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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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HKUST Business School
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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HKUST Business School
Case Issue: Importance and Urgency Matrix
Low
High
Low
I
II
High
III
IV
IMPORTANCE
URGENCY
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HKUST Business School
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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HKUST Business School
Analyzing Case Data (Cont’)
Overview of a firm’s strategic situation SWOT Analysis
Strengths
Weakness
Opportunities
Threats
Internal
External
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HKUST Business School
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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HKUST Business School
Analyzing Case Data (Cont’)
Star ModelStrategy
Structure
PeopleProcess
Rewards
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HKUST Business School
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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HKUST Business School
The McKinsey 7-S Framework
STRUCTURE
SHAREDVALUES
SYSTEMS
STYLE
STAFF
SKILLS
STRATEGY
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HKUST Business School
The McKinsey 7-S Framework
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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HKUST Business School
The McKinsey 7-S Framework
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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HKUST Business School
Analyzing Case Data (Cont’)
Constraints and Opportunities Quantitative and Qualitative Assessment
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HKUST Business School
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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HKUST Business School
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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HKUST Business School
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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HKUST Business School
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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HKUST Business School
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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HKUST Business School
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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HKUST Business School
Ethical Values in Organizations
Ethics Rules of law Managerial ethics Social responsibility Ethical dilemmas
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HKUST Business School
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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HKUST Business School
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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HKUST Business School
Emotional Intelligence
Self - Awareness Self - Management Social Awareness Social Management
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HKUST Business School
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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HKUST Business School
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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HKUST Business School
Honor Code
Not seek unfair advantage Truthfully represent fact & self Respect property & people Uphold honor code Report all material violations
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HKUST Business School
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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HKUST Business School
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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HKUST Business School
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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HKUST Business School
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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HKUST Business School
Impact Tremendous
Steel industry Construction industry Even family management! Ford and GM
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HKUST Business School
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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HKUST Business School
Scientific Managementthe SHOVEL Story
Workers stupid Workers lazy
therefore, BOSS must decide everything BOSS must be BOSS
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HKUST Business School
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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HKUST Business School
Hawthorne Studies Taught Us:
Hawthorne Studies: The “lights” story
Significance: People matter Attention to people matters Groups matter
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HKUST Business School
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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HKUST Business School
The Job Characteristics Model: Core job dimensions
Skill variety Task identity Task significance Autonomy Feedback
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HKUST Business School
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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HKUST Business School
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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HKUST Business School
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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HKUST Business School
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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HKUST Business School
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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HKUST Business School
Organizational Culture in the Real World:
See handout on field assignment Observe and compare two organizations Record your observations Prepare a 10-minute presentation