8:25 Done 371469_Case Study 2 - Cincinati S... | CASE STUDY 3: CINCINNATI SUPERNES : Cinci Super Sub of the Super Seeds 3 resinan.Ottesd Mich. This was a registant #mand several part-time cam kaden. The rest managerunty saree 5 and free work by madowed by the head of the mista 6 ger en sor a couple of bong by lace but 7 is the rear wiping, sour, Bring, water. Med * team leaders are college and videos from late home to sight doing. Most employees wat we wantince 10 few michel Allegro.pl 11 Cinci Super Subspecial 12 months, which has rodoved the may be paid to the resistant Imp. This is called by pentage of mul de 14 ciod her ideal cut , 15 highest Westem when doppill foc 16 Hun oldum dispone de incertly and the way food 17 per When employees me takes the expenses IX the check the way food for me 19 d. However, make chant dental del 10 attumaal is to in y as the time's tips 21 previous work and One to leader who teputed several die wat 12 incidents , hay mathat y arimales Cincinnati Super Sale presence od weet they work comely for 25 last felul de Stalcomm the theatre is meant that they otten ineligible for the followme became my site wely three or four 27 player who work these are stilte met hielp themch foods > When the persondatore a work estifies the best Some > al claim the food is a company pre and make up for the wall packet 10 to what many of their friends are several hulees geweef 31 their friends being will camera di che 32 saylanding out freed to end the more popular with the pen Feh 1) the Cincinnati's way the way header 14 where the managers per received a boom. The restauranger med by 38 ving the food allowance only the financinha 36 tine excluded mee af ving the food alle, die teployees for priving way Red Head 2 pecete the experiment 1 lege calf leftherjes me the following the Mayo dicoged friends from considering beper Se Mutale deed, which 40 the sphere that had been experienced to extentions de With relatively implement the mineral difficult 4 places, paly pople with view experience of wint Temporary 44 shottages required the woma o pomime wing in foed 45 and the wall. Their represence the reality 46 ciberate wwe but demul cel materembe 47 experienced staff make more her three me, C Super Sale 4 manager de to the new 9 leta staff and serving the rived and her 8:25 Done 371469_Case Study 2 - Cincinati ... 35 vite fainly few work for more using the -ded even more affitting the food allowance, but di 2 of 2 a lot for other job the Swing two. Mayed the head couraged loen cidering juba a Super Sub Morske decide which dempered the that had be expects past time to employees and we were wa mlavily try staurant local - , arty people with staff shortages required the woman to meme widgin food 45 drama tha Thorne procedeal deliberate wastage, but wel wastage wel wat as the power of 47 experienced affade more mistakes Alter three month, Coco Sube munuper and manager de to the bad they 49 le time ang staff and serving men. Indeed, they received a moderator the time the wine whethemes s! Withdrew from daily operation. The experienced composed to and the wond is practice Experted the strated 53 He complely removed the food and the fact mig rig way food. Wastage dropped whatever the next 3 creeping wala Dhe ques 1) Biode the des from news and B-Geral employee maks 2 people ke commences of behavior by going about what happened to the people. Do you agree that the time of the man manager of taking the wider steps ingeles the employee Tell your mark 3) the Middlewy pople cing when he was a whold there are stap the mundug out the food to friendline 0 employee (2402) CASE STUDY 1: HY DAIRIES, INC. Syd Gilman read the latest sales figures with a great deal of satisfaction. The vice president of marketing at Hy Dairies, Inc., a large Midwestern 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 tried to let hek know this in annual performance reviews. He now had an excellent opportunity to reward her by offering her the recently vacated position of 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 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 coordinator was a technical support positiona "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 side-lined. 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 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 side-lined because the company didn't 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 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' sexist and possibly racist practices or to leave the company. Source: McShane, Von Glinow (2015), Organizational Behavior, Emerging Knowledge, Global Reality, 7th edition, McGraw-Hill. Discussion questions 1) Applyinys your knowledge in self-concept characteristics how would you determine Rochell Beauport's self-concept? (4 marks) 2) How would justify that Syd Gilman did not stereotype Rochelle Beauport? Hint: Include the process of categorisation, homogenisation and differentiation for your justification. (6 marks) 3) What do you think about Rochelle Beauport's emotion when Mr. Gilman wanted to transfer her to the marketing research coordinator job? (4 marks) 4) After Rochelle Beauport heard about the transfer, we assume that she will emotionally experience cognitive dissonance. How would you recommend her to deal with her emotion? Please view: Cognitive Dissonance Theory: A Crash Course https://www.youtube.com/watch?v_9Y17YaZrRvY (6 marks) Total: 20 marks Note: Your answers are expected to vary from other team. Best way to maximise your marks is to understand the terms correctly and apply them effectively. 