WHAT IS MANAGEMENT - Novella
VIDEO NOTES
Management in the movies V.2
This innovative video collection includes video clips from twenty of the best Hollywood films. This Video Notes section provides Instructor’s Teaching Notes for each of the video segments, along with Student Materials keyed to chapter concepts.
Video Grid: Management in the Movies V.2
Student Materials V.7
Instructor’s Teaching Notes V.27
MANAGEMENT VIDEOS ON DVD V.50
Also included in the supplement package are twenty videos geared to individual chapter topics. The teaching notes for these videos are provided on the following pages.
Video Grid: Management Videos on DVD V.50
Instructor’s Teaching Notes V.53
management in the
movies
video grid: Management in the movies
|Topic and Movie Title |Appropriate Text |Running Time |Description |
| |Chapters and Relative Concepts | | |
|Managers and Managing |Appropriate for Text |2:14 |Illustrates the different actions a manager|
|1. Fast Times at Ridgemont High |Chapter 1 | |may take when dealing with customer |
| | | |conflict. |
| |Relative Concepts: | |Student Material |
| |Leading | |Instructor’s Teaching Notes |
| |Decisional roles – disturbance handler | | |
| |First-line manager | | |
| |Empowerment | | |
|Attitude, Values, Culture |Appropriate for Text |2:15 |The video clip shows the town residents |
|2. Hoosiers |Chapter 6 | |grilling the new coach about his |
|“Warm Welcome” | | |preferences for coaching the basketball |
| |Relative Concepts: | |team. It can be used to illustrate the |
| |Organizational culture | |different aspects of organizational |
| |Organizational socialization | |culture. |
| |Values | |Student Material |
| |Stories and language | |Instructor’s Teaching Notes |
|Ethics |Appropriate for Text |1:51 |This clip shows John discussing the loss of|
|3. John Q |Chapters 11 and 14 | |his health coverage with the personnel |
|“Runaround” | | |manager. This can be used to illustrate a |
| |Relative Concepts: | |firm’s responsibility in communicating with|
| |Ethical behavior | |employees and the importance of behaving |
| |Differences between laws and ethics | |ethically. |
| |Corporate communication | |Student Material |
| | | |Instructor’s Teaching Notes |
|Diversity |Appropriate for Text |1:01 |This clip shows a discussion between a |
|4. Inside Man |Chapter 13 | |detective and his sergeant, illustrating |
|“Bugged” | | |the importance of perception and biases in|
| |Relative Concepts: | |dealing with ethnic groups. |
| |Workforce diversity | |Student Material |
| |Race and ethnicity | |Instructor’s Teaching Notes |
| |Socio-economic background | | |
| |Perception | | |
|Global Management |Appropriate for Text |1:13 |This clip shows the differences in American|
|5. Gung Ho |Chapters 2, 9, and 13 | |and Japanese company cultures. |
|“Assan Motors” | | |Student Material |
| |Relative Concepts: | |Instructor’s Teaching Notes |
| |Globalization | | |
| |Barriers of distance and culture | | |
|Decision-Making |Appropriate for Text |3:05 |This video clip shows a couple making a |
|6. The Family Man |Chapter 4 | |critical decision in their |
| | | |relationship—whether Jack should go to |
| |Relative Concepts: | |London for a great internship opportunity. |
| |Decision making | |Student Material |
| |Non-programmed decisions | |Instructor’s Teaching Notes |
| |Decision criteria | | |
| |Uncertainty | | |
|Manager as Planner |Appropriate for Text |3:16 |This video segment shows the meeting that |
|7. Blackhawk Down |Chapter 5 | |covers the doomed military assault plan in |
|“The Plan” | | |Mogadishu, Somalia. It illustrates the |
| |Relative Concepts: | |vital role managers play in implementing |
| |Nature of the planning process | |strategies to achieve an organization’s |
| |Why planning is important | |mission. |
| |Mission | |Student Material |
| |Unity, accuracy | |Instructor’s Teaching Notes |
|Value-Chain Management |Appropriate for Text |1:42 |This clip shows how employees interact with|
|8. The Killers |Chapter 11 | |customers and the importance of customer |
| | | |service to achieve organizational |
| |Relative Concepts: | |objectives. |
| |Value chain management | |Student Material |
| |Customer responsiveness | |Instructor’s Teaching Notes |
| |Customer service | | |
|Organizational Structure |Appropriate for Text |1:04 |This clip shows the launch sequence for |
|9. Apollo 13 |Chapters 5, 8, and 11 | |Apollo 13 and illustrates NASA’s |
|“The Launch” | | |organizational structure. |
| |Relative Concepts: | |Student Material |
| |Technology | |Instructor’s Teaching Notes |
| |Organizational structure | | |
|Control and Change |Appropriate for Text |1:31 |This clip is a good example of resistance |
|10. Gung Ho |Chapters 5, 12, and 13 | |to change by employees. The new employees |
|“Not a Good Beginning” | | |of Assan Motors are faced with radical |
| |Relative Concepts: | |change and clashing cultures. |
| |Clan control | |Student Material |
| |Revolutionary change | |Instructor’s Teaching Notes |
|Human Resource Management |Appropriate for Text |2:21 |This classic movie clip shows a manager |
|11. Double Indemnity |Chapter 9 and 11 | |(Edward G. Robinson) trying to recruit an |
| | | |employee (Fred MacMurray) for a new |
| |Relative Concepts: | |position. It illustrates an organization’s |
| |Selection | |selection process. |
| |Recruiting | |Student Material |
| |Internal recruiting | |Instructor’s Teaching Notes |
| |Interviewing | | |
|Motivation |Appropriate for Text |1:37 |In this scene from “American Pie,” two |
|12. American Pie |Chapter 10 | |students discuss career choices and their |
| | | |motivations. |
| |Relative Concepts: | |Student Material |
| |Motivation | |Instructor’s Teaching Notes |
| |Achievement | | |
| |Affiliation | | |
|Leadership |Appropriate for Text |4:10 |This film is loosely based on the 1954 |
|13. Hoosiers |Chapter 2, 5, and 7 | |Milan High School basketball team. A |
|“And Two More” | | |veteran coach starts his new assignment by |
| |Relative Concepts: | |kicking two players off the basketball |
| |Legitimate power | |team. It illustrates effective and |
| |Initiating structure | |ineffective leadership. |
| |Transformational leadership | |Student Material |
| | | |Instructor’s Teaching Notes |
|Groups |Appropriate for Text |3:42 |This video clip is a fun example of the |
|14. 13 Going on 30 |Chapter 9 | |stages of group development. It shows a |
| | | |group spontaneously becoming involved in |
| |Relative Concepts: | |dancing to Michael Jackson’s “Thriller.” |
| |Stages of group development | |Student Material |
| |Informal, formal groups | |Instructor’s Teaching Notes |
|Communication |Appropriate for Text |1:43 |This clip shows an immigration officer |
|15. The Terminal |Chapters 3 and 13 | |trying to explain to a foreign diplomat why|
|“Crack in the System” | | |he will not be allowed to enter the U.S. It|
| |Relative Concepts: | |illustrates the barriers to effective |
| |Communication process | |communication, specifically language and |
| |Non-verbal communication | |cultural barriers. |
| |Active listening | |Student Material |
| | | |Instructor’s Teaching Notes |
|Conflict and Politics |Appropriate for Text |1:02 |This clip from the classic movie |
|16. Jaws |Chapter 6 | |illustrates the conflict that arises due to|
|“The Town Meeting” | | |differing agendas and beliefs. |
| |Relative Concepts: | |Student Material |
| |Organizational conflict | |Instructor’s Teaching Notes |
| |Interpersonal conflict | | |
| |Overlapping authority | | |
| |Negotiation | | |
|Information Technology |Appropriate for Text |2:37 |In this scene, a nontraditional |
|17. Agent Cody Banks |Chapters 12 and 14 | |intelligence agent receives the gadgets |
|“Gadgetology” | | |necessary to perform his mission. |
| |Relative Concepts: | |Student Material |
| |Information technology | |Instructor’s Teaching Notes |
| |Communication | | |
| |Control | | |
|Innovation |Appropriate for Text |1:37 |A stranded foreign visitor lives out his |
|18. The Terminal |Chapter 13 | |days in the airport terminal waiting for |
|“The Carts” | | |his situation to improve. This clip shows |
| |Relative Concepts: | |how he uses innovation to obtain spending |
| |Entrepreneur | |money—impromptu entrepreneurship. |
| |Entrepreneurship | |Student Material |
| |Innovation | |Instructor’s Teaching Notes |
| |Characteristics of entrepreneurs | | |
|Finance |Appropriate for Text |1:34 |This video clip shows a rookie trader’s |
|19. Trading Places |Chapter 3 | |first introduction to commodity trading. It|
|“A Couple of Bookies” | | |illustrates communication as propaganda. |
| |Relative Concepts: | |Student Material |
| |Commodities | |Instructor’s Teaching Notes |
| |Futures contracts | | |
| |Communication | | |
|Marketing |Appropriate for Text |2:02 |This clip shows a news reel promoting the |
|20. A League of Their Own |Chapter 3 | |All-American Girls’ Baseball League. It |
|“Diamond Girls” | | |shows how a firm can market its product. |
| |Relative Concepts: | |Student Material |
| |Marketing | |Instructor’s Teaching Notes |
| |Promotion | | |
| |Place | | |
| |Communication | | |
student materials
Movie Title:
1. “FAST TIMES AT RIDGEMONT HIGH”
TOPIC: Managers and Managing
OVERVIEW:
THIS FILM IS ABOUT A GROUP OF HIGH SCHOOL STUDENTS IN SOUTHERN CALIFORNIA. THEY SPEND MUCH OF THEIR TIME AT THE MALL – WORKING OR JUST HANGING OUT. WHEN AT SCHOOL THE STUDENTS, ESPECIALLY SPICOLI (SEAN PENN) GO HEAD-TO-HEAD WITH MR. HAND. (RAY WALSTON) THE FILM IS BASED ON A BOOK BY CAMERON CROWE IN WHICH HE WROTE ABOUT HIS OBSERVATIONS WHILE POSING AS A HIGH SCHOOL STUDENT.
In this scene, Brad (Judge Reinhold) is covering the front counter for Arnold (Scott Thomson).
Discussion Questions:
1. WHAT COULD BRAD HAVE DONE DIFFERENTLY TO MAKE THE SITUATION BETTER?
2. Should Brad have had any training to take care of similar situations?
3. What impact can a policy like “The customer is always right” have on a firm? Can it be negative?
Movie Title:
2. “HOOSIERS” – WARM WELCOME
TOPIC: Attitude, Values, and Culture
OVERVIEW:
THIS FILM IS LOOSELY BASED ON THE MILAN HIGH SCHOOL STATE CHAMPIONSHIP IN 1954. COACH NORMAN DALE (GENE HACKMAN) RETURNS TO COACHING IN A SMALL HIGH SCHOOL IN INDIANA. HE HAD PREVIOUSLY COACHED COLLEGE BASKETBALL IN THE NORTHEAST AND IS USED TO A FASTER PACE OF LIFE. HE HAS TO DEAL WITH INTERFERING FATHERS AND AN UNDISCIPLINED TEAM.
In this scene, Coach Dale has been invited to meet and greet with some of the men of the town.
Discussion Questions:
1. WHAT ARE SOME OF THE ASPECTS OF THE TOWN CULTURE?
2. How well does Coach Dale accept this organizational socialization?
3. How do the men communicate the culture to Coach Dale?
Movie Title:
3. “JOHN Q” – RUNAROUND
TOPIC: Ethics
OVERVIEW:
JOHN QUINCY ARCHIBALD (DENZEL WASHINGTON) IS A MAN, WHO IS DOWN ON HIS LUCK. HIS HOURS HAVE BEEN CUT AT WORK; HE IS CONSTANTLY BORROWING TOOLS AND CANNOT SEEM TO CATCH A BREAK. HIS SON FALLS ILL AT A BASEBALL GAME AND IS TAKEN TO THE EMERGENCY ROOM. THERE JOHN LEARNS THAT HIS SON NEEDS AN EXPENSIVE TRANSPLANT AND THAT HIS INSURANCE WILL NOT COVER THE TRANSPLANT SURGERY. JOHN TAKES OVER THE HOSPITAL EMERGENCY ROOM, WITH HOSTAGES, UNTIL HIS SON IS PUT ON THE LIST FOR A TRANSPLANT.
In this scene, John is finding out about the changes in his employment status and health insurance.
Discussion Questions:
1. WHAT RESPONSIBILITY DO COMPANIES HAVE TO INFORM EMPLOYEES ABOUT CHANGES IN HEALTH COVERAGE? EMPLOYMENT STATUS?
2. What responsibility does John have to keep up with his status?
3. Is it ethical for firms to make changes that are in the best interest of the firm and not the employee?
Movie Title:
4. “INSIDE MAN” – BUGGED
TOPIC: Diversity
OVERVIEW:
DALTON RUSSELL (CLIVE OWEN) TAKES HOSTAGES IN AN APPARENT BANK ROBBERY AT A NEW YORK CITY BANK. DETECTIVE KEITH FRAZIER (DENZEL WASHINGTON) IS CALLED IN AS THE HOSTAGE NEGOTIATOR. RUSSELL DRESSES THE HOSTAGES IN IDENTICAL JUMPSUITS AND BLINDFOLDS AND KEEPS THEM APART IN SEVERAL GROUPS. RUSSELL SEEMS TO BE AFTER SOMETHING IN THE BANK OTHER THAN THE MONEY IN THE VAULT. DET. FRAZIER REALIZES THAT SOMETHING UNUSUAL IS GOING ON, BUT CAN’T QUITE PUT HIS ARMS AROUND IT.
In this scene, Det. Frazier is talking with Sergeant Collins (Victor Colicchio) about a previous experience.
Discussion Questions:
1. WHAT APPARENT BIASES DOES SERGEANT COLLINS HAVE?
2. How does Det. Frazier deal with Sergeant Collins apparent stereotypes?
3. How should an employee deal with another employee’s bias?
Movie Title:
5. “GUNG HO” – ASSAN MOTORS
TOPIC: Managing in the Global Environment
OVERVIEW:
HUNT STEVENSON (MICHAEL KEATON) WANTS TO SAVE HIS TOWN. HE FLIES TO JAPAN AND CONVINCES A JAPANESE CAR COMPANY (THE FICTIONAL ASSAN MOTORS) TO REOPEN A CLOSED FACTORY IN THE TOWN OF HADLEYVILLE, PA. ASSAN MOTORS REOPENS THE PLANT AND A CLASH OF JAPANESE AND AMERICAN CULTURE AND VALUES ENSUES. THE JAPANESE MANAGERS INTRODUCE UNIFORMS, MORNING EXERCISES, PRODUCTION EFFICIENCY AND QUALITY CONTROL TO THE PLANT. THE AMERICANS TEACH THE JAPANESE ABOUT THE IMPORTANCE OF FAMILY AND LOYALTY TO EACH OTHER.
In this scene, Stevenson has finally found his meeting with the Assan Motors executives. He sets up and begins his proposal to bring Assan Motors to Hadleyville.
Discussion Questions:
1. WHAT WOULD YOU HAVE DONE DIFFERENTLY THAN STEVENSON?
2. What decisions should the executives consider before opening a plant in the U.S.?
Movie Title:
6. “THE FAMILY MAN”
TOPIC: Decision-Making
OVERVIEW:
JACK CAMPBELL (NICHOLAS CAGE) IS A SUCCESSFUL WALL ST INVESTMENT BANKER. HE THINKS THAT BECAUSE OF HIS WEALTH, HE HAS EVERYTHING HE NEEDS. HE WAKES UP ON CHRISTMAS DAY, NEXT TO KATE (TEA LEONI). KATE IS THE COLLEGE SWEETHEART HE ALMOST MARRIED. JACK SCRAMBLES TO MAKE SENSE OF THIS ALTERNATE UNIVERSE OF SUBURBAN NEW JERSEY, MINIVANS AND KIDS,
In this scene, Jack and Kate are at the airport, waiting for Jack to go on a yearlong internship to London.
