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Homework answers / question archive / Class/Course name: ORGB (January 2022 – March 2022) Instructor Name: Mack Bhatia Instructions: This is a case-based exam, the exam presents 3 small cases Each case presents 3-4 questions; you should try your best to analyze, interpret and apply the concepts we learnt in this session Points awarded for each answer are mentioned next to the question Please explain your answers, one or two-line answers will not be accepted Please write your answers in this word document and after each question Recommend that you spent anywhere between 45 – 50 minutes per case   Submission Method: Please submit on Canvas

Class/Course name: ORGB (January 2022 – March 2022) Instructor Name: Mack Bhatia Instructions: This is a case-based exam, the exam presents 3 small cases Each case presents 3-4 questions; you should try your best to analyze, interpret and apply the concepts we learnt in this session Points awarded for each answer are mentioned next to the question Please explain your answers, one or two-line answers will not be accepted Please write your answers in this word document and after each question Recommend that you spent anywhere between 45 – 50 minutes per case   Submission Method: Please submit on Canvas

Management

Class/Course name: ORGB (January 2022 – March 2022)

Instructor Name: Mack Bhatia

Instructions:

  • This is a case-based exam, the exam presents 3 small cases
  • Each case presents 3-4 questions; you should try your best to analyze, interpret and apply the concepts we learnt in this session
  • Points awarded for each answer are mentioned next to the question
  • Please explain your answers, one or two-line answers will not be accepted
  • Please write your answers in this word document and after each question
  • Recommend that you spent anywhere between 45 – 50 minutes per case

 

Submission Method:

Please submit on Canvas.

 

Case Study 1

 

HALSALL ASSOCIATES - MOTIVATION

 

Meghan Watson left the University of Western Ontario with a degree in psychology and criminology, not sure what her next step would be. Over the next two years, she taught snowboarding for a season in BC and did a variety of jobs, trying to figure out what to do. Returning to school to take a graduate certificate program in Human Resource Management at Sheridan College, Meghan then had to fulfill a four-month co-op requirement. This is where she finally found a job that felt right for her with Halsall Associates.

What drew her to apply to Halsall?

I researched the company and saw their core values posted on the website. I also saw the interesting projects they had worked on, like the addition to the Royal Ontario Museum. Fit with an employer is important for me. I want a work/life balance, I want to be constantly learning, and I want to be able to ask questions.

Meghan is an outgoing person with a strong internal locus of control. She was not disappointed with her experience at Halsall, a consulting firm providing building engineering services.

As soon as I started I was incorporated into the career development team, given real work, and put in charge of real searches as if I was a junior on the job. They were open to my suggestions, welcoming my requests to get my hands on anything I wanted to do. The orientation day was great. I had the first day jitters. There is a buddy system set up. I was introduced to everyone, shown the office and where coffee, tea and juice are provided, and given tips like ’bring your own fork for lunch because they run out quickly’. Appointments with IT and accounting were set up for me. I was taken out for lunch by my buddy and my new manager. I was told stories about the company and filled out many forms but this was interspersed with the various meetings and activities. It was arranged that I come in late and leave early which was great because I was exhausted.

Meghan worked in Halsall’s Toronto headquarters. It also has offices in other Ontario locations (Sudbury, Burlington, Ottawa), in Vancouver and Calgary, and in Dubai. In her role Meghan sourced applicants, screened resumes, conducted phone screens for first interviews, sat in on high and low-level interviews, was in charge of three entire searches (although accompanied by a colleague when interviewing and making the hiring recommendation), checked references, worked on a violence policy for Ontario’s new Bill 168, compiled job descriptions and postings, and worked with colleges on job fair scheduling. Meghan also carried out various administrative duties, tracking applications and scheduling interviews. “It was nice to file stuff for a while when I had been incredibly busy.” Meghan was also given a lot of responsibility:

One day I was going crazy, working on new graduate recruiting. The potential recruits had to meet with Human Resources, the manager of their area and a senior manager so I was setting up interviews for people in three different places using videoconferencing and juggling with their crazy schedules. It was a nightmare. But I got it done and went to lunch. When I came back, there was a cupcake and a thank you note saying “you’re an amazing part of our team and we appreciate your efforts.” It encouraged me to continue to work hard. I knew I was noticed and appreciated.

