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Organisational Behaviour ; Assignment 2- The case of Mark Whiting

Mark's self fulfilling prophecy:- Mark's expectation about himself was to achieve the highest
point of his career in his company, corporation presidency. He made this expectation at his own
based upon his previous career success;
- the years he had spent as manager in marketing and sales,
- the last four years as vice-president of the company
- the careful planning,
- the long hours of work that had brought him to as vice-president
- the use of his all resources, knowledge, experience and competency of marketing
and sales skills to raise the company profile
Previous career success /achievements:-

He was, in fact, credited with many "firsts" in the chemical industry.


He had been appointed, in recognition, to numerous important committees in various
industry associations.
He had been elected to the Presidency of the American Chemical Manufacturers
Association.
He travelled extensively, giving lectures and speeches before university audiences. He
was a familiar figure in Washington, testifying before the Federal Trade Commission, the
Pure Food and Drug Administration, and various other agencies concerned with chemical
manufacturing.
His long-range program had been adopted by the Board of Directors
His home life, religious practices, and community associations were exactly as they
should be for an executive who conscientiously attempted to be the man on top.

Present Failure: His name did not show up as president, instead Board chose an outsider as president
Marketing responsibilities were taken off from him and assigned to another person. Now
Mark was only responsible for sales.
He showed plainly to the group that he was emotionally incapable of working with the
new team
He was kept from his area of operations
New executive team had been meeting twice a week regularly and without him.
He was completely separated from the company meetings and affairs.
Mark felt both shame and humiliation on his exclusion amounted to a personal rejection.
The management of sales, which was his current responsibility was dictated by sales
policies made by an executive team of which he was not a member.
He was never invited to attend any decision making executive committee meetings
He was given a position of vice-president of special projects for that he was having very
vague job description.
Now he was completely helpless and was trying to quit the situation.
Comparison of previous success and future based on prophecy:-According to Merton's
concept of the self-fulfilling prophecy in his book Social Theory and Social Structure (STSS), he
states " If men define situations as real, they are real in their consequences." By definition, in the
case study, Mark reacted not only to the situation he was in but also the way he was perceiving
the situation and the meaning he was assigning to that perception. A prophecy that strongly held
belief assumed as truth when it is actually false. Mostly it has so much influence on some
people that they cannot with stand when that prophecy proves as a delusion and person shows
considerable change in behaviour and the same happened to Mark that caused his future failure.
What happens when prophecy fail; Merton concluded that "the only way to break the cycle of
self fulfilling prophecy is by redefining the propositions on which its false assumptions are
originally based".

According to Fritz Heider, proposed that "sentiment or liking relationships are balanced if the
affect valence in a system multiplies out to a positive result. It conceptualizes the cognitive
consistency motive as a drive toward psychological balance. The consistency motive is the urge
to maintain one's values and beliefs over time".
Analysis # 1
According to Heiders Balance Theory in short (1958).
My friends friend is my friend
My friends enemy is my enemy
My enemys friend is my enemy
My enemys enemy is my friend
Scenario # 1 ; If in the imbalance triadic relationships of Mark, board and Gray, Mark
considers board as a friend and board consider Gray as a friend. Then by acting upon the
statement # 1 of the balance theory, the whole system can be balanced.
Scenario # 2 ; If in the imbalance triadic relationship of Mark. company and board, Mark
considers company as a friend and board also consider company as a friend. Then by acting
upon the statement # 1 of the balance theory, the whole system can be balanced.
In both the above scenarios Mark has to give a margin of liking to board to make the equation
balance by considering that the decision of the board to not make him president and to take an
outsider as a president is a innocent and honest mistake.

Analysis # 2, In his famous P-O-X Model


For example: a Person who likes an Other person will be balanced by the same valence attitude
on behalf of the other. Symbolically, P (+) > O and P < (+) O results in psychological balance.
This can be extended to objects (X) as well, thus introducing triadic relationships. If a person P
likes object X but dislikes other
person O, what does P feel upon learning that O created X? This is symbolized as such: If P
=Mark, X= Company & O = Board
* P (+) > X
* P (-) > O
* O (+) > X

( Mark likes company )


( Marks does not like board)
( Board likes company)

Analysis # 3, If P =Mark, X= Board & O = Outsider president ( Gray)


* P (+) > X

( Mark likes board )

* P (-) > O
* O (+) > X

( Marks does not like Gray)


