Jenson Shoes Case Summary

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Register to read the introduction… In reality, evidence suggests this behaviour was internally caused. This is demonstrated through the three determining factors in the Attribution Theory: distinctiveness, consistency and consensus. Lyndon demonstrates low distinctiveness because his uncooperative behaviour is typical and he has dismissed assigned work in the past. Additionally, Lyndon’s poor performance reviews over the past three years and his reluctance to complete previous s.o’s shows high consistency among his actions. Lastly, his actions can be interpreted as possessing low consensus because his resistant behaviour differs from that of his co-workers who have been assigned similar tasks. Jane’s initial distorted perception of Lyndon negatively affected her decision-making process and the quality of her management …show more content…
Even though there are obvious signs of Lyndon being an irresponsible employee, she holds onto her first impression of him and does not change her style of management. Rather, considering herself to be a good manager and confident in her ability to address challenging situations, she maintains her initial easy-going approach. Her decision to preserve her style of management can also be attributed to a confirmation bias. She uses the fact that Lyndon completed the environmental project as a confirmation that he is competent. She is impressed with his project, when in reality it was only mediocre. Additionally, by sticking with her original way of dealing with Lyndon even though it is not working, she escalates her commitment. By taking time to analyze the situation, she would realize that her agreeable approach is unsuccessful.
d. Bounded Rationality

In her decision-making process, Jane operates within the confines of bounded rationality. Rather than considering the complexity of the problem (ie. what factors are causing Lyndon’s behaviour), and developing and evaluating alternative courses of action, she “satisfices. She concedes to Lyndon’s idea to only complete one project and furthermore, to choose which one to complete. While this solution avoids the possibility of Lyndon not completing any project, it is suboptimal; ideally, he would complete both the Latino and African American projects.

e. Organizational Constraints on Jane’s Decision

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