Halsall is a relatively flat organization, with most work being done in teams and project groups. The engineers are typically involved in several projects at a time. The president and regional managers take on the role of principal on projects, staying integrally involved with the company’s activities. The office is open with “pod” groupings of six or seven people, low walls separating them. All pods are on the outside facing the windows. Meeting rooms and the president’s office are in the centre, all with glass walls so activities within are visible. Occasionally all are invited to breakfasts with the president, which are casual information sessions on where the company is headed, and an opportunity to ask questions.

Meghan’s constant learning philosophy is a good match with Halsall practices. There are lunch-and-learn sessions regularly. These may focus on describing current projects, new technologies or new materials. Meghan says, “I knew nothing about engineering before but now I can speak their language.” Employees know what work the company is involved in. “We get e-mails regularly sharing information about various successes at the company.” Meghan’s work/life balance priority is also a Halsall principle in action. There are flexible hours around a core set when employees must be there. It is a cyclical business so there can be long hours but then you can leave early other times. Every Wednesday there is a Pilates program organized for staff (although employees pay for it if they join in). Fridays there are free refreshments and chips in the lunchroom.

The company culture shows up in other ways as well:

During Earth Week many of us went out at lunch and cleaned a local park and then had pizza together. To raise funds for the World Wildlife Fund we did the CN Tower climb. There were nine teams and we raised over $100,000. There is a very competitive spirit at Halsall—we competed for the team that raised the most money, and had the best time.

The company’s engineers are almost evenly balanced between males and females and are ethnically diverse. Halsall recruitment includes participating in a program to give foreign trained engineers Canadian experience. Career coaching is important at the company. And there are different paths for career development, so people can choose to become knowledge/ technical specialists or to specialize in business development. Retention is also important. During the recent recession Halsall has been unusual in choosing not to let employees go. Even in good times, engineering firms tend to hire and fire on a project basis whereas Halsall believes in sustainability for the future.

Now back at school to complete her certificate, Meghan has had a chance to compare her co-op experience with that of her classmates. Her compensation was average and she had a long commute to deal with. But the range of experience, the level of responsibility and the autonomy she was given were better than most. Would she return to Halsall for full-time work if asked after graduation? Absolutely. Meghan’s experience at Halsall illustrates why it has been ranked as one of Canada’s Best Workplaces for four consecutive years.

 

QUESTIONS ON CASE 1

 

  1. Describe which of Maslow’s needs seem to be important to Meghan and what the company offers to meet those needs. (10 points)

 

  1. Which of McClelland’s three learned needs seem to apply to Meghan and what does that suggest about how she will be motivated in a workplace?(10 points)

 

  1. Apply equity theory concepts to explain why Meghan would be motivated when comparing herself to her classmates.(10 points)

 

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Case Study 2 - managing change

TRILLIUM HEALTH CENTRE

A forced merger between two different organizations is not a typical predictor of major quality awards and top employer awards. Yet that is exactly the case for Trillium Health Centre. Trillium came about in 1998 as a result of the Government of Ontario merging Queensway General Hospital and Mississauga Hospital. One of the largest community hospitals in Canada (and it retains the two locations), Trillium now serves over one million people in the Mississauga and West Toronto region and has achieved amazing successes:

  • From 2001-2004 Trillium ranked as one of Canada’s Top 100 Employers.
  • In 2004, Trillium was the first multi-site hospital in the world to receive ISO 14001 registration.
  • In 2009, Trillium was inducted into the National Quality Institute’s Canadian Hall of Excellence.
  • Trillium has earned awards in areas as diverse as innovations in patient safety, environmental leadership, and innovations in patient information technology

What lies behind Trillium’s achievement as one of the most rapid and successful hospital mergers in Ontario? Why didn’t animosity and resentment create an obstacle? Many credit CEO Ken White’s vision of the power of distributed leadership. “[Our] principles are based on the belief that people don’t just come for their day jobs, they come with leadership skills from other work they do outside the organization and a passion to make a difference.” Knowing that hospitals are typically hierarchical structures with clear authority relationships, the success of White’s “1001 Leaders” concept shows how much cultural change was part of the merger’s success.

Making Distributed Leadership a Reality

Trillium supported leadership initiatives through a comprehensive planning process. Staff development was undertaken to develop leadership skills through courses and opportunities for learning on-the-job. Trillium identified organizational and patient-centred projects, dedicated funds to the projects and offered formal secondments to front-line staff to put those projects into action. External experts mentored staff in improvement methods, and project management consultants introduced a systematic approach to planning, implementing and evaluating projects.

