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Jensen Shoe: Jane Case Study

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Grant ONeal

on 30 April 2010

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Transcript of Jensen Shoe: Jane Case Study

Jensen Shoes:
Jane Kravitz's Story Root Issue Kravitz's initial assumptions about Brooks Accuracy of the assumptions and how they influenced Kravitz’s behavior 2 3 Perceptual biases and distortions occurred/influenced the interaction between Kravitz and Brooks 4 Recommendations to improve their working relationship 5 Key Concepts 1 Joe Nothum
Matt Brooker
Grant O'Neal
Lawson Hembree
Wes Eaton Jensen founded in 1953
High-quality footwear
Value employees as much as products
Sales flattened in early 2000s
Sally Briggs asked to define opportunities for new markets and new products in 2004
Lyndon skilled but unmotivated
Jane tried to keep him happy
Lyndon wanted to go to trade show
Lyndon was vague about reasons for going to trade show
Jane confronted Lyndon and tried to compromise
Jane began to think about terminating Lyndon
Kept open mind despite bad reports
Confident that her skills could motivate him
Kravitz's assumptions about Brooks as they continued to work Lyndon unmotivated and even lazy
Knew he could do the job, but just didn’t want to
These assumptions seemed pretty accurate based on past performance reviews and the current lack of motivation he had. They influenced Kravitz to try to appease and then confront Lyndon.

Motivational Theory
Leadership Style
Kravitz’s positive observation
Chuck’s doubt on Lyndon
Kravitz’s hesitation
Viewpoints during work
Chuck’s Viewpoint of Lyndon
Kravitz's experience with Lyndon
Initial Perception What she did do...

More personal with relationship
Warned about termination track What she could have done... Motivated with traditional and human resource techniques
Used connections to locate managerial position
Offered rewards - time off after completion
Full transcript