Ethical And Legal Analysis Of The Ann Hopkins V. Price Waterhouse Discrimination Law Suit. Focuses On Case Law And Ethics.

3145 words - 13 pages

"LEGAL ANALYSIS MODEL"1. IDENTIFICATION OF THE "CRITICAL OR RELEVANT FACTS" FROM THE CASE.Ann Hopkins came to Price Waterhouse in August of 1978 following a short stint at American Management Systems after the realization that she preferred a multi-project environment that Price Waterhouse offered. Prior to American Management Systems she worked at Touche Ross for close to 2 years. She left Touche Ross because her husband made partner at the firm because Touche Ross would not consider anyone for partnership whose spouse worked there.Hopkins came to Price Waterhouse on a strong recommendation from Touch Ross. Price Waterhouse consisted of three departments. Accounting and auditing, tax services and management advisory services. Hopkins came on as a manager in the Management Advisory Services (MAS) department. The firm was a professional partnership whose clients included many Fortune 500 companies. During the timeframe of this case Price Waterhouse had 662 partners across 90 U.S. offices and approximately 2,600 partners worldwide.To make partner was in essence to obtain a lifetime membership. The position held great value within the firm. Partners within the firm placed great importance on the interpersonal skills of any partner candidate. So much so that any negative comments made in the review process more than outweighed positive ones, even if the negative review was from a casual observer and not from someone who worked closely with the candidate. It should be noted that the policy board did recommend and elect two male candidates who were criticized for their interpersonal skills because they were perceived as being aggressive, overbearing, abrasive or crude. The firm stated that they had a strong need for the specific needs the candidates possessed. The process for becoming partner was formal and rigid. Once someone became partner, it took a 75% vote to force that person out; although usually the firm would negotiate a release. It was such a permanent position that only 2 partners had ever been forced out. To make partner also meant a considerable increase in pay as Hopkins' pay would have increased from $65,000 to approximately $107,000. In 1983, the time she would have made partner, $107,000 was a considerable sum.Hopkins was nominated in August 1982. Her accomplishments were impressive and according to some partners within the firm, beyond what they themselves could accomplish. She was recognized as someone who was vital to bringing business into the firm. Some specific accomplishments include:* Office of Government Services (OGS)* Managed the word processing center of OGS. The center was troubled prior to Ann's taking the position.Per Thomas Beyer (partner at Price Waterhouse assigned to Ann's nomination process) "She cleaned up the backlog in the unit. Nobody quit. She addressed the personnel problems of people on the staff. It was one of the first times you had seen someone at the level of partner or manager get involved with the...

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