Jensen Shoes Company Essay

Company way requires to acknowledge the opportunities for new markets and new products, necessitating the need to expand product lines in this process, Janes Karvitz, strategical production took up Lyndon in her team and now facing enigma with his military strength at thrash and trying to be active him to finish his delegate work About organization and employee designationsJensen Shoes is an Ameri move company which is spareizing in athletic and everyday shoes for both adults and children The hierarchy of the employees is as ensues cranny Briggs-VP of marketingChuck Taylor Director of Strategic marketing(Strategic product managers) Jane Kravitz- insouciant wear Kyle-athletic shoes Robert children shoesLyndon rungPatty Russell HR professional personPresent situation of the company About Lyndon and Jane Kravitz Lyndon Twitchell ,a staff member in Janes team, and was given two strategic objectives (s.o.s) to complete i.e Latino and Afri piece of ass American market. In addition to it, he was assigned a troika project on environmental issues at the same time. Lyndon has not been equal to(p) to fulfil his strategic objectives under Chuck while he was in a management position. After been transferred to Janes team, he tried to watch a week to fly to the west coast and attend a trade show. Twitchell and Jane came to an agreement that Twitchell would be responsible for only one strategic objective and they signed a contract to record the same.Problem assignment and Contextual analysisPre-assumptions by Kravitz and their effect on her behaviour The model reflected the fact that Janes took up Lyndon in her team and now facing caper with his attitude at work. Karvitz was already informed by Chuck that Lyndon is a guy who is difficult to handle in terms of work, This corresponds to the social randomness processing model , in which people adopt attitudes and behaviours in retention with the cues provided by others with whom they come into contact. With this perceived information, she pre assumed that she can motivate and ascribe him in to work, because she though Chuck is vigorous at deciding and so did not actually accepted the fact.The pre assumption brought changes in Janes behaviour and attitude towards Lyndon Brook. She, thinking that giving moral support can actually motivate Lyndon .Apart from this ,she personally experienced working with Lyndon and realized ,he has many great qualities of creation professional, charming and the capability of solving problems . This extra care that Jane took, may be the reason Lyndon took advantage and planned a business .A natural SWOT analysis has been shown belowStrengthsValue employees same as products afford door policyWeaknessImproper task allocation torrential behaviour of employeesLow product varietiesOpportunitiesNew marketsNew consumer preferencesThreatsFlattening sales of casual wearCompetition from others in marketCommunication barriersIn mooring it was mentioned that , Lyndon was rude to his boss. When Kravitz called Lyndon to her cabin to score a formal talk, he remaining abruptly without even giving proper answer to Kravitz. Lyndon here did a selective screening. He did not bother what Kravitz is actually trying to communicate. He spoke just what he wanted to and left the cabin. Kravitz analysed this behaviour of Lyndon is payable to the fact of career development desire, once he used to be in a position under Chuck. So, she promised Lyndon, that she will talk with the management to offer him a better position. This somehow created a little misfortune to talk to Lyndon. She even planned informal meets to guard ease for Lyndon. writ of execution Management feedbackLyndon performance was analysed by Chuck previously. And he remarked negative on his behaviour. Lyndon actually performed excellent in few of his projects assigned. He did not make out most of them good. Chuck may be focusing on only unfinished projects while evaluating Lyndons p erformance. Also being quick decision maker, he may not actually try to systema skeletale out the problem of Lyndon. This might be effected Lyndon in a negative way, that he was mistreated by his boss and remarked bad ahead all other colleagues. And thus is the reason for his resistance to the words and suggestions by Kravitz, feeling that he will anyways be not recognised for his work.Alternatives or possible solutionsThe first alternative is to avoid pre assumptions. Kravitz would not have provided special treatment only to brook ,which he in turn effected it. He thought that he was treated separately distinguishing from other staff might be due to the negative image he has. So, it would have been much comfortable even to Lyndon, when considered equally with the remaining two people. This can bring him the feel of normalness while working. A part from this Kravitz should not follow projection methodology by expecting the same she feels at her work from her staff. The atomic nu mber 42 alternative can be from the side of Lyndon. Lyndon should not have self-seeking biasness. He is actually not accepting the internal faults but oer estimating the external factors he was being influenced. This do him to deny the responsibility of polish the sos in time and even planning to a trip in unsuitable circumstances.RECOMMENDATIONSThe above alternatives can be viewed when Karvitz did not demonstrate fundamental attribution error. She can encourage Lyndon for his finished plant and recognize him for the best results .She can give continuous reinforcement so that she can derive the desired behaviour quickly possible. Lyndon should also steep self-efficacy and try to help Karvitz in finishing the s.o.s in time. He should avoid the negative thoughts of over burdening and extra works and be desirous at finishing his job. The third recommendation in order to improve the situation is that the management must be realistic in allocating work to employees and Jane Kravit z must be bold enough not to accept a work if she found it very unrealistic and tough to finish.Too mettlesome self-esteem can prove to be counter-intuitive at times. While throwing birthday parties is fine, continuous reinforcement through extrinsic rewards and recognitions of the work been accomplished by employees can be more encouraging. Experimentation can be made using negative reinforcement, when positive reinforcement fails to work. The fear of losing job can increase the likelihood of desirable behaviour.