The non-nursing task force is an example. Nurse Karen Kallie and porter Lakis Faragitakis co-led the project team focused on how to address nurses’ frustrations with tasks that took them away from bedside care. The most frequent complaints were around searching for missing medications and equipment, searching for supplies, performing housekeeping activities, and preparing patients for transport. The task force’s aim was to design a service model that would enable nurses to work more effectively and enlarge the support staffs’ contributions to patient care. Using the model as a basis, environmental scans and performance metrics were completed and improvement ideas collected. Ideas that were achievable within the budget were fully implemented only after pilot testing first. One of these was for volunteer service teams to be assigned to dedicated units where they took on greeting and directing family members and distributed water to patients. Another led to pharmacy services installing a uniform bin system on all in-patient units to expedite medication drop-off and pick-up. Work was redistributed among nursing, portering and hospitality associates. The schedule for hospitality associates was altered to match peak in-patient admission times. The success of the service model underlying these changes led to its spread to other parts of the hospital and to further quality improvement initiatives. The project’s success also led to changes for the co-leaders. Kallie went on to coordinate a second care project and Faragitakis moved into a formal management leadership role.

The non-nursing task force was one of many projects led by front-line staff and undertaken to challenge traditional working practices and aim to achieve best practices. Another example is the fractured-hip best practice project. In less than a year, the project led to significant improvements in timely access to surgery, in pain management and in patient satisfaction. To achieve this, changes were implemented not just within specific units but across the system, requiring collaboration and trust. This was possible for a number of reasons. As with all other projects, the changes were evidence based, informed by process mapping, literature reviews, benchmarking and consultation with experts in the field. There was clear commitment from leadership that included resource dedication and the delegation of project leadership to frontline staff. The project was led by an interdisciplinary team comprised of a manager, physicians (including orthopaedic surgeons, anaesthesiologists and an internist), nurses, clinical educators, an occupational therapist, physiotherapist, dietician, pharmacist and other support members from information technology, health records and finance. All relevant stakeholders in the project were informed of the project’s activities at regular intervals, promoting engagement from the larger hospital community.

Trillium Today

Ken White’s legacy has been supported by subsequent CEOs Janet Davidson and Michele DiEmanuele, who continued to support Trillium’s culture of continuous quality improvements and grassroots involvement. For example, Trillium is currently participating in the Canadian Positive Deviance (PD) Project pilot involving six Canadian hospitals. Seeking to reduce the number of healthcare-related infections, Trillium has created a PD group to lead the project. It consists of four nurses, an infection-prevention and control employee and a representative from the national support team. The team has held luncheon kick-offs and unit-based meetings about the project and will begin working with front-line staff in various units of the hospital for ideas on infection prevention and control.

 

QUESTIONS ON CASE 2

 

  1. Discuss typical reasons why employees resist change and how Trillium dealt with these. (15 points)

 

  1. Apply Lewin’s model to the Trillium change process (HINT: Unfreezing, Moving, Refreezing) (15 points)

 

  1. Who in your opinion are internal change agents in an organization? How can they be effective in driving an organizational change? (10 points)

 

 

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CASE STUDY 3 - conflict and negotiation

 

 

Molson Coors Brewing Company: Conflict Resolution in the Aftermath of a Merger

 

In the mid-1990s a dispute began developing between rival factions of the Molson family for control of the Molson empire, including the Molson brewing business. Eric Molson and Ian Molson were pitted against one another in this struggle for control. Eric and Ian clashed at board meetings, with their differences becoming increasingly intense and embittered. At a January 2003 board meeting, Eric announced a review of Molson’s corporate governance. While a surprise to the board, the review was nonetheless conducted. The governance report recommended eliminating Ian’s position as deputy chairman. Ian confronted Eric but nothing was resolved. At the following November board meeting, the recommendation to eliminate Ian’s position was defeated. At the May 2004 meeting three board members, including Ian, resigned in protest over Eric’s leadership of the company. The remainder of the board chose to reaffirm Eric’s status as chairman. At the company’s annual meeting the following month, Ian and four other members of the family-controlled board refused to stand for re-election.

Meanwhile, Molson Inc. and Adolph Coors Co. initiated merger talks. The two companies had been working together since 1998, with each company distributing the other’s products in its home territory. The major hurdle to the proposed merger was the feud between the two factions of the Molson family. Eric, who along with allied family members controlled more than half the voting shares, favoured the merger. Ian, with approximately 10 percent of the voting shares, was against the merger. A shareholder agreement between Ian and Eric prevented either one from transferring or selling his voting shares without the consent of the other. Eric maintained that he had found a legal way to circumvent the agreement. Ian, on the other hand, was preparing to offer as much as $4 billion to acquire Molson Inc. in order to prevent the merger with Coors. On July 22, 2004, the two companies jointly announced the merger of Molson and Coors. As a result of the merger, Molson Coors became the third largest brewer in the United States and the fifth largest in the world, operating primarily in three mature markets ¾ Canada, the United States, and the United Kingdom.

