#278 Read Case Study 3.1 in your textbook and answer

Read Case Study 3.1 in your textbook and answer - Operations Management

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Read Case Study 3.1 in your textbook and answer the discussion questions that follow.

Hy Dairies, Ltd.

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.

Page 86 Case Study

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 visible minority employees in marketing management at Hy Dairies and had a promising career with the company. Gilman was pleased with Beauport's work and tried to let her know this in the annual performance reviews. He now had an excellent opportunity to reward her by offering the recently vacated position of a market 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 before.

Rochelle Beauport had also seen the latest sales figures on Hy's gourmet ice cream and was expecting Gilman's call to meet with her that morning. Gilman began the conversation by briefly mentioning the favorable 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 coordinator was a technical support position a backroom job far removed from the company's bottom-line activities. Marketing research was not the route to top management in most organizations, Beauport thought. She had been sidelined.

After a long silence, Beauport managed a weak Thank you, Mr. Gilman. 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 visible minority employees in brand management at Hy Dairies and feared that she was being sidelined because the company didn't want women or visible minority employees 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 women 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 Dairies practices or to leave the company.

Discussion Questions Case

Apply your knowledge of stereotyping and social identity theory to explain what went wrong here.

What other perceptual error is apparent in this case study?

What can organizations do to minimize misperceptions in these types of situations?

Your papers must include an introduction and a clear thesis, several body paragraphs, and a conclusion. Top papers demonstrate a solid understanding of the material AND critical thinking. Please ensure that you provide justification for your statements by citing outside research

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Read Case Study 3.1

1)Social personality hypothesis is an idea which hypothesizes that people characterizes themselves by the gathering they have a place as well. Taking a gander at the contextual analysis it appears Beauport socially distinguish herself as a lady with an obvious minority status. Beauport has been told by her past manager that ladies are not suited for advertising administration parts. Considering her past business encounter she emphatically trusts that she is being denied a superior open door because of her gender and her noticeable minority status. Stereotyping is a procedure of relegating convictions, characteristics and characteristics to a gathering of people that are comparative. These attributes could be comparative physical or qualities, practices etc. It appears Beauport has built up a generalization against the directors in top administration. She had chosen to abandon her past work since her administrator had made it calm clear that ladies are not reasonable for Stereotyping is the subsidiary of the social character hypothesis. Stereotyping can be characterized as the way toward allocating characteristics to people considering their cooperation in a social hypothesis. At the point when generalizations are separated, we discover two unique composes. Distinct generalizations are perceivers' convictions about the qualities of a social gathering and show the properties, parts, and practices that depict that gathering (Gill, 2004). Prescriptive generalizations portray the particular conduct standards that people must maintain to keep away from discrediting or discipline by others. By and large, stereotyping lays the basis for partiality and segregation. Social personality hypothesis expresses that the in-gathering will oppress the out-gathering to improve their mental self-portrait. It likewise clarifies how we see individuals through arrangement, homogenization, and separation. In the social personality hypothesis, the gathering participation isn't something remote or fake which is joined onto the individual.

2) There is confirmation of the false-agreement impact. Syd Gilman overestimated the degree to which Beauport had beliefs and attributes like his own. inaccurately translated Beauport's non-verbal conduct as evidence supporting his assumption. Self-satisfying prescience (SFP) may seem to be a significant perceptual idea for this situation. Notwithstanding, SFP occurs when the boss' assumptions regarding a worker impact the employee to act in a way that is steady with the director's initial expectations. Gilman's underlying desires appear to be certain about Beauport, yet the possible conduct is that she is considering stopping.

3) The clearest reply to this inquiry is to enhance shared understanding. Syd Gilman needs to comprehend and be more delicate to Rochelle Beauport's past, and the other way around. Beauport may find that Gilman was once the advertising research facilitator and had benefitted from the experience. Gilman could discover that Beauport had encountered blatant gender separation with her past manager and that staff employments (such as advertising research organizer) are not constantly esteemed In expansion to increasing common understanding, the two gatherings should become aware of the perceptual procedure and the open doors for perceptual errors in that procedure. Thus, Gilman might be touchier to this case of false-agreement effect. Finally, the two gatherings may speak with others to compare perceptions and increase extra data about the occasion and the other person. Beauport could converse with different workers; they may illuminate her misconception that the promoting research organizer work is a "side-line" position. Or then again she may summon enough fearlessness to ask Gilman (without anger) why she ought to be exchanged. Gilman could converse with other managers about the exchange to discover how others may respond in an unexpected way.