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The Case of Mark Whiting:Perceptual Concept Report (Assessment)

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Updated: Dec 21st, 2021

Perceptual set is the act of expecting something to happen in future as a result of your work. In this case, in an organization one has a probability to do something in future; for instance lecturing in the University of California for the next four year. Based on this, perceptual set is being ready to perceive the future events. In the case of Mark Whiting, there was a probability that he would be made the president of the ‘Universal Chemical Corporation’ in future, since he progressed from sales and marketing manager to the vice president and a the time was expecting to become the president of the entire corporation.

It is clear from the case that, his readiness for the probability of being promoted resulted from his hard work within the corporation. In his case when the board of governors met, there was a probability of him being elected as the leader as he was known to be attributed with many firsts within the industry. It can be argued that, he had been earlier designated to the executive of the ‘American Chemical Manufacturers Association’; as a result of his acknowledgment in various imperative commissions in different industry associations. It can further be argued that, high probability of him being elected as the president emanated from his wide range experience in chemical manufacturing; as well as sales and marketing.

In addition, there was a high probability of him being promoted to presidency; as a report had been disseminated that his long-range agenda had been approved by the Board of Directors. This came after he was informed that the board of directors had certainly discarded the vice president’s agendas; which amplified his self-assurance of being elected as the leader. In this case, he had high chances of being chosen by the board as the other competitor’s programs had been discarded.

On the other hand, cognition involves information given about something; while dissonance is the consequence of two conflicting cognitions, which create nervousness that stimulates the person in question to decreased disagreement. From the Mark’s case it can be seen that, he had been informed earlier in the morning that the board of directors had discarded the vice president’s agendas. Based on this it can be argued that, he was better positioned to be elected as the president as his competitor had been said to be disqualified. In this case, the conflict of information occurred when the same friend of his called him asking for forgiveness; as well as feeling sorry for him.

This was because the board had already selected another person, and was waiting to declare him the president in a press meeting. In this case it can be seen that, there were two conflicting pieces of information; which Mark had been informed about. Based on this, it is clear from the case that he did not know what to do; as all his expectations had been nullified by the latter information. In addition, the compassionate comments he received from his friend and juniors; and the official declaration that he would continue to serve as a vice president despite his efforts in sales and marketing drew him into confusion. From this it can be argued that his future faded and he lost morale in his work, as the vice president of marketing.

Based on this, despite the fact that he had been earlier been guaranteed by the out-going president that his future profession with the company was protected, he could not make it to presidency. On the other hand, Mark’s tension of whether he will be elected as the president by the board of directors; was relieved when his friend informed him about his competitor’s agendas’ rejection by the board. In this case it can be argued that, the information he received from his friend increased his confidence of being the next president; only to be embarrassed later.

The Heider’s balance theory can be illustrated in Mark’s case as two persons (Mark and Gray) and an object; which is represent by the corporation. Based on this, the system will not balance if Mark and Gray do not work in collaboration to achieve the corporation’s objectives and goals. In this case, a state of imbalance is created when Mark felt uncomfortable working under the instructions of Gray his ten years junior, and also the new changes within the corporation. It can be seen from the case that, Mark was demoted from being a vice president of sales and marketing to sales only; another person occupying his marketing post.

By doing this, Mark was not pleased by the move; hence decided to fight the whole team. As a result of this, Mark portrayed his expressive inability of working with the new panel. In this case another imbalance can be seen between Mark, the Team and the corporation. Further, a clash can be seen by Gray not distinguishing Mark despite him being a team member; in the corporation’s important processes.

Mark’s decision to leave the corporation came as a result of his failure of being recognized by the team, as an important member as he was not informed of meetings made every week. From this it can be said that he lost the intimate relationship with the corporation which resulted to his shame and embarrassment. In this case, Mark felt personally rejected in the corporation as his responsibilities were delegated to other team members.

Further it can be seen from the case that, Mark could not do much concerning organizational decision making at his new post as he was always busy, representing the president outside the country.. In this case, it can be argued that Mark decided to leave the corporation when he saw that many young people had occupied higher posts, while he remained at his post for long. Based ob this, it is evident that he could not be recognized as an executive yet; he was a vice president of special projects.

As a matter of fact, it can be seen that what Mark had all along expected to achieve in the corporation did not happen, because of his lack of patience. Mark considered himself as the best in the organization and as a result viewed all other people doing wrong. In this case, it can be said that promotion does not come as a result of age but experience.

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