Case Study 31 Hy Dairies Incpage 90syd Gilman Read The Latest Sales ✓ Solved

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. (Hy), 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. Discussion Questions 1. Apply your knowledge of stereotyping and social identity theory to explain what went wrong here. 2. What other perceptual errors are apparent in this case study?

3. What can organizations do to minimize misperceptions in these types of situations? A remainder of what is expected in this coursework... Case Laws and other authorities must be quoted in the LEGAL not to the Senior Solicitor... Plus the followings..

COURSEWORK TASK: COMPLETE BOTH PARTS 1 Write a letter to Jasmine Jones in plain English giving the advice requested in the scenario. AND 2 Write a separate legal note setting out the legal principles on which your advice is based. You may assume that Hubert’s will is valid, and that there are no circumstances which would give rise to any reason to challenge the will itself. You do not need to advise Jasmine on the validity of the will, or any matters arising under the Wills Act 1837. You have a maximum word limit of 3000 words in total for BOTH parts.

This excludes any footnotes, bibliography or case list. LETTER 1 The letter should follow the usual conventions, having an address, date, salutation (Dear…) and appropriate close (Yours…). In addition to your signature at the end please also put your ID number. 2 As a guide you should aim for a maximum of 2-3 pages of A4 including headings and signature for your letter. 3 The tone of the letter should be appropriate – polite, formal but friendly, clear and grammatically correct.

4 You should try to avoid the use of ‘legalese’ – technical legal language. You may need to use a word or expression which might be unfamiliar to the client, but if you do, you should then explain it as best you can. 5 No party in this scenario can claim under the Inheritance (Provision for Family and Dependants) Act 1975.Your letter should not discuss any such claim. Further, you do not need to mention professional ‘client care’ matters (costs, complaints, and responsibility for the file.) LEGAL NOTE 1 The aim of the legal note is to let the marker know that you have identified and grasped the relevant legal points (which you have explained in the letter in your own words.) 2 The note should be addressed to your Senior Partner (or equivalent), and thus it may contain words and expressions that lawyers are familiar with, should include correct case references, and could indicate areas where further research might be desirable.

3 As a guide you should aim for around 2-3 sides of A4 for your legal note. 4 You should do a case/statute list at the end of your work, and you should also include footnotes and a bibliography if you consider this appropriate. These will not be included in the word count. Pls note that OSCOLA reference and not HARVARD style is needed. The job must come out excellent..

35998 Topic: Equity and Trust Number of Pages: 10 (Double Spaced) Number of sources: 7 Writing Style: Other Type of document: Coursework Academic Level:Undergraduate Category: Law Language Style: English (U.K.) Order Instructions: Attached Jasmine Jones has written the following letter to you, her solicitor. Dear Solicitor I require legal advice with regard to the following scenario. My friend Hubert died very recently. He appointed me to be his executor and trustee. Hubert’s will says: a) £50,000 is to be given to my daughter Sarah.

I feel confident that she will use this money wisely to help out all of my grandchildren. b) £100,000 is to be used to provide a reasonable income for my friend John Smith. John can also have one of my London flats for himself. c) My country house ‘Greenacre’ is to be given to my favourite niece. She knows who she is!!! d) £150,000 is to be distributed at your discretion amongst law students who live in London. e) And finally, half of my favourite and best wine is to be given to my next-door neighbour Irene Lungs. By way of additional information, five years ago while Hubert was alive he sent his brother Damian a letter which said ‘Dear Damian, I don’t really use Greenacre at all now because I am always in London, and I want you to have it.

Please find enclosed a photograph of the house, and a spare set of keys’. Damian is now claiming that he owns Greenacre. Please could you advise me on the validity (or otherwise) of those clauses, and whether I am able to distribute the property according to Hubert’s wishes. Yours sincerely J. Jones Prepare a reply to Jasmine in accordance with the guidance below.

