This case is about difficulties that professionals
encounter in accomplishing certain company goals, further finding appropriate
solution and approach to their issues.

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Jansen Shoes is a trendsetter and leading marketer in the
USA of high – quality athletic and casual footwear for children and adults. The
company had stable profit however had decline in one segment (casual footwear),
so the executive management assigned the Director of Strategic Marketing Chuck
Taylor with directions to investigate and develop a major marketing strategy
within a short period of six months.

Taylor established 3 Strategic Product Managers who will
be responsible for developing marketing plan, including strategies for
advertising, new product development, positioning, revitalizing existing
products and penetration into international markets. One of the Strategic
Product Managers is Jane Kravitz and she need to develop plan for casual wear.
One of the 3 marketing professionals is Lyndon Brooks who need to develop marketing
plan for vertical markets: Latino and African American which contains 3
strategic performance objectivities, one environmental project.

The fundamental issue in this case it that Jane Kravitz
and Lyndon Brooks did not have the proper way of communication. Additional issues
are direct management style and stereotypes.


Brooks also did not have enough time to complete his strategic performance

is making the same mistakes from the past that previous managers were doing,
Lyndon was characterize in one group of people 
Black American with assumption that he knows this group of people. Jane
defocused Lyndon from the rest of his objectives by saying “I suggest that we
put African American and Latino markets”.

Management style
management Jane is constantly trying to please and motivate Lyndon with
different types of gestures instead of, to use her authority and to demand
proper job finishing from Lyndon. The performance’s of Lyndon were poor and
also there are signs that he is irresponsible employee. 

– Wrong priority, the special project for environment was
given more priority instead of the s.o.’s. With this decision they have
jeopardize the whole project and performance of the whole team. This is because
there was no alignment between the managers. Jane is the manager of the team
and Jane should decide which person should take the responsibility for the
special project. We have impression that Lyndon is privileged in comparison
with the other team college’s. This can cause other issues in the future in
Jane’s team.


For all problems that we found in this case we tried to
find solutions for them.

1.     Management
style- For us, management is one of the most creative arts, because of the
ability to change and improve human talents. On the other hand Organizational
behavior is a connection between Management and Human talents, and it is about
“what organizations can do for me” or “what can I do to change the
organization”. In this particular case we are thinking that the management is
trying to reorganized human talents and help them change their vision and

·       Trying
to set common goal with Brooks – project must be done by the deadline period.

·       Jane
is pushing Brooks harder for information because she is trying to motivate him
and make him realize that they have a deadline.

·       At
the end they need to make contract with mid-level manager and VC for some extra
time that was given in process of the negotiation.

2.     Stereotypes
– We think that Jane assignes attributes to Brooks on basis of Chuck’s critical
thinking in this case but she still haven’t decided whether to trust  that he is going to finish it. Also, we are
thinking that Jane generalizes Brooks’ ability to finish s.o.s’ based on Chuck

·       Jane
believed in Brooks that he will finish the project on time even if Chuck thinks
that he is not compatible for this project

·       Even
if Jane knows that Brooks is just an ordinary professional she is trying to
help him, and she believes that Brooks is going to finish s.o.s’  

3.     Communication
– Competent theory for this section is going to be Pygmalion Effect because
Jane is trying to tell that the greater expectation that Brooks is providing about
the project and she is trying to make him a better performer. Also she is
trying to be crystal clear when she is speaking about the needs for the project
to be done which makes her use Communicate Required Behaviors.

·       Trying
to understand Brooks – why traveling to San Diego is important for the project.

·       Trying
to set friends line communications, on other hand to motivate Brooks to finish s.o.s’
on time.

·       Jane
needs to talk with VC that Brooks thinks that in a short period of time he is not able to finish that extra project.

·       After
making the same errors and mistakes on a line with professional employee Brooks
needs to inform mid level manager for the problem.


The fundamental issues that arise in the case of Jenson Shoes are lack
of communication, stereotypes and direct management style.

Jane should
have considered Lyndon`s behavior before jumping in to conclusions. In this
situation, Jane is committing a fundamental
attribution error—”the tendency to attribute others’ actions to internal
causes while largely ignoring external factors that also may have influenced
behavior – by assuming that Lyndon simply does not want to do his job with his
wish to go on trip to San Diego.

The feedback that Lyndon is receiving from his superiors is
mixed. For instance, Chuck was less than impressed saying “anyone could have
done that project rather than providing positive
reinforcement for his accomplishment. On the other hand, Jane is constantly
rewarding Lyndon, despite the fact that his negative behavior calls for some
form of punishment. This can
correlate to power of expectations – Pygmalion effect, when bigger expectation
from employees can lead directly to bigger accomplishment by their side.

Jane fails to accept that Lyndon’s behavior is internally caused as a
result of her anchor bias and overconfidence bias. Even though there are
obvious signs of Lyndon being an irresponsible employee, she holds onto her
first impression of him and does not change her style of management. Rather,
considering herself to be a good manager and confident in her ability to
address challenging situations, she maintains her initial easy-going approach.
Her decision to preserve her style of management can also be attributed to a
confirmation bias.

While the
first two solutions regarding the self-fulfilling prophecy and stereotyping
would be effective in combating their respective problems, it is clear that the
most crucial underlying issue in this case is a lack of proper communication.
Since open communication among these individuals would certainly bridge the gap
between conflicting perspectives and curb any stereotypical thinking, we have
concluded that the third solution regarding communication provides an excellent
remedy to all three of the key problems listed.




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