Case study assignment#1

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Simon Fraser University *

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115

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Marketing

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Feb 20, 2024

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docx

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Uploaded by ProfPartridge4037

1 1. What symptoms exist to suggest that something has gone wrong? Symptoms include”  Excited - Syd Gilman, a Vice President of marketing at Hy Dairies, was excited to give Rochelle Beauport the vacated position of marketing research coordinator for her work with the marketing campaign which helped improve sales in the company  People are uninformed - People weren’t unaware that Syd Gilman held the marketing research coordinator position at Hy Dairies years ago which helped his own career  Surprise – Beauport was shocked by the job offer of the market research coordinator position, rather than being excited with the job proposal  Confusion – Beauport didn’t protest and couldn’t understand what she did wrong when she was offered the market research coordinator position  Upset – she is faced with the difficult decision to confront Gilman or try to change Hy Dairies’ sexist and possibly racist practices or to leave the company   Syd’s belief that the marketing research coordinator would provide Beauport broader experience in some high-profile work and would enhance her career with Hy Dairies  Manager told Beauport that he wanted her to take the marketing research coordinator job  Beauport’s shock and upset that she was sidelined for a top management position in the organization and that the company didn’t want women or nonwhite people in top management  she recalled that her previous employer make it quite clear that women “couldn’t take the heat” in marketing management and tended to place them in technical support positions  Beauport was upset and wanted to reflect on what she did wrong  Didn’t know her boss well enough to be critical  Syd Gilman assumed her response was a positive one

2  He told Beauport that the move would be good for both her and Hy Dairies as he escorted her out from his office Symptoms that things have gone wrong:  Beauport’s expectation that the Manager would call her after seeing the latest sales figures which did happen  Manager expected that worker will take the marketing research coordinator job – it was sprung on her  Worker thought the position was a “backroom job” and was sidelined for a Management position in Brand Management  Manager thinks this is a wonderful career opportunity for worker to round out her marketing experience  Worker didn’t respond to the promotion and escorted out after her meeting with the manager  No discussion happened between the Manager and the worker re: worker’s goals in the company, career aspirations in the company  Expectations differed between worker and manager 2. What are the root causes that led to these symptoms? Stereotyping p. 76  Beauport’s previous manager stereotyped that woman “couldn’t take the heat” in marketing management  Ppl have a stereotype of Marketing managers is neither accurate nor desirable for women  Stereotype that woman are placed in technical support positions which does not have any kernel of truth hence it is a falsehood  Beauport is relying on stereotypes to fill in the missing pieces and the need for cognitive closure because she does

3 not have enough information and simply trying to understand the information that Syd is providing her (p. 77)  Stereotype threat – women like Beauport are sensitized to the generally false but wildly held belief that they don’t become Marketing Managers because women underperform men (p. 77)  The stereotyping has laid the foundation for discriminatory attitudes and behaviour (p. 78)  Systemic discrimination – decision makers rely on stereotypes to establish notions of the “ideal” person in specific roles – lower representation of women in the brand management positions? Attribution theory  Beauport has formed a belief that she lacked skills or motivation, an internal attribution, to get the Brand Manager position when she was offered the Marketing Coordinator position instead (p. 80) Self-fulfilling prophecy  Syd forms expectations about Rochelle’s future behaviour and performance  His expectations influence his behaviour toward Rochelle indicating that the new job would be good for her as he was basing this from a similar experience he had when he took this role and for him, it was good move Perceptual error – Recency effect (p. 83)  Syd made his decision to promote Beauport based on the most recent performance information which dominated his evaluation without looking and evaluating other past performances of his employee that year? – confirm in case study

