Jimmy Wilson, an Aboriginal man, manages an art gallery in his local community called Deadly Arts. The gallery is commun

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Jimmy Wilson, an Aboriginal man, manages an art gallery in his
local community called Deadly Arts. The gallery is community owned
and Jimmy is guided by a Board of Elders comprised of people who
have previously worked as artists. Local artists use the gallery as
a space to make their art and the gallery exhibits/sells the art at
commission prices as agreed amongst the artists and Elders and the
gallery focuses on sustainability of business. Jimmy’s usual
Assistant Gallery Manager has taken a year off for Maternity Leave,
and Jimmy wasn’t able to find a local to replace his Assistant
Gallery Manager, so he employed, Imogen, from the capital city
because she provided references to say that she was experienced in
working with a commercial gallery and in her interview said that
while she was not experienced in working with Aboriginal people,
she was keen to learn. Two months into her time at the gallery,
Imogen has asked to attend a board meeting to pitch a new idea to
senior gallery management and Elders. Imogen announces that she has
initiated a new product line for the gallery and she is confident
in presenting her actions as she believes she has shown initiative
and will be making a profit for the gallery. She informs the
gathering that she has engaged a low cost overseas manufacturing
organisation, provided them with art by artists of the gallery, so
they can print the art on low cost items and sell them for a
profitable margin. She has shown samples of the products from the
overseas producer, including plastic phone cases and water bottles,
to demonstrate how the artist’s art transfers to these new
products. Imogen completes her presentation and leaves the meeting.
After the meeting, Jimmy lets Imogen know that the board raised
concerns over the new product line extension and the way that
Imogen had acted individually and valued the cost of production
over the employing of locals. Imogen is frustrated as she feels
that her initiative is undervalued, she has made a clear argument
for cost saving measures, and that the Board is valuing social
returns to the community over economic returns.
CASE STUDY QUESTIONS
1. 3 management concepts in details
2. 3 learning reflections in details
3. Discuss, to what extent, if any, can Imogen’s behaviour be
explained by her personality?
4. Which elements of Emotional Intelligence may support Imogen
through this challenge?
5. How might Imogen apply Social Learning Theory to learn from
this situation, and her time at the gallery?
6. How might Imogen have approached this idea differently,
considering she was still learning about a new organisational
environment, and business structure?