Each answer 300 to400 words Question: A1 Analyze and evaluate your syndicate’s development andfunctioning as a group or team according to relevant theories and models youencountered in class or in...

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Each answer 300 to400 words

Question: A1

Analyze and evaluate your syndicate’s development andfunctioning as a group or

team according to relevant theories and models youencountered in class or in your

reading. Discuss your own roles in the syndicate andconsider leadership issues.

What would you do differently, given your experience andthis analysis, to enhance

the performance of the group and the satisfaction of itsmembers?

Section B

Case study B1:

Building a common culture: The case of BHPBilliton

The merger in 2000 of BHP in Australia and Billiton of SouthAfrica, although

headquartered in London, as not undertaken because theorganisations were similar. It took

place in order to build scale and financial size, linkingBHP's profitable long life and

established assets with Billiton's more growth orientedprojects. Although they were both

mining companies, the cultures of the two companies werevery dissimilar. BHP reflected

the Australian cultural traits of openness, mateship andquestioning authority. Billiton,

although previously owned by Shell, reflected its SouthAfrican heritage. It had a reputation

for being strictly hierarchical, with a culture thatdemanded respect for authority. There was

little openness, a lack of exposure to outside criticism,and almost no experience of

confrontational unions. Senior management at Billitonconsisted of a small coterie of hard -

driving men who worked autonomously. BHP's senior managementwas more consultative,

calculative and methodical in style and used to workingunder a strong board of directors.

This indicates a further reason for the merger and that wasto access the talents of Billiton's

management team. It was felt that the style and aggressionof Billiton's managers would

shake up BHP's more staid management style and lead thecombined company on a path to

past growth.

Merging the cultures was never going to be easy. It wascomplicated by the nature of the

CEO's role. Initially, Paul Anderson, the American boss ofBHP, was chief executive, but he

was replaced in 2002 by Brian Gilbertson, the chiefexecutive of Billiton. Seen as a talented

opportunist, Gilbertson has risen to success mainly throughtakeovers. The rest of the senior

management team were mainly Gilbertson's colleagues fromBilliton days.

To assist in merging the cultures at the operating levels ofthe company BHP Billiton

adopted a process known as 'feathering'. This involvedalternating the placement of former

BHP and Billiton staff throughout its organisationalstructure in an attempt to break down

old company allegiances. Early emphasis was given to quicklycombining key HRM

processes, such as remuneration and performance management.Integration teams consisting

of managers from each company were formed very soon afterthe merger. They were

encouraged to abandon preconceived ways and to consider onlywhat was good for BHP

Billiton. Integration was assisted to a certain extent bystructural changes accompanying the

merger. Both companies had designed their structures aroundtheir mining operations. But

after the merger the focus was changed to the customer, andbusiness were built around

customer groupings.

However, the culture clashes in the executive suite faroutweighed those at the operating

level. Brian Gilbertson was an aggressive and ambitiousexecutive who wanted to double

BHP Billiton's size in a short time. This could not beachieved by organic growth; it had to

come through acquisition. Gilbertson was always on a planetrying to do deals, but he failed

to keep the BHP board informed of his actions and confidedmore in his close Billiton

colleagues...

Questions B1:

Define corporateculture and give examples. What does the case tell you

about how cultures originate and are sustained? Drawing uponthe case, discuss why is there

likely to be a high turnover of managers during andimmediately after the integration? Why

are culture clashes apparent in this case likely to beresolved by one group leaving the

organisation?

Source: Adapted from Robbins, S.P. & Barnwell, N.XXXXXXXXXXOrganisation theory: Concepts and cases (5th ed.). French’s Forest,

Case study B2:

Volkswagen’s Ferdinand Piëch

While many of today’s organizations are shifting towardsmore democratic, participative

types of management, one is not: Volkswagen. In fact,Volkswagen’s chief executive,

Ferdinand Piëch, rules his realm with an iron hand. After along executive career at such

prestigious car makers as Audi and Porsche (Piëch’s maternalgrandfather was Ferdinand

Porsche). Piëch took over as Volkswagen’s CEO in 1993. Heimmediately centralized

power in the organization, firing managers who questionedhis ideas or who didn’t follow

his lead. He dived into engineering projects himself,promising new projects, tinkering

with designs. He presided over meetings with the demeanor ofan autocrat, with the

occasional result that ‘critical questions are not asked,because people know things can

rapidly get uncomfortable’, notes one former executive.

