ORGANIZATIONAL

BEHAVIOUR
Case Analysis
Jensen Shoes: Jane Kravitzs
Story

1. Primary issue in the case

The protagonist in this case is Jane Karnitz who is the strategic marketing
manager of Jensen shoes is presently facing an issue with one of her staff
members, Lyndon Brooks.
Lyndon is not interested in the job and thus likely to fail in completing his
strategic objectives. So Jane has to find ways in which she can motivate Lyndon
to do his job properly so as to meet the deadlines given by the top management
on the sos.
From the case we can see that Lyndon Brooks would work very well if motivated.
Previously he was managing a staff and because of the reorganization he had to
work under someone now. This could be the reason for his unhappiness and less
concern for the job on hand.
2. Problem Statement
How can Jane Karnitz strategic marketing manager of Jensen Shoes convince
or motivate Lyndon Brooks to work on his sos properly so as to complete it
within the deadlines?
3. Reasons

Right now the company is not performing that well in the casual footwear
market and because of which there was a reorganization of the group.
Previously Lyndon Brooks was managing a staff and now he had to work
under a manager i.e. Jane Kranitz. This seems to have demotivated
Lyndon Brooks who still wants to get back to managing a staff. Thus the
disinterest in sos assigned to him.
Another reason can be excess workload. Apart from the two sos assigned
by Jane Karnitz he was handed an environmental project by Executive Vice
President. He worked very well on the environmental project but he felt
that took a lot of toll of him. He felt that this project along with the 2 sos
assigned to him added to his work pressure.
Also Lyndon was unable to understand the impact of him failing on
completing his sos. The company right now was not doing well in the
casual footwear market and thus need to revive its strategies by
determining opportunities for new markets and new products. So failing to
do so within the deadline would have impacted the company a lot. Lyndon
failed to recognize this. Even his failing on the job would have impacted
not only his job but Janes as well. To this Lyndon was very aloof.
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4. Contextual and Cultural Analysis

s
Figure 1 Swot Analysis of Jensen Shoes

5. Areas of Concerns
The open door management policy has acted detrimental to the
company here. As from the case we see that Lyndon walks out of Janes
cabin even though the meeting was not officially over. This brings out
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the fact that open door management policy has resulted in employees
not taking their manager seriously. There seems to be a need of a
more formal structure so as to avoid such situation.
Another area of concern is the preconceived notion Chuck has on
Lyndon. Even though the performance in the environmental project
was good Chuck didnt acknowledge Lyndons performance. This would
have also led to disinterest on Lyndons part on the job.
Another area of concern is the work pressure due to excess workload.
Apart from the two sos assigned to Lyndon there was an
environmental project also assigned to him.
And even though Lyndon had already informed on this regard no
remedial action was taken to rectify this issue.
6. Evaluations

Even though Lyndon was an experienced person in the company yet

he lacked the commitment towards his job and the company. This goes
to show that the company was unable to create a conducive
environment for their employees as far as job satisfaction and
motivation is concerned.
Also, given the past record of Lyndons performance where he had
failed to complete his sos, his workload was to be assessed properly.
As from the case we see that the sos are the most important and they
must have been the priority for everyone. Then maybe the company
could have avoided giving the environmental project to Lyndon so as
not to give him added work load.
Chucks preconceived notion for Lyndon is also adding to the
difficulties. As we see from the case that Lyndon, even after performing
very well in the environmental project, wasnt very well received by
Chuck. This also goes to show that the working environment in the
company was not very smooth.
The open door management system is also at fault here. If it were
more of a hierarchical setup probably Lyndon would have taken Jane
more seriously.
Also we can see from the case that the talent management system of
the company is not doing that well. Here we can see that even though
Lyndon was more than just competent he had failed to deliver even in
his last assignment. The management should have approached him
and should have tried to redress his grievances.

7. Recommendations
Jane must look to explain the complete situation to Lyndon and tell him
that failing to deliver on his sos within deadline might have
undesirable consequences. This even though might demotivate Lyndon
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but at least he will know about his current situation and would try to
get out from such a situation and thus probably take work more
seriously.
She could also tell him what Chuck has to say about the environmental
project may be indirectly. This will make Lyndon understand that the
sos are the most important criteria for his performance as well as
Janes performance evaluation.
There is also a need of direct face to face interaction between Chuck
and Lyndon. This could make them understand of what they are
expecting out of each other. It could also end the preconceived notion
that Chuck has on Lyndon and he might be able to identify the reasons
for disinterest in the job on Lyndons part and look to address it.
Another way of motivating Lyndon is by offering him incentives
monetary or non- monetary if he is able to deliver the sos within
deadline with good quality. This could also redress the disinterest issue
on part of Lyndon and he might be more motivated and concerned
towards the job.
The talent management system for the company also needs to be
revived. From the case it is clear that Lyndon was more than just
competent but him failing to complete the sos raises alarming issues
that the company hasnt been able to reach out to the employees and
address their issues or concerns.