Syd Gilman read the latest sales figures with a great deal of satisfaction. The vice-president of marketing at Hy Dairies Ltd., a large Canadian milk products manufacturer, was pleased to see that the marketing campaign to improve sagging sales of Hy's gourmet ice cream brand was working. Sales volume and market share of the product had in increased significantly over the past two quarters compared with the previous year.

The improved sales of Hy's gourmet ice crean1 could be credited to Rochelle Beauport, who was assigned to the gourmet ice cream brand last year. Beau port had joined Hy less than two years ago as an assistant brand manager after leaving a similar job at a food products firm. She was one of the few nonwhite women in marketing management at Hy Dairies and had a promising career with the company. Gilman was pleased with Beau port's work and tried to let her know this in the annual performance reviews. He now had an excellent opportunity to reward her by offering her the recently vacated position of marketing research coordinator. Although technically only a lateral transfer with a modest salary increase, the marketing research coordinator 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 research coordinator at Hy several years earlier. 

Rochelle Beauport had also seen the latest sales figures on Hy's gourmet ice cream and was expecting Gilman's call to set up a meeting that morning. Gilman began the conversation by briefly mentioning the favourable sales figures, and then explained that he wanted Beauport to take the marketing research 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 "backroom" job--far removed from the company's bottom-line activities. Marketing research was not the route to top management in most organizations, thought Beauport. She had been sidelined.  

After a long silence, Beauport managed a weak "Thank you, Mr. Gilman." She was too bewildered to protest. She wanted to collect her thoughts and reflect on what she had done wrong. Also, she did not know her boss well enough to be openly critical.........

Discussion Questions 

1. Apply your knowledge of stereotyping and self-concept to explain what went wrong here. 

2. What other perceptual error is apparent in this case study? 

3. What can organizations do to minimize misperceptions in these types of situations?