Discussion Questions:
1. HOW DO JACK AND KATE USE THE DECISION-MAKING PROCESS TO COME TO A CONCLUSION?
2. What criteria are used to make a decision?
3. What role did emotion play in Kate’s choice? In Jack’s?
Movie Title:
7. “BLACK HAWK DOWN” – THE PLAN
TOPIC: Manager as Planner
OVERVIEW:
BLACK HAWK DOWN IS BASED ON THE U.S. MISSION IN SOMALIA. IT IS TOLD MOSTLY FROM THE VIEWPOINT OF EVERSMANN (JOSH HARTNETT) A “CHALK” LEADER. IN OCTOBER OF 1993, U.S. FORCES CAPTURED MEN LOYAL TO GENERAL AIDID, THE LEADER OF THE SOMALIA REBELS. THE MISSION DID NOT GO WELL. THE AMERICAN TROOPS WERE TRAPPED IN MOGADISHU OVERNIGHT UNDER CONSTANT ENEMY FIRE. NINETEEN AMERICAN SOLDIERS WERE KILLED AND MORE THAN A THOUSAND SOMALIS.
In this scene, General Garrison (Sam Shepard) is covering the plan to capture Aidid’s men.
Discussion Questions:
1. WERE THERE ANY PROBLEMS WITH THE GENERAL’S PLAN?
2. Did the soldiers have any feedback or disagreement with any aspect of the plan? Should a manager ask for feedback from subordinates when planning?
3. How do the four parts of planning apply to this plan?
Movie Title:
8. “THE KILLERS”
TOPIC: Value Chain Management
OVERVIEW:
THIS 1946 FILM IS BASED ON A SHORT STORY BY ERNEST HEMINGWAY, ALSO TITLED THE KILLERS. TWO PROFESSIONAL HIT MEN COME TO THE TOWN OF BRENTWOOD LOOKING FOR A SWEDE, OLE ANDERSEN.
In this scene, the two hit men have stopped at Henry’s Diner.
Discussion Questions:
1. HOW WELL DOES GEORGE, THE COUNTERMAN, RESPOND TO CUSTOMERS IN THE DINER?
2. How important is customer service in the value chain?
Movie Title:
9. “APOLLO 13” – THE LAUNCH
TOPIC: Organizational Structure/Management Control
OVERVIEW:
APOLLO 13 TAKES US THROUGH THE FATEFUL MISSION OF JIM LOVELL (TOM HANKS), FRED HAISE (BILL PAXTON) AND JACK SWIGERT (KEVIN BACON). AS THE ASTRONAUTS ARE TRAVELING TO THE MOON THERE IS AN EXPLOSION ON THE SPACECRAFT. THE MOON MISSION IS SCRUBBED AS THE LEM (LUNAR EXCURSION MODULE) BECOMES A LIFEBOAT. THE ASTRONAUTS MUST DEAL WITH THE COLD OF SPACE AND MADE-UP PROCEDURES TO GET HOME. IT ALSO TELLS THE STORY OF THE MEN AT MISSION CONTROL, LED BY GENE KRANZ (ED HARRIS), WHO WORKED TIRELESSLY TO BRING THEM HOME SAFELY.
In this scene, Gene Kranz is moving through his checklist for a go-no-go for launch.
Discussion Questions:
1. WHAT ARE THE DIFFERENT DEPARTMENTS INVOLVED IN MAKING THE LAUNCH HAPPEN?
2. How are these departments organized?
Movie Title:
10. “GUNG HO” – NOT A GOOD BEGINNING
TOPIC: Organizational Control and Change/Global Management
OVERVIEW:
HUNT STEVENSON (MICHAEL KEATON) WANTS TO SAVE HIS TOWN. HE FLIES TO JAPAN AND CONVINCES A JAPANESE CAR COMPANY (THE FICTIONAL ASSAN MOTORS) TO REOPEN A CLOSED FACTORY IN THE TOWN OF HADLEYVILLE, PA. ASSAN MOTORS REOPENS THE PLANT AND A CLASH OF JAPANESE AND AMERICAN CULTURE AND VALUES ENSUES. THE JAPANESE MANAGERS INTRODUCE UNIFORMS, MORNING EXERCISES, PRODUCTION EFFICIENCY AND QUALITY CONTROL TO THE PLANT. THE AMERICANS TEACH THE JAPANESE ABOUT THE IMPORTANCE OF FAMILY AND LOYALTY TO EACH OTHER.
It is the first day for the new Assan Motors employees. The employees are happy to be working again. Hunt Stevenson (Michael Keaton) has accepted the job of liaison between the Japanese management and the American workers. The plant manager, Kazihiro (Gedde Watanabe) is beginning the day with exercises and a speech about company loyalty.
Discussion Questions:
1. COULD KAZIHIRO HAVE DONE ANYTHING DIFFERENTLY TO IMPROVE THE TRANSITION?
2. Are exercises and uniforms a necessary part of running a manufacturing facility?
3. Was Stevenson effective in leading the workers to change?
Movie Title:
11. “DOUBLE INDEMNITY”
TOPIC: Human Resource Management
OVERVIEW:
IN THIS FILM, AN INSURANCE SALESMAN, WALTER NEFF (FRED MCMURRAY) GETS MIXED UP WITH A CUSTOMER’S WIFE, PHYLLIS DIETRICHSON (BARBARA STANWYCK).
She wants him to help her kill her husband and split the insurance money.
In this scene, Walter’s boss is recruiting him for a different position within the firm.
Discussion Questions:
1. WHAT ARE THE ADVANTAGES OF INTERNAL RECRUITING?
2. Is Keyes, the boss, giving Walter a realistic job preview? Why or why not?
3. What could have made him successful in recruiting Walter?
Movie Title:
12. “AMERICAN PIE”
TOPIC: Motivation
OVERVIEW:
FOUR FRIENDS MAKE A PACT TO LOSE THEIR VIRGINITY BEFORE THEY GRADUATE FROM HIGH SCHOOL. THE SENIOR PROM MAY BE THEIR LAST, BEST CHANCE. THIS FILM IS ABOUT THE EVENTS THAT HAPPEN TO THE GUYS AND THEIR GIRLFRIENDS AS THEY MOVE TOWARD GRADUATION.
In this scene, Heather (Mena Suvari) is talking to Oz (Chris Klein) about plans after graduation.
Discussion Questions:
1. HOW DO DIRECTION, EFFORT, AND PERSISTENCE PLAY INTO HEATHER’S COLLEGE CHOICE?
2. Why does Oz work?
Movie Title:
13. “HOOSIERS” – AND TWO MORE
TOPIC: Leadership
OVERVIEW:
THIS FILM IS LOOSELY BASED ON THE MILAN HIGH SCHOOL STATE CHAMPIONSHIP IN 1954. COACH NORMAN DALE (GENE HACKMAN) RETURNS TO COACHING IN A SMALL HIGH SCHOOL IN INDIANA. HE HAD PREVIOUSLY COACHED COLLEGE BASKETBALL IN THE NORTHEAST AND IS USED TO A FASTER PACE OF LIFE. HE HAS TO DEAL WITH INTERFERING FATHERS AND AN UNDISCIPLINED TEAM.
In this scene, Coach Dale is meeting and practicing with his team for the first time.
Discussion Questions:
1. WHAT TYPE OF LEADER IS COACH DALE?
2. Is Coach Dale an effective leader?
3. How does he react to disagreement from his players?
Movie Title:
14. “13 GOING ON 30”
TOPIC: Groups
OVERVIEW:
JENNA RINK (JENNIFER GARNER) IS TURNING 13 AND WANTS TO BE ONE OF THE “COOL” KIDS. AT HER 13TH BIRTHDAY PARTY, HER WISH IS TO BE THIRTY, FLIRTY, AND THRIVING. SOME MAGIC DUST GRANTS HER WISH AND SHE WAKES UP IN HER APARTMENT WORKING AS A MAGAZINE EDITOR AND 30 YEARS OLD. SHE SOON DISCOVERS THAT SHE IS NOT A NICE PERSON AT 30. HER EMPLOYEES SEEM TO BE AFRAID OF HER AND HER BEST FRIEND, MATT (MARK RUFFALO), FROM JR. HIGH, IS NO LONGER HER FRIEND. SHE SETS OUT TO WIN HIM BACK AND TO BECOME A NICE PERSON AGAIN.
In this scene, Jenna is at a Poise magazine party.
Discussion Questions:
1. HOW DOES THE GROUP ON THE DANCE FLOOR MOVE THROUGH THE STAGES OF GROUP DEVELOPMENT?
2. What type of group is the dance floor group?
Movie Title:
15. “THE TERMINAL” – CRACK IN THE SYSTEM
TOPIC: Communication
OVERVIEW:
VIKTOR NAVORSKI (TOM HANKS) HAS COME TO AMERICA TO FULFILL A WISH OF HIS FATHER. WHILE EN ROUTE FROM KRAKOZHIA, THERE IS A COUP IN HIS COUNTRY, LEAVING VIKTOR WITH NO OFFICIAL DIPLOMATIC STATUS. VIKTOR LIVES OUT HIS DAYS IN THE AIRPORT TERMINAL WAITING FOR HIS SITUATION TO IMPROVE.
In this scene, Frank Dixon (Stanley Tucci), the director of customs, is explaining the circumstances of the situation to Viktor.
Discussion Questions:
1. IS THERE COMMUNICATION BETWEEN VIKTOR AND FRANK? WHY OR WHY NOT?
2. What are some barriers to communication?
3. How well was Frank using active listening?
Movie Title:
16. “JAWS” – THE TOWN MEETING
TOPIC: Conflict and Politics
OVERVIEW:
MARTIN BRODY (ROY SCHEIDER) IS THE NEW POLICE CHIEF OF AMITY, A COASTAL TOURIST DESTINATION IN NEW ENGLAND. A YOUNG GIRL DISAPPEARS AND IS FOUND LATER ON THE BEACH, THE APPARENT VICTIM OF A SHARK ATTACK. A YOUNG BOY IS ALSO KILLED WHILE SWIMMING AT THE BEACH. BOTH VICTIMS ARE KILLED BEFORE THE BIG FOURTH OF JULY HOLIDAY. CHIEF BRODY WANTS TO CLOSE THE BEACHES. THE MAYOR AND THE MERCHANTS ARE AFRAID OF LOSING TOO MUCH BUSINESS IF THE BEACHES ARE CLOSED.
In this scene, the Mayor is leading a town meeting with Chief Brody and the merchants.
Discussion Questions:
1. HOW IS THE CONFLICT OF CLOSING THE BEACH HANDLED?
2. Which conflict management strategy does Chief Brody use?
3. Which strategy does the mayor use?
Movie Title:
17. “AGENT CODY BANKS” – GADGETOLOGY
TOPIC: Information Technology
OVERVIEW:
CODY BANKS (FRANKIE MUNIZ) IS A NERDY 15-YEAR OLD WHO HAPPENS TO BE A JUNIOR CIA AGENT. HIS ASSIGNMENT IS TO BEFRIEND NATALIE CONNORS (HILARY DUFF). NATALIE ATTENDS AN EXCLUSIVE PREP SCHOOL AND HER FATHER, DR. CONNORS, IS DEVELOPING WEAPONS FOR THE BAD GUYS.
In this scene, Cody is learning about all the gadgets he can use on his assignment.
Discussion Questions:
1. HOW CAN CODY USE IT TO COMPLETE HIS ASSIGNMENT?
2. How should managers handle employees’ resistance to IT?
Movie Title:
18. “THE TERMINAL” – THE CARTS
TOPIC: Innovation
OVERVIEW:
VIKTOR NAVORSKI (TOM HANKS) HAS COME TO AMERICA TO FULFILL A WISH OF HIS FATHER. WHILE EN ROUTE FROM KRAKOZHIA, THERE IS A COUP IN HIS COUNTRY, LEAVING VIKTOR WITH NO OFFICIAL DIPLOMATIC STATUS. VIKTOR LIVES OUT HIS DAYS IN THE AIRPORT TERMINAL WAITING FOR HIS SITUATION TO IMPROVE.
In this scene, Viktor discovers a way to earn money in the terminal.
Discussion Questions:
1. WHAT WAS VIKTOR’S MOTIVATION TO FIND A WAY TO EARN MONEY?
2. Why was this opportunity available?
Movie Title:
19. “TRADING PLACES” – A COUPLE OF BOOKIES
TOPIC: Finance
OVERVIEW:
TWO WEALTHY COMMODITIES BROKERS, RANDOLPH AND MORTIMER DUKE (DON AMECHE AND RALPH BELLAMY), ARE ON OPPOSITE SIDES OF THE ENVIRONMENT VS. HEREDITY ARGUMENT. THEY DECIDE TO PERFORM AN EXPERIMENT USING ONE OF THEIR OWN EMPLOYEES, LOUIS WINTHORPE III (DAN AKROYD) AND A CON ARTIST OFF THE STREET, BILLY RAY VALENTINE (EDDIE MURPHY). THEIR EXPERIMENT BACKFIRES WHEN THEY USE FAULTY INFORMATION TRYING TO CORNER THE ORANGE JUICE MARKET.
In this scene, Mortimer and Randolph are explaining the commodities business to Billy Ray.
Discussion Questions:
1. HOW DO COMMODITIES MARKETS WORK?
2. What is a commodity?
Movie Title:
20. “A LEAGUE OF THEIR OWN” – DIAMOND GIRLS
TOPIC: Marketing
OVERVIEW:
THIS FILM FOLLOWS THE PEACHES, A TEAM IN THE ALL-AMERICAN GIRLS BASEBALL LEAGUE OF 1943. WOMEN WERE RECRUITED TO PLAY BASEBALL WHILE MOST OF THE MEN WERE FIGHTING OVERSEAS IN WW II. JIMMY DUGAN (TOM HANKS), A FORMER BIG LEAGUER, IS HIRED TO MANAGE THE PEACHES. INITIALLY, THE GIRLS FIGHT APATHY FROM THEIR MANAGER AND FROM THE FANS BUT WIN THEM OVER IN THE END. THE PEACHES RIDE THE STRONG BAT OF DOTTIE HINSON (GEENA DAVIS) TO THE WORLD SERIES.
In this scene, the players are shown performing various athletic feats as well as typical (for the period) ladylike behaviors.
Discussion Questions:
1. HOW ARE THE PLAYERS BEING MARKETED?
2. Was it effective?
3. Would MLB market today’s players by showing them mowing their grass or changing their oil?
instructor’s teaching notes
Movie Title:
1. “FAST TIMES AT RIDGEMONT HIGH”
Topic: Managers and Managing
APPROPRIATE CHAPTER: Chapter 1: “What Is Management?”
Running Time: 2:14
Teaching Objective:
TO ILLUSTRATE THE DIFFERENT ACTIONS A MANAGER MAY TAKE WHEN DEALING WITH CUSTOMER CONFLICT
Relevant Concepts:
• LEADING
• Decisional roles – disturbance handler
• First-line manager
• Empowerment
Overview:
THERE ARE ACTUALLY THREE MANAGERS IN THIS SCENE. ARNOLD HAS ASKED BRAD TO COVER THE COUNTER FOR HIM WHILE HE STEPS INTO THE RESTROOM. BRAD, THE REIGNING EMPLOYEE OF THE MONTH, IS AT THE COUNTER WHEN THE CUSTOMER REQUESTS A REFUND. DENNIS IS THE RESTAURANT MANAGER.
Ask students how well each employee (Arnold, Brad and Dennis) handled the situation and what could have been done better.
Working students may have their own customer service experiences to share. Students should share any customer service training experience they have received.
You may also discuss empowerment and its use or non-use at the restaurant.