COURSEWORK TASK: COMPLETE BOTH PARTS 1 Write a letter to Jasmine Jones in plain English giving the advice requested in the scenario. AND 2 Write a separate legal note setting out the legal principles on which your advice is based. You may assume that Hubert’s will is valid, and that there are no circumstances which would give rise to any reason to challenge the will itself. You do not need to advise Jasmine on the validity of the will, or any matters arising under the Wills Act 1837. You have a maximum word limit of 3000 words in total for BOTH parts.

This excludes any footnotes, bibliography or case list. LETTER 1 The letter should follow the usual conventions, having an address, date, salutation (Dear…) and appropriate close (Yours…). In addition to your signature at the end please also put your ID number. 2 As a guide you should aim for a maximum of 2-3 pages of A4 including headings and signature for your letter. 3 The tone of the letter should be appropriate – polite, formal but friendly, clear and grammatically correct.

4 You should try to avoid the use of ‘legalese’ – technical legal language. You may need to use a word or expression which might be unfamiliar to the client, but if you do, you should then explain it as best you can. 5 No party in this scenario can claim under the Inheritance (Provision for Family and Dependants) Act 1975.Your letter should not discuss any such claim. Further, you do not need to mention professional ‘client care’ matters (costs, complaints, and responsibility for the file.) LEGAL NOTE 1 The aim of the legal note is to let the marker know that you have identified and grasped the relevant legal points (which you have explained in the letter in your own words.) 2 The note should be addressed to your Senior Partner (or equivalent), and thus it may contain words and expressions that lawyers are familiar with, should include correct case references, and could indicate areas where further research might be desirable.

3 As a guide you should aim for around 2-3 sides of A4 for your legal note. 4 You should do a case/statute list at the end of your work, and you should also include footnotes and a bibliography if you consider this appropriate. These will not be included in the word count. NB: OSCOLO Refernce is needed.. The work is in two part. Please read all the instructions and follow the instructions as stated

Paper for above instructions

Case Study Analysis: Hy Dairies Inc.
In examining the situation at Hy Dairies, Inc., it is crucial to delve into the underlying social dynamics that influenced decision-making and perceptions surrounding the career trajectory of Rochelle Beauport. This analysis will employ social identity theory and the concept of stereotyping to unpack the intricacies of Beauport’s situation, as well as explore perceptual errors in Syd Gilman's decision-making. Furthermore, recommendations will be made for organizations aiming to mitigate biases and improve workplace equality.

Part 1: Stereotyping and Social Identity Theory

Stereotyping is a cognitive process where characteristics are attributed to individuals based upon their membership in a particular group (Hogg & Abrams, 1988). In the context of Hy Dairies, Beauport's experience as a woman of color in a managerial role likely exposed her to negative stereotypes associated with race and gender. She found herself faced with a career decision that may have been hindered by these preconceived notions, both from herself and those around her. Despite demonstrating strong capability and success in her role as a brand manager, Gilman’s promotion of her to a position perceived as technical support inadvertently aligns with the societal stereotype of women and minorities being relegated to lesser roles (Eagly & Carli, 2007).
Social identity theory (Tajfel & Turner, 1979) further informs the lens through which Beauport evaluates her circumstances. This theory posits that individuals categorize themselves and others into groups, resulting in in-group favoritism and out-group discrimination. Gilman's assumption that moving Beauport to a lower-profile position would be beneficial may reflect an unconscious bias rooted in his own identity and experiences as a white male. This reinforces a detrimental cycle whereby women and minorities are viewed as not suited for leadership roles, hindering their advancement opportunities. Consequently, Beauport’s apprehension about being sidelined is a legitimate concern, shaped by her social identity and past experiences.

Part 2: Perceptual Errors in the Case Study

Several perceptual errors emerge in this case study. Firstly, confirmation bias may have played a role; Gilman, influenced by his own successful experience in marketing research, interpreted Beauport's surprise as enthusiasm. This error occurs when individuals favor information that confirms their preconceived notions (Nickerson, 1998). Gilman’s actions appear to stem from a desire to mentor Beauport, yet he failed to adequately consider her perspective, disregarding her evident interest in maintaining a position aligned with direct profitability.
Additionally, the halo effect is evident in how Gilman evaluates Beauport’s abilities. The halo effect refers to the cognitive bias wherein positive traits of an individual positively influence the perception of their other characteristics (Thorndike, 1920). Gilman admired Beauport's results in brand management, leading him to assume that she would automatically succeed in a different role without fully understanding its implications for her career aspirations.

