HKUST Business School 1 Today! Day 2 Team Presentations: Cathay Pacific More on case analysis, case presentations (from Learning with Cases) Organizational

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HKUST Business School

Today! Day 2

Team Presentations: Cathay Pacific More on case analysis, case presentations

(from Learning with Cases) Organizational Culture and Ethics: Chow’s

Cookies case Management thought for the new millennium Learning from life: A field exercise

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Case Presentations

Cathay Pacific: Service Straight From the Heart

Cathay Pacific:

A View from the Top

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Cathay Pacific

10-minute presentations (including Q & A) Be concise, be precise Not every group member needs to talk Use PowerPoint

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Case Issue: Importance and Urgency Matrix

Low

High

Low

I

II

High

III

IV

IMPORTANCE

URGENCY

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Analyzing Case Data Causes and Effects

To work backward to determine what may be the “root” causes.

Fishbone Diagram:

EffectCause

Equipment People

Methods Materials

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Analyzing Case Data (Cont’)

Overview of a firm’s strategic situation SWOT Analysis

Strengths

Weakness

Opportunities

Threats

Internal

External

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Analyzing Case Data (Cont’) Structural analysis of competitive forces

Porter’s five forces model of rivalryPotential entrants

Suppliers Buyers

Substitutes

Threat of new entrants

Bargaining power of buyers

Threat of substitute products or services

Bargaining power of suppliers Industry

competitors

Rivalry among existing firms

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Star ModelStrategy

Structure

PeopleProcess

Rewards

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Boston Consulting Group: Market Share Model

Lo

wH

igh

Ind

ust

ry G

row

th R

ate

High Low

Relative Market Share

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The McKinsey 7-S Framework

STRUCTURE

SHAREDVALUES

SYSTEMS

STYLE

STAFF

SKILLS

STRATEGY

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SHAREDVALUES

SYSTEMS

STYLE

STAFF

SKILLS

STRATEGY

STRUCTURE

StrategyStrategy: A set of actions aimed at gaining a sustainable advantage over the competition.

StructureStructure: The organization chart and associated information that shows who reports to whom and how tasks are both divided up and integrated.

SystemsSystems: The processes and flows that show how an organization operates on a daily basis (e.g. information systems, capital budgeting systems, manufacturing processes, quality control systems, and performance measurement systems).

StyleStyle: What managers consider to be important by the way they collectively spend their time and attention and how they use symbolic behavior. It is more important how management behaves than what management says.

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SHAREDVALUES

SYSTEMS

STYLE

STAFF

SKILLS

STRATEGY

STRUCTURE

Staff:Staff: What companies do to foster the process of developing managers and shaping the basic values of the management team.

Shared values:Shared values: The values that go beyond, but usually include, statement of goals and objectives in determining a firm’s destiny. These values are shared by most of the people in the organization.

Skills:Skills: Those dominant attributes of capabilities that are possessed by an organization.

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Constraints and Opportunities Quantitative and Qualitative Assessment

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One skill above all others creates perception of extraordinary competence, the ability to deliver

1. clear,

2. powerful,

3. interesting

presentations with a

4. few good ideas

Case Analysis and Presentations

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Case Presentations Suggestions for effective presentations:

Organize your presentation Prepare well Use memory props Keep it simple If you use a model (SWOT, etc) use 1 not 5 Use quality visual aids Rehearse Anticipate your audience reaction

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Case Presentations (Cont’)

Suggestions for Critic-Observers Be constructive Limit your observations to a few important

aspects of the presentation Distinguish between content and process

observations Learn vicariously

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Case Reports

“Reports are power tests, exams are speed tests.”

Convey effectively your complete analysis and specific recommendations in written form.

Suggestions for effective case reports Check the assignment Review the evaluation criteria Plan your report carefully

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Case Reports (Cont’) Case Report Checklist:

Title page Table of contents Executive summary Issue statement Data analysis Alternatives analysis Recommendations Action and Implementation Plan Exhibits

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The Business Analyst:

Part of the job is to decide “what are the key issues here?” The case analyst must also decide what questions to ask. In this orientation we give hints. In real life, YOU must decide what problems need solving, short and long term. Feel free to approach cases in your own way!

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Cultures and Ethical Values

Individuals, organizations, societies

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Ethical Values in Organizations

Ethics Rules of law Managerial ethics Social responsibility Ethical dilemmas

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Sources of Ethical Values

Personal ethics Utilitarian, justice, rights

Societal culture Organizational culture Organizational systems

Committees, codes, leaders, training, reporting

External stakeholders

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Chow’s Cookie Company

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Chow’s Cookie Company Evaluate Mr. Chow’s attempt to be socially

responsible What is the social responsibility of business? To whom are managers responsible?

