Halo Effect and Stereotyping Concepts Paper
Eastern Oregon University the Halo Effect and Stereotyping Concepts Paper
CASE STUDY: 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., a large midwestern milk products manufacturer, was pleased to see that the marketing campaign to improve sag- ging sales of Hy’s gourmet ice cream brand was working. Sales volume and market share of the product had in- creased 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 Dairies less than two years ago as an assistant brand man- ager after leaving a similar job at a food products firm. She was one of the few women of color in marketing manage- ment 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 of- fering her the recently vacated position of market research coordinator. Although technically only a lateral transfer with a modest salary increase, the marketing research coor- dinator 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 re- search 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 ex- plained that he wanted Beauport to take the marketing re- search 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 “back room” job-far removed from the company’s bottom-line activities. Marketing re- search was not the route to top management in most organiza- tions, Beauport thought. She had been sidelined. done wrong. Also, she did not know her boss well enough to be openly critical. Gilman recognized Beauport’s surprise, which he as- sumed was her positive response to hearing of this wonder- ful career opportunity. He, too, had been delighted several years earlier about his temporary transfer to marketing re- search 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 af- ternoon but was able to consider the day’s events that evening. She was one of the top women and few minori- ties 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 af- ter a brief term in lower brand management jobs. Obvi- ously Syd Gilman and Hy Dairies were following the same game plan. Gilman’s comments that the coordina- tor job would be good for her was just a nice way of say- ing 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? 88
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