“At the time of the merger, bringing together the Molson and Coors families seemed like a recipe for disaster. One was Canadian. One was American. One was east. One was west. And they both built their businesses in different ways.” Even nearly three years afterwards, “¼ the merger is still a sore point with some, including Eric’s cousin Ian Molson, who saw the ‘merger of equals’ as an outright takeover ¾ and not an advantageous one for shareholders at that.” Nonetheless, just“[t]wo years after the highly publicized merger between U.S. brewer Adolph Coors Co. and Canadian brewer Molson, the management problems anticipated by many analysts ¾ most notably a power struggle between two long-standing brewing families ¾ have yet to come to pass. In fact, Molson Coors Brewing Co. ¼ is leveraging the strength of its family-based culture to strategically focus on brand building and growing its domestic and international beer business.”

How has Molson Coors Brewing avoided being decimated by conflict? Molson Coors CEO Leo Kiely, in describing how they were able to successfully merge two companies with strong cultures and traditions, cited two key factors. One factor involved investing local teams with the responsibility for their markets since the markets of the pre-merger Molson and Coors did not overlap much. The second factor was celebrating the two companies’ common features ¾ a strong family heritage and a passion for brewing beer.

According to Kiely, the first priority after the merger was to get “a good balanced team in place.” After the merger of Molson and Coors, the senior management team was reorganized by drawing in people from both companies and both families and by establishing executive headquarters in both Denver, Colorado and Montreal, Canada. Eric Molson serves as chairman of the board and Peter Coors serves as vice chairman. Eric Molson works from Montreal, Canada, and CEO Leo Kiely, from the Coors side, runs the merged company from Denver, Colorado. Other members of both the Molson and Coors families play active roles in the business.

Another major factor in avoiding debilitating conflict was the similar business interests and heritage of the two companies. Geoff Molson, a seventh-generation family member working in the business, says “the thing outsiders don’t understand is that the families’ passion for brewing was ‘really the essential ingredient’ in getting the deal done.” Geoff Molson continues, “In the past two years, we’ve had differences, identified them and figured out a way to address them together with the interests of building the beer business at the same time.”

Although the merged company reflects 21st century globalization and consolidation within the brewing industry, “each of the two companies is fighting to keep its identity, which is rooted in the past.” Regarding the Canadian side of the merger, Eric Molson says, “Since 1786, playing a part in the community has been the Molson tradition ¾ a tradition that is woven into the cultural fabric of Molson and our family, and continues to thrive today. We are very proud to be part of this country, from coast to coast.” A similar perspective applies to the Coors traditions. Indeed, the family aspect and community involvement of both Molson and Coors define the separate histories of Molson and Coors as well as the present times of the merged Molson Coors Brewing.

Will the two families of Molson Coors Brewing be able to continue working together amiably as they grapple with the challenges of an increasingly globalized and consolidated brewing industry? Addressing this dilemma became increasing more complicated on October 9, 2007 when Molson Coors and SABMiller PLC announced plans to merge their United States operations. The Molson and Coors families did not want to sell the entire brewing company to SABMiller, and consequently the company’s operations in Canada and the United Kingdom will remain independent of SABMiller.

 

DISCUSSION QUESTIONS

  1. From your perspective, were the consequences of the conflict between Eric Molson and Ian Molson positive or negative? (10)

 

  1. What in your opinion was a primary cause of conflict? Briefly, what in your opinion is the best way to manage business or organizational conflict such as the above (10)

 

 

Multiple Choice

 

1. By all reports, the two families of Molson Coors Brewing have been working well together since their merger, using a(n) ___________________________ style of conflict management.

a. competing (5)

b. collaborating

c. compromising

d. avoiding

e. accommodating

 

2. Conflict that occurs between groups or teams in the newly merged Molson Coors Brewing organization would be termed: (5)

a. intergroup conflict

b. intragroup conflict

c. inter-role conflict

d. interpersonal conflict

e. intrapersonal conflict

 

 

----------------------------------------- END OF QUESTIONS ----------------------------------

 

 

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