Case 1
Fred Blogs stared at the phone receiver in disbelief. He was too stunned to be disappointed.
The disappointment would come later, once he had fully processed what had just happened.
The light for line 2, the customer line, blinked as his phone began to ring. Fred knew he
should really answer; it was probably a customer needing help with his or her new
photocopier equipment. Normally Fred did everything he could to help customers, including
staying late, going in person to their office when phone support wouldn’t suffice, and even
letting them call him on his cellphone on evenings and weekends. But now, after what had
just happened—well, let’s just say it was time to take an hour or two off and go for a walk.
The customer calling would just have to solve his own problem this time.
Fred had begun working for Encre Office Machines in Toronto 14 months ago, immediately
after completing his MBA at the age of 36. Prior to his return to school, he had worked 14
years in field sales in the software sector. Fred had sold large, complex database and
enterprise resource planning solutions to corporate clients. The products allowed clients to
automate business processes from inventory control and accounting to human resources
management. Selling these tools meant spending a great deal of time with C-level executives
analyzing business processes and communication flow. Fred had been very successful in that
role, but after 14 years he grew tired of having a sales quota hanging over his head every
month. He saw the MBA as a way to transition to a new, less stressful career. Unfortunately,
Fred’s master plan had not included a recession. After taking two years off for his MBA, he
found himself newly graduated, in debt, and unemployed with few immediate job prospects.
Unwilling to go back into direct sales field, Fred started applying for jobs in other functional
areas. His undergraduate degree had been in education.
Although he’d long ago decided that looking after a classroom full of kids all day wasn’t for
him now, he thought he might leverage his combined education degree and MBA to get a
corporate trainer role. He thought he could do a great job of staff training and education,
especially for sales, presentation, and customer service skills. After almost six weeks of
sending out résumés, Fred finally landed an interview with Encre Office Machines. The
interview went well but both he and the human resources person interviewing him admitted
that he was overqualified for the entry-level training role they had available. It wasn’t what
he had hoped for—instead of training managers and new hires he would be training
customers who had just bought new photocopiers. Customers needed lessons on how to
maintain the machine and use advanced copy features. It seemed like a comedown. But one
thing encouraged Fred. The human resources manager had said, “We understand that this job
is a little simple for someone with your experience and background but we are really
interested in getting you on our team and this is the only job available right now. Within a
year to 18 months something more suitable should open up and we can promote you, but for
now we just want you on board.” Under the circumstances, with his bank account dwindling,
Fred accepted the job.
Fred proceeded to do truly excellent work for the next 14 months, which he considered a trial
period during which he would prove he was promotion material. He enjoyed the challenge.
He went above and beyond for his customers. He also examined the processes Encre used to
manage and monitor customer inquiries, and made some process-related suggestions that
improved communication between the training team and technical support. The accolades he
got for that felt great! He took on tasks other trainers balked at due to their difficulty, most
notably helping high-maintenance clients known to be bad-tempered and difficult. He smiled
inside every time he helped out, sure his actions were being noticed. Fred did all this and
bided his time, waiting for his opportunity. After 14 months it happened. A new job was
created at Encre in response to excessive turnover among sales personnel. A Director of
This study source was downloaded by 100000830246019 from CourseHero.com on 06-09-2022 06:54:47 GMT -05:00
https://www.coursehero.com/file/79268463/case-studr-bettypdf/
, Training role was created to oversee, manage, and improve the new-hire orientation and sales
training process. The internal job ad that went around the company stated that key
qualifications included a business degree, demonstrated knowledge of the training function, a
minimum of five years’ success in field sales, and a proven record of innovation. Fred felt
very confident when he sent in his application. His confidence was further bolstered when he
got a call the next day setting up an interview. On the day of the interview Fred prepared
carefully, picking out his best tie and adding extra shine to his shoes. He had reviewed the
corporate strategic objectives and even talked to several sales reps to get their perspective on
training needs. He was ready to blow the interview out of the water! That’s when he got the
call he couldn’t believe, the call cancelling his interview. “I am sorry,” the assistant said, “but
the VP has decided that only someone with sales experience at Encre should be considered
for the job.” “That is ludicrous,” thundered Fred, “I have 14 years of experience selling
technology, doesn’t that count for anything?”
Fred went home early that day, deflated and angry at the same time. That weekend he turned
his cell phone off. Let the customer wait until Monday, he thought to himself bitterly. He
continued like this for a week, heading out the door. He probably would have continued like
that for some time but then he heard the news. The promotion to Director of Training had
been working 9 to 5 and then given to someone currently in sales at Encre, Tom Fields. Tom
had no formal education credentials, had a BBA rather than an MBA, and only 8 years’
experience in sales. What truly infuriated Fred, however was that Tom was the life partner of
Jimmy Guenther, Encre’s VP of Operations. It had actually been the VP of Sales who had
made the decision, but she was known to be friends with Jimmy.
The whole thing seemed very suspicious, and even in this bad economy Fred had no
patience for unfairness. He considered his options: stay and work hard for another promotion,
stay and do the bare minimum, or move on. He decided to · · ·
Discussion Questions
1. Despite the fact that he was underemployed, Fred seemed to enjoy his job at first. What
conditions contributed to Fred’s job satisfaction when he was first hired?
2. Explain why Fred’s workplace behaviour changed so dramatically. What could have
prevented the behavioural change?
3. Is this a process or an outcome related issue? Explain your answer.
4. What could a manager do now, after these events occurred, to improve Fred’s job
satisfaction?
This study source was downloaded by 100000830246019 from CourseHero.com on 06-09-2022 06:54:47 GMT -05:00
https://www.coursehero.com/file/79268463/case-studr-bettypdf/
Fred Blogs stared at the phone receiver in disbelief. He was too stunned to be disappointed.
