satisfaction. Thevicepresidentof marketingat HyDairies, Inc.,a , ’sgourmetice-creambrandwasworking. Salesvolumeand previousyear. TheimprovedsalesofHy’,whowasassigne d tothegourmetice-creambrandlastyear. . inmarketingmanagementat .Gilmanwaspleased withBeauport’sworkand triedto letherknowthisinthe annualperformancereviews. Henowhadan excellent opportunity to reward her byoffering her therecently vacated position of market research coordinator. Although technicallyonlyalateral transferwithamodest salaryincrease, themarketing somehigh-profilework, whichwould enhancehercareerwithHy Dairies.’sowncareerhad beenboostedby Hyseveralyearsearlier.

latestsalesfiguresonHy’ Gilman’. brieflymentioningthe favorable sales figures and then explained that he wanted Beauport to take the marketing research coordinatorjob. Beauportwasshockedby thenews. ’sprofitability. Marketing research coordinator was a technical support position - a “backroom” job - far removed from the company’sbottom-lineactivities. Marketingresearchwas not therouteto topmanagementin most organizations, Beauportthought. Shehadbeensidelined.

Afteralongsilence, Beauportmanagedaweak“Thankyou, Mr. Gilman.”Shewastoobewilderedto protest. Shewantedto haddonewrong. Also, she did notknow herbosswellenoughtobe openlycritical. GilmanrecognizedBeauport’ssurprise, whichhenaturally assumedwas her .He, too, had been delighted several years earlier about his temporary transfer to marketing research to round out his marketingexperience.“ Dairies,”saidGilmanasheescorted Beauportfromhisoffice.

,’sevents thatevening. Shewasoneof Dairiesand fearedthatshe didn’twantwomenorpeopleof colorin top management. Herprevious employer “couldn’t taketheheat”in lowerbrandmanagementjobs. Obviously SydGilmanand Hy . Gilman’ Beauportcouldn’tgoanyfurtherin brandmanagementatHy Dairies. ’ toleavethecompany.