Stockholders? Neighbors? Society? Employees?

Customers? “The only social responsibility of a business is to

maximize the wealth of shareholders.” Right?

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Emotional Intelligence

Self - Awareness Self - Management Social Awareness Social Management

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Leadership Styles

Modus Operandi Coercive Demands immediate compliance Authoritative Mobilizes people toward a vision Affiliative Creates harmony and builds

emotional bonds Democratic Forges consensus through

participation PacesettingSets high standards for performance Coaching Develops people for the future

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Fully Developed Leader

Has complete emotional intelligence

(genius level) Uses all leadership styles seamlessly Willing followers – Influence Professional

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Professional

MBA Students Follows professional code of conduct

How should it read?

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MBA Student

Code of Conduct

Discussion

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Honor Code

Not seek unfair advantage Truthfully represent fact & self Respect property & people Uphold honor code Report all material violations

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Where the Ideas Come from

In the West, ideas of Frederick W Taylor very influential in early 20th century

Bookkeeper, Midvale Steel Always looking for a better way

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Taylor Observed:

Loading railroad cars Carrying “pig iron” (blocks of iron) Shoveling Developed the “Science of Shoveling” Taylor popularized “Scientific Management”

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Scientific Management Summarized

1. Develop a science for each element of work, not “rule-of-thumb” methods.

2. Scientifically select, train, and develop workers.

3. Cooperate with workers to ensure all work is done in accordance with scientific principles.

4. Divide work and responsibility almost equally between management and workers.

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Scientific Management: Core Components

1. Simplification: The breaking up of the work that needs to be performed in an organization into the smallest identifiable tasks.

2. Specialization: The assignment of workers to perform small, simple tasks.

3. Time and Motion Studies: Studies that reveal exactly how long it takes to perform a task and the best way to perform it.

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Impact Tremendous

Steel industry Construction industry Even family management! Ford and GM

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Scientific Management: Results

Taylor’s Predictions: Greater productivity and profit for the firm Easier and more efficient work for workers So more money to share with workers Workers need work fewer hours SM reality Greater productivity and profit for the firm Deskilled and more repetitive work for workers Less skills meant less money for workers Workers need work longer hours

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Scientific Managementthe SHOVEL Story

Workers stupid Workers lazy

therefore, BOSS must decide everything BOSS must be BOSS

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Scientific Management Great, However:

How would Pig Iron handler feel?

Reactions in all sorts of factories

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Reactions Included:

The famous Hawthorne Studies Started as a normal “time and motion” study When lights were made brighter, production

went up Conclusion: bright light helps? Then . . .

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Hawthorne Studies Taught Us:

Hawthorne Studies: The “lights” story

Significance: People matter Attention to people matters Groups matter

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The Job Characteristics Model

An approach to job design that aims to identify characteristics that make jobs intrinsically motivating and the consequences of those characteristics.

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The Job Characteristics Model: Core job dimensions

Skill variety Task identity Task significance Autonomy Feedback

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Fads and Fashions

1900s to 1920s: Scientific Management

1930s to 1940s: Human Relations

1950s to 1970s: Contingency Approach

1980s to present: Management Science?

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What it all means

Scientific Management taught us that the efficient structure of the jobs is important

The Hawthorn Studies taught us that the paying attention to workers feelings is important

Job Characteristic Model taught us that creating jobs to be intrinsically motivating is important

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Things Happen within Culture

Society level culture The culture of the business world

Over time, how business sees world changes. There is a “business culture”, influenced by societal ideas (Confucius, etc.) and by business ideas (Taylor, etc.)

Organizational level culture

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Organizational Culture

What is culture? Elements and dimensions Collective mental programming

Emergence and purpose of culture Where does it come from? Can it be changed? Should it be manipulated?

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Interpreting Culture

Rites and ceremonies Rites of passage, enhancement, renewal,

integration Stories

Heroes, legends, myths Symbols Language Culture strength and adaptation

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Organizational Culture in the Real World:

See handout on field assignment Observe and compare two organizations Record your observations Prepare a 10-minute presentation

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Format for Presentations

Each team has 10 minutes Tell us who you observed and circumstances Summarize results Address questions in assignment Add other insights and recommendations

Documents

HKUST Business School 1 Today! Day 2 Team Presentations: Cathay Pacific More on case analysis, case presentations (from Learning with Cases) Organizational