People and organisation

Extraversion: 25

Agreeableness:34

Conscienciousness: 33

Neuroticism: 25

Openness: 36

Case 1

(a) Who is ultimately responsible for the losses from Kerviel’s trades?

(b) What are the motivations of individuals who engage in unethical conduct in organizational settings? Why did  Kerviel  do it? How did he justify his actions?

Money.

(c)  Do the bank’s structure, processes, and culture explain Kerviel’s behavior?

(d) How can the bank prevent rogue traders in the future?

Case 2

1. Many aspects of Haier’s performance management system are seemingly irreconcilable with Chinese culture. Why was its implementation so successful nevertheless?

Intrinsic: competition. They feel the pressure among peers.

Extrinsic: condition of company not good; change of mgt system may bring hope and solutions to them.

Effort and performance. Performance and personal goals.

A Sense of Urgency: competition

Accountability OEC: Overall, Every, Control and Clearance

80:20 Principle

Racetrack--All employees were welcome to compete in work-related “races” such as job openings and promotions. There was no such thing as a permanent promotion. In keeping with this philosophy going against the traditional Chinese culture in which “face” was extremely important.

Deposit Book—set goals

1. Which motivation tools are particularly effective at Haier? Why?

Yellow/Green footprints ‘Face’

A board placed in the factory workshop that recorded workers’ performance on a daily basis. Self-mgt Brief meeting at the beginning and ending of the shift.

The lowest-performing 10% of employees were dismissed, based on a three-phase system.

The emphasis on recognizing and rewarding successes and creativity. The innovation carried the employee’s name, and notice of it was prominently displayed.

The results of this evaluation were announced at a monthly meeting for middle and upper level managers on the eighth day of the month.

The results of managers’ performance ranking were openly displayed at the entrance to the company cafeteria, with a green or red arrow indicating whether their score had gone up or down that month

They were sent on courses at “Haier University” every Saturday morning. The classes, called Interactive Learning sessions, focused on developing an action plan and implementing improvements in operations. The grades received in these courses accounted for about 40% of each manager’s performance evaluation.

Job rotation was critical to promote employee

1. Which motivation tools can be effective outside China? Which are likely to

fail? Explain.

A board placed in the factory workshop that recorded workers’ performance on a daily basis. Self-mgt Brief meeting at the beginning and ending of the shift.

The lowest-performing 10% of employees were dismissed, based on a three-phase system.

The emphasis on recognizing and rewarding successes and creativity. the innovation carried the employee’s name, and notice of it was prominently displayed.

The results of managers’ performance ranking were openly displayed at the entrance to the company cafeteria, with a green or red arrow indicating whether their score had gone up or down that month

Job rotation was critical to promote employee

F : They were sent on courses at “Haier University” every Saturday morning. The classes, called Interactive Learning sessions, focused on developing an action plan and implementing improvements in operations. The grades received in these courses accounted for about 40% of each manager’s performance evaluation.

1. Why are the team members’ physical strength and technical skills not enough to win a race? What are the other factors that made a difference in the team’s performance? Have confidence in each others; attitudes towards winning, not look down other teams, no talking before the race. Just focus on the race; team spirit; congruence between team and personal effectiveness
2. What are the criteria for crew success? Confident ; excited ; focus ; team spirit
3. What motivates the crew members to perform well?

Inner motivation (gain selfconfidence), they have fun ; competition ; winning ;

1. What are other occupations similar to crew? What exactly makes them similar? What makes them different from crew?
2. Which ideas from the assigned reading apply to crew? Which ones don’t? Why? §  Be ready to test your knowledge of the material in class

Day3

1. Read Uzzi’s article “How to Build Your Network.”

2. Use the exhibit on page 56 of Uzzi’s article to map your own network. Following the guidelines in the article, carry out a diagnostic of your network. Be ready to report your insights in class.

3. Save the diagnostics for use in the Job Crafting Assignment.

Read Shell’s Chapter “Bargaining Styles”.

 Complete the Bargaining Style Assessment.

 After going through the readings, prepare for an in- class Negotiation Exercise.

 Make sure you have your role before you leave today.

 Read your document and plan your strategy.

 Do not show your role to anyone else or discuss it with anyone else.

Should John Clendenin take the new position?

§  Why is John Clendenin so effective in influencing others? Assess his use of Cialdinitis influence tactics? Could others learn from him, or is his effectiveness due to his idiosyncratic personality?

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