Whereas no “barbarous acts” are being committed and this could in fact create a mutually beneficial outcome it is still a decision based off of the distinction of race. In article two of the declaration the U.N. goes on to say that ,” Everyone is entitled to all the rights and freedoms set forth in this Declaration, without distinction of any kind,” (Universal Declaration of Human Rights, 1948). Since Jim is being pressured to pursue a course of action where the initial decision was primarily based off of his race, a clear distinction is being made and if Jim is not comfortable doing this then it is within his right to say no without further question or pursuit.

Leadership theories:

Maura needs to take a Theory Y approach and let Jim make a decision without undue duress from Jack. She needs to bow down take the position of a servant leader and let Jim make the decision he is comfortable with and then enforce that decision to its fullest even if it includes reprimand for Jack. Maura should also employ a level of emotional intelligence and apply a little empathy in the direction of Jim. Jim has probably had to deal with race issues in the past, some maybe harmful and some maybe not as much, but he should not have to deal with it in his workplace at all for any reason.

Conclusion:

Maura should end this situation immediately. Since Jim has already expressed disinterest and a certain level of disgust at the idea; the idea should die there. It is Maura’s responsibility to make sure that Jack understands Jim’s position because further pursuit could result in harassment based off of a protected class which would be crippling to the organization. In an example cited in CQ Researcher a major oil company was found to have overstepped their bounds and, “agreed to settle an embarrassing racial discrimination suit in November by promising to pay $140 million to black employees, hire and promote more minority employees and provide diversity training sessions for all 29,000 of the giant oil company's employees,” (Diversity in the Workplace, 1997).

Works Cited:

A Question of Appearances. (2002). HRMagazie , 47 (4), pg. 54 (3p).

Diversity in the Workplace. (1997). CQ Researcher , 7 (38).

Lewis, P. S., Goodman, S. H., Fandt, P. M., & Michlitsch, J. F. (2007). Management: Challenges for Tomorrow's Leaders. Mason: Thomson South-Western.

Universal Declaration of Human Rights. (1948, 12 10). Retrieved 02 14, 2010, from un.org: http://www.un.org/en/documents/udhr/index.shtml