Suggested answers to Discussion Questions:
1. WHAT COULD BRAD HAVE DONE DIFFERENTLY TO MAKE THE SITUATION BETTER?
Brad should have remained patient with the customer and assured him that he would be taken care of as quickly as possible. He should have let the customer know that he was new at the counter and he wanted to be sure to do the refund correctly. After the customer called him a moron, Brad should have excused himself and gotten Dennis to handle the situation.
2. Should Dennis have done anything differently?
Problems with employees should generally not be addressed in front of customers or other employees. Dennis should have asked Brad to step back in the office until he could discuss the situation with him.
3. What impact can a policy like “The customer is always right” have on a firm? Can it be negative?
Generally, customers appreciate a business that is willing to work with them to make things right. But employees may become disenchanted with work if they see that customers who make a scene get whatever they want. Also, there is some extra cost involved in having a “customer is always right” policy.
Movie Title:
2. “HOOSIERS” (“WARM WELCOME”)
Topic: Attitudes, Values, and Culture
APPROPRIATE CHAPTER: Text Chapter 6: “Leadership and Culture”
Running Time: 2:15
Teaching Objective:
TO DESCRIBE ORGANIZATIONAL CULTURE AND SHOW HOW PEOPLE ARE INFLUENCED BY ORGANIZATIONAL CULTURE.
Relevant Concepts:
• ORGANIZATIONAL CULTURE
• Organizational socialization
• Values
• Stories and language
Overview:
THIS CLIP SHOULD BE USED TO ILLUSTRATE THE DIFFERENT ASPECTS OF ORGANIZATIONAL CULTURE. THIS SCENE SHOWS THE MEN OF THE TOWN GRILLING COACH DALE ABOUT HIS PREFERENCES FOR COACHING THE BASKETBALL TEAM. IT INCLUDES THE VALUES OF THE MEN, SUCH AS THE DISCUSSION OF THE MAN-TO-MAN VS. ZONE DEFENSE. THERE ARE EXAMPLES OF NORMS, LANGUAGE AND STORIES. THIS IS ALSO A GOOD EXAMPLE OF ORGANIZATIONAL SOCIALIZATION. STUDENTS MAY WANT TO DISCUSS ORGANIZATIONS THEY HAVE BELONGED TO AND SOME EXAMPLES OF SOCIALIZATION.
Suggested answers to Discussion Questions:
1. WHAT ARE SOME ASPECTS OF THE TOWN CULTURE?
The town is passionate about its basketball team. Smoking is an acceptable social behavior. No one likes change. The men believe they should have some input in how the team is coached.
2. How well does Coach Dale accept this organizational socialization?
He listens to what they have to say, but does not respond to questions about how to coach the team. He seems to have little interest in adopting the culture of the town.
3. How do the men communicate the culture to Coach Dale?
The men communicate verbally to Coach Dale. They let him know directly their expectation for the team.
Movie Title:
3. “JOHN Q” (“RUNAROUND”)
Topic: Ethics and Social Responsibility
APPROPRIATE CHAPTER: Chapter 14: “Management in the 21st Century”
Running Time: 1:51
Teaching Objective:
TO DISCUSS THE IMPORTANCE OF BEHAVING ETHICALLY
Relevant Concepts:
• ETHICAL BEHAVIOR
• Differences between laws and ethics
• Corporate communication
Overview:
THIS CLIP CAN BE USED TO ILLUSTRATE A FIRM’S RESPONSIBILITY IN COMMUNICATING WITH EMPLOYEES. IN THIS SCENE JOHN IS DISCUSSING HIS HEALTH COVERAGE WITH THE PERSONNEL MANAGER. HE FINDS OUT HIS COVERAGE HAS BEEN REDUCED, HIS EMPLOYMENT STATUS HAS BEEN CHANGED (FROM FULL-TIME TO PART-TIME). HE IS OFFERED $20,000, BUT NEEDS $250,000. AND THE PERSONNEL MANAGER GIVES JOHN INCORRECT INFORMATION ON OPTIONS FOR HIS COVERAGE. (HE TELLS JOHN TO FILE AN APPEAL WHEN HE SHOULD ACTUALLY FILE A GRIEVANCE.)
Suggested answers to Discussion Questions:
1. WHAT RESPONSIBILITY DO COMPANIES HAVE TO INFORM EMPLOYEES ABOUT CHANGES IN HEALTH COVERAGE? EMPLOYMENT STATUS?
Firms have a legal responsibility to communicate changes to employees. A firm should weigh the legal requirement with what would be considered an ethical requirement. A memo may be disregarded. A bulletin board notice may not be seen by all employees. Inserts in a check may not be read, especially if employees have direct deposit. Firms should use a variety of methods to ensure all employees understand company policies and procedures.
Employment status policies are covered in most company policy and procedure manuals. Most firms have employees sign a form during orientation about understanding company policies and procedures. A firm’s legal requirement may differ depending on local regulations.
2. What responsibility does John have to keep up with his status?
An employee should be sure to keep up with company changes. John should be accountable for reading any memos, bulletins, etc.
3. Is it ethical for firms to make changes that are in the best interest of the firm and not the employee?
Many times firms have to make decisions in the interest of the firm’s survival. Decisions might be considered unethical if they are made strictly to inflate a stock price or some other financial measure.
Movie Title:
4. “THE INSIDE MAN” (“BUGGED”)
Topic: Diversity
APPROPRIATE CHAPTER: Chapter 13: “Contemporary Issues”
Running Time: 1:01
Teaching Objective:
TO SHOW HOW DIFFERENT EMPLOYEES DEAL WITH DIVERSITY ISSUES
Relevant Concepts:
• WORKFORCE DIVERSITY
• Race and ethnicity
• Socio-economic background
• Perception
Overview:
IN THIS CLIP, DETECTIVE FRAZIER (DENZEL WASHINGTON) IS TALKING TO SERGEANT COLLINS (VICTOR COLICCHIO) ABOUT AN EXPERIENCE THAT COLLINS HAD WITH A JUVENILE. THIS CLIP SHOWS THE PERCEPTION AND BIASES A PERSON CAN HAVE ABOUT A DIFFERENT GROUP OF PEOPLE. THIS CLIP ALSO SHOWS ONE PERSONS WAY OF DEALING WITH ANOTHER’S APPARENT RACISM, SUCH AS WHEN DET. FRAZIER ASKS SGT. COLLINS TO “TONE DOWN THE COLOR COMMENTARY.” THIS CAN BE A GOOD DISCUSSION POINT WITH STUDENTS BY ASKING THEM IF THIS IS AN APPROPRIATE METHOD FOR DEALING WITH CO-WORKER BIAS. THIS CLIP DOES CONTAIN SOME RACIST DIALOGUE AND SHOULD BE PREVIEWED BEFORE SHOWING IN CLASS.
Suggested answers to Discussion Questions:
1. WHAT APPARENT BIASES DOES SERGEANT COLLINS HAVE?
Sergeant Collins seems to have a bias toward African-Americans and Hispanics based on his use of language.
2. How does Det. Frazier deal with Sergeant Collins apparent stereotypes?
Det. Frazier asks him to “tone down the color commentary.”
3. How should an employee deal with another employee’s bias?
The best method is to honest with a co-worker in a diplomatic way. A good discussion point is to ask students how to deal with a supervisor’s bias.
Movie Title:
5. “GUNG HO” (“ASSAN MOTORS”)
Topic: Managing in the Global Environment
APPROPRIATE CHAPTERS: Chapter 2: “A Brief History of Management,” Chapter 9: “Organizing People,” and Chapter 13: “Contemporary Issues”
Running Time: 1:13
Teaching Objective:
TO DISCUSS THE DIFFERENCES IN NATIONAL CULTURES
Relevant Concepts:
• GLOBALIZATION
• Barriers of distance and culture
Suggested answers to DIScUSSION QUESTIONS:
THIS CLIP CAN BE USED TO SHOW EXAMPLES OF THE DIFFERENCES IN AMERICAN AND JAPANESE COMPANY CULTURES. STEVENSON IS GIVING THE EXECUTIVES OF ASSAN MOTORS THE PITCH TO COME TO HADLEYVILLE TO REOPEN THE ASSEMBLY PLANT. THERE ARE SEVERAL CONTRASTS BETWEEN STEVENSON AND THE EXECUTIVES. STEVENSON IS OUTGOING – THE EXECUTIVES ARE STOIC. THE JAPANESE BOARDROOM HAS TECHNOLOGY STEVENSON HAS NOT SEEN BEFORE. ONE INTERESTING PART OF THE SCENE IS THE REMINGTON STATUE IN THE BOARDROOM.
1. What would you have done differently than Stevenson?
Some suggestions – leave out the references to World War II, hire a translator, leave out the sexual references to current employees and spend more time in preparation
2. What decisions should the executives consider before opening a plant in the U.S.?
The executives should consider transportation, labor availability and education, employee expatriation, supplier availability, etc.
Movie Title:
6. “THE FAMILY MAN”
Topic: Decision-Making
APPROPRIATE CHAPTER: Chapter 4: “Decision-Making Skills”
Running Time: 3:05
Teaching Objective:
TO ILLUSTRATE THE DECISION-MAKING PROCESS
Relevant Concepts:
• DECISION MAKING
• Non-programmed decisions
• Decision criteria
• Uncertainty
Overview:
THE DECISION JACK AND KATE HAVE MADE IS FOR JACK TO GO TO LONDON FOR A GREAT INTERNSHIP OPPORTUNITY. KATE BELIEVES (CORRECTLY) THAT THEIR RELATIONSHIP WILL BE DAMAGED. JACK BELIEVES THAT IT WILL NOT CHANGE. THIS CLIP CAN BE USED FOR DISCUSSING THE DIFFERENT DECISION CRITERIA PEOPLE USE WHEN COLLABORATING ON A DECISION. THIS CLIP IS ALSO USEFUL FOR DISCUSSING UNCERTAINTY IN LONG-TERM DECISIONS.
Suggested answers to Discussion Questions:
1. HOW DO JACK AND KATE USE THE DECISION-MAKING PROCESS TO COME TO A CONCLUSION ABOUT JACK’S GOING TO LONDON?
Jack and Kate have already decided that Jack is going to London for an internship. Kate mentions that they have talked about it “a thousand times” and decided it was the right thing to do. They should have evaluated the alternatives for Jack going or not going. They chose the internship knowing that would put a strain on their relationship. By getting on the plane, Jack will implement their choice. The rest of the film is about the feedback Jack receives from making the choice to go.
2. What criteria are used to make a decision?
Some of the criteria would be the impact on Jack’s career, the strain on their relationship while Jack is away (The airport scene takes place in 1987 – communication technology was very different then) and the advantages/disadvantages of going.
3. What role did emotion play in Kate’s choice? In Jack’s?
Emotion plays a large part with Kate. She is worried that once Jack gets on the plane their relationship will end. She has a “feeling” or hunch that things will change, no matter what Jack tells her or no matter the history of the relationship. Jack is focused on getting on the plane and starting his internship. There is very little emotion from him.
Movie Title:
7. “BLACKHAWK DOWN” (“THE PLAN”)
Topic: The Manager as Planner and Strategist
APPROPRIATE CHAPTER: Chapter 5: “Planning and Strategic Management”
Running Time: 3:16
Teaching Objective:
TO DESCRIBE THE VITAL ROLE MANAGERS PLAY IN IMPLEMENTING STRATEGIES TO ACHIEVE AN ORGANIZATION’S MISSION
Relevant Concepts:
• NATURE OF THE PLANNING PROCESS
• Why planning is important
• Mission
• Unity, accuracy
Overview:
THIS CLIP SHOWS THE MEETING THAT COVERS THE ASSAULT PLAN FOR THE ABDUCTION OF AIDID’S CABINET MEMBERS IN MOGADISHU, SOMALIA. THIS CLIP IS A GOOD EXAMPLE OF THE FOUR PARTS OF PLANNING – UNITY, ACCURACY, CONTINUITY AND FLEXIBILITY. YOU MAY WANT TO DISCUSS WITH STUDENTS HOW EACH PART APPLIES TO GENERAL GARRISON’S PLAN. THIS CLIP IS ALSO A GOOD EXAMPLE OF HOW CENTRALIZED DECISION MAKING AFFECTS THE EXECUTION OF A PLAN IN A DYNAMIC ENVIRONMENT.
Suggested answers to Discussion Questions:
1. WERE THERE ANY PROBLEMS WITH THE GENERAL’S PLAN?
Yes, there were several problems. He was sending troops into harm’s way without tools even he thought they should have had – armor, gun ships - because his bosses were worried about the political appearance of certain weapons. There was also an issue with directing the forces from helicopters above the city. Decision making was centralized and caused problems when the troops were attacked.
2. Did the soldiers have any feedback or disagreement with any aspect of the plan? Should a manager ask for feedback from subordinates when planning?
One of the Special Forces troops, Hoot (Eric Bana), implied displeasure with the location of the mission. Employees are more likely to go along with a plan if they some participation in forming the plan.
3. How do the four parts of planning apply to this plan?
Unity – There is only one plan
Continuity – When the shooting starts, the plan is changed, but executed poorly
Accuracy – The intel on the cabinet is confirmed by three sources. The intel that is missing is the fact that kids with cell phones are outside the base relaying information on troop movements.
Movie Title:
8. “THE KILLERS”
Topic: Value-Chain Management
APPROPRIATE CHAPTER: Chapter 11: “Management Control”
Running Time: 1:42
Teaching Objective:
TO ILLUSTRATE WHY IT IS IMPORTANT FOR MANAGERS TO BE RESPONSIVE TO CUSTOMER NEEDS
Relevant Concepts:
• VALUE CHAIN MANAGEMENT
• Management control
• Customer responsiveness
• Customer service
Overview:
THIS CLIP IS AN EXAMPLE OF HOW EMPLOYEES INTERACT WITH CUSTOMERS AND THE IMPORTANCE OF CUSTOMER SERVICE TO MAKING SALES. IN THIS SCENE, TWO MEN TRY TO ORDER A MEAL AT A DINER. THE COUNTERMAN TELLS THEM THE CLOCK IS SLOW AND THE DINNER IS NOT READY YET. HE DOESN’T CHECK WITH THE KITCHEN TO SEE IF IT MIGHT BE READY. HE DOESN’T HOLD OUT THE DINNER MENUS UNTIL 6 O’CLOCK. STUDENTS MAY HAVE A STORY TO SHARE ABOUT AN EXAMPLE OF POOR CUSTOMER SERVICE DURING A TRIP TO A STORE OR RESTAURANT.
Suggested answers to Discussions Questions:
1. HOW WELL DOES GEORGE, THE COUNTERMAN, RESPOND TO CUSTOMERS IN THE DINER?
George responds quickly to the first customer in the scene. George serves him and when asked for ketchup, gets it to the customer quickly. George spends a lot of time telling the two new customers that they can’t have dinner yet and he doesn’t sell hard liquor.
2. How important is customer service in the value chain?
In this clip, the two men seem unhappy with the service level in the diner. Firms who fail to provide adequate customer service will often find it difficult to retain repeat customers. Constantly spending resources on attracting replacement customers can reduce profitability.
Movie Title:
9. “APOLLO 13” (“THE LAUNCH”)
Topic: Managing Organizational Structure and Culture
APPROPRIATE CHAPTER: Chapters 8: “Organizing Structure” and Chapter 11: “Management
Control”
Running Time: 1:04
Teaching Objective:
TO ILLUSTRATE ONE TYPE OF ORGANIZATIONAL STRUCTURE A FIRM CAN CHOOSE TO IMPLEMENT
Relevant Concepts:
• TECHNOLOGY
• Organizational structure
Overview:
THIS CLIP IS AN EXAMPLE OF AN ORGANIZATION’S FUNCTIONAL STRUCTURE. GENE KRANZ (ED HARRIS) GOES AROUND THE ROOM TO GET A GO/NO GO FOR LAUNCH. STUDENTS MAY DISCUSS WHETHER THIS IS THE BEST WAY TO ORGANIZE A LUNAR MISSION.
