...Case Study: Jensen Shoes: KravitzsJane This paper is about analyzing the case of “Jensen Shoes: Jane Kravitzs”, and it focuses on one very important thing that almost all essays that are done on this Case Study fail to mention. The case “Jensen Shoes: Jane Kravitzs” has one specific thing, which is stating that the story was told from memory by Jane Kravitz. This is very important information and because of this, we can assume that the story may not be 100 percent accurate, and may also contain a slight bias since we are only given Jane’s perspective. As will be pointed out in the following section, each individual’s perception will have a major influence on the attitudes and behaviors exhibited throughout this case. The problem begins when Chuck Taylor, who is the Director of Strategic Marketing, provides negative information to Jane about one of her new staff members Lyndon Brooks by stating that he had not received very good performance reviews over the last three years that he had been with the company. Despite the fact Jane had worked with Lyndon in the past claiming that he was a very charming African-American businessman who had a way about him that suggested he could be a star if given the right situation and motivation, Chuck’s negative comments about Lyndon influence her thought process regarding Lyndon stability to perform well and meet expectations. This corresponds to the social information processing model; in which ³people adopt attitudes and behaviors in...
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...Case Study 1- Jenson Shoes The story begins with an African-American man named Lyndon Brooks, an employee at Jensen Shoes. Recent trends have identified a shortcoming in the company’s casual wear department. Brooks is therefore reassigned under the leadership of Jane Kravitz, much to his dismay. Several strategic objectives are formed to handle this shortcoming. Of these, two of the strategic objectives were assigned to Brooks, the Latino and African American markets. He was given a four month period to complete both objectives. According to a report pertaining to Brooks’ thoughts and impressions, he felt as if both the time allotted and the quality of manpower assigned to these two tasks were unreasonably lacking. Therefore the completion of both strategic objectives within the given timeframe to Brooks was infeasible. After several heated discussions between Brooks and Kravitz, Jane agreed to reassign the African-American strategic objective leaving only the Latino vertical markets to Brooks. Identifying the problem: Brooks vs. Jensen Shoes An important aspect to remember is that this case may contain a slight bias due to the fact that it is represented through merely Brooks’ perspective. Lyndon Brooks, a well educated Sociology graduate, is assigned to work under Jane Kravitz, manager of casual wear at Jenson Shoes. We see from analyzing the given report that Brooks had expressed disdain from the beginning. Initially assigned as a “Product Promotions Manager,” Brooks had...
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...analysis of Jensen Shoes: Jane Kravitz’s Story Mary C Gentile Pamela J Maus Harvard Business School PGP – I, BATCH 2014-16 SECTION - 7 GROUP - AL2 1. | 14S710 | Ms. Apoorva Agarwal | 2. | 14S714 | Mr. Gaurav Bansal | 3. | 14S729 | Mr. Raghunandan Balasubramanian | 4. | 14S747 | Mr. Sriman Kumar Pradhan | 5. | 14S748 | Ms. Subhasree Dantuluri | T. A. Pai Management Institute, Manipal Case Analysis of Jenson Shoes: Jane Kravitz’s Story Problem Statement In what ways can Jane Kravitz further persuade Lyndon Brooks to work in favor of completing his Strategic Performance objectives, in a restricted timeline, to achieve better evaluation incentives and bonuses for both of them? Reasons 1. Lyndon Brooks wasn’t assigned a job role of his choice, viz. a managing staff role. This led him to be less enthusiastic on current assignments. 2. Jane Kravitz didn’t work on the negative feedback she had received about Lyndon from the employees previously associated with him, which allowed Lyndon’s focus to deviate from the company’s objectives. 3. Lyndon was additionally assigned a project on environment consumer buying trends over his Latino and African American market study indirectly by the Executive Vice President on an urgent basis. 4. In spite of Jane’s continual support and necessary interventions in order to keep up with the timeline to fulfill the s.o’s, Lyndon continued to be indifferent towards his job role. 5. Jane was not entirely...
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...Analysis for Case Jensen Shoes: Lyndon Brooks’ Story Are self-evaluations being hurt? Yes. This case gives us indications that Lyndon had negative core self-evaluations which are explained below: a. Self-esteem: Although not happy with this first assignment he decided to take it up so that it helped him broaden his background and move up in job roles by showing credibility. But he could not complete all his assignments in time. He was later told by Chuck that he would be moved to Strategic Product Marketing and would be reporting to Jane Kravitz as part of reorganizing. Lyndon took this change as the effect of his under-performance and had a feeling of being demoted. This looked like it hit his self-esteem as it gave him feeling of failing in his work and now he had to report to Jane while he himself was in line management before. b. Self-efficacy: In his first project he did believe in his capabilities to take on the project, but when he could not complete it, his work was not well appreciated by Chuck and was also moved to another project. This demotivated him and let him down. He thought he had failed. When he was again assigned the same market in his 2nd project he thought he will fail again in this project and his lack of knowledge of this market will add into the issue. He now did not have confidence in his capabilities and wanted to remain in his comfort zone of line management. c. Locus of control: He seems to display external locus of control as he believed...
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...Analysis for Case 2 Jensen Shoes: Lyndon Brooks’ Story Are self-evaluations being hurt? Yes. This case gives us indications that Lyndon had negative core self-evaluations which are explained below: a. Self-esteem: Although not happy with this first assignment he decided to take it up so that it helped him broaden his background and move up in job roles by showing credibility. But he could not complete all his assignments in time. He was later told by Chuck that he would be moved to Strategic Product Marketing and would be reporting to Jane Kravitz as part of reorganizing. Lyndon took this change as the effect of his under-performance and had a feeling of being demoted. This looked like it hit his self-esteem as it gave him feeling of failing in his work and now he had to report to Jane while he himself was in line management before. b. Self-efficacy: In his first project he did believe in his capabilities to take on the project, but when he could not complete it, his work was not well appreciated by Chuck and was also moved to another project. This demotivated him and let him down. He thought he had failed. When he was again assigned the same market in his 2nd project he thought he will fail again in this project and his lack of knowledge of this market will add into the issue. He now did not have confidence in his capabilities and wanted to remain in his comfort zone of line management. c. Locus of control: He seems to display external locus of control as he believed...
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...Jensen Shoes Case The main obstacle that Jane Kravitz faced in this case is that one of the staff members she was responsible for supervising, Lyndon Brooks did not carry out the tasks he was assigned. Brooks was responsible for developing a marketing strategy for the African American and Latino population. As the deadline was approaching Kravitz was not seeing any progress from Brooks. Brooks also told Kravitz that he wanted to go to a trade show and take the week off after that as well to stay with his brother. This was one of the many issues that Kravitz faced with Brooks who did not take his given deadline seriously. Kravitz decided to offer Brooks her assistance with the project but Brooks replied by saying that he had never wanted to be in this position. This was another issue in this case that Kravitz had to face and was responsible for. Kravitz later approached Brooks and made it very clear that now was not the time for him to slack off. Brooks kept on resisting but they finally came to an agreement that he would do only one of the projects. This is an additional issue in this case because Kravitz shouldn’t have had to give Brooks that option. By doing this Brooks also added extra work for Kravitz to do on top of all the work that she already had been assigned previously which frustrated her even more. In order to keep Brooks motivated Kravitz threw him a birthday party, hoping it would inspire him to meet his deadline. Kravitz checked in with Brooks and asked him...
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