Piëch had- and still has- a reason for ruling supreme overhis company. He is not satisfied

that VW is Europe’s leading mass-market car manufacturer; hewants to turn it into the

most powerful most respected carmaker in the world. He won’tsettle for less. ‘We’re

trying to redefine the status game’, explains Jens Neumann, amember of Volkswagen’s

management board and supporter of Piëch. After creatingsuccess at both Porsche and

Audi, such as the Quattro all-wheel drive, Piëch is intenton doing even more at VW. “He

is the most brilliant and forward-looking CEO in the businesstoday’, claims an analyst

for a major VW investor. Indeed, in the first five years atthe wheel, Piëch turned around

several languishing car models, increased the company’s leadin Europe and created a

comeback in the US market. Perhaps his most famous projectis his reintroduction of the

beloved VW Beetle. Despite warnings by market experts, Piëchpushed the bug ahead-

redesigned so it’s a little larger than its predecessor andwith all the necessary technological bells and whistles- to a warm welcome fromcustomers.

Perhaps one reason Piëch is so successful in his method ofmanagement is his extensive

knowledge of and passion for the car themselves. From hisdays as an automotive

engineering student at Zurich’s Swiss Federal Institute ofTechnology, through his stint at

Porsche, where he helped create world –class racing cars, tohis development of Audi’s

Quattro and now the launch of the VW Beetle, Piëch has beenfound under the hood,

tinkering. He knows his product and his customers, and howto fit them together, better

than anyone else in the industry.

Critics charge that Piëch has too tight a hold over hiscompany. “At VW, nothing happens

without Piëch’, notes a former colleague. One-person rulecan result in massive mistakes.

For instance, several years ago, Piëch pushed for thepurchased of Rolls-Royce Motors

from its parent, Vickers plc. But in a botched deal, he lostthe rights to the Rolls-Royce

brand name, which actually belongs to Rolls-Royce plc, theaerospace manufacturer.

Critics also point out that Piëch’s fanatical grip on VW hasmore to do with his personal

insecurity than a philosophy of management. ‘He wants toprove that he has been

underestimated for years’, muses one former VW executive.But with Piëch in the lead,

VW now is reporting over US$2 billion a year in earnings,over 100 per cent more than

before he took the driver’s seat.

Source: Woodruff & Naughton, 1998 cited in Management3rd ed. by D. Samson & R. L. Daft (2009), Cengage Learning Australia Pty

Questions B2:

What personality traits do you think Ferdinand Piëchexhibits? Explain. Do they

contribute to a good person–job fit? Why? Imagine that youare a manager at

Volkswagen, and you are experiencing some cognitivedissonance about being asked to

work long hours on one of Piëch’s pet projects – a new carmodel whose success you

have doubts about. How might you resolve your dissonance?

Question: B3

Describe decision making from the rationality and boundedrationality views. Can

decision making be considered a fundamental part ofmanagement effectiveness? Explain

why. What role does intuition play in decision making? Whatdo you think is your

dominant decision making style? Discuss.

Question: B4

Are intrinsic factors less motivating in poor countries thanthey are in rich countries?

Why? Could a manager’s empowerment efforts contribute tode-motivation as well?

Explain how. Would you rather work for a supervisor high inneed for achievement, need

for affiliation, or need for power? Why? What are theadvantages and disadvantages of

each?

Answered Same DayDec 20, 2021

Solution

Robert answered on Dec 20 2021
3 Votes
Question A1:
The syndicate was developed by coming together of other members of the group and this group
was developed with the aims of solving the problems relating to cases on the basis of the models
and theories of management learned during classroom learning. It was decided upon by the
group that wide ranges of management theories and principles will used and applied while
solving the problems in the case studied or other problems. All the responsibilities were
distributed and time schedule was drawn for all the members so that tasks can be completed in
the time. It was decided by the group that leadership will be collective and everyone world be
leader and responsible for the goals. I was given the responsibility of collecting information and
data from public domain information. I collected all the possible information and data that can be
useful for the whole study and preparation of report. To prepare the report everyone was
expected to complete their respective tasks. Once the tasks are completed and submitted to the
group by individual members. Then this work will be put together task will be complete and
aims of the group will achieved.
It was really different experience and the most important was the discussions and deliberations
etween the group members about each and every aspect of the task. This was very much fruitful
for the whole task and all the possible areas and angles were discussed and a wide range
covering report was prepared. It was decided that the views of everyone would be discussed and
accepted on the basis of rationales and quality of the arguments.
Question B1:
Corporate culture is way people behave, react and engage themselves with each other and other
peoples outside the organization in day to day activities and other work related responsibilities.
The attitudes of the employees from different organizations are found to be very different
ecause of the different corporate culture of organizations. For example employees in some
organization call their co workers and subordinates with the name and seniors are called normal
sir in the organization but in some organizations i
espective of the designations, everyone calls
each other by their first or last name. These differences are because of different corporate
cultures of different organizations. In the same way in the given case study about the BHP
Billiton, it clear that the corporate culture of BHP and Billiton are very different. BHP followed a
corporate culture where people are not very aggressive. In BHP senior management was more
consultative, calculative and methodical in style and used to working under a strong board of
directors. But this was different with Billiton. It corporate culture is such that people working
there are found to very aggressive. The corporate culture of Billiton is strictly hierarchical, with a
culture that...
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