Suggested answers to Discussion Questions:
1. WHAT ARE THE DIFFERENT DEPARTMENTS INVOLVED IN MAKING THE LAUNCH HAPPEN?
Booster, Retro, Guidance, Surgeon, E., GNC, TELMU, Control, Procedures, INCO, F.A.O., Network, and Recovery.
2. How are these departments organized?
The departments are organized by function.
Movie Title:
10. “GUNG HO” (“NOT A GOOD BEGINNING”)
Topic: Organizational Control and Change
APPROPRIATE CHAPTER: Chapters 12: “Operations Control” and Chapter 13: “Contemporary
Issues”
Running Time: 1:31
Teaching Objective:
TO DISCUSS WHY MANAGING CHANGE IS A VITAL MANAGEMENT TASK
Relevant Concepts:
• CLAN CONTROL
• Revolutionary change
• Quality management
• Global management
Overview:
THIS CLIP IS A GOOD EXAMPLE OF RESISTANCE TO CHANGE BY EMPLOYEES. THE NEW EMPLOYEES OF ASSAN MOTORS ARE RESISTANT TO DOING EXERCISES, BUT ARE WILLING TO ACCEPT THE UNIFORMS. KAZIHIRO (GEDDE WATANABE) SEEMS ILL-PREPARED TO MANAGE AMERICAN EMPLOYEES. HE SEEMS SURPRISED THAT THE NEW EMPLOYEES DO NOT SHARE HIS ENTHUSIASM AND WILLINGNESS TO DO ANYTHING FOR ASSAN MOTORS. STUDENTS SHOULD DISCUSS WAYS TO BETTER PREPARE EMPLOYEES FOR RADICAL CHANGE.
Suggested answers to Discussion Questions:
1. COULD KAZIHIRO HAVE DONE ANYTHING DIFFERENTLY TO IMPROVE THE TRANSITION?
Kazihiro could have researched typical expectations of American employees and compared them to that of a typical Japanese employee. He should have communicated his expectations to the new employees as well as to the “employee liaison”, Hunt Stevenson (Michael Keaton)
2. Are exercises and uniforms a necessary part of running a manufacturing facility?
No, but they may be used for safety reasons and to build camaraderie.
3. Was Stevenson effective in leading the workers to change?
Certainly, in the short-term he convinced them to perform the exercises. It is unlikely they would be willing to buy in long term because he did not explain the benefits of exercise.
Movie Title:
11. “DOUBLE INDEMNITY”
Topic: Human Resource Management
APPROPRIATE CHAPTER: Chapter 9: “Organizing People”
Running Time: 2:21
Teaching Objective:
TO ILLUSTRATE THE SELECTION OF ORGANIZATIONAL MEMBERS
Relevant Concepts:
• SELECTION
• Recruiting
• Internal recruiting
• Interviewing
Overview:
THIS CLIP IS A GOOD EXAMPLE OF INTERNAL RECRUITING. MR. KEYES (EDWARD G. ROBINSON) NEEDS AN ASSISTANT AND THINKS THAT WALTER (FRED MACMURRAY) WOULD MAKE A GOOD ONE. HE TELLS WALTER HE’S TOO GOOD TO BE A SALESMAN (WALTER’S CURRENT JOB) AND GIVES WALTER THE CHARACTERISTICS OF THE JOB HE WANTS HIM TO TAKE. HE DOES ACKNOWLEDGE THAT WALTER WOULD HAVE TO TAKE A CUT IN PAY. THIS IS PART OF A REALISTIC JOB PREVIEW. STUDENTS SHOULD BE WILLING TO SHARE THEIR EXPERIENCES IN BEING RECRUITED AND THEIR EXPECTATIONS OF NEW JOBS.
Suggested answers to Discussion Questions:
1. WHAT ARE THE ADVANTAGES OF INTERNAL RECRUITING?
Internal applicants are already familiar with the organization. Managers already know the candidates. It can help boost levels of employee motivation and morale.
2. Is Keyes, the boss, giving Walter a realistic job preview? Why or why not?
Yes. Keyes lets Walter know right away that he will be taking a cut in pay.
3. What could have made him successful in recruiting Walter?
Keyes can look for possible non-monetary compensation, such as paid time off (Friday afternoons). Another option might be to allow Walter to keep commissions from a few current clients. He can also let Walter know the long term career path of changing. It’s difficult to recruit employees by offering more responsibility along with a pay cut.
Movie Title:
12. “AMERICAN PIE”
Topic: Motivation
APPROPRIATE CHAPTER: Chapter 10: “Motivating People”
Running Time: 1:37
Teaching Objective:
EXPLAIN WHAT MOTIVATION IS AND WHY MANAGERS NEED TO BE CONCERNED ABOUT IT
Relevant Concepts:
• MOTIVATION
• Achievement
• Affiliation
Overview:
IN THIS SCENE FROM AMERICAN PIE, HEATHER IS TALKING TO OZ ABOUT PLANS AFTER GRADUATION. MANY STUDENTS MAY BE ABLE TO RELATE TO CAREER CHOICE MOTIVATION. OZ IS UNSURE ABOUT WHAT COLLEGE TO ATTEND. HE LOVES TO PLAY LACROSSE, BUT DOESN’T SEE IT AS A CAREER CHOICE. HEATHER WAS COMFORTABLE WITH HER ACCEPTANCE FROM U OF M AND DID NOT SEEM INTERESTED IN PURSUING ANY OTHER SCHOOLS.
Students should also discuss why Chris is working.
Suggested answers to Discussion Questions:
1. HOW DO DIRECTION, EFFORT, AND PERSISTENCE PLAY INTO HEATHER’S COLLEGE CHOICE?
Direction is possible behaviors a person could engage in. Effort is how hard a person will work. Persistence is whether a person will keep trying. Heather’s parents want her to go to Northwestern, but she seems unwilling and unmotivated to do the things necessary to apply. Her direction, effort, and persistence seem low.
2. Why does Oz work?
Oz works because his dad is the manager. Students should discuss reasons that they work. What reasons will they work as adults?
Movie Title:
13. “HOOSIERS” (…AND TWO MORE…)
Topic: Leadership
APPROPRIATE CHAPTERS: Chapter 2: “A Brief History of Management” and Chapter 7:
“Organizing Work”
Running Time: 4:10
Teaching Objective:
TO ILLUSTRATE LEADERSHIP AND TO SHOW HOW LEADERSHIP CAN BE EFFECTIVE AND INEFFECTIVE
Relevant Concepts:
• LEGITIMATE POWER
• Initiating structure
• Theories of management
• Transformational leadership
Overview:
THIS FILM IS LOOSELY BASED ON THE 1954 MILAN HIGH SCHOOL (INDIANA) BASKETBALL TEAM. COACH DALE HAS BEEN OUT OF COACHING FOR 12 YEARS AND COMES BACK TO COACH AT HICKORY. THE FIRST THING HE DOES AT PRACTICE IS ASSERT HIS AUTHORITY BY FIRING GEORGE, WHO HAD BEEN HELPING OUT. HE ALSO KICKS TWO PLAYERS OUT OF PRACTICE WHO ARE NOT LISTENING. COACH DALE DOES NOT SEEM WORRIED ABOUT WHETHER PEOPLE WILL LIKE HIM OR HIS METHODS. HE IS MOST CONCERNED WITH GETTING RESULTS. STUDENTS SHOULD DISCUSS THE TYPE OF MANAGER THEY WOULD PREFER TO WORK FOR.
Suggested answers to Discussion Questions:
1. WHAT TYPE OF LEADER IS COACH DALE?
Coach Dale is a leader high in initiating structure. He is more concerned with tasks and less about feelings.
2. Is Coach Dale an effective leader?
Effectiveness may be defined as getting the best effort from the team. Coach Dale certainly does that as the movie unfolds. In this scene, he gets their attention by showing that no one player is more important than the team.
3. How does he react to disagreement from his players?
Coach Dale isn’t concerned about disagreement. He is going to do things his way, without discussion.
Movie Title:
14. “13 GOING ON 30”
Topic: Effective Groups and Teams
APPROPRIATE CHAPTER: Chapter 9: “Organizing People”
Running Time: 3:42
Teaching Objective:
TO ILLUSTRATE THE STAGES OF GROUP DEVELOPMENT
Relevant Concepts:
• STAGES OF GROUP DEVELOPMENT
• Informal, formal groups
Overview:
THIS CLIP IS A FUN EXAMPLE OF THE STAGES OF GROUP DEVELOPMENT. JENNA RINK (JENNIFER GARNER) WAKES UP TO FIND HERSELF 30 YEARS OLD AND WORKING AS A MAGAZINE EDITOR. AT A POISE MAGAZINE PARTY, JENNA TRIES TO GET EVERYONE INVOLVED BY DANCING TO MICHAEL JACKSON’S THRILLER.
Suggested answers to Discussion Questions:
1. HOW DOES THE GROUP ON THE DANCE FLOOR MOVE THROUGH THE STAGES OF GROUP DEVELOPMENT?
The five stages of group development are forming, storming, forming, performing, and adjourning.
Forming - Jenna walks out on the dance floor and begins to dance. She sees Matt and calls to him to join her.
Storming – Matt wants no part of being on the dance floor. Jenna has to drag him out to the floor.
Norming – As Jenna and Matt dance to Thriller others at the party join them.
Performing – Most of the party is on the dance floor performing the steps to Thriller.
Adjourning – The party is over and people go home.
2. What type of group is the dance floor group?
It should be considered an informal group.
Movie Title:
15. “THE TERMINAL” (“CRACK IN THE SYSTEM”)
Topic: Promoting Effective Communication
APPROPRIATE CHAPTER: Chapter 3: “Communication Skills” and Chapter 13: “Contemporary
Issues”
Running Time: 1:43
Teaching Objective:
TO DESCRIBE IMPORTANT COMMUNICATION SKILLS THAT MANAGERS NEED AS SENDERS AND RECEIVERS OF MESSAGES
Relevant Concepts:
• COMMUNICATION PROCESS
• Non-verbal communication
• Active listening
• Communicating globally
Overview:
IN THIS CLIP, FRANK DIXON (STANLEY TUCCI) IS TRYING TO EXPLAIN THE IMMIGRATION SITUATION TO VIKTOR NAVORSKI (TOM HANKS), A RESIDENT OF KRAKOZHIA. IN ADDITION TO THE OBVIOUS LANGUAGE BARRIER, STUDENTS MAY WANT TO DISCUSS OTHER BARRIERS TO COMMUNICATION, SUCH AS DIXON’S INABILITY TO LISTEN. ONE SUGGESTION IS TO HAVE STUDENTS LABEL THE DIFFERENT PARTS OF THE CONVERSATION GOING ON IN THE SCENE BETWEEN DIXON AND NAVORSKI. ASK STUDENTS IF THE REVELATION TO VIKTOR OF A REVOLUTION IN HIS HOME COUNTRY CREATES NOISE. WOULD A MANAGER FACE THE SAME SITUATION WITH A SUBORDINATE WHO HAS SUFFERED SOME LOSS? HOW WOULD THEY DEAL WITH IT?
Suggested answers to Discussion Questions:
1. IS THERE COMMUNICATION BETWEEN VIKTOR AND FRANK? WHY OR WHY NOT?
There is very little communication between them. Viktor seems to finally understand when Frank tells him he is unacceptable. There is no communication unless the message is understood.
2. What are some barriers to communication?
• Messages that are unclear, incomplete, and difficult to understand
• Messages sent over the an inappropriate medium
• Messages with no provision for feedback
• Messages that are received but ignored
• Messages that are misunderstood
• Messages delivered through automated systems that lack the human element
3. How well was Frank using active listening?
Frank did not seem to be using active listening at all. He continued his pitch without once verifying that Viktor understood.
Movie Title:
16. “JAWS” (“THE TOWN MEETING”)
Topic: Conflict and Politics
APPROPRIATE CHAPTER: Chapter 6: “Leadership and Culture”
Running Time: 1:02
Teaching Objective:
TO ILLUSTRATE THE TYPES OF CONFLICT THAT CAN ARISE IN AN ORGANIZATION
Relevant Concepts:
• ORGANIZATIONAL CONFLICT
• Interpersonal conflict
• Overlapping authority
• Negotiation
Overview:
THIS CLIP IS A GOOD EXAMPLE OF CONFLICT THAT ARISES BECAUSE OF DIFFERENT AGENDAS OR BELIEFS. IN THE RESORT COMMUNITY OF AMITY A SWIMMER IS FOUND DEAD ON THE BEACH, ALLEGEDLY KILLED BY A SHARK. THE POLICE CHIEF, BRODY (ROY SCHEIDER) WANTS TO CLOSE THE BEACHES, BUT THE MERCHANTS ARE AFRAID THAT THEIR BUSINESSES WILL SUFFER IF THE BEACHES ARE CLOSED. THEY ARE RELUCTANT TO BELIEVE THAT ANOTHER ATTACK COULD OCCUR. THE MAYOR (MURRAY HAMILTON) SETTLES THE CONFLICT BY COMPROMISING WITHOUT DISCUSSING HIS SOLUTION WITH THE CHIEF. THIS IS A GOOD DISCUSSION POINT FOR CONFLICT MANAGEMENT STRATEGIES AND THEIR LONG TERM EFFECTIVENESS.
Suggested answers to Discussion Questions:
1. HOW IS THE CONFLICT OF CLOSING THE BEACH HANDLED?
The mayor asks the merchants and the town council to meet together to discuss options to deal with the possibility of a killer shark.
2. Which conflict management strategy does Chief Brody use?
Chief Brody wants to use the competition strategy. He wants to keep the beach as safe as possible and thinks that closing them until the shark is found is the best way. He is not as concerned with the money tourists might spend as much as wanting to keep them safe.
3. Which strategy does the mayor use?
The mayor uses a compromise strategy by offering to close the beaches for only 24 hours. He seems to make this decision without good information or regard to swimmer’s safety. He allows the merchants’ cries for relief to affect his judgment.
Movie Title:
17. “AGENT CODY BANKS” (GADGETOLOGY)
Topic: Information Technology
APPROPRIATE CHAPTER: Chapter 12: “Operations Control” and Chapter 14: “Management in
the 21st Century”
Running Time: 2:37
Teaching Objective:
TO ILLUSTRATE HOW ADVANCES IN IT CAN GIVE AN ORGANIZATION AN ADVANTAGE
Relevant Concepts:
• INFORMATION TECHNOLOGY
• Technological change
• Communication
• Control
Overview:
IN THIS SCENE, CODY BANKS IS GETTING THE GADGETS FROM EARL NECESSARY TO PERFORM HIS MISSION. CODY ACTUALLY WANTS MORE THAN HIS BOSS THINKS NECESSARY. STUDENTS SHOULD DISCUSS WHAT TECHNOLOGY IS THE MINIMUM NECESSARY TO PERFORM A JOB. ANOTHER SUGGESTION IS TO DISCUSS THE CONSEQUENCES OF A CEO BEING ENAMORED WITH INSTALLING THE LATEST AND GREATEST TECHNOLOGY UNNECESSARILY.
Suggested answers to Discussion Questions:
1. HOW CAN CODY USE IT TO COMPLETE HIS ASSIGNMENT?
Cody will use the telephoto sunglasses, mobile command center-cell-phone-GPS and get-out-of-trouble watch to save the girl and catch the bad guys. Most of the gadgets should make his mission easier to accomplish. Students should discuss what technology they expect from an employer, such as laptops, PDAs, Treos, etc.
2. How should managers handle employees’ resistance to IT?
Managers should communicate all changes to employees well in advance of implementing new technology. It works best if employees have some input into selecting the technology. Prior training before implementation is helpful.