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4 Syd and Beauport’s perception of the job differed…what was perceived to Syd as a great stepping stone to rounding out one’s marketing career, it was a demotion to Beauport  Offering the vacated position of marketing research coordinator without explaining what the position entails  Sprung it on the worker without warning  Assuming that the position would give worker broader experience in high-profile work which would enhance her career without communicating this to the worker  No communication or dialogue was established to discuss worker’s career objectives and goals for the company  Worker did not address or ask questions regarding the vacated position (job tasks, objectives, expectations)  Worker didn’t provide Manager that she would like to think about the job before accepting the offer  Manager should have offered the position and not expect the worker to take the position  Does the position coincide with the trajectory of the worker’s career objective? Does it align w/ worker’s career goal?  Worker didn’t have the accurate role perception to understand and perform the job well (pg. 35, chapter 2)  Lack of role clarity – no understanding of the specific duties or defined job descriptions and work responsibilities for this new job position  What manager believes is a great job opportunity is not the same belief as the worker  Making false assumptions of what worker wants  Worker’s belief that she has been sidelined for other management positions because she is a female and non- white (glass-ceiling effect)  Stereotyping pink-collar jobs  Worker does not know that the Manager accepted the same position years ago which helped round out his marketing experience – no explanation 

5 Based on Chapter 3  Beauport – experience unconscious bias founded on distorted stereotypes  How deeply ingrained gender stereotypes still are  She might be avoiding the job b/c “it doesn’t fit their self- concept”  Lack of female peer support – undermines women’s self perception in the field  Feeling unsupported  She is comparing her perception of that job w/ her current perceived self and desired ideal self images of ourselves 3. What actions should the organization take to correct these problems? Recommendations: Improving Perceptions (p. 83)  Awareness of the perceptual biases  Some diversity awareness training for Syd and Beauport to be aware of the systemic discrimination and stereotyping that exist in the organization and in the profession  The training may help dispel myths about ppl from various cultural and demographic groups (Beauport thinks that because she is a non-white and a woman that she will not get into a management position) Improving self-awareness  Dialogue between the worker and manager  There should be some meaningful interaction where they can have direct conversations about their expectations, goals for the company and for themselves and receiving feedback 

6  Create a professional development plan to discuss the worker’s career objective or goals in the company  Manager to provide recommendations to support the worker’s goals/objectives  Have a mid-year and end-of-year conversation to go over the professional development plan as goals can change  Have one-on-one worker/manager to talk about how worker is doing and get feedback  Better explanation on the job titles  More transparency between the manager and worker and the organization  Manager should spend some time coaching and supporting worker to meet her career objective Based on chapter 3 – p 66  Fight against the negative stereotypes and self-doubts  Break down the stereotypes and perceptions that others have about ppl in those particular jobs  by having workshops to support woman and girls in jobs that mostly dominated by males  how does Beauport perceive herself? Her self-concept? How that self-perception affects her decisions and behaviour? 4. Case Study Guidelines 5. The purpose of case studies is to help develop your analytical skills. The three questions above are meant to guide you in the direction of clear, systematic assessment. 6. In question # 1 , you need to consider the symptoms of the case. In other words, what are the observable signs that things have gone wrong? What are the "red flags"? 7. In question #2 , you will take what you've learned in the course, and your own experiences, to reflect on what might be the underlying root causes to the issues you identified in the first question. This will provide some potential "whys" for the observable symptoms.

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7 8. Based on your considerations for question # 2, you will then formulate suggestions or solutions to the case. This will formulate your response for question # 3 . 9. This three-step process helps develop a logical approach. It helps ensure the analysis isn't "short- circuited" by looking at the symptoms and immediately go into making recommendations. 10. Before allowing you to make recommendations, the process pushes you to consider the underlying root causes. This process can be called the " iceberg effect ". 11. Imagine the problem is an iceberg. It is the tip above the water that is the easiest to see (the symptoms). If you try to solve a problem based on what you see above the water, you will not be developing a solution based on the whole problem. Question # 2 pushes you down into the problem (below the water's surface) by having you ask the question, "Why might this be happening?" Your solution, when based on the entire problem (both observable symptoms and root causes), is more likely to be on target. © Leila Rahemtulla 2018 – 10th edition text. 12. It is valuable to remember that the responses to case studies are somewhat subjective. It is more important to provide your reasoning and ideas in a concise and thoughtful way than to be absolutely correct. 13. Your assignment should be approximately 2 - 3 pages in length. Consider the use of formatting such as point form, subheadings, etc to help organize your ideas and recommendations.

Case study assignment#1

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