( Board likes Gray)

Multiplying the signs shows that the Mark will perceive imbalance (a negative multiplicative
product) in this relationship, and will be motivated to correct the imbalance somehow. The Mark
can either:
Option # 1; Decide that O isnt so bad after all,
Option # 2; Decide that X isnt as great as originally thought, or
Option # 3; Conclude that O couldnt really have made X.
Adopting any of these will result in psychological balance, thus resolving the dilemma and
satisfying the drive. (Person P could also avoid object X and other person O entirely, lessening
the stress created by psychological imbalance.)
Keeping in option-1 of balancing theory, Mark thought that board made a innocent mistake. Mark
was taking company 's attachment as personal not professionally. He spent his precious time of
career to raise the company by utilizing all his skills and expertise. He was not going to accept
that a person coming from outside is making changes before he knew what the corporation
needed and did not need". He motivated himself to opt option # 1 and decided to balance the
model to carry forward his career with the company with the same level of sincerity. He
perceived that the board had made an honest mistake and everything had to be done to protect
the corporation.

Leon Festinger (1957) published a book called "A Theory of Cognitive Dissonance" that states "It
is the unpleasant mental feeling that arises when behaviour towards an object is not consistent
with the attitude towards the objects" .These attitudes are subject to a degree of modification in
the light of circumstances, and they can have a huge impact in reaction to change. The more
central an attitude to a person's concept of self, the harder is to change. The theory also says that
unless behaviour and attitude are compatible, the individual experiences some degree of
psychological discomfort, tension or stress. Thus when a change requires pattern of behaviour
that are incompatible with an individual 's attitude, the change tends to be perceived as
threatening.
According to Festinger, people engage in a process he termed "dissonance reduction," which can
be achieved in one of three ways: lowering the importance of one of the discordant factors,
adding consonant elements, or changing one of the dissonant factors. This bias sheds light on
otherwise puzzling, irrational, and even destructive behavior.
Change in the Mark's behaviour being as a vice-president sales and later as vice-president
special projects, discussion in the light of " A Theory of Cognitive Dissonance". Mark was
confident of his promotion as president due to his achievements. Recent events had seemed to
assure his promotion to the presidency. A rumour had been circulating that his long-range

program had been adopted by the Board of Directors. A friend had called him that morning and
reported that the board had definitely rejected the manufacturing vice-president's program. His
confidence had increased. After all, there were only two, good, competing reports before the
board, and the rejection of one would automatically spell the adoption of the other.
When he did not promote as president, his discomfort level increased that caused behavioural
change. As his belief was very strong towards his expectation, so after not fluffing that
expectation, his reaction was strong and the change was perceived as threatening. A key
assumption was that Mark wanted his expectations to meet reality, creating a sense of
equilibrium. Likewise, another assumption was that he would had avoided situations or
information sources that gave rise to his feelings of uneasiness, or dissonance. He showed
different behavioural reactions like he did not congratulated new president perceiving him as a
threat. As a vice-president of sales, he did not show interest in his job resulting decline in
performance. After that he was given a higher designation job as vice-president of special
projects with more benefits and respect. Also new job was having less responsibilities and less
stress. Besides all these Mark was not comfortable and uneasy. He was still under the influence
of that shock to not become president.

Mark's personality test on Five Factor Model before and after he passed over for the
presidency;
Big 5 Trait Dimensions or Five Factor Model (FFM) ;
1, Openness; Openness reflects the degree of intellectual curiosity, creativity and a preference for
variety a person has. It is also described as the extent to which a person is imaginative or
independent, and depicts a personal preference for a variety of activities over a strict routine.
Some disagreement remains about how to interpret the openness factor, which is sometimes
called "intellect" rather than openness to experience.
explorers/curious (open to experience, creative/inventive)preservers (closed minded
/cautious /consistent/restrained)
Before:- (explorers/curious, open to experience, creative/inventive)
Mark was a Careful planner, his dedication to work long hour by which he had brought himself to this point.
After:- (preservers, closed minded /cautious/consistent/restrained)
Mark rebelled by not leaving his office for the field, where an effective sales manager must perforce spend a
good part of his time. If the new president was trying to keep him from exerting any influence by keeping him
busy in the field, he simply would not go to the field offices. And he didn't.