Movie Title:
18. “THE TERMINAL” (“THE CARTS”)
Topic: Innovation
APPROPRIATE CHAPTER: Chapter 13: “Contemporary Issues”
Running Time: 1:37
Teaching Objective:
TO DISCUSS AN EXAMPLE OF ENTREPRENEURIAL BEHAVIOR
Relevant Concepts:
• ENTREPRENEUR
• Entrepreneurship
• Innovation
• Characteristics of entrepreneurs
Overview:
VIKTOR NAVORSKI (TOM HANKS) HAS COME TO AMERICA TO FULFILL A WISH OF HIS FATHER. WHILE EN ROUTE FROM KRAKOZHIA, THERE IS A COUP IN HIS COUNTRY, LEAVING VIKTOR WITH NO OFFICIAL DIPLOMATIC STATUS. VIKTOR LIVES OUT HIS DAYS IN THE AIRPORT TERMINAL WAITING FOR HIS SITUATION TO IMPROVE.
In this scene, Viktor discovers a way to earn money in the terminal.
Suggested answers to Discussion questions:
1. WHAT WAS VIKTOR’S MOTIVATION TO FIND A WAY TO EARN MONEY?
The vouchers that Viktor had been given for the food court were destroyed. Viktor wanted to eat and needed money to do so.
2. Why was this opportunity available?
People who used the carts were unwilling to walk the extra distance to return the carts. 25 cents was not enough incentive for them. Viktor was able to make it worthwhile by returning many carts at one time. This is a good place to discuss the concept of unmet needs with students.
Because Viktor spent all of his time in the Transit Lounge, as opposed to a transient passenger, he was able to see an opportunity when others couldn’t.
Movie Title:
19. “TRADING PLACES” (“A COUPLE OF BOOKIES”)
Topic: Finance
APPROPRIATE CHAPTER: Chapter 3: “Communication Skills”
Running Time: 1:34
Teaching Objective:
TO GIVE A BRIEF ILLUSTRATION OF COMMODITIES
Relevant Concepts:
• COMMODITIES
• Futures contracts
• Communication
Overview:
THIS CLIP SHOWS BILLY RAY’S (EDDIE MURPHY) FIRST DAY AS A COMMODITIES BROKER. RANDOLPH AND MORTIMER DUKE (DON AMECHE AND RALPH BELLAMY) ARE EXPLAINING THEIR BUSINESS TO BILLY RAY. THIS SCENE CAN BE USED TO GIVE A VERY SIMPLISTIC VIEW OF COMMODITIES MARKETS.
Suggested answers to Discussion Questions:
1. HOW DO COMMODITIES MARKETS WORK?
Generally, commodities are traded on a commodity exchange and bought and sold with a standardized contract. People decide that a commodity will increase or decrease in price, and place orders accordingly.
2. What is a commodity?
A commodity can be defined as a generic, largely unprocessed, good that can be processed and resold. Generally a product that is only differentiated by price can be considered a commodity.
Movie Title:
20. “A LEAGUE OF THEIR OWN” (“DIAMOND GIRLS”)
Topic: Marketing
APPROPRIATE CHAPTER: Chapter 3: “Communication Skills”
Running Time: 2:02
Teaching Objective:
TO SHOW AN EXAMPLE OF HOW A FIRM CAN MARKET ITS PRODUCT
Relevant Concepts:
• MARKETING
• Promotion
• Communication
Overview:
THIS CLIP IS PRESENTED IN THE MOVIE AS A NEWS REEL. BECAUSE OF WW II, MANY OF THE MAJOR LEAGUE PLAYERS ARE ACTIVE IN THE MILITARY. THE ALL-AMERICAN GIRLS BASEBALL LEAGUE IS FORMED TO FILL AN ENTERTAINMENT VOID. TO PROMOTE THE LEAGUE, THE PLAYERS ARE SHOWN PLAYING BASEBALL AS WELL AS PERFORMING THE DUTIES OF A WOMAN. (REMEMBER, THIS TAKES PLACE IN 1943.)
Suggested answers to Discussion Questions:
1. HOW ARE THE PLAYERS BEING MARKETED?
Players are shown performing the duties of a woman of the time, knitting, pouring coffee and putting on makeup. At the same time, they are shown playing competitive baseball. They are promoted as being athletes and feminine at the same time.
2. Was it effective?
The film does show the league as being successful and playing to large crowds.
3. Would MLB market today’s players by showing them mowing their grass or changing their oil?
With today’s gender roles being a little more ambiguous, especially with dual-career families, it is doubtful that Major League Baseball would market their players in that way. Most consumers choose entertainment as an escape and would prefer that reality not get in the way. With the salaries of today’s professional athletes, it would not look realistic to see young millionaires mowing their own grass.
management videos
on DVD
video grid: Management Videos on DVD
|Chapter |Video Title |Description |
|1. What is Management? |Winning Advice from Jack Welch |This video focuses on key management advice from Jack Welch. |
| |Running Time: 6:15 |It is a good 10,000 foot overview, which tailors it nicely to |
| | |this chapter. (Go to Teaching Notes) |
| |A Happy Customer is a Repeat Customer| |
| | |The manager in this video offers good advice to a subordinate. |
| | |This demonstrates a very basic approach to management. (Go to |
| | |Teaching Notes) |
|2. A Brief History of Management |Working for the Best: The Container |By using historical management movements, the video outlines |
| |Store |key factors of how the Container Store approaches management. |
| |Running Time: 11:03 |(Go to Teaching Notes) |
|3. Communication Skills |Pike Place Fish Market |By stressing coaching techniques at all levels this video |
| |Running Time: 14:45 |discusses the importance of communication in business success. |
| | |(Go to Teaching Notes) |
|4. Decision-Making Skills |The Dale Gray Story |This video talks about Dale Gray, the founder of a technology |
| |Running Time: 8:52 |firm. He discusses his history and some of the decision-making |
| | |necessary in creating a successful company. (Go to Teaching |
| | |Notes) |
|5. Planning & Strategic Management |1154 Lill Studio: You Still Going |The early success and failures of Lill Studio demonstrate the |
| |Around with that Old Bag? |importance of both planning and having flexibility within your |
| |Running Time: 12:02 |plan. (Go to Teaching Notes) |
|6. Leadership and Culture |A Look at eBay CEO Meg Whitman |Meg Whitman’s unusual approach to learning and culture |
| |Running Time: 2:33 |contribute to the growth of the eBay brand. (Go to Teaching |
| | |Notes) |
| |Destroying a Service Culture | |
| | |The poor culture exhibited by the manager suggesting that |
| | |employees push pricey beverages offers a counter-point to |
| | |highlight poor working cultures. (Go to Teaching Notes) |
|7. Organizing Work |Panera: Strategy A Recipe for Growth |The Panera business model is examined. The video looks at how |
| |Running Time: 10:15 |work is done within the company to make it more effective. (Go |
| | |to Teaching Notes) |
|8. Organizing Structure |Greater Chicago Food Depository: |The organizational structure is of the Greater Chicago Food |
| |Feeding the Poor of Chicago |Depository is discussed. The massive task of distributing food|
| |Running Time: 10:32 |w/o waste is a central focus of the video as it applies to |
| | |organizational structure. (Go to Teaching Notes) |
|Organizing People |New Belgium Brewery’s Organizational |New Belgium Brewery’s approach to employees is explored and |
| |Culture |examined in terms of how it organizes its workforce. (Go to |
| |Running Time: 10:54 |Teaching Notes) |
|Motivating People |Hot Topic: Motivation Is a Hot Topic |The CEO of Hot Topics discusses a more employee-friendly |
| |Running Time: 11:01 |approach to managing people. She discusses using different |
| | |forms of motivation in reference to employee production. (Go to|
| | |Teaching Notes) |
|Management Control |Human Resources at Patagonia |This video looks at how the culture at Patagonia is influenced |
| |Running Time: 11:36 |by the laid-back management style fostered by the company. (Go |
| | |to Teaching Notes) |
|Operations Control |Dominos Pizza in Mexico |Dominos executives discuss the management controls required in |
| |Running Time: 10:24 |selling a consistent product beyond US markets. (Go to Teaching|
| | |Notes) |
|Contemporary Issues |Walt Disney Imagineering: The Mouse |Disney Imagineering executives talk about unique challenges |
| |that Doesn’t Come with a Computer |faced in globalizing a traditionally American product, which is|
| |Running Time: 10:15 |in alignment with the globalization discussion in this chapter.|
| | |(Go to Teaching Notes) |
| |How Technology is Changing Customer | |
| |Service Forever |On a more basic level, technology impacts how wait staff do |
| | |their daily work. A manager resistance can be used as a |
| | |counterpoint to highlight problems of not adapting to changing |
| | |technology. (Go to Teaching Notes) |
|14. Management in the 21st Century |Raven Biotechnologies: If It Isn’t |Discussions of changing approaches to drug research and the |
| |Ethical, It Isn’t Right |ethics involved in those changes are highlighted in this video.|
| |Running Time: 11:00 |Works on multiple levels w/ content for this chapter. (Go to |
| | |Teaching Notes) |
|General Management |The Truth About Customer Service |These videos take a very general approach to management, and |
|Videos | |the teaching notes will reflect this. They should be included |
| |Serving the Customers We Don’t Want |on the DVD for more general use and/or as an alternate for |
| |To |instructors. (Go to Teaching Notes) |
| | | |
| |Seeing Customers for Who They Are and| |
| |Not What They Look Like | |
instructor’s teaching notes
Chapter 1: What Is Management?
VIDEO TITLE:
“WINNING ADVICE: JACK WELCH”
Running Time: 6:15
Relevant Concepts:
• IDENTIFYING/GROOMING LEADERS
• Recruitment and selection
• Motivation
• Performance evaluation
• Work-life balance
Overview:
THIS VIDEO FOCUSES ON KEY MANAGEMENT ADVICE FROM JACK WELCH. IT IS A GOOD 360 DEGREE OVERVIEW, WHICH TAILORS IT NICELY TO THIS CHAPTER.
Discussion questions
1. WHAT DO YOU THINK OF WELCH’S PERFORMANCE EVALUATION METHOD? DO YOU THINK THIS PROVIDES POSITIVE MOTIVATION? WHY OR WHY NOT?
4. Can a leader like Jack Welch share leadership? If so, how?
5. What makes leaders like Jack Welch successful?
Suggested answers to discussion questions
1. WHAT DO YOU THINK OF WELCH’S PERFORMANCE EVALUATION METHOD? DO YOU THINK THIS PROVIDES POSITIVE MOTIVATION? WHY OR WHY NOT?
Jack Welch’s evaluation methods are often praised, and often criticized. His approach is to identify the top 20% performers, the middle 70%, performers, and the 10% lowest performers. The top performers are generously compensated and promoted, the 70% in the middle are encouraged to excel, and the lowest 10% are pushed out of the organization. To Welch, it’s the 70% in the middle that should be a manager’s focus, letting them know what is expected and holding up the top performers as an example. Throughout his career, Jack Welch has mentored and groomed some of the best managers in the business—at least by results his approach works. However, his evaluation methods are overly harsh to some. Every employee is forced into a 20-70-10 template. In reality, there may be 30% who are excellent, or 30% who underachieve. The individual is not evaluated on his or her own merits, but on how they fit into an overall rating curve. Good discussion starter.
2. Can a leader like Jack Welch share leadership? If so, how?
Welch shared leadership to an extent. He allowed managers to share in the leadership process and to make decisions that directly affected their areas of responsibility. He pushed the idea of boundaryless organization and urged people to work in teams on complex projects. Some examples of this may be seen in his Six Sigma (quality management) and Workout (team problem solving) initiatives during his tenure as CEO.
3. What makes leaders like Jack Welch successful?
Leaders like Welch are successful because they believe in people. They “grow” others within the organization. They are not afraid to tell employees where they stand. They are honest in their appraisals and therefore they are able to work with those employees (about 70%) who can improve their work experience. They also push the issues of rewarding employees and making employees the winners. It is these winners who become financially better off and excited about their jobs. Finally, such leaders help employees view work-life as a way to better involve employee families in many work-related activities.
4. Jack Welch’s leadership style seems to fit House’s path-goal leadership model. Discuss how Welch fits this model.
House’s path-goal model basically states that effective leaders provide employees (followers) with rewards and thereby increase their motivation at work by clearing the path for them to help them accomplish their goals and by supporting them. Welch’s leadership style fits this model as follows: He possesses certain leader behaviors such as being supportive and achievement oriented. He couples those leadership behaviors with two factors: (1) an understanding of employee characteristics, such as need for achievement and need for path-goal clarity, and (2) environmental factors, such as work-group dynamics. Finally, the effective leader brings about employee motivation and employee satisfaction, which Welch has done by being supportive of his employees (he believes in “growing” them) by removing hurdles and by rewarding them financially.
VIDEO TITLE:
“A HAPPY CUSTOMER IS A REPEAT CUSTOMER”
Overview:
THIS VIDEO IS A BRIEF OVERVIEW OF SUCCESSFUL CUSTOMER SERVICE. JANE, A WAITRESS AT THE WOODEN SHOE RESTAURANT, IS FRIENDLY, OUTGOING, AND COURTEOUS. HER POSITIVE ATTITUDE LETS CUSTOMERS KNOW THAT THEIR BUSINESS IS APPRECIATED, WHICH IS THE BEST WAY TO CREATE REPEAT CUSTOMERS.
Chapter 2: A Brief History of Management
VIDEO TITLE:
“WORKING FOR THE BEST: THE CONTAINER STORE”
Running Time: 11:03
Relevant Concepts:
• IMPORTANCE OF HIRING GREAT EMPLOYEES
• History of management philosophy
• Open communication
• McGregor’s Theory X and Theory Y, Ouchi’s Theory Z
• Management by objectives
• Situational management
Overview:
BY USING HISTORICAL MANAGEMENT MOVEMENTS, THE VIDEO OUTLINES KEY FACTORS OF HOW THE CONTAINER STORE APPROACHES MANAGEMENT.
Discussion questions:
1. DO YOU AGREE WITH THE CONTAINER STORE’S PHILOSOPHY THAT ONE GREAT PERSON EQUALS THREE GOOD PEOPLE? WHY OR WHY NOT?
2. How does the Container Store meet employee needs?
3. Equity theory focuses on employee perceptions regarding how fairly they think they are being treated compared to others. Identify the inputs and outputs that employees use to determine equity perceptions at the Container Store.
Suggested answers to discussion questions:
1. DO YOU AGREE WITH THE CONTAINER STORE’S PHILOSOPHY THAT ONE GREAT PERSON EQUALS THREE GOOD PEOPLE? WHY OR WHY NOT?
Students will have individual opinions about whether one “great” person is three times as good as a “good” person. This question can start a discussion as to what a “great person” actually is in an organization.
2. How does the Container Store meet employee needs?
The video discusses Maslow’s hierarchy of needs, a motivational philosophy that theorizes that people are motivated to satisfy unmet needs. The hierarchy includes (in order) physiological, safety, belongingness, esteem, and self-actualization needs. The Container Store does a number of things to help individual employees meet these needs. Wages are above the industry standard, allowing employees to meet physiological needs. When mistakes are tolerated (instead of punished) safety needs are satisfied. The family atmosphere satisfies belongingness needs, and recognition of a job well done satisfies the need for esteem. Finally, empowering employees and preparing them for advancement helps fulfill an individual’s need for self-actualization.
3. Equity theory focuses on employee perceptions regarding how fairly they think they are being treated compared to others. Identify the inputs and outputs that employees use to determine equity perceptions at the Container Store.
Inputs are factors that people perceive they give to an organization. Outputs represent the rewards that people receive from an organization. At the Container Store, examples of inputs include employee time and effort necessary to supply exceptional customer service. Outputs include above-average wages, recognition of superior work performance, and promotional opportunities into managerial ranks.
Chapter 3: Communication Skills
VIDEO TITLE:
“PIKE PLACE FISH MARKET”
Running Time: 14:45
Relevant Concepts:
• POWER OF PERSONAL CHOICE
• Negative versus positive communications
• Importance of coaching
• Empowerment
• The future and uncertainty
Overview:
BY STRESSING COACHING TECHNIQUES AT ALL LEVELS THIS VIDEO DISCUSSES THE IMPORTANCE OF COMMUNICATION IN BUSINESS SUCCESS.
