Unit 5 Case

298 CASE 4 STRATEGIC FORECASTS AND STAFFING FORMULATION

CASE 4

STRATEGIC FORECASTS AND STAFFING FORMULATION: EXECUTIVE AND MANAGERIAL PLANNING FOR BOSCH-KAZAKHSTAN^

By M a r i o n Resting a n d M a n f r e d F r o e h l e c k e ^

Introduction

Personnel planning and staffing issues are critical suc-cess factors in foreign subsidiaries of multinational enterprises. They must be designed in the context of corporate goals and issues and the specific situation in the host country. From a firm-internal perspective, human capital/talent planning and staffing decisions are related to a co mpa ny’ s corporate strategy and e m b e d d e d in the corporate human resource strategy. Thus, planning and staffing decisions must be coordi – nated with other HR activities within the MNE, such as human resource development . This perspective must then be balanced with a careful consideration of the particularities in the host-country context and the avail-ability of qualified individuals within the external labor market.

In this case study, w e will first outline the company background and then describe the situation in the country of interest, which is Kazakhstan. Based on this information it Is y o u r p a r t t o t a k e t h e r o l e o f a B o s c h c o r p o r a t e H R m a n a g e r You are sup – posed to analyze both, the company and country-specific context, and outline a proposed model for personnel planning and staffing of the Bosch subsidi-ary in Kazakhstan. By drawing on the Ethnocentric, Polycentric, Regiocentric, Geocentric (EPRG) Model of Perlmutter (see Chapter 5), please decide which staffing strategy would be the best choice. Discuss on this basis h o w many expatriates and h o w many local employees you would plan in a short- or medium – term at the different hierarchical levels. If you should per-ceive any further information needs please explicitly define a realistic set of supporting assumptions . Please justify your decision. Which are the