2, Conscientiousness; A tendency to show self-discipline, act dutifully, and aim for


achievement; planned rather than spontaneous behavior; organized, and dependable.
focused (conscientious/efficient/organised)flexible (lazy/careless/easy going)
Before :- (focused, conscientious/efficient/organised)

His home life, religious practices, and community associations were exactly as they should be for an
executive who conscientiously attempted to be the man on top.
After :- (flexible, lazy/careless/easy going)
He showed poor performance in the sales field due to his lack of attention.

3, Extraversion; Energy, positive emotions, assertiveness, sociability and the tendency to seek
stimulation in the company of others, and talkativeness.
extrovert(outgoing/energetic)introvert (reserved/ solitary/secluded/confined)
Before:- (extrovert, outgoing/energetic)
Mark knew the corporation well enough to energize its sprawling resources. Few men knew marketing and
sales as well he.
After:- (introvert, reserved/ solitary/secluded/confined)
Mark attended the first executive committee meeting only to be told that a new vice-president - brought in
from Gray's former corporation - would be in charge of marketing. He, Mark, would now be in charge of
sales only, although he could keep his vice presidency. Whiting immediately attacked the new set-up.
Gray's response was to give Mark the floor, putting aside all other business and encouraging Mark to
develop his personal views. The result of this was that Mark showed plainly to the group present that he
was emotionally incapable of working with the new team. After that he was never invited to attend
executive committee meetings

4, Agreeableness; A tendency to be compassionate and cooperative rather than suspicious and


antagonistic towards others. It is also a measure of one's trusting and helpful nature, and whether
a person is generally well tempered or not.
adapter (agreeable/friendly/compassionate)challenger (disagreeable/cold/unkind)
Before:- (adapter, agreeable/friendly/compassionate)
Mark was a familiar figure in Washington, testifying before the Federal Trade Commission, the Pure Food
and Drug Administration, and various other agencies concerned with chemical manufacturing.
After:- (challenger, disagreeable/cold/unkind)
It is usual in such cases when someone is appointed at top most position from outside that each of the inhouse executives they offer their services. Mark Whiting did not do this. He could not even bring himself to
congratulate the new president, a man ten years his junior.
It was not long before Whiting and Gray clashed. Whiting could not stomach "an outsider coming in and
making changes before he knew what the corporation needed and did not need
The result of this was that Mark showed plainly to the group present that he was emotionally incapable of
working with the new team.

5, Neuroticism/Negative emotionality (emotional stability/); The tendency to experience


unpleasant emotions easily, such as anger, anxiety, depression, or vulnerability. Neuroticism also
refers to the degree of emotional stability and impulse control and is sometimes referred to by its
low pole, "emotional stability".
reactive (neurotic/sensitive/nervous)resilient (emotionally stable/secure/confident)
Before:- ( resilient/ emotionally stable/secure/confident) ;

Mark was, in fact, credited with many "firsts" in the chemical industry. He had been appointed, in
recognition, to numerous important committees in various industry associations. He had been elected to the
Presidency of the American Chemical Manufacturers Association
He travelled extensively, giving lectures and speeches before university audiences.
After:-(reactive, neurotic/sensitive/nervous)
Mark sat at his desk in a state of shock, not knowing what could possibly have gone wrong when he heard
the news that board has decided to take an outsider as president of the corporation. The sympathetic
remarks of his friends and subordinates, the formal announcement by the board that he was to remain as
vice-president of marketing, the assurances of the retiring president that his future career with the
corporation was secure, failed to draw him out.
He alternated between moods of mild elation and deep depression When he felt weak or inadequate he
would search for signs of support and appreciation.
In an effort to salvage a respectable role for himself, Mark attempted on the quiet to find suitable
employment elsewhere

Prediction of Mark, later behaviour based upon the B5 trait dimensions test ; Closely
observation of Mark's personality test before being passed over for the presidency
reveals that he was a very professional person who spent his life in his
company with all his dedication, energy, ideas and long hours to keep him on
the top of the sales and marketing department and also at the same time
raising the company' s professional reputation and financial stability. Keeping
in mind his own achievements and success, he himself concluded to be the
company's next president due to self fulfilling prophecy, a false perception
but considered by him as true. When an outsider appointed as a president
by the unanimous decision of the board, Mark did not accept that truth and
became disheartened. So when his prophecy failed, the change in behaviour
occurred which was not predictable before as an unexpected contrary
situation did not arise before he was passed over.

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