HBW Case Study Jensen Group1
Case Study #2 – Jensen Shoes: Jane Kravitz & Lyndon Brook’s Story
Case Summary : Jensen Shoes, a premium shoes company for children and adults, was founded in 1953. This company was known for valuing their human resources as much as products. In the early 2000’s, sale business began to gradually shrink. Sally Briggs, Vice President of marketing, was assigned to identify opportunities for new products and markets. Chuck Taylor, the director of strategic division, asked Jane Kravitz as the product manager of casual wear, her responsibility was to develop a new marketing plan. Kravitz took in Lyndon Brooks, who would be in charge of planning a marketing plan for the African American and Latino markets.
Lyndon was an expert, but at the same time he was unenthusiastic. The main issue was that Lyndon had some expectation from company in term of nature of work and career growth opportunities while joining the company, however the projects and team he was assigned with didn't meet his expectations. Her manager Jane Kravitz tried to take the situation wih open time and understand the scenario but her micro management approach damaged the relationship between the two further. After her few attempts, she began to think about terminating Lyndon by documenting his overall performance. Whereas Lyndon continue to be unsatisfied at work place and demotivated to perform the task at hand.
Analysis : Upon receiving her new role as manager, Jane Kravitz was already conscious of the responsibilities that came with her new position. incorporated in these responsibilities would be overseeing a staff that she may not have personally selected. In Jane’s case, she was given a staff of three to manage, one of them being a man named Lyndon Brooks. As a manager who is very aware of her situation, Jane clearly saw that Lyndon was not in her boss’s greatest support. Having worked with Lyndon only a handful of times, Jane thought that Lyndon was very “professional and charming.” Though
Case Summary : Jensen Shoes, a premium shoes company for children and adults, was founded in 1953. This company was known for valuing their human resources as much as products. In the early 2000’s, sale business began to gradually shrink. Sally Briggs, Vice President of marketing, was assigned to identify opportunities for new products and markets. Chuck Taylor, the director of strategic division, asked Jane Kravitz as the product manager of casual wear, her responsibility was to develop a new marketing plan. Kravitz took in Lyndon Brooks, who would be in charge of planning a marketing plan for the African American and Latino markets.
Lyndon was an expert, but at the same time he was unenthusiastic. The main issue was that Lyndon had some expectation from company in term of nature of work and career growth opportunities while joining the company, however the projects and team he was assigned with didn't meet his expectations. Her manager Jane Kravitz tried to take the situation wih open time and understand the scenario but her micro management approach damaged the relationship between the two further. After her few attempts, she began to think about terminating Lyndon by documenting his overall performance. Whereas Lyndon continue to be unsatisfied at work place and demotivated to perform the task at hand.
Analysis : Upon receiving her new role as manager, Jane Kravitz was already conscious of the responsibilities that came with her new position. incorporated in these responsibilities would be overseeing a staff that she may not have personally selected. In Jane’s case, she was given a staff of three to manage, one of them being a man named Lyndon Brooks. As a manager who is very aware of her situation, Jane clearly saw that Lyndon was not in her boss’s greatest support. Having worked with Lyndon only a handful of times, Jane thought that Lyndon was very “professional and charming.” Though