8:25 Done 371469_Case Study 2 - Cincinati S... | CASE STUDY 3: CINCINNATI SUPERNES : Cinci Super Sub of the Super Seeds 3 resinan.Ottesd Mich. This was a registant #mand several part-time cam kaden. The rest managerunty saree 5 and free work by madowed by the head of the mista 6 ger en sor a couple of bong by lace but 7 is the rear wiping, sour, Bring, water. Med * team leaders are college and videos from late home to sight doing. Most employees wat we wantince 10 few michel Allegro.pl 11 Cinci Super Subspecial 12 months, which has rodoved the may be paid to the resistant Imp. This is called by pentage of mul de 14 ciod her ideal cut , 15 highest Westem when doppill foc 16 Hun oldum dispone de incertly and the way food 17 per When employees me takes the expenses IX the check the way food for me 19 d. However, make chant dental del 10 attumaal is to in y as the time's tips 21 previous work and One to leader who teputed several die wat 12 incidents , hay mathat y arimales Cincinnati Super Sale presence od weet they work comely for 25 last felul de Stalcomm the theatre is meant that they otten ineligible for the followme became my site wely three or four 27 player who work these are stilte met hielp themch foods > When the persondatore a work estifies the best Some > al claim the food is a company pre and make up for the wall packet 10 to what many of their friends are several hulees geweef 31 their friends being will camera di che 32 saylanding out freed to end the more popular with the pen Feh 1) the Cincinnati's way the way header 14 where the managers per received a boom. The restauranger med by 38 ving the food allowance only the financinha 36 tine excluded mee af ving the food alle, die teployees for priving way Red Head 2 pecete the experiment 1 lege calf leftherjes me the following the Mayo dicoged friends from considering beper Se Mutale deed, which 40 the sphere that had been experienced to extentions de With relatively implement the mineral difficult 4 places, paly pople with view experience of wint Temporary 44 shottages required the woma o pomime wing in foed 45 and the wall. Their represence the reality 46 ciberate wwe but demul cel materembe 47 experienced staff make more her three me, C Super Sale 4 manager de to the new 9 leta staff and serving the rived and her 8:25 Done 371469_Case Study 2 - Cincinati ... 35 vite fainly few work for more using the -ded even more affitting the food allowance, but di 2 of 2 a lot for other job the Swing two. Mayed the head couraged loen cidering juba a Super Sub Morske decide which dempered the that had be expects past time to employees and we were wa mlavily try staurant local - , arty people with staff shortages required the woman to meme widgin food 45 drama tha Thorne procedeal deliberate wastage, but wel wastage wel wat as the power of 47 experienced affade more mistakes Alter three month, Coco Sube munuper and manager de to the bad they 49 le time ang staff and serving men. Indeed, they received a moderator the time the wine whethemes s! Withdrew from daily operation. The experienced composed to and the wond is practice Experted the strated 53 He complely removed the food and the fact mig rig way food. Wastage dropped whatever the next 3 creeping wala Dhe ques 1) Biode the des from news and B-Geral employee maks 2 people ke commences of behavior by going about what happened to the people. Do you agree that the time of the man manager of taking the wider steps ingeles the employee Tell your mark 3) the Middlewy pople cing when he was a whold there are stap the mundug out the food to friendline 0 employee (2402) CASE STUDY 1: HY DAIRIES, INC. Syd Gilman read the latest sales figures with a great deal of satisfaction. The vice president of marketing at Hy Dairies, Inc., a large Midwestern 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 tried to let hek know this in annual performance reviews. He now had an excellent opportunity to reward her by offering her the recently vacated position of 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 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 coordinator was a technical support positiona "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 side-lined. 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 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 side-lined because the company didn't 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 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' sexist and possibly racist practices or to leave the company. Source: McShane, Von Glinow (2015), Organizational Behavior, Emerging Knowledge, Global Reality, 7th edition, McGraw-Hill. Discussion questions 1) Applyinys your knowledge in self-concept characteristics how would you determine Rochell Beauport's self-concept? (4 marks) 2) How would justify that Syd Gilman did not stereotype Rochelle Beauport? Hint: Include the process of categorisation, homogenisation and differentiation for your justification. (6 marks) 3) What do you think about Rochelle Beauport's emotion when Mr. Gilman wanted to transfer her to the marketing research coordinator job? (4 marks) 4) After Rochelle Beauport heard about the transfer, we assume that she will emotionally experience cognitive dissonance. How would you recommend her to deal with her emotion? Please view: Cognitive Dissonance Theory: A Crash Course https://www.youtube.com/watch?v_9Y17YaZrRvY (6 marks) Total: 20 marks Note: Your answers are expected to vary from other team. Best way to maximise your marks is to understand the terms correctly and apply them effectively