Changing with the Times
Jerry is director of marketing for a large toy company. Presently, his team of executives consists entirely of while males. The company says it is committed to diversity and equal opportunity. In a private conversation with Robert, the company president, about the makeup of top – level management in the marketing department, Jerry admitted that he tends to promote people who are like him.
Jerry stated, “It just seems like when a promotion opportunity exists in our department, the perfect person for the job happens to be a white male. Am I supposed to actively seek women and minorities, even if I don’t feel that they are they are the best person for the job? After all, we aren’t violating the law, are we?”
Robert responded, “So far the performance in your department has been good, and as far as I know, we are not violating any discrimination laws. Your management team seems to work well together, and we don’t want to do anything to upset that, especially considering the big marketing plans we have for this coming fiscal year.”
The big marketing plans Report is referring to have to do with capturing a sizable share of the overseas market. The company thinks that a large niche exists in various countries around the world and who better to fill that niche than an organization that has proved it can make top quality toys at competitive price? Now the marketing team has the task of determining which countries to target, which existing toys will sell, and which new toys need to be developed.
1. Do Jerry and Robert understand what “management of diversity” means? How would you advise them?
2. Considering the marketing plans, how could they benefit from a more diverse management team? Be specific.

Organization Behavior Case : Space Utilization
Sherman adder, assistant plant manager for frame Manufacturing company, is chairperson of the ad hoc committee for space utilization. The committee is made up of the various department heads in the company. The pant manger of Frame has given Sherman the responsibility for seeing whether the various office, operations, and war house facilities of the company are being optimally utilized. The company is beset by rising costs and the need for more space. However, before okaying an expensive to the plant, the plant manager wants to be sure that the currently available space is being utilized properly.
Sharman opened up the first committee meeting by reiterating the change of the committee. Then
Sherman asked the members if they had any initial observations to make. The first to speak was the office manager. He stated: “Well, I know we are using every possible inch of room that we have available to us. But when I walk out into the plant, I know we are using every possible inch of room that we have available to us. But when I walk out into the plant, I see a lot of open spaces. we have people piled on top of one another, but out the plant there seems to be plenty of room. “The production manager quickly replied: “We do not have a lot of space. You office people have the luxury facilities. My supervisors don’t even have room for a desk and a file cabinet. I have repeatedly told the plant manger we need more space. After all, our operation determines whether this plant succeeds or fails, not you people in the front office pushing paper around. “Sherman interrupted at this point and: “Obviously, we have different interpretations of the space utilization around here.
Before further discussion I think it would be best if we have some objective facts to work with. I am going to ask the industrial engineer to provide us with some statistics on plant and office layouts before our next meeting. Today’s meeting is adjourned.”
1. What perceptual principles are evident in this case?
2. What concept was brought was brought out when the production manager labeled the office personnel a bunch of “paper pushes”? Can you give other organizational examples of this concept?
3. Do you think that Sherman’s approach to getting “objective facts” from statistics on plant and office layout will affect the perceptions of the office and production managers? How does such information affect perception in general?
Organization Behavior Case : Same Accident, Different Perceptions

According to the police report, on July 9 at 1:27 PM, bus number 3763 was involved in a minor noninsured accident. Upon arriving at the sconces of the accident, police were unable to locate the driver of the bus. Since the bus was barely drivable, the passengers were transferred to a backup bus, and the damaged bus was returned to the city bus garage for repair.
The newly hired general manager, Aaron more, has been going over the police report and two additional reports. One of the additional reports was submitted by Jennifer Tye, the transportation director for the City Transit Authority (CTA), and the other came directly from the drive in the accident, Michael Meyer. According to tye, although Mike has been an above – average driver for almost eight years, his performance has taken a drastic nosedive during the past fifteen months. Always one to join the other drivers for an after work drink or two, Mike recently has been suspected of drinking on the job. Further more, according to tye’s report mike was seen having a beer in a tavern located less than two blocks from the
CTA terminal at around 3 PM on the day of the accident. Tye’s report concludes by citing two sections of the CTA Transportation Agreement. Section 18a specifically forbids the drinking of alcoholic beverages by any CTA employee while on duty. Section 26f prohibits drivers from leaving their buses unattended for any reason. Violation of either of the two sections results in automatic dismissal of the employee involved. Tye recommends immediate dismissal.
According go the driver, Michael Mayer, however, the facts are quite different. Mike claims that in attempting to miss a bicycle rider he swerved and struck a tree, causing minor damage to the bus. Mike had been talking with the dispatcher when he was forced to drop his phone receiver in order to miss the bicycle. Since the receiver broke open on impact,
Mike was forced to walk four blocks to the nearest phone to report the accident. As soon as he reported the accident to the company, Mike also called the union to tell them about it.
Mike reports that when he returned to the scene of the accident, his bus was gone.
Uncertain of what to do and a little frightened, he decided to return to the CTA terminal.
Since it was over a 5 mile walk and because his shirt had already ended at 3 PM, Mike stopped in for a quick beer just before getting back to the terminal.
1. Why are the two reports submitted by Jennifer and Mike so different? Did Jennifer and Mike have different perceptions of the same incident?
How can he clarify his own perception of the incident?
3. Given the information presented above, how would you recommend resolving this problem?
4. Can transportation director Jennifer Tye use impression management? What strategy would she use if her recommendation is accepted? If her recommendation is overruled?