Case Study 31: Hy Dairies Inc. Syd Gilman - Read The Latest

Case Study 31 Hy Dairies Incsyd Gilman Read The Latest Sales Figu

CASE STUDY 3.1 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 color 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 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 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 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 sidelined because the company didn’t want women or people of color 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. After going through the case study, write a 3 - 4 page paper which includes the following topics: Abstract, Introduction about Hy Dairies followed by Stereotyping and how does it will affect decision-making. Decision-making process in business as a team. Rewards to employees. Communication between teams. Group decision making, workplace emotions, attitudes, and stress. Power, influence, and leadership. Conclusion, References. Note: Implying Organizational Behavior on Hy Dairies, Inc. You need to highlight the relevant issues and prepare a report for your hypothetical boss that describes your findings and recommendations by using information in the case study. "ATOM for Large Projects" Please respond to the following: · Debate whether or not the cost of utilizing ATOM for large projects is justified when an organization has limited resources to dedicate to risk management efforts. Provide a description that you would present to your managers to persuade them to see matters your way.

Paper For Above instruction

Introduction

Hy Dairies, Inc. is a prominent milk products manufacturer operating in the Midwestern United States. As a large organization competing in a highly competitive market, Hy Dairies has experienced significant growth due to innovative marketing campaigns and a focus on product quality, particularly highlighted by the success of its gourmet ice cream brand. This case study explores organizational behavior aspects such as stereotyping, decision-making processes, rewards, communication, and leadership within Hy Dairies, with a specific focus on Rochelle Beauport's experience and the company's workplace culture.

Stereotyping and Its Effects on Decision-Making

Stereotyping in organizations refers to the generalized beliefs about individuals based on attributes such as gender, race, or role. In the case of Rochelle Beauport, her identity as a woman of color significantly influenced her career trajectory. Gilman’s suggestion to move her to a technical support role exemplifies racial and gender stereotyping, implying that women of color are less suitable for top management positions and are better suited for technical or sidelined roles. Stereotyping can profoundly impair judgment, limit diversity of thought, and reinforce discriminatory practices, which hamper decision-making processes by excluding capable talent based on unfounded biases.

Decision-Making in Business as a Team

Effective team decision-making relies on open communication, mutual respect, and the inclusion of diverse perspectives. In Hy Dairies, decisions appear to be driven by hierarchical authority, with little evidence of participative processes. Gilman’s unilateral decision to reassign Beauport without consulting her or considering her aspirations illustrates top-down decision-making that may overlook individual potential and organizational diversity benefits. Collaborative decision-making fosters innovation and employee engagement, which are critical for organizational adaptability and growth.

Rewards to Employees

Reward systems are fundamental in motivating employees and shaping organizational culture. Beauport’s lateral transfer with minimal financial reward signals organizational undervaluation of talent, especially for minority employees. Recognizing performance with meaningful rewards, including career development opportunities and financial incentives, can promote loyalty and reduce feelings of marginalization among diverse staff.

Communication Between Teams

Open and transparent communication is essential for fostering trust and aligning organizational goals. The case reveals a lack of effective dialogue between Gilman and Beauport, as she was surprised and bewildered by the transfer decision. Constructive communication channels can help employees understand organizational changes, voice concerns, and contribute to decision-making processes, leading to a more inclusive workplace culture.

Group Decision-Making, Workplace Emotions, Attitudes, and Stress

Group dynamics influence decision outcomes, employee morale, and stress levels. In hierarchical organizations like Hy Dairies, the absence of participative decision-making can lead to negative emotions, stress, and decreased job satisfaction among employees who feel undervalued or sidelined. Fostering a participative environment can reduce stress, improve attitudes, and promote a collaborative organizational climate.

Power, Influence, and Leadership

Leadership in organizations not only involves authority but also the capacity to influence positively and promote organizational values such as diversity and inclusion. Gilman’s leadership style appears to be authoritative, reinforcing stereotypes and hierarchy. Transformational leadership that emphasizes empowerment and inclusive practices is more effective in motivating diverse talent and driving organizational success.

Conclusion and Recommendations

Hy Dairies must address inherent organizational biases to foster an inclusive, supportive environment that recognizes and nurtures diverse talent. It is recommended that the company implement comprehensive diversity and inclusion initiatives, revamp decision-making processes to encourage participation, and adopt fair reward systems. Managers should be trained in conscious bias awareness, and leadership should exemplify inclusive practices. These measures will not only enhance employee morale but also improve organizational performance and reputation.

References

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