Question

Please provide a 3 pages answer( 3 pages of word document)

1 page to each answer

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Hy Dairies, Ltd.

Syd Gilman read the latest sales figures with a great deal of satisfaction. The vice-president of marketing at Hy Dairies, Ltd., a large Canadian 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 visible minority employees 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 the annual performance reviews. He now had an excellent opportunity to reward her by offering the recently vacated position of a 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 naturally 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 visible minority employees in brand management at Hy Dairies and feared that she was being sidelined because the company didn't want women or visible minority employees 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 practices or to leave the company.

Discussion Questions:

1. What symptoms exist to suggest that something has gone wrong?

2. What are the root causes that led to these symptoms?

3. What actions should the organization take to correct these problems?

In question # 1, consider the symptoms of the case. In other words, what are the observable signs that things have gone wrong? What are the "red flags"?

In question #2, to reflect on what might be the underlying root causes to the issues that were identified in the first question. This will provide some potential "whys" for the observable symptoms.

Based on the considerations for question # 2, formulate suggestions or solutions to the case. This will formulate the response for question # 3.

Assignment should be 3 pages in length.

Answer 1

1) The symptoms that reflect that certain things have gone wrong can be listed below:

The offer made by Gilman to Rochelle to take up the position of marketing manager making her to shift focus from brand management to marketing research which Gilman found to be appropriate for her to build a promising career but to which Rochelle reacted with surprise was the first symptom that something was going wrong or not according to the expectations of Rochelle. The offer provided by Gilman created a perception in the mind of Rochelle that she was offered that position so that she can be sidelined. This perception of her for believing she was being sidelined was a red flag for the company to which they were supposed to address but were unaware and could not identify tbis symptom. The changing behaviour of Rochelle beauport hearing about the news was an alarming sign for company to identify that something was bothering her.

As a result of belonging to a minority group she was to be treated with extra care and sense of belonging which was missing in the proposal made by Gilman. This worsened and added to the flame of misunderstanding breeding and growing in the heart of her for feeling sidelined.

Another red flag is the silence of Beauport on being proposed about her new position that reflected that there is something going up in her mind. As normally she would have reacted warmly which is seen missing in her behavior. Gilman thus could not identify these as symptoms for her dull attitude and silent behavior.

2) The root cause behind this problem is the approach of Gilman towards the Rochelle Beauport. Abruptly disclosing her the news about her quick transfer from the position of assistant brand manager to a marketing research coordinator without giving her chance to speak or express her feeling on this news. Instead of being a proposal , this was a firm decision made by Gilma. She was not given any provision of choices or Gilman did not even bothered to first ask her what she feels about this decision neither was she told to express her excitement or concern on the decision taken.

The another major reason behind the issue is lack of transparency. Gilman was supposed to be transparent with Rochelle about why she was offered the position, what are the goods about it, how it can build a promising career for her and how this position has been an underlying reason of his own success too. All these clarifications could have prevented the misundersting from breeding in the heart of Rochelle.

Another cause is the status of Rochelle , belonging to a minority she thought that this decision was a attempt of Gilman to sideline her from gaining promotions in future to the higher positions as they could not afford a candidate from minority to take up higher positions. This made her to think about leaving the company.

3) The major solutions that can help solve this issue can be :

Being Transparent :

Gilman should clearly explain to Rochelle about the positives and importance of her decision to shift her to the position of coordinator. She should tell her the experience, knowledge and problem solving skills she will be able to attain through working on this position and how it is going to help her build a promising career in future.

Clearing doubts:

Gilman should give a chance to Rochelle to express herself clearly and give feedback about the decision taken so as to know what is up in her mind. She should be encouraged to ask questions and safeguard her right of expression and right of objecting.

Identifying insecurities and Justifying the decision

Gilman should identify the insecurity of Rochelle to work on this position while believing it decreases the scope to get promoted to higher positions. He should support his decisions by reflecting his own experience while working on this position and should clear all the misunderstanding about lowering of reputation or sidelining from attaining higher position if she worked on this job by giving a live example of himself.

Promising promotion to a higher position in future

To eradicate the root cause or insecurities from the heart of Rochelle she should be assured that if she performs outstanding and achieves the standards and targets set , she will be promoted to a desirable position.

Changing the decision of transferring her :

If all the above won't work ,then Gilman in order to not loose such a brilliant employee should review his decision and should given her alternatives or should retain her at the current position.

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