Reference no: EM133407613

Case Study: Syd Gilman read the latest sales figures with a great deal of satisfaction. The vice-president of marketing at Hy Dairies Ltd., a large Canadian milk products manufacturer, was pleased to see that the marketing campaign to improve sagging sales of Hy's gourmet ice cream brand was working. Sales volume and market share of the product had increased significantly over the past two quarters compared with the previous year.

The improved sales of Hy's gourmet ice cream could be credited to Rochelle Beauport, who was assigned to the gourmet ice cream brand last year. Beauport had joined Hy less than two years ago as an assistant brand manager after leaving a similar job at a food products firm. She was one of the few women of colour in marketing management at Hy Dairies and had a promising career with the company. Gilman was pleased with Beauport's work and trued to let her know this in the annual performance reviews. He now had an excellent opportunity to reward her by offering her the recently vacated position of marketing research coordinator. Although technically only a lateral transfer with a modest salary increase, the marketing research coordinator job would give Beauport broader experience in some high-profile work, which would enhance her career with Hy Dairies. Few people were aware that Gilman's own career had been boosted by working as marketing research coordinator at Hy several years earlier.

Rochelle Beauport had also seen the latest sales figures on Hy's gourmet ice cream, and was expecting Gilman's call to set up a meeting that morning. Gilman began the conversation by briefly mentioning the favourable sales figures, and then explained that he wanted Beauport to take the marketing research coordinator job. Beauport was shocked by the news. She enjoyed brand management and particularly the challenge involved with controlling a product that directly affected the company's profitability. Marketing research was not the route to top management in most organizations, thought Beauport. She had been sidelined.

After a long silence, Beauport managed a weak, "Thank you, Mr. Gillman." She was too bewildered to protest. She wanted to collect her thoughts and reflect on what she had done wrong. Also, she did not know her boss well enough to be openly critical.

Gilman recognized Beauport's surprise, which he naturally assumed was her positive response to hearing of this wonderful career opportunity. He, too, had been delighted several years earlier about his temporary transfer to marketing research to round out his marketing experience. "This move will be good for both you and Hy Dairies," said Gilman, as he escorted Beauport from his office.

Beauport was preoccupied with several tasks that afternoon, but was able to consider the day's events that evening. She was one of the top women and few minorities in brand management at Hy Dairies and feared that she was being sidelined because the company did not want women or people of colour in top management. Her previous employer had made it quite clear that women "couldn't take the heat" in marketing management and tended to place them in technical support positions after a brief term in lower brand-management jobs. Obviously, Syd Gilman and Hy Dairies were following the same game plan. Gilman's comments that the coordinator job would be good for her was just a nice way of saying that Beauport couldn't go any further in brand management at Hy Dairies.

Beauport now faced the difficult decision of whether to confront Gilman and try to change Hy Diaries' sexist and possibly racist practices of to leave the company.

Question 1

What performance problems (symptoms) exist that indicate that there is an organizational behaviour problem? Use specific content from the case. (Use bullet points)

Question 2

Identify and explain the underlying problems that have led to these symptoms using the following questions: (Identify your responses A to G and use sub-headings of the concept/segment you have identified or is identified for you in the question)

A. What concept studied in perceptual processes likely led to Gilman offering Beauport a transfer to the Marketing position? Identify the concept and explain on what basis this process occurred in this case.

B. How might social identity theory have contributed to Beauport's reaction to the situation? Explain fully including the processes that Beauport likely engaged in.

C. After Gilman tells Beauport of the transfer, what perceptual process concept occurs that led to Beauport's belief about why Gilman's offered her the transfer? Explain fully using content from the case to support your answer.

D. When Gilman told Beauport of the transfer, what concept within the perceptual process occurred for Beauport that negatively impacted her ability to effectively communicate with Gilman? Why? Explain fully.

E. How does the concept of mental models effect this communication? Explain fully from both Gilman's and Beauport's perspective.

F. What OB concept explains why Beauport has a perception that she is not being treated fairly? Why? Explain fully.

G. What OB concept describes the process when Beauport is considering confronting Gilman or leaving Hy Dairies? Explain fully using specific terminology from the concept.

Ensure that you clearly identify the OB concept and include specific details from the case to support your answer.

Question 3

What actions should the organization take to ensure this situation does not occur in the future? (Use sub-headings for each concept)

Part 2 refers to seven (7) concepts studied in the course - one for each question. In Part 3, use the same lettering of A to G. Each response should begin with the concept identified as a heading. Ensure that you clearly identify the OB concept and include specific details from the case that support your solution for each of the identified concepts. If the question in Part 2 required a response regarding both Gilman and Beauport, your response in Part 3 must also refer to both.

Ensure your response contains the relevant terminology from the course to demonstrate your understanding of the concept in this case. The responses should be quality not quantity. You should be able to include sufficient detail in one or two concise paragraphs for each question (identified concept).