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Question
Case 11.1
Wayne is making a sales call on a new client company. The previous sales professional servicing this account, Tom, left to join another company. Wayne had liked Tom the moment he met him but thought of him as a bit of a slob because of the way he always chewed gum.
Wayne is calling on Cassandra, the operations manager for this company. She is a middle-level manager. As Wayne walks into Cassandra's office, he notes her expensively tailored suit, her professional demeanor, the simple cologne, and the lack of jewelry. Cassandra's appearance and office dcor are reminiscent of the VP's office in Wayne's own company.
During the sales call Wayne is somewhat nervous. He stutters occasionally during the presentation, stumbles over the answers to a couple of Cassandra's questions, and tends to end his statements with a question. At the end of the call, Cassandra thanks him for his visit, the information, and walks out to the main entrance with him, making casual conversation. They shake hands, and Wayne goes on to his next sales call. As she walks back to her office, she thinks, "Should I do business with a company represented by someone with so little self-confidence?"
Refer to Case 11.1. Cassandra's appearance and office dcor represent which principle of career wardrobe decisions articulated by Susan Bixler?
a. If you want the promotion, look promotable.
b. The first contact is the most important contact in subordinate-superior relationships.
c. If you want respect, dress better than your industry standard.
d. Carriage and entrance are critical in first-contact situations.
Answer
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Related questions
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Case 17.1
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b. Large-scale use of temporary workers due to massive downsizing
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Case 15.1
Topco, Inc. is a manufacturer of electric fans and other low-tech cooling devices. Joan is the HR director. She is conducting a workshop for her managers on valuing diversity. In an open discussion about the managers' concerns on this topic, Bob says, "I don't care what someone's race or gender, or whatever, is. I just have a tough time with the soft, fat, college-educated kids who come in here and tell me how to do my job." Jane chimes in, "The real issue here is men's inability to relate to women, each other, and minorities. I've yet to meet a male manager who can really understand someone who's not one of his drinking buddies." After a few more comments, Joan continues with the training program.
Joan spends some time demonstrating that highly skilled talented people will leave their company if not valued, how an inappropriate joke creates tension, and how failure to value individual employees could even lead to acts of sabotage. She then moves to brainstorming what each manager can do as an individual to enhance diversity. She closes the day's session with a discussion of how diversity training programs need to be seen as a process and need to have clear objectives that permit assessment and be supported by managers and top managers if they are to succeed.
Refer to Case 15.1. Joan's closing is an example of what steps an organization can take to enhance diversity?
a. Review employment practices.
b. Create additional education programs.
c. Implement an affirmative action program.
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Which of the following is good definition of subtle discrimination?
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b. Management neglects to respond to an African-American employee's complaints about receiving harassing emails.
c. People who do not value differences often equate difference with a deficiency.
d. The rest of Janice's management team is composed of men who schedule important meetings without her and limit her access to important documents.
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Create two brief case studies of two different individuals: one that clearly illustrates depression and one that clearly illustrates anxiety.