Discussion questions:
1. WHAT DO YOU THINK MAKES PIKE PLACE FISH MARKET EMPLOYEES SO SUCCESSFUL?
2. How would you describe the style of communication used at Pike Place Fish?
3. Recall the discussion of Theory X, Theory Y, and Theory Z from the previous chapter. Which style best characterizes the leadership at Pike’s Place.
Suggested answers to discussion questions:
1. WHAT DO YOU THINK MAKES PIKE PLACE FISH MARKET EMPLOYEES SO SUCCESSFUL?
Yokoyama and Bergquist have created a workplace that encourages teamwork. A team is a small group of people with complementary skills who are committed to a common purpose. The employees of Pike Place represent a team. Common commitment is the essence of a team, and is a prerequisite for working at Pike Place. According to Yokoyama, applicants realize that they aren’t just applying for a job opening, they are applying for the opportunity to try out for the team.
2. How would you describe the style of communication used at Pike Place Fish?
Communication at Pike Place Fish is primarily oral, and primarily positive. It is shaped by the philosophy of “personal choice.” Every employee understands that he or she has the ability to change the future. A key tool in achieving success is coaching—employees are encouraged to share knowledge and skills and coach others. Coaching occurs at all levels of the organization and even the newest hire is empowered to coach those at the highest levels if appropriate. This indicates the ability for employees to exert influence at all organizational levels. Another theme that runs through Pike Place is empowerment, giving everyone in the organization the ability to satisfy customers. One employee describes this as “aligning purpose.” Everyone knows that their contribution is important and that they can make a difference.
3. Recall the discussion of Theory X, Theory Y, and Theory Z from the previous chapter. Which style best characterizes the leadership at Pike’s Place.
John Yokoyama describes his transaction from authoritative boss (Theory X) to a more democratic boss (Theory Y.) His shift from complete decision control to group participation has also coincided with the financial success of the organization. By his own admission, Pike Place was near closing when she and Bergquist began reshaping the company’s employment philosophy. An interesting discussion is whether there is a link between participative management and profit.
Chapter 4: Decision-Making Skills
VIDEO TITLE:
“THE DALE GRAY STORY”
Running Time: 8:52
Relevant Concepts:
• APPEAL OF ENTREPRENEURSHIP
• Employee involvement
• Learning and sharing skills
• Team building
• Training as an investment
• Work-life balance
• Developing a business plan
Overview:
THIS VIDEO TALKS ABOUT DALE GRAY, THE FOUNDER OF A TECHNOLOGY FIRM. HE DISCUSSES HIS HISTORY AND SOME OF THE DECISION-MAKING NECESSARY IN CREATING A SUCCESSFUL COMPANY.
Discussion questions:
1. WHAT ARE SOME ENVIRONMENTAL FACTORS THAT INFLUENCE DECISION MAKING IN AN ORGANIZATION? IDENTIFY SOME OF THE ENVIRONMENTAL FACTORS THAT AFFECT DALE GRAY’S ORGANIZATION.
2. At the off-site planning retreat, what types of decisions were made?
3. According to Dale Grey, what is the most critical quality for a successful entrepreneur? What is the most difficult aspect of being an entrepreneur?
Suggested answers to discussion questions:
1. WHAT ARE SOME ENVIRONMENTAL FACTORS THAT INFLUENCE DECISION MAKING IN AN ORGANIZATION? IDENTIFY SOME OF THE ENVIRONMENTAL FACTORS THAT AFFECT DALE GRAY’S ORGANIZATION.
Every organization is influenced by the environment in which it operates. The external environment includes the overall state of the economy, the competition faced, and various stakeholders. The internal environment includes the structure, purpose, and traditions of the organization. Dale Gray’s organization interacts with suppliers, clients, employees, and regulators.
2. At the off-site planning retreat, what types of decisions were made?
Strategic goals are set by and for top management and focus on objectives for the whole organization. These goals form the backbone on which other goals are based. Grey and his team were developing strategic goals for the entire organization. (They decided they wanted to be a $10 million company by 2005.)
3. According to Dale Grey, what is the most critical quality for a successful entrepreneur? What is the most difficult aspect of being an entrepreneur?
According to Grey, self-confidence is the most critical quality an entrepreneur must possess. Even though there are hundreds of opportunities to fail, the entrepreneur must see only the certainty of success. If you believe you will fail, you certainly will. If you believe you will succeed, then nobody can possibly do the job better. The most difficult aspect of being an entrepreneur is learning other business skills that aren’t as intrinsically interesting, such as writing a business plan.
Chapter 5: Planning and Strategic Management
VIDEO TITLE:
“1154 LILL STUDIO:
You Still Going Around with that Old Bag?”
Running Time: 12:02
Relevant Concepts:
• COMPONENTS OF BUSINESS STRATEGY
• Corporate mission and corporate vision
• Benefits and challenges of entrepreneurship
• Writing a business plan
Overview:
JENNIFER VELARDE WAS A CORPORATE INTERIOR DESIGNER WHEN SHE GOT THE URGE TO QUIT HER JOB AND STRIKE OUT ON HER OWN BY OPENING A BUSINESS. THE EARLY SUCCESS AND FAILURES OF LILL STUDIO DEMONSTRATE THE IMPORTANCE OF BOTH PLANNING AND HAVING FLEXIBILITY WITHIN YOUR PLAN. IN THIS VIDEO, VELARDE TALKS ABOUT HER EXPERIENCES AS AN ENTREPRENEUR, HER VISION AND MISSION FOR THE COMPANY, MANAGEMENT CHALLENGES SHE HAS FACED ALONG THE WAY, AND HOW SHE HAS SOLVED THEM.
Discussion questions:
1. WHAT DOES THIS VIDEO SHOW ABOUT THE ROLES OF RISK AND UNCERTAINTY FOR BUSINESS OWNERS?
2. What problems arose from her lack of a business plan?
3. Unfortunately, the small business failure rate is extremely high. What steps can an entrepreneur take to strengthen their probability of success?
suggested answers to Discussion questions:
1. WHAT DOES THIS VIDEO SHOW ABOUT THE ROLES OF RISK AND UNCERTAINTY FOR BUSINESS OWNERS?
If you were a land owner, you could rent or sell your land and the renter/buyer would have to pay you for that right. As a worker, you are entitled to compensation for your labor. An entrepreneur, however, has no intrinsic right to a profit. If one’s business earns more revenue than it spends in expenses, it earns a profit. If it spends more in expenses that it earns, it will suffer a loss. The future of an entrepreneurship involves uncertainty. The entrepreneur must develop a business model that anticipates uncertainty and prepares for change.
2. What problems arose from her lack of a business plan?
Because she did not prepare a formal business plan before launching the company, Velarde admits that some mistakes were made that probably could have been avoided. A business plan helps owners focus their ideas and resources, while also providing a roadmap to which daily operations should adhere.
3. Unfortunately, the small business failure rate is extremely high. What steps can an entrepreneur take to strengthen their probability of success?
First and foremost, prepare a high quality, well researched business plan. Also, make sure that you have strong managerial skills, as well as technical skills. Build an entrepreneurial team to reinforce you in areas where your expertise is weak. Make sure that you have access to enough capital to stave off cash flow difficulties. Also, do not go into business without a clear understanding of how to attract and retain customers.
Chapter 6: Leadership and Culture
VIDEO TITLE:
“A LOOK AT EBAY CEO MEG WHITMAN”
Running Time: 2:32
Relevant Concepts:
• MANAGERIAL SKILLS
• Corporate culture
• Changing technology
• Diversity
• Opportunities for women in corporate America
Overview:
MEG WHITMAN’S UNUSUAL APPROACH TO LEARNING AND CULTURE CONTRIBUTE TO THE GROWTH OF THE EBAY BRAND.
Discussion questions:
1. WOULD YOU CONSIDER MEG WHITMAN AN ENTREPRENEUR AS WELL AS A RISK TAKER IN HER CURRENT POSITION AS CEO AT EBAY? WHY OR WHY NOT?
2. Describe Whitman’s managerial skills as CEO at eBay. How has she used these skills to compensate for her lack of technical skills?
3. Which managerial traits do you see in Whitman?
4. Which managerial roles does Whitman primarily play in her job as CEO? Which roles might she need to develop in order to ensure continued success?
Suggested answers to discussion questions:
1. WOULD YOU CONSIDER MEG WHITMAN AN ENTREPRENEUR AS WELL AS A RISK TAKER IN HER CURRENT POSITION AS CEO AT EBAY? WHY OR WHY NOT?
Meg Whitman is indeed an entrepreneur and a risk taker. She has a high need for achievement, possesses internal locus of control (she takes control of a situation instead of letting it control her), exudes high levels of energy, and is action oriented. She is a risk taker for several reasons: 1) She does not have a background in technology, yet she decided to take a top-level position in such a company at the possible risk of failure. 2) She also takes risks for the company in her pursuit of new challenges for the company.
2. Describe Whitman’s managerial skills as CEO at eBay. How has she used these skills to compensate for her lack of technical skills?
Whitman’s managerial skills at eBay include conceptual and human skills. As CEO she drives the company through her vision and her view of the interconnection of various parts of the company. For example, she has an understanding of how the compact acts as a system. True, she lacks the specific technical shills, but she can hire the best technical people to help brief her on that aspect of the company.
3. Which managerial traits do you see in Whitman?
Whitman possesses a number of managerial traits. For example, she motives and energizes her staff, she communicates well with the staff and external constituents, and she exerts high levels of energy. One way she communicates with her staff is through example; for instance, she occupies a cubicle, suggesting that she is “just” another employee, rather than a corner office, which is often associated with more power.
4. Which managerial roles does Whitman primarily play in her job as CEO? Which roles might she need to develop in order to ensure continued success?
Whitman primarily plays the following roles in her job as CEO: 1) interpersonal (leadership, figurehead, and liaison), 2) informational (monitor, disseminator, and spokesperson), and 3) decisional (entrepreneur, resource allocator, and negotiator). If she needs to develop any role to ensure continued success, it would be her role as disturbance handler as it relates to addressing product defects, since these may be allied with technical aspects connected to the delivery of services.
5. What managerial challenges do you think Whitman, a star manager, faces at eBay?
Whitman faces a number of managerial challenges. She needs to be aware of competitors, those who would seek to imitate eBay and perfect on-line auctioning. She needs to improve on the issue of diversity at e-Bay to ensure that she recruits and hires the best employees regardless of gender, race, creed, and so on. She might consider improving and making eBay’s information technology more sophisticated (more user friendly). Finally, she needs to ensure that ethical standards are followed in all aspects of the business (as in the selling of real versus knock-off merchandise).
VIDEO TITLE:
“DESTROYING A SERVICE CULTURE”
Overview:
THIS VIDEO HIGHLIGHTS A POOR SERVICE CULTURE, ONE WHERE EMPLOYEES PUT THEIR NEEDS AHEAD OF WHAT THE CUSTOMER IS VERY CLEARLY STATING THAT THEY WANT. JANE IS A WAITRESS AT A RESTAURANT. SHE AGGRESSIVELY PUSHES A HIGHER PRICED DRINK THAN THE CUSTOMER SEEMS TO WANT. THE MANAGER, WHO OVERHEADS, TELLS JANE THAT THE PRACTICE IS GOOD, BUT SHE NEEDS TO BE SUBTLER IN THE EXECUTION.
Chapter 7: Organizing Work
VIDEO TITLE:
“PANERA: STRATEGY A RECIPE FOR GROWTH”
Running Time: 10:15
Relevant Concepts:
• STRATEGY FOR GROWTH
• Reacting to environmental trends
• Quality as a strategic tool
• Employee involvement
• Defining vision and mission
• Encouraging feedback
• Centralizing supply to assure quality
• Developing business plan
• Social responsibility and philanthropy
Overview:
THIS CASE FOCUSES UPON THE VARIOUS MANAGEMENT TECHNIQUES CEO RON SHAICH HAS USED TO SUCCESSFULLY EXPAND HIS COMPANY, PANERA BREAD. THE PANERA BUSINESS MODEL IS EXAMINED. THE VIDEO LOOKS AT HOW WORK IS DONE WITHIN THE COMPANY TO MAKE IT MORE EFFECTIVE. SHAICH’S RELIANCE UPON HIS BUSINESS PLAN (CONCEPT ESSENCE), THE BENEFITS OF THE CEO’S EMPOWERING MANAGEMENT STYLE, AND THE SIGNIFICANCE OF A STRONG ORGANIZATIONAL CULTURE ARE HIGHLIGHTED
Discussion questions:
1. WHY IS IT IMPORTANT THAT MANAGERS TAKE RISKS? WHAT RISKS DID SHAICH FACE DURING HIS EFFORTS TO EXPAND HIS BUSINESS?
2. Why is it important that all owners have a business plan? How has Shaich incorporated his business plan into his ongoing management operations?
3. What values are exuded through Panera Bread’s organizational culture?
4. How does the culture at Panera reinforce and contribute to their strategic goals?
Suggested answers to discussion questions:
1. WHY IS IT IMPORTANT THAT MANAGERS TAKE RISKS? WHAT RISKS DID SHAICH FACE DURING HIS EFFORTS TO EXPAND HIS BUSINESS?
In order for their company will grow, managers must take risks in order to capitalize on the opportunities before them. Shaich’s decision to abandon his previous business holdings and focus exclusively on a new and unproven business concept entailed tremendous risk. Although the new concept had been thoroughly researched, there was no guarantee that it would work. Also, his earlier decision to purchase the St. Louis Bread Company contained risk. There are many examples of business acquisitions that proved much less successful than anticipated by its managers, often because of a clash in corporate cultures.
2. Why is it important that all owners have a business plan? How has Shaich incorporated his business plan into his ongoing management operations?
A business plan is a planning tool that allows the business owner to critically examine every component of his or her proposed venture before launching it. Once the business is off the ground, the business plan serves as guide for managerial operations as well as a sales tool for raising capital, if that is needed. Shaich stated that his company is still trying to get closer and closer to that vision that he wrote in his original business plan in 1994. This indicates that the business plan continues to shape is daily management operations and decision making within the company.
3. What values are exuded through Panera Bread’s organizational culture?
The very best organizations have cultures that emphasize service to others, especially customers. This seems to describe Panera Bread. The atmosphere seems to be one of friendly, concerned, and caring people who are working together to provide a high quality product. Everyone is encouraged to give input and each employee is valued. Employees are committed to excellence and proud of their work.
4. How does the culture at Panera reinforce and contribute to their strategic goals?
Panera’s stress on service, as in not rushing customers and providing Wi-Fi network capabilities, reinforces the “gathering place” atmosphere that brings many repeat customers.
Chapter 8: Organizing Structure
VIDEO TITLE:
“GREATER CHICAGO FOOD DEPOSITORY:
Feeding the Poor of Chicago”
Running Time: 10:32
Relevant Concepts:
• TYPES OF ORGANIZATIONAL STRUCTURE
• Departmentalization
• Management skills
• Factors affecting organization
Overview:
THE ORGANIZATIONAL STRUCTURE IS OF THE GREATER CHICAGO FOOD DEPOSITORY IS DISCUSSED. THE MASSIVE TASK OF DISTRIBUTING FOOD WITHOUT WASTE IS A CENTRAL FOCUS OF THE VIDEO AS IT APPLIES TO ORGANIZATIONAL STRUCTURE.
