Assignment

CASE ANALYSIS
Jeremy Jonston’s Job Reference

Upon returning to his office from a meeting, Bill Williams checked his voice mail
messages. He was so stunned by one message that he replayed it twice to make sure that he heard
it correctly. Kathy Meyers from the midwest office of Consulting Associates International had
called, seeking a reference for Jeremy Jonston, an applicant she had interviewed for a managing
director’s position in their firm. Bill knew that Jeremy, his former boss would not list him as a
reference on his resume. Williams like numerous others in the division, had been on Jonston’s
“list” when Jonston was demoted from his position as a division head. Although not in a
management capacity, Jeremy was on his staff—and an irritant to many of his for his former
subordinates.
Everyone know that Jeremy was unhappy because of his demotion and for he was
looking for employment elsewhere. Almost everyone including Bill-hoped he would find it.
Bill wondered to himself: “Should I return this call? If I do, what do I say? Do I tell lies
in the hopes that he’ll get the job and get out of here? Or do I tell the truth so that, at least, I have
a clear conscience?”
Since Bill had met Kathy at a trade show some years earlier he decided to return the call.
Other than social pleasantries, what follows is essence of their telephone conversation.
Kathy: “Do you know why Mr. Jonston is looking to change jobs?”
Bill: (Thinking to himself, “I don’t think I want to say that Jonston was demoted for questionable
managerial competence. So I’ll finesse this one…”)”Mr. Jonston was hired with the
mandate of obtaining a specific set of objectives for the division. He was probably the
appropriate person to help the division achieve those objectives. But he isn’t the appropriate
person to help the division move beyond achieving those objectives. In the process of
achieving those objectives, Jonston assembled a group of capable, talented, and independent
individuals. But he didn’t know how to manage those people.”
Kathy: “What do you mean?”
Bill: “Let me use a metaphor. Managing people is like driving a team of horses. When you have
a good team, you hold the reins loosely and they will enthusiastically take you where you
want to go. Hold the reins tightly, and they will resist your will. Jonston held the reins
tightly.”
Kathy: “Mr. Jonston creates a very favorable first impression. When I met him, he seemed to be
very smooth in interacting with others. What’s your reaction?”
Bill: “Are you familiar with eastern religions?”
Kathy: “Well… not real familiar—but a little!”
Bill: “Ok, so you probably know something about reincarnation?”
Kathy: “Yes!”
Bill: “I think Jonston probably was a used car salesman in a former life.”
Kathy: “Is Mr. Jonston able to make decisions?”
Bill: “Hmm… let me tell you a story. Two or three years ago, the microwave in the employee
lounge self-destructed. Several employees asked Jonston to replace it—not really expecting
that it would be done anytime soon. We even had a betting pool organized on when he
would actually make a decision to replace the equipment.”
Kathy: “Well… did it ever get replaced?”
Bill: “Yes . . . a couple of weeks after his successor took over the job.”
Kathy: “What about Mr. Jonston’s honesty? Can you rely on him? Can you trust him?”
Bill: “. . . Let me think about how I want to respond to that question . . . I think someone else
could give him a stronger recommendation on that I could.”

DISCISSION QUESTIONS:

1. What perceptions have formed Jeremy Jonston? Of Bill Williams? How do you think

your perception affect the judgments that you might make about Jonston? About

Williams?

2. Using the various personality characteristics discussed in this chapter, how would you

describe Jeremy Jonston’s personality?

 3. To what extent are barriers to social perception evident in the conversation between Bill

and Kathy? Explain your answer.

4. How would you use your attribution theory to explain Jonston’s behavior?

5. If you are Kathy Meyers, what recommendation would you make about extending a job

offer to MR. Jonston? Explain your answer

Answer:

1.
2.
3.
4.
5.

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