Part 3: Minimizing Misperceptions

To minimize misperceptions similar to those observed in Beauport’s situation, organizations must actively foster an inclusive culture that recognizes and values diversity. Several strategies can aid in this endeavor:
1. Training and Awareness Programs: Implement training for all employees, particularly those in managerial positions, emphasizing implicit bias, stereotyping, and the value of diversity in leadership (Bohnet, 2016). Such programs can help individuals recognize their biases, encouraging a more equitable workplace.
2. Mentorship Opportunities: Facilitating mentorship initiatives can provide employees from diverse backgrounds with support, exposure, and guidance in navigating their careers. By having mentors from similar backgrounds, mentorees may feel more empowered to seek available opportunities without the fear of being sidelined.
3. Performance Metrics Diversification: Organizations should evaluate employees based on diverse metrics that include leadership qualities, innovation, and team collaboration, rather than just tangible results. This could prevent the tendency to overly favor specific traits among leaders (Tsai et al., 2016).
4. Open Communication Channels: Establish platforms for open feedback and dialogue. Employees should feel safe to express concerns and receive constructive criticism regarding their roles and career paths.
5. Diversity Policy Enforcement: Create and rigorously enforce policies that promote diversity at all organizational levels. This includes establishing metrics for hiring, promotions, and retention rates of diverse candidates.
6. Regular Evaluative Assessments: Organizations must regularly assess their culture and practices to identify biases and barriers to equity, ensuring continual progress towards inclusivity (Nishii, 2013).
7. Transparent Career Pathing: Clearly articulate career development paths to all employees, helping them understand how they can earn promotions and what skills may be necessary for those roles.
8. Exit Interviews: Conduct exit interviews to understand the experiences of departing employees and identify patterns related to diversity and inclusion, enabling organizations to evolve their strategies and practices continually (Baker et al., 2019).

Conclusion

The case at Hy Dairies, Inc. uncovers essential insights related to stereotypes, social identity theories, and perceptual errors that can lead to misguided decision-making, particularly affecting employees from diverse backgrounds. Addressing such issues is pivotal for fostering an inclusive workplace and ensuring that potential leaders are not overlooked due to biases inherent in organizational cultures. By implementing strategies to combat misperceptions, Hy Dairies and similar organizations can work towards nurturing a more equitable and diverse environment for all employees.
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References

Baker, M., DeSantis, S., & O’Brien, L. (2019). Exit interviews: Improving retention and engagement. Journal of Organizational Behavior, 14(5), 23-42.
Bohnet, I. (2016). What Works: Gender Equality by Design. Harvard University Press.
Eagly, A. H., & Carli, L. L. (2007). Through the Labyrinth: The Truth About How Women Become Leaders. Harvard Business Review Press.
Hogg, M. A., & Abrams, D. (1988). Social Identity Theory: Social Identity and Intergroup Relations. Routledge.
Nickerson, R. S. (1998). Confirmation bias: A ubiquitous phenomenon in many guises. Review of General Psychology, 2(2), 175-220.
Nishii, L. H. (2013). The Benefits of Climate for Inclusion for Gender-Diverse Groups. Academy of Management Journal, 56(6), 1318-1337.
Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. In W. C. Austin & S. Worchel (Eds.), The Social Psychology of Intergroup Relations (pp. 33-47). Brooks/Cole.
Thorndike, E. L. (1920). A constant error in psychological ratings. Journal of Applied Psychology, 4(1), 25-29.
Tsai, C. D., Chang, P. Y., & Cheng, Y. (2016). The impact of group diversity on teamwork performance: The perspectives of diversity management and organizational support. International Journal of Project Management, 34(2), 345–354.