Discussion questions:
1. HOW WOULD YOU DESCRIBE THE ORGANIZATIONAL STRUCTURE AT GCFD?
2. Is GCFD a mechanistic system or an organic system?
3. What management skills are needed to manage a nonprofit organization such as GCFD?
Suggested answers to discussion questions:
1. HOW WOULD YOU DESCRIBE THE ORGANIZATIONAL STRUCTURE AT GCFD?
The Greater Chicago Food Depository (GCFD) is organized, at the core as a line-and-staff structure. It distributes more than 40 million pounds of food per year to volunteer “retail” outlets such as food pantries, soup kitchens, and churches. These outlets, in turn, distribute the food to persons who need, but cannot afford, it. Logistical efficiency is paramount since the donations are often highly perishable. To help it successfully fulfill its charitable mission, the GCFD relies upon a network of reliable suppliers and smaller distributors, along with its “retail” outlets.
2. Is GCFD a mechanistic system or an organic system?
A mechanistic system is characterized by rigid definition of functional duties, precise job descriptions and fixed authority and responsibility. An organic system is characterized by less formal job descriptions, greater emphasis on adaptability, more participation, and less fixed authority. Using this classification, GCFD is definitely an organic system.
3. What management skills are needed to manage a nonprofit organization such as GCFD?
All managers need conceptual, human relations, and technical skills. Managers in some types of organizations require more technical skills, such as engineering firms, research laboratories, and accounting firms. Other organization positions require more conceptual skills, such as CEOs and chairpersons. In a nonprofit organization, more emphasis on human relations is needed.
Chapter 9: Organizing People
VIDEO TITLE:
“NEW BELGIUM BREWERY’S ORGANIZATIONAL CULTURE”
Running Time: 10:54
Relevant Concepts:
• OPEN BOOK MANAGEMENT
• Employee ownership
• Positive organizational culture
• Corporate mission
• Employee involvement in decision-making
• Managing growth through internal financing
• Work-life balance
• Core values and beliefs
• Self-managed work teams
• Centralization and decentralization
Overview:
NEW BELGIUM BREWERY’S APPROACH TO EMPLOYEES IS EXPLORED AND EXAMINED IN TERMS OF HOW IT ORGANIZES ITS WORKFORCE.
Discussion questions:
1. DISCUSS HOW LEBESCH AND JORDAN HAVE INTEGRATED TOTAL QUALITY MANAGEMENT (TQM) INTO THE OPERATIONS OF THEIR COMPANY
2. What are the major management challenges facing Lebesch and Jordan? Discuss them.
3. Why is the organizational culture that Lebesch and Jordan created so important in a company like New Belgium Brewery?
4. Explain the phenomenon of groupthink. Do you see any evidence of groupthink at the New Belgium Brewery?
Suggested answers to discussion questions:
1. DISCUSS HOW LEBESCH AND JORDAN HAVE INTEGRATED TOTAL QUALITY MANAGEMENT (TQM) INTO THE OPERATIONS OF THEIR COMPANY.
Leach and Jordan have integrated total quality management (TQM) into the operations of their company in the following ways: (1) They have given employees an opportunity for more input through “open book management.” (2) They listen to employee views about ways they can improve the company (employee financial literacy) and the ways they can make a better product. (3) They give employees a greater voice in decision-making.
2. What are the major management challenges facing Lebesch and Jordan? Discuss them.
The major challenges facing Lebesch and Jordan are as follows: (1) They must continue to involve employees in the decision-making process. Once employees get too comfortable, they may not maintain their interest in growing the company. (2) They need to make continuous improvement a priority. Despite the fact that they have a good product, competitors may be able to chip away at their market niche if they do not continuous improve their product. (3) If the company grows too fast and Lebesch and Jordan begin to create a more formalized bureaucratic structure, they may isolate themselves from the employees further down the organizational chart.
3. Why is the organizational culture that Lebesch and Jordan created so important in a company like New Belgium Brewery?
Organizational culture is so important for a company like New Belgium Brewery for many reasons: (1) It shows the importance of the close relationships between Lebesch and Jordan and company employees, one that is needed if the organization is to thrive in a competitive environment. (2) It represents a Theory Y outlook—employees are positive, enjoy work as much as play, are self-directed, and are creative. Such characteristics are essential for the betterment of the company and its stakeholder.
4. Explain the phenomenon of groupthink. Do you see any evidence of groupthink at the New Belgium Brewery?
Groupthink occurs when a cohesive group is unwilling to consider alternatives. A desire for unanimity overrides the motivation to realistically consider alternatives. There is evidence in this video that the employees of New Belgium Brewery have successfully avoided the problem.
Chapter 10: Motivating People
VIDEO TITLE:
“HOT TOPIC: MOTIVATION IS A HOT TOPIC”
Running Time: 11:01
Relevant Concepts:
• CORPORATE CULTURE
• Motivating employees
• Centralization and decentralization
• Theory X, Theory Y, and Theory Z
• Intrinsic and extrinsic rewards
Overview:
HOT TOPIC, INC. PROVIDES AN EXAMPLE OF A COMPANY WITH AN ORGANIC, ADAPTIVE CULTURE. EMPHASIS ON HIERARCHY IS MINIMIZED, EMPLOYEES ARE EMPOWERED TO TAKE RISKS, OPEN COMMUNICATION IS ENCOURAGED, AND TRAINING IS ONGOING. A KEY MOTIVATIONAL STRATEGY THE COMPANY USES IS ITS CONCERT REIMBURSEMENT PROGRAM. IT ALSO ADHERES TO THE CALIFORNIA 980 RULE.
Discussion questions:
1. GIVE EXAMPLES OF BOTH INTRINSIC AND EXTRINSIC REWARDS OFFERED BY HOT TOPIC, INC.
2. How can Maslow’s Hierarchy of Needs be applied to this case?
3. Typically, there is a high rate of turnover amongst retail employees. In general, how do innovative employee programs, such as does found at Hot Topic, help to reduce this tendency?
Suggested answers to discussion questions:
1. GIVE EXAMPLES OF BOTH INTRINSIC AND EXTRINSIC REWARDS OFFERED BY HOT TOPIC, INC.
An extrinsic reward is something tangible given to employees to recognize their good work. Hot Topic’s compensation plan and Concert Reimbursement Program are examples of extrinsic rewards. An intrinsic reward is derived from the personal satisfaction of the performance of a job well done. Hot Topic employees are passionate about the attention they pay to underserved markets and helping to make them feel good about themselves. Employees also have the opportunity to experience self satisfaction if they choose to grow, learn, and move up the corporate ladder in this organization that prefers to promote from within.
2. How can Maslow’s Hierarchy of Needs be applied to this case?
Hot Topics’ competitive compensation plan satisfies physiological and security needs. A sense of belonging is fostered by the company’s friendly, open-door culture that deemphasizes hierarchy. Esteem needs are met as employees are consistently empowered by leadership and recognized as talented individuals capable of handling increasing levels of responsibility. Self actualization is certainly possible in this organization since employees are encouraged to continually challenge themselves by moving upward and assuming more responsibility.
3. Typically, there is a high rate of turnover amongst retail employees. In general, how do innovative employee programs, such as does found at Hot Topic, help to reduce this tendency?
Innovative employee programs and dynamic corporate cultures often make workers feel that they are part of a team or a family. Because employees have fun at their job, they are more likely to develop a more positive attitude toward their employer and work harder toward making a contribution. All of this contributes to a reduction in employee turnover.
Chapter 11: Management Control
VIDEO TITLE:
“HUMAN RESOURCES AT PATAGONIA”
Running Time: 11:36
Relevant Concepts:
• RECRUITING AND RETAINING GOOD EMPLOYEES
• Demonstrating social responsibility
• Management control
• Appraising performance.
Overview:
THIS VIDEO LOOKS AT HOW THE CULTURE AT PATAGONIA IS INFLUENCED BY THE LAID-BACK MANAGEMENT STYLE FOSTERED BY THE COMPANY. PATAGONIA IS AN EXCELLENT EXAMPLE OF A SOCIALLY RESPONSIBLE CORPORATION. ITS WORKERS ARE VERY PASSIONATE AND LOYAL, AND VERY HIGH LEVELS OF JOB SATISFACTION ARE THE NORM. ONE REASON FOR THIS IS THE UNIQUE BENEFITS OFFERED, WHICH ARE DESIGNED TO REFLECT THEIR WORKERS NEEDS AND DESIRES.
Discussion questions:
1. WHY ARE PEOPLE A CRITICAL COMPONENT OF PATAGONIA’S SUCCESS? HOW DO EMPLOYEES HELP THE FIRM GAIN A COMPETITIVE ADVANTAGE?
2. Patagonia has been consistently ranked as one of the best companies by leading business magazines. Why do you think this is the case?
3. What role does money play as a motivator at Patagonia?
4. Discuss Patagonia’s hiring and selection process. Does it follow the typical hiring process? What makes it different than other similar organizations?
Suggested answers to discussion questions:
1. WHY ARE PEOPLE A CRITICAL COMPONENT OF PATAGONIA’S SUCCESS? HOW DO EMPLOYEES HELP THE FIRM GAIN A COMPETITIVE ADVANTAGE?
Patagonia’s success was built upon its ability to serve an unmet market need by delivering high quality, innovative products that also reflect the core values of its customers. It is the organization’s employees who continually remind customers what Patagonia stands for and why customers should remain loyal to it, thereby creating an advantage over competitors.
2. Patagonia has been consistently ranked as one of the best companies by leading business magazines. Why do you think this is the case?
Patagonia has created a culture that helps employees balance the demands of the job, family responsibilities, and their commitment to environmental causes. For example, the company offers onsite childcare, and workers are allowed the flexibility to adjust their work schedules to pursue their favorite sport. Workers also are given the opportunity to serve as interns for an environmental group for two months while remaining on the company payroll.
3. What role does money play as a motivator at Patagonia?
The goal of most employees at Patagonia is psychological success, according to the video. Employees are not impressed with money and status symbols, but rather non-tangible benefits such as deriving true meaning from work, possessing good health, raising a family, and having flexibility in doing job tasks.
4. Discuss Patagonia’s hiring and selection process. Does it follow the typical hiring process? What makes it different than other similar organizations?
Patagonia hires people based on their dedication and passion for the job and on psychological successes—the true meaning of work, physical health, and flexibility in doing their job. Thus, the company does not follow the typical hiring process. As a result, the firm has experienced only a 4% personnel turnover rate (that is, only 4 of every 100 employees leave the company). Moreover, unlike many companies, which may receive a dozen or so résumés for each position advertised, Patagonia receives 900 résumés for every vacancy. Patagonia’s treatment of its employees—it does not take an adversarial position against its workers—makes it different from other companies. Indeed, it almost seems that the company exists to serve its customers and its employees.
Chapter 12: Operations Control
VIDEO TITLE:
“DOMINOS PIZZA IN MEXICO”
Running Time: 10:24
Relevant Concepts:
• QUALITY MANAGEMENT
• International marketing
• Role of franchising
• Total quality management
• Management training
• Cultural differences
Overview:
THIS VIDEO FOCUSES ON A VERY SUCCESSFUL INTERNATIONAL FRANCHISE, DOMINOS PIZZA. WHEN DOMINOS ENTERS A NEW COUNTRY, SUCH AS MEXICO, IT RELIES ON ITS LOCAL MASTER FRANCHISERS TO ADAPT THE DOMINOS PRODUCT AND BRAND TO SATISFY LOCAL CUSTOMER NEEDS.
Discussion questions:
1. IN WHAT WAYS DOES DOMINOS ASSURE CONSISTENCY OF PRODUCT QUALITY?
2. How does Domino adapt its product to local cultural tastes?
3. What are the advantages of using the franchise system to expand globally?
Suggested answers to discussion questions:
1. IN WHAT WAYS DOES DOMINOS ASSURE CONSISTENCY OF PRODUCT QUALITY?
Dominos heavily emphasizes training, bringing franchisers to its headquarter for training in the model pizza store. It also sells raw materials and delivers through a corporate distribution system. Finally, company consultants visit local stores to work with individual managers on quality issues.
2. How does Domino adapt its product to local cultural tastes?
Dominos learned a valuable lesson when it expanded into Japan. There was no word in the language for “pepperoni.” Local franchisers found that many orders were returned because customers expected a pizza with small peppers. Ingredients are also adapted to local tastes—squid, tuna, cream, etc. In India, pepperoni is replaced with spicy chicken in respect for the Hindu celebration of the cow.
3. What are the advantages of using the franchise system to expand globally?
An independent business person opening a restaurant would have to develop a menu, locate suppliers, train staff, obtain financing, buy advertising, and build brand awareness. Buying and operating a franchise means that these problems have already been handled. Potential customers already are aware of the product and can rely on consistent quality. The franchise system also provides extensive training and support for the local operator. As mentioned in the video, franchisers in Mexico can rely on a full year of advertising when they enter the market.
Chapter 13: Contemporary Issues
VIDEO TITLE:
“WALT DISNEY IMAGINEERING:
The Mouse that Doesn’t Come with a Computer”
Running Time: 10:15
Relevant Concepts:
• ADAPTING TO THE NEEDS AND PERCEPTIONS OF ANOTHER CULTURE
• Role of risk in the global marketplace
• Evaluating whether or not to do business internationally.
• Reasons why a business engages in global trade.
Overview:
THIS VIDEO FOCUSES ON CHALLENGES FACED BY WALT DISNEY IMAGINEERING, THE GROUP OF ARTISTS AND CRAFTSPEOPLE WHO DESIGN AND CREATE DISNEY-THEMED VENUES. EXECUTIVES DISCUSS UNIQUE CHALLENGES FACED IN GLOBALIZING A TRADITIONALLY AMERICAN PRODUCT, WHICH IS IN ALIGNMENT WITH THE GLOBALIZATION DISCUSSION IN THIS CHAPTER. THE UNDERLYING QUESTION ADDRESSED IN THE VIDEO IS, “HOW DOES DISNEY PRESERVE ITS FUNDAMENTAL MESSAGE AND STILL CATER TO THE VARYING TASTES OF FOREIGN CULTURES?” SEVERAL EXAMPLES OF DISNEY MANAGEMENT EFFECTIVELY RESPONDING TO THE DIFFERING EXPECTATIONS OF GLOBAL MARKETS ARE PROVIDED. ALSO, CHINA’S EXPANDING ROLE IN THE GLOBAL ECONOMY AND A POTENTIAL ETHICAL SCENARIO REGARDING GLOBAL MANAGEMENT PRACTICES ARE BRIEFLY DISCUSSED.
The video case provides an excellent illustration of why the adage “Never assume that what works in one country will work in another” is true. It also highlights the challenge involved in maintaining a consistent brand image on a global level, the advantages of using local talent, and the U.S.–China trade deficit.
Discussion questions:
1. WHY DO YOU THINK DISNEY CHOSE LICENSING AS A MEANS OF INTERNATIONAL EXPANSION INSTEAD OF THE OTHER ALTERNATIVES?
2. How does our nation’s unfavorable trade balance with China impact the U.S. economy? Justify your response.
3. How is it that the U.S. economy is the largest in the world, although our nation comprises only 5% of the population?
Suggested answers to discussion questions:
1. WHY DO YOU THINK DISNEY CHOSE LICENSING AS A MEANS OF INTERNATIONAL EXPANSION INSTEAD OF THE OTHER ALTERNATIVES?
The Oriental Land Company and the Hong Kong government have a licensing agreement with the Walt Disney Company. Through this agreement, its Chinese partners agreed to assume responsibility for producing, financing, and marketing its theme parks, while Disney collects royalties and maintains complete ownership of its brand and its trademarked entities. Foreign direct investment would have been much more expensive and would not have provided the benefit of a partner with expertise in its foreign market. Licensing typically provides greater flexibility in the structure of the relationship between partners than franchising. Exporting and contract manufacturing are not practical options. In a joint venture, it may have been more difficult for Disney to protect its brands and trademarks.
2. How does our nation’s unfavorable trade balance with China impact the U.S. economy? Justify your response.
This trade deficit exists because China exports much more to the U.S. than it imports from it. At first glance, many assume that a negative trade deficit is harmful to the nation’s economy. However, most economists disagree. They argue that the inexpensive cost of China’s manufactured goods make them more abundantly available to Americans and at a lower cost. In addition, any and all free trade stimulates increased buying and selling in our nation, hence contributing to the growth of our domestic economy.
