Dairies case study article

Examine Case Study several. 1, Hy Dairies, about pages eighty-five and 86 in your book, and answer Discussion Concerns 1–3 on your own before exploring the suggested answers below.

Suggested Answers to Case a few. 1

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

It might appear that this circumstance involves stereotyping—specifically, that Syd Gilman has stereotyped Rochelle Beauport. In fact , there is no apparent evidence of this kind of stereotyping. Via all accounts, Gilman is definitely sincere in assigning Beauport to the advertising research planner job.

He seems to be providing—or believes that he is providing—a good profession opportunity for further advancement. In the event that stereotyping exists in this case, that involves Rochelle Beauport’s stereotyping of Syd Gilman like a typical sexist and racist white men.

Social identity theory (McShane & Steen, 2012, pp. 68–69) relates to this case in that Rochelle Beauport has an specific sense of her social identity as a woman and member of an obvious minority in a management location.

This kind of likely takes place because these are distinctive features somebody in management, since indicated by simply her statement that the girl was “one of the top rated women and handful of visible hispanics in brand management at Hy Dairies. ” This strong interpersonal identity may have written for her understanding of her boss, Syd Gilman—namely, that she assembled him together with other guys in management positions. In other words, Beauport may have engaged in categorization, homogenization, and differentiation (McShane & Steen, 2012, s. 73).

installment payments on your What other perceptual error is apparent in this case study?

There exists evidence of the false-consensus impact (McShane & Steen, 2012, p. 78). Syd Gilman overestimated the extent where Beauport acquired beliefs and characteristics a lot like his individual. Specifically, he assumed Beauport would meet a copy to the situation of marketing exploration coordinator and incorrectly viewed Beauport’s nonverbal behaviour while evidence helping his supposition.

Self-fulfilling prophecy (SFP) (McShane & Steen, 2012, pp. 76–77) might appear to be a relevant perceptual concept in this case. However , SFP occurs when the supervisor’s anticipations about a worker influence automobile to act in a manner that is like supervisor’s initial expectations. Gilman’s initial targets seem to be confident about Beauport, yet the eventual behaviour is that she is considering quitting.

Take note: Concepts from all other chapters are relevant to this situatio. These include collateral theory (Chapter 5) and exit-voice-loyalty-neglect (Chapter 4).

3. What may organizations perform to minimize misperceptions in these types of scenarios?

The best answer to this kind of question is to improve mutual understanding. Syd Gilman should understand and be more hypersensitive to Rochelle Beauport’s earlier, and the other way round. Beauport may discover that Gilman was once the marketing exploration coordinator together profited in the experience. Gilman could find out that Beauport had experienced blatant sexuality discrimination with her previous employer and that staff jobs (such since marketing exploration coordinator) are generally not always valued. This recommendation relates to the Johari Window (McShane & Steen, 2012, pp. 79–80); both parties ought to increase the “open” window place.

In addition to gaining common understanding, each should see the perceptual process as well as the opportunities to get perceptual mistakes in that method. By being proficient of sociable identity theory distortions, for example , Beauport may evaluate Gilman more thoroughly, rather than quickly labelling him within a category. Similarly, Gilman might be even more sensitive to this instance of false-consensus impact.

Finally, both parties might communicate with others to compare awareness and gain additional information regarding the event plus the other person. Beauport can talk to various other employees; they may clarify her misconception the marketing analysis coordinator job is a “sideline” position. Or perhaps she might muster enough courage to ask Gilman (without anger) so why she must be transferred. Gilman could speak to other managers about the transfer to find out how other folks may respond differently.

Citation

McShane, S i9000. L., & Steen, S i9000. L. (2012). Canadian organizational behaviour (8th ed. ). Toronto: McGraw-Hill Ryerson.

1