Lisa Benton Case Essay

This miscue was evoke because it provided a some examples of the conflicts that atomic number 18 stated in shaping bearing theories and models. The main issues that we pass in this particular case are those traffic with perception, record, and motivation. There seem to be twain internal and extraneous factors that are causing the issues. In circumstantial, the internal issues derive from the personality of select individuals, which do discipline their deportment but there are external factors that derive from the direction and organization itself that are attributing to the individuals invalidating mien. In the followers paragraphs, we will explore these issues upgrade by identifying particularized incidents that affected Lisa Bentons execution.In evaluating the job choices that Lisa Benton, unrivaled can assume that she was a figure A achiever. We can see this because of the particular strengths and flunkes that she evaluated per family to make her lowest job selection. Using McClellands theory, we can label Lisa Benton as having a lawsuit A personality because the mooring she was seeking would require her to start out personal responsibility, feedback, and chasten risks. Both job opportunities offered personal responsibly and feedback, however, the position at Right-Away was too visible, therefore, the risks of failing would fork up been more notice competent to the companys upper trouble because it was a smaller organization.Thus, the risks were more than moderate and at that time Lisa Benton did not micturate equal self-efficacy to think she could restrict for the Right Away management position. Furthermore, we can work an idea rough what motivates Lisa Benton and in examining the case, Lisa finds the intrinsic rewards more important than the extrinsic rewards. For example, the case states that evening though the position at Right Away offered a get out salary and upper management position, the learning and training op portunities, the recognition, and treater growth at Houseworld were more valuable.Linton makes it clear that she does not like or is strike with Harvard MBAs, therefore, she is explicitly stating her personal bias against individuals with Lisas particular educational/ skipper background. The specific perceptual process bias is the stereotyping/ implicit personality theories and personal credit line error. Linton only familiarizes herself with Linton by freshen uping her resume, but immediately generalizes Lisa with other MBA graduates that whitethorn have exhibited certain personality traits that Linton did not find favorable.Consequently, Linton is stereotyping Lisa before she has an opportunity to test her skill sets, to see that Lisa has a very hailable personality, and does whatever tasks are needed regardless of her role. Linton does not have an MBA and the case states that she was in Lisas previous position, so Lintons approach to career development may be different fr om Lisa. This contrast error also passs to their poor work kin because Linton considers Lisa different from her, so perhaps an individual that she could identify with would have made her feel more comfortable. This may be the reason that Linton and Scoville, who both have similar backgrounds, work together effectively and share the aforesaid(prenominal) bias towards Lisa Benton.In respect to Scoville, he is also a personality Type A, however, unlike Lisa Benton his Type A behavior is more extreme. He displays a blueer level of competiveness, time urgency, and anger. Interestingly, Lisa Benton and Scoville are both Type A personalities, however, Lisa Benton possess a higher sense of self-monitoring. Scoville also has high self-efficacy, but on the extreme side of the spectrum because his self-efficacy over rides his ability to work effectively in a squad and does not seem to care on how he stirs the morale of his peers, in which ultimately impact their performance and percepti on on the organization.Lisa Benton has a Type A personality, but has an external locus of control. She feels that her performance and the drawbacks she is experiencing are solely caused by this particular management team. She is not considering that her direct lack of action (internal locus of control) is also alter to the negative behavior from her management team. This can be seen in Scoville as well, when at the end of the case he expresses to Lisa how his behavior is due to his foiling with the organization and the lack of promotion opportunities however, Scoville is failing to realize that perhaps his inability to self-monitor his negative behavior and inability to effectively interact with others are the reasons that the organization does not consider him for a promotion.One particular effect that we see happening in the case is the way that Scoville influences Lisa Bentons performance. His constant monitoring device that she is on a learning curve and her performance is e xpected to continue at a minimal level, including her participation in projects, until she eventually receives sufficient training to perform at a higher level. This Pygmalion Effect that takes luff does indeed impact Lisas performance as she hesitates to take initiatives on certain project tasks or provide more opinions and feedback during presentations. Scovilles expectations of her restrain performance, despite that she did have the ability to be a high performer, were believed and pass judgment by Lisa Benton.Additionally, another theory that we can see in this case is Kellys theory of casual attribution. Lisa Benton complains to other peers about her working relationship with Scoville and eventually her bosss lack of managerial skills. This theory is relevant because it shows that Lisas statements about her current management team and their negative behavior is shared by other employees (consensus), her management team often exhibits negative behavior (consistency), and ev en in in ballock settings such as the luncheon meetings shes had with Scoville and Linton (distinctiveness).The negative performance review was also an issue with this case. The specific issues with the negative performance review can be seen in how it lacked the suitable performance review cycle. During the beginning of the case, Lisa Bentons boss failed to provide her with specific tasks, goals, and did not establish standards. Therefore, when Lisa requested her 3 month evaluation, Linton was not able to properly review her performance record. As a matter of fact, she was so focused on the negative aspects of what she perceived as being Lisas weaknesses, that she did not mention any of the strengths that contributed to the teams performance. One of the few things that Lisa should have considered after the negative performance review is to schedule a follow up review immediately in a full-dress setting in order to properly document her strengths, weaknesses, and goals.The perform ance review would have also allowed Lisa to document the external factors that were contributing to her mediocre performance and force Linton to properly call off them. If Linton would have refused to provide her with a formal performance review, then she should have approached the group product manager and address this issue with him. The negative aspect of this action is that it may have further alienated her from the current management team, since Linton may have felt that Lisa handle the chain of command by expressing her concerns with upper management versus addressing it directly with her. The pros of this approach may have been that the negative behavior of her current management team would have been brought to the attention of upper management or human resources and lastly addressed to avoid future incidents.My recommendations for alternative solutions to the problems identified may have been to continue pursuing a formal performance review, and establish reoccurring one o n one meeting with her boss in order to meliorate their working relationship. Perhaps by interacting with her boss more often (even if forced), her boss may have overcome her bias of Lisa due to her educational background. The weakness in this recommendation may be that it can alienate Scoville and contribute to his negative behavior. He may feel that Lisa is attempting to overshadow his role in the team. Further, I would have expressed my concerns about the negative behavior and its impact on my performance to the group product manager, so he would be aware of these issues. It is important that upper management is informed of this kind of behavior in order to quickly address them before valuable employees bring the company.