Jensen Shoe Case

Topics: Perception, Motivation, Chuck Taylor All-Stars Pages: 6 (2296 words) Published: April 8, 2013
“Jensen Shoes”
Case Analysis

What was Brooks' perception of Kravitz's abilities, attitudes and motivations? Lyndon Brooks’ perception of Jane Kravitz’s abilities was initially good. Prior to being assigned to her team, Brooks knew of Jane from other work, and she had made a good first impression. Although somewhat dismayed by what seemed to be a demotion to Brooks, he was excited for the opportunity to begin anew and prove himself, and working for Kravitz was fine with him. However, beginning in Kravitz’s first staff meeting, Brooks felt as though he had been stereotyped as a minority. Seeing that his first assignment at Jensen Shoes was working on the African American and Latino lines, even though he had no professional experience marketing to these segments, and now being assigned these lines again, Brooks’ perception of Kravitz is that she may be coloring him as a minority that can only market to other minorities. When Brooks finally got to sit down with Jane, the discussion was a good one. Brooks had a lot of concerns that he wanted to share with her, and he was able to do that; however, he did not feel that she took his concerns too seriously: she put off talking about the strategic objectives and the timeline for completion while considering the special project. This tells me that Brooks’ initial perception of Kravitz’s attitude may not be great. But, Brooks wanted Kravitz to be his “ally,” so he also perceived that Kravitz was a team player who would help him out. Once Brooks was successful with the special project for the Executive VP, Kravitz went overboard with praise and then hit him hard for work on his strategic objectives, for which he was now two months behind the other group. As “perception is reality,” this turn of events took Brooks’ by surprise and he no longer knew how to perceive Kravitz: They had the initial discussion which was good; he shared his grievances that he didn’t think both strategic objectives were realistic (but didn’t fully get commitment), he nailed his special project as they agreed he should, he put off his strategic objectives until completion of the special project, and lastly she praised his efforts and results from that special project. Then, she begins to micro-manage him on his strategic objectives. O, as stated earlier, Brooks is mind-boggled and doesn’t know how to perceive his boss’ attitudes or motivations. Furthering this perception, as soon as Brooks mentioned taking a trip for research toward completing the strategic objectives, Jane came down on him harder than expected stating that the trip would be a waste of time. At this point, too, Brooks had a good chance to perceive her motivations, which were seemingly driven by Chuck Taylor (Kravitz’s boss, and also Brooks’ prior boss) pushing her to get all of the strategic objectives completed. Kravitz was in no way intrinsically motivated by taking ownership of the strategic objectives, getting the job done, or developing her employees. Kravitz now seemed angry and unwilling to work with her employee. What was Kravitz’s perception of Brook's abilities, attitudes and motivations? When Jane Kravitz became the Strategic Marketing Manager she inherited a staff of three including Lyndon Brooks. Even though the initial assessment Jane got of Lyndon from her supervisor was not positive, she decided to give him a fresh start and expected him to be a star performer. Jane’s perception of Brook’s ability was always good; she never doubted his capabilities and was of the opinion that Lyndon could achieve the strategic objectives (s.o.’s) if provided with the right situations and motivations. Jane was also impressed with the outcome of the special project that Lyndon had completed prior to starting his work on the s.o.’s, even though she points to have spent time coaching him. So her perception of his ability on this task was that he was capable enough to do that job but needed constant guidance as he lacked...
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