3. How is it that the U.S. economy is the largest in the world, although our nation comprises only 5% of the population?
There are many factors that contribute to the answer to this question. One factor is that the United States has consistently embraced capitalism, which creates wealth much more rapidly that other world economic systems. Consistent, historical demand for U.S. goods and services has also helped our economy steadily expand.
VIDEO TITLE:
“HOW TECHNOLOGY IS CHANGING CUSTOMER SERVICE FOREVER”
Relevant Concepts:
• FEAR OF TECHNOLOGY
• Importance of training and development
• Preparing for change
Overview:
JOE THOMAS, A STAFF MEMBER IN A MEDICAL OFFICE, AND HIS MANAGER, NICK LORE, ARE TRAINING ON THE NEW COMPUTER SYSTEM. NICK IS FRUSTRATED WITH THE WHOLE SYSTEM, BUT JOE LIKES IT AND TRIES TO HELP NICK. ON A MORE BASIC LEVEL, TECHNOLOGY IMPACTS HOW STAFF DO THEIR DAILY WORK. A MANAGER’S RESISTANCE CAN BE USED AS A COUNTERPOINT TO HIGHLIGHT PROBLEMS OF NOT ADAPTING TO CHANGING TECHNOLOGY.
Discussion questions:
1. WHAT SHOULD NICK DO NOW? WHAT SHOULD JOE DO NOW?
2. Go back several months. Outline a plan for introducing change—the new computer system. Anticipate reaction to change and develop a plan to deal with it.
3. Could this situation have been prevented? Why or why not?
Suggested answers to discussion questions:
1. WHAT SHOULD NICK DO NOW? WHAT SHOULD JOE DO NOW?
Nick is frustrated and unhappy. Probably he needs to back off for a day or so and regain his equilibrium. But sooner or later he must confront his fear of technology. Does he use a computer in other areas? Playing a computer game, even something as basic as Solitaire, can help the technophobic feel more comfortable with the computer. He could discuss his frustration with his supervisor and work out a plan for further training. Or he could ask Joe to help with training. Joe obviously understands and likes the new computer system. Asking him to use his skills to help train someone else could have a motivational benefit.
Joe is in a tougher situation. Nick is his supervisor and Nick has been embarrassed by his lack of technical ability. If Nick asks for his help, he should help. But insisting that he knows more than his boss is a bad career move. If Nick does not ask for help, all Joe can do is try to help in more subtle ways.
2. Go back several months. Outline a plan for introducing change—the new computer system. Anticipate reaction to change and develop a plan to deal with it.
The company obviously planned carefully on the technical side—selecting and purchasing new equipment and programs that perform well and add efficiency. The planning, however, did not anticipate employee resistance to change, especially technological change. Early on, the senior management should introduce change gradually, listening to employee concerns and outlining the benefits of the proposed change (less paperwork, fewer patient complaints, etc.) Training should probably be broken up into multiple short sessions instead of one overwhelming marathon. Let employees learn one bit of the system, practice, become comfortable, then introduce another part, building on previous training. Also, be open to feedback—listen to what employees are saying about the impending change. Some employees are never going to be comfortable with the system. That will involve another round of planning.
3. Could this situation have been prevented? Why or why not?
Students may have other suggestions, especially students who are also in the work force. How have they handled a major workplace change?
Chapter 14: Management in the 21st Century
VIDEO TITLE:
“RAVEN BIOTECHNOLOGIES: IF IT ISN’T ETHICAL, IT ISN’T RIGHT”
Running Time: 11:00
Relevant Concepts:
• ETHICAL DILEMMAS
• Codes of ethics
• Life saving drugs – risk of side effects
• Responsibility of companies to society
• Role of profit in drug development
• Acceptable versus unacceptable risks when testing drugs
Overview:
DISCUSSIONS OF CHANGING APPROACHES TO DRUG RESEARCH AND THE ETHICS INVOLVED IN THOSE CHANGES ARE HIGHLIGHTED IN THIS VIDEO. WORKS ON MULTIPLE LEVELS WITH THE CONTENT FOR THIS CHAPTER. THE PHARMACEUTICAL INDUSTRY IS EXPERIENCING A RESURGENCE, FUELED BY ADVANCES IN BIOTECHNOLOGY. DRUGS CAN NOW BE TAILORED TO TARGET SPECIFIC DISEASES WITH SIGNIFICANTLY REDUCED SIDE EFFECTS. THIS BOOM BEGAN WITH THE GENETIC ENGINEERING PIONEERED AT GENENTECH IN THE LATE 1970S.
Yet, despite these advances, the success rate for new drugs is less than 10%. Drugs that show promise in initial tests may prove to be unsafe, ineffective, or uneconomical. Drug company research divisions walk a fine line—building upon discoveries and developments in the field while not violating the rights of patent holders. The stakes are extremely high. A successful drug can earn hundreds of millions of dollars. With this much at stake, companies must be constantly aware of the potential for unethical behavior in pursuit of profit.
Discussion questions:
1. ONCE A DRUG PASSES PRELIMINARY AND TOXICOLOGY TESTING, IT MUST EVENTUALLY BE TESTED ON NON-TERMINAL HUMAN SUBJECTS. A STANDARD INDUSTRY PRACTICE IS TO PAY PHYSICIANS TO CONDUCT TRIALS AND TO PAY TEST SUBJECTS FOR THEIR PARTICIPATION. DO YOU BELIEVE RESEARCH TRIALS PAID FOR BY THE DRUG COMPANY CAN BE OBJECTIVE? WHY OR WHY NOT?
2. A drug company discovers that a drug it is testing is ineffective on the targeted disease. However, in testing the researchers find that will treat a common disease in a developing country. The profit potential is very low. What should the company do? Why?
3. Could large pharmaceutical companies, such as Abbot Labs, Pfizer, or Merck, adopt Raven’s ethical framework? Why or why not?
Suggested answers to discussion questions:
1. ONCE A DRUG PASSES PRELIMINARY AND TOXICOLOGY TESTING, IT MUST EVENTUALLY BE TESTED ON NON-TERMINAL HUMAN SUBJECTS. A STANDARD INDUSTRY PRACTICE IS TO PAY PHYSICIANS TO CONDUCT TRIALS AND TO PAY TEST SUBJECTS FOR THEIR PARTICIPATION. DO YOU BELIEVE RESEARCH TRIALS PAID FOR BY THE DRUG COMPANY CAN BE OBJECTIVE? WHY OR WHY NOT?
This is an ongoing area of debate. If physicians are paid by the company to test a product, there can be a bias for positive results. In an ideal world, drug testing would be conducted by an impartial entity. In the real world, however, new drugs would never come to market without paid testing. The Food and Drug Administration relies on research presented by the drug developer. While there may be a potential conflict of interest, only the pharmaceutical company itself has the deep pockets and the incentive to conduct such testing.
2. A drug company discovers that a drug it is testing is ineffective on the targeted disease. However, in testing the researchers find that will treat a common disease in a developing country. The profit potential is very low. What should the company do? Why?
This scenario is based on the classic case of Merck Pharmaceutical and ivermectin, its break-through treatment for river blindness. Merck’s research in veterinary drugs led to a treatment for the primary cause of blindness in sub-Saharan Africa. But even at heavily discounted prices, no government could afford the treatment. Merck eventually decided to provide the drug at no cost to those affected. The company reaped an enormous public relations bonanza that helped establish its reputation for social responsibility.
In 2003, however, the same company was forced with withdraw its blockbuster pain reliever Vioxx when patients began developing life-threatening cardiac problems. (Bonus Case 14-2: “Merck and Ethics” on pages 14.43-14.44 of the Instructor’s Resource Manual also deals with Merck and ethics.) Interesting discussion topic.
3. Could large pharmaceutical companies, such as Abbot Labs, Pfizer, or Merck, adopt Raven’s ethical framework? Why or why not?
Raven’s ethical foundation is just that, its foundation. Jennie Mather created Raven Laboratories with a specific mission, to develop biotechnological drugs without compromising ethics, “to serve a greater good by breaking the old rules.” Every decision the company made was built upon that framework. Large pharmaceutical corporations can operate ethically, and do. Is it easier for a small company to operate ethically? Maybe. Small companies have fewer stockholders and face less intense scrutiny, but small doesn’t equal ethical, and large doesn’t equal greedy.
general management videos
These videos take a very general approach to management, and the teaching notes will reflect this. They should be included on the DVD for more general use and/or as an alternate for instructors.
VIDEO TITLE:
“THE TRUTH ABOUT CUSTOMER SERVICE”
Relevant Concepts:
• EXTERNAL CUSTOMERS/INTERNAL CUSTOMERS
• Importance of positive customer service
• Organization structure and cooperation
• Communication
Overview:
IN THIS VIDEO, A SUPERVISOR NOTICES THAT JOE, AN ADMINISTRATIVE STAFF MEMBER, IS VERY PLEASANT TO A PATIENT WHO COMES IN, BUT HE ALSO NOTES THAT JOE HAS DRAGGED HIS FEET SEVERAL DAYS ON GETTING ADDRESSES AND PHONE NUMBERS TO THE MARKETING MANAGER FOR A MAILING. THE VIDEO FOCUSES ON BOTH THE COMPANY’S INTERNAL AND EXTERNAL CUSTOMERS.
Discussion questions:
1. LIST ALL THE STAKEHOLDERS WHO HAVE A STAKE IN THIS ORGANIZATION AND DISCUSS WHY IT IS IMPORTANT TO SATISFY EACH.
2. Why does Joe treat Mrs. Vogel differently than he treats Pam Hall?
3. Evaluate Nick’s conversation with Joe. What would you do differently?
Suggested answers to discussion questions:
1. LIST ALL THE STAKEHOLDERS WHO HAVE A STAKE IN THIS ORGANIZATION AND DISCUSS WHY IT IS IMPORTANT TO SATISFY EACH.
The medical practice obviously has a very key stakeholder, the customer Mrs. Vogel. The patients are critical to the operation—its purpose for existence, and the source of its revenue. The owners also have a stake in the practice. They expect to earn a return on their investment. Other stakeholders: the medical practice employees, suppliers, creditors, government regulators, and medical professionals.
2. Why does Joe treat Mrs. Vogel differently than he treats Pam Hall?
Joe rightly believes that he needs to keep customers satisfied. He has a friendly manner and makes Mrs. Vogel feel valued. He probably doesn’t consider an employee in another department to be an important stakeholder, an incorrect assumption. The cooperation among departments is necessary so the system functions properly. By withholding the important information, Joe has made it more difficult for the marketing manager to collect information that could benefit the practice and its patients.
3. Evaluate Nick’s conversation with Joe. What would you do differently?
Students will have opinions about this conversation between a supervisor and his employee. Did he convey the message properly? Was the choice of location appropriate? Should Nick have been more firm with Joe? Was there ample opportunity for feedback?
VIDEO TITLE:
“SERVING THE CUSTOMERS WE DON’T WANT TO”
Relevant Concepts:
• DEALING WITH DIFFICULT CUSTOMERS
• Importance of consistent product quality
• Quality control
Overview:
A CUSTOMER, DARLA, IS UNSATISFIED WITH HER MEAL ORDER, A REUBEN SANDWICH. SHE COMPLAINS TO HER SERVER, JANE, WHO TRIES TO OFFER DARLA A REPLACEMENT SANDWICH. DARLA IS NOT SATISFIED AND GETS INCREASINGLY IRRITATED. THE MANAGER FINALLY JOINS THE DISCUSSION AND OFFERS TO PAY FOR THE MEAL, EVEN THOUGH DARLA HAD EATEN MOST OF HER SANDWICH.
Discussion questions:
1. HOW WOULD YOU HAVE HANDLED DARLA?
2. What are the potential problems with offering a free meal to a dissatisfied customer? What are the potential benefits?
3. What types of control should be implemented to reduce unhappy customers?
Suggested answers to discussion questions:
1. HOW WOULD YOU HAVE HANDLED DARLA?
Students will have individual reactions to this video situation. You might ask how many students have worked as a server in a restaurant, a common entry-level job. How did they handle unsatisfied customers?
2. What are the potential problems with offering a free meal to a dissatisfied customer? What are the potential benefits?
By offering a free meal, Brian may encourage Darla to repeat the complaint on a future trip. Also, she could recount her experience to others, letting them know that a complaint to the manager could equal free food. However, the risks of NOT offering the refund are much greater. If Darla recounts her poor experience to friends and family, the restaurant’s reputation will suffer. The cost of winning back dissatisfied customers is much greater than the cost of a free sandwich.
3. What types of control should be implemented to reduce unhappy customers?
There are several levels of control that can reduce the likelihood of a bad meal. Are the raw materials properly inspected when delivered? Are cooks trained in the proper handling of ingredients and are there detailed instructions for preparing the specific meals? Is this the first complaint of the day, or have other customers complained? Despite her negative attitude, Darla may actually have had a bad Reuben. Does the restaurant have a complaint system, such as comment cards or cashier questioning? In the retail world, customer service and quality product generate sales. This incident could be the first indication of a deeper problem.
VIDEO TITLE:
“SEEING CUSTOMERS FOR WHO THEY ARE AND NOT WHAT THEY LOOK LIKE”
Relevant Concepts:
• CUSTOMER SERVICE
• Communication
• Planning
• Staffing
Overview:
JOE, THE ADMINISTRATIVE STAFF PERSON AT A MEDICAL PRACTICE, EXPLAINS TO A FEMALE PATIENT THAT HER REGULAR DOCTOR HAS BEEN CALLED OUT OF THE OFFICE ON AN EMERGENCY, BUT THAT DR. SMITH WILL BE SEEING HER INSTEAD. THE PATIENT, ALICE CARTER, BECOMES VERY UPSET THAT DR. SMITH, A MALE PHYSICIAN, WILL BE TREATING HER INSTEAD OF THE FEMALE DOCTOR SHE EXPECTED.
Discussion questions:
1. WHAT IF THE PATIENT HAD BEEN A MALE AND DR. SMITH HAD BEEN FEMALE? DO YOU THINK THE SITUATION WOULD HAVE DEVELOPED DIFFERENTLY? WHY?
2. Why do you think Joe failed to anticipate Mrs. Carter’s reaction?
3. Assuming you are Joe’s supervisor, what actions should you take, if any, when you learn of the incident?
Suggested answers to discussion questions:
1. WHAT IF THE PATIENT HAD BEEN A MALE AND DR. SMITH HAD BEEN FEMALE? DO YOU THINK THE SITUATION WOULD HAVE DEVELOPED DIFFERENTLY? WHY?
If a male patient had refused to see a female physician, Joe might have reacted differently. As a male, he would understand being uncomfortable seeing a physician of a different gender. That is human nature—we understand people who are like us. But Joe is in a position that deals with people of both genders, not to mention numerous minority groups, and he needs to be more sensitive to patients’ concerns. A person seeking medical care is usually sick or injured, not a pleasant state even when dealing with concerned attentive medical professionals. Joe is the linchpin of this office and needs to take more responsibility for the quality of these interactions.
2. Why do you think Joe failed to anticipate Mrs. Carter’s reaction?
Again, it may be a difference in gender perception, discussed above. However, the person who trained Joe for his current position also bears some responsibility. Joe’s training should have included sensitivity training of some sort. He may be new to the job or lacking in experience. Or he may simply be clueless, a situation that happens all too frequently.
3. Assuming you are Joe’s supervisor, what actions should you take, if any, when you learn of the incident?
Medical professionals routinely examine and critique the actions of others in formal and informal ways. It helps improve the way they practice medicine. The same principle needs to be applied here. Joe’s supervisor should schedule a time with Joe to debrief him about this incident. The tone should be one of concern for everyone involved—the patient, the physician, and Joe himself. What does Joe feel? Does he show an understanding of his role in Mrs. Carter’s meltdown? What suggestions does Joe have for improvement?
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