Read the following Case Study, "Freida Mae Jones" and answer the questions that follow.

Freida Mae Jones, Assistant Manager, Branch Operations

Freida Mae Jones was born in her grandmother's Georgia farmhouse on June 1, 1949. She was the sixth of George and Ella Jones's ten children. Mr. and Mrs. Jones moved to New York City when Freida was four because they felt that the educational and career opportunities for their children would be better in the North. With the help of some cousins, they settled in a five-room apartment in the Bronx. George worked as a janitor at Lincoln Memorial Hospital, and Ella was a part-time housekeeper in a nearby neighborhood. George and Ella were conservative, strict parents. They kept a close watch on their children's activities and demanded they be home by a certain hour. The Joneses believed that because they were black, the children would have to perform and behave better than their peers to be successful. They believed that their children's education would be the most important factor in their success as adults.

Freida entered Memorial High School, a racially integrated public school, in September 1963. Seventy percent of the student population was Caucasian, twenty percent Black and ten percent Hispanic. About sixty percent of the graduates went on to college, of which four percent were Black, Hispanic and male. In her senior year, Freida was the top student in her class. Following school regulations, Freida met with her guidance counselor to discuss plans upon graduation. The counselor advised her to consider training in a "practical" field such as housekeeping, cooking, or sewing, so that she could find a job.

George and Ella Jones were furious when Freida told them what the counselor had advised. Ella said, "Don't they see what they are doing? Freida is the top-rated student in her whole class and they are telling her to become a manual worker. She showed that she has a fine mind and can work better than any of her classmates and still she is told not to become anybody in this world. It's really not any different in the North than back home in Georgia, except that they don't try to hide it down South. They want her to throw away her fine mind because she is a black girl and not a white boy. I am going to go up to her school tomorrow and talk to the principal."

As a result of Mrs. Jones's visit to the principal, Freida was assisted in applying to 10 eastern colleges, each of which offered her full scholarships. In September 1966, Freida entered Werbley College, an exclusive private women's college in Massachusetts. In 1970, Freida graduated summa cum laude in history. She decided to return to New York to teach grade school in the city's public school system. Freida was unable to obtain a full-time position, so she substituted. She also enrolled as a part-time student in Columbia University's Graduate School of Education. In 1975, she had attained her Master of Arts degree in teaching from Columbia but could not find a permanent teaching job. New York City was laying off teachers and had instituted a hiring freeze because of the city's financial problems.

Feeling frustrated about her future as a teacher, Freida decided to get an MBA. She thought that there was more opportunity in business than in education. Churchill Business School, a small, prestigious school located upstate New York, accepted Freida into its MBA program.

Freida completed her MBA in 1977 and accepted an entry-level position at the Industrialist World Bank of Boston in a fast-track management development program. The three-year program introduces her to all facets of bank operations, from telling to loan training and operations management. She was rotated to branch offices throughout New England. After completing the program, she became an assistant manager for branch operations in the West Springfield branch office.

During her second year in the program, Freida had met James Walker, a black doctoral student in business administration at the University of Massachusetts. Her assignment to West Springfield precipitated their decision to get married. They originally anticipated that they would marry when James finished his doctorate and could move to Boston. Instead, they decided he would pursue a job in the Springfield-Hartford area.

Freida was not only the first black but also the first woman to hold an executive position in the West Springfield branch office. Throughout the training program, Freida felt somewhat uneasy although she did very well. There were six other blacks in the program, five men and one woman, and she found support and comfort in sharing her feelings with them. The group spent much of their free time together. Freida had hoped that she would be located near one or more or the group when she went out into the "real world." She felt that although she was able to share her feelings about work with James, he did not have the full appreciation or understanding of her coworkers. However, the nearest group member was located 100 miles away.

Freida's boss in Springfield was Stan Luboda, a 55-year old native New Englander. Freida felt that he treated her differently than he did the other trainees. He always tried to help her and took a lot of time (too much, according to Freida) explaining things to her. Freida felt that he was treating her like a child and not like an intelligent and able professional.

"I'm getting really frustrated and angry about what is happening at the bank," Freida said to her husband. "The people don't even realize it, but their prejudice comes through all the time. I feel as if I have to fight all the time just to start off even. Luboda gives Paul Cohen more responsibility than me and we both started at the same time with the same amount of training. He's meeting customers alone and Luboda had accompanied me to each meeting I've had with a customer."

"I run into the same thing at school," said James. "The people don't even know that they are doing it. The other day I met with a professor on my dissertation committee. I've known and worked with him for over three years. He said he wanted to talk with me about a memo he had received. I asked him what it was about and he said the records office wanted to know about my absence during the spring semester. He said that I had to sign some forms. He had me confused with Martin Jordan, another black student. Then he realized it wasn't me, but Jordan he wanted. All I could think was that we all must look alike to him. I was angry. Maybe it was an honest mistake on his part, but whenever something like that happens, and it happens often it gets me really angry."

"Something like that happened to me," said Freida. "I was using the copy machine, and Luboda's secretary was talking to someone in the hall. She had just gotten a haircut and was saying her hair was now like Freida's-short and kinky-and that she would have to talk to me about how to take care of it. Luckily, my back was to her. I bit my lip and went on with my business. Maybe she was trying to be cute, because I know she saw me standing there, but comments like that are not cute, they are racist."

"I don't know what to do," said James. "I try to keep things in perspective. Unless people interfere with my progress, I try to let it slide. I only have so much energy and it doesn't make sense to waste it on people who don't matter. But that doesn't make it any easier to function in a racist environment. People don't realize that they are being racist. But a lot of times, their expectations of black people or women, or whatever, are different because of skin color or gender. They expect you to be different, although if you were to ask them they would say that say that they don't. In fact, they would be highly offended if you implied that they were racist or sexist. They don't see themselves that way."

"Luboda is interfering with my progress," said Freida. "The kinds of experiences I have now will have a direct effect on my career advancement. If decisions are being made because I am black or a woman, they are racially and sexually biased. It's the same kind of attitude that the guidance counselor had when I was in high school, although not as blatant." In September 1980, Freida decided to speak to Luboda about his treatment of her. She met with him in his office. "Mr. Luboda, there is something that I would like to discuss with you, and I feel a little uncomfortable because I'm not sure how you will respond to what I'm going to say."

Stan Luboda, Manager, Branch Operations

Stan Luboda is a 55-year-old native New Englander who has managed the Springfield branch for over a decade and has extensive ties to a tightly knit Western Massachusetts community. Stan feels that he is liberal and open minded, and is proud that he recruited Freida Mae Jones, one of the only two African-American females in the Industrialist World Bank of Boston management development program. Stan feels that his working relationship with all of his assistant branch managers is cordial and working smoothly. He has structured the work so that each assistant branch manager is specialized in one part of the business.

He has assigned Paul Cohen to some established accounts as well as having him work on securing new customers, while he has Freida Mae Jones managing the important processing department and supervising a staff of clerical and accounting personnel. While having lunch with Garland Smith, his boss who was visiting from the Boston head office, the subject of why Stan had assigned Cohen the more visible customer contact assignment while assigning Jones to the back-room operations role came up.

"Look Garland, you know I'm not a nave person, and I'm very open minded, which is why I'm so pleased to have Freida Mae on my staff," said Luboda. "You know the way the world works. There are some things that need to be taken more slowly than others. There are some assignments for which Cohen has been given more responsibility, and some for which Jones is given more responsibility than Cohen."

"Don't you think Cohen's career will advance more quickly than Jones's because of the assignments that he gets?" Smith replied.

"That is not true," said Luboda. "Jones's career will not be hurt because she is getting different responsibilities than Cohen. Both of them need the different kinds of experiences they are getting. And you have to face the reality of the banking business. We are in a conservative business. When we speak to customers, we need to gain their confidence, and we put the best people for the job in the positions to achieve that end. If we don't get their confidence, they can go down the street to our competitors and do business with them. Their services are no different than ours. It's a competitive business in which you need every edge you have. It's going to take time for people to change some of their attitudes about whom they borrow money from or where they put their money. I can't change the way people feel. I am running a business, but believe me, I won't make any decisions that are detrimental to the bank."

Discussion Questions

1. Do you think that the Joneses were being realistic or overly sensitive in their belief that their children would have to work harder to be successful because they were black? Explain your answer.
2. If you were Freida, what else could you have done? If you were Luboda, what else could you have done?
3. Do you think that Luboda was discriminating against Freida? Why or why not?
4. Does Freida have legal grounds to sue the bank for discrimination? Why or why not?
5. What role did the bank's upper management play in the managing diversity process? What could they have done differently?
6. Luboda's arguments for his decisions about Freida's responsibilities seemed to be based on the idea that the bank's customers might be uncomfortable with a black female in a position of authority. Is this a valid argument? Why or why not?