The disappointment would come later, once he had fully processed what had just happened.
The light for line 2, the customer line, blinked as his phone began to ring. Fred knew he
should really answer; it was probably a customer needing help with his or her new
photocopier equipment. Normally Fred did everything he could to help customers, including
staying late, going in person to their office when phone support wouldn’t suffice, and even
letting them call him on his cellphone on evenings and weekends. But now, after what had
just happened—well, let’s just say it was time to take an hour or two off and go for a walk.
The customer calling would just have to solve his own problem this time.
Fred had begun working for Encre Office Machines in Toronto 14 months ago, immediately
after completing his MBA at the age of 36. Prior to his return to school, he had worked 14
years in field sales in the software sector. Fred had sold large, complex database and
enterprise resource planning solutions to corporate clients. The products allowed clients to
automate business processes from inventory control and accounting to human resources
management. Selling these tools meant spending a great deal of time with C-level executives
analyzing business processes and communication flow. Fred had been very successful in that
role, but after 14 years he grew tired of having a sales quota hanging over his head every
month. He saw the MBA as a way to transition to a new, less stressful career. Unfortunately,
Fred’s master plan had not included a recession. After taking two years off for his MBA, he
found himself newly graduated, in debt, and unemployed with few immediate job prospects.
Unwilling to go back into direct sales field, Fred started applying for jobs in other functional
areas. His undergraduate degree had been in education.
Although he’d long ago decided that looking after a classroom full of kids all day wasn’t for
him now, he thought he might leverage his combined education degree and MBA to get a
corporate trainer role. He thought he could do a great job of staff training and education,
especially for sales, presentation, and customer service skills. After almost six weeks of
sending out résumés, Fred finally landed an interview with Encre Office Machines. The
interview went well but both he and the human resources person interviewing him admitted
that he was overqualified for the entry-level training role they had available. It wasn’t what
he had hoped for—instead of training managers and new hires he would be training
customers who had just bought new photocopiers. Customers needed lessons on how to
maintain the machine and use advanced copy features. It seemed like a comedown. But one
thing encouraged Fred. The human resources manager had said, “We understand that this job
is a little simple for someone with your experience and background but we are really
interested in getting you on our team and this is the only job available right now. Within a
year to 18 months something more suitable should open up and we can promote you, but for
now we just want you on board.” Under the circumstances, with his bank account dwindling,
Fred accepted the job.
Fred proceeded to do truly excellent work for the next 14 months, which he considered a trial
period during which he would prove he was promotion material. He enjoyed the challenge.
He went above and beyond for his customers. He also examined the processes Encre used to
manage and monitor customer inquiries, and made some process-related suggestions that
improved communication between the training team and technical support. The accolades he
got for that felt great! He took on tasks other trainers balked at due to their difficulty, most
notably helping high-maintenance clients known to be bad-tempered and difficult. He smiled
inside every time he helped out, sure his actions were being noticed. Fred did all this and
bided his time, waiting for his opportunity. After 14 months it happened. A new job was
created at Encre in response to excessive turnover among sales personnel. A Director of
This study source was downloaded by 100000830246019 from CourseHero.com on 06-09-2022 06:54:47 GMT -05:00
https://www.coursehero.com/file/79268463/case-studr-bettypdf/
, Training role was created to oversee, manage, and improve the new-hire orientation and sales
training process. The internal job ad that went around the company stated that key
qualifications included a business degree, demonstrated knowledge of the training function, a
minimum of five years’ success in field sales, and a proven record of innovation. Fred felt
very confident when he sent in his application. His confidence was further bolstered when he
got a call the next day setting up an interview. On the day of the interview Fred prepared
carefully, picking out his best tie and adding extra shine to his shoes. He had reviewed the
corporate strategic objectives and even talked to several sales reps to get their perspective on
training needs. He was ready to blow the interview out of the water! That’s when he got the
call he couldn’t believe, the call cancelling his interview. “I am sorry,” the assistant said, “but
the VP has decided that only someone with sales experience at Encre should be considered
for the job.” “That is ludicrous,” thundered Fred, “I have 14 years of experience selling
technology, doesn’t that count for anything?”
Fred went home early that day, deflated and angry at the same time. That weekend he turned
his cell phone off. Let the customer wait until Monday, he thought to himself bitterly. He
continued like this for a week, heading out the door. He probably would have continued like
that for some time but then he heard the news. The promotion to Director of Training had
been working 9 to 5 and then given to someone currently in sales at Encre, Tom Fields. Tom
had no formal education credentials, had a BBA rather than an MBA, and only 8 years’
experience in sales. What truly infuriated Fred, however was that Tom was the life partner of
Jimmy Guenther, Encre’s VP of Operations. It had actually been the VP of Sales who had
made the decision, but she was known to be friends with Jimmy.
The whole thing seemed very suspicious, and even in this bad economy Fred had no
patience for unfairness. He considered his options: stay and work hard for another promotion,
stay and do the bare minimum, or move on. He decided to · · ·
Discussion Questions
1. Despite the fact that he was underemployed, Fred seemed to enjoy his job at first. What
conditions contributed to Fred’s job satisfaction when he was first hired?
2. Explain why Fred’s workplace behaviour changed so dramatically. What could have
prevented the behavioural change?
3. Is this a process or an outcome related issue? Explain your answer.
4. What could a manager do now, after these events occurred, to improve Fred’s job
satisfaction?
This study source was downloaded by 100000830246019 from CourseHero.com on 06-09-2022 06:54:47 GMT -05:00
https://www.coursehero.com/file/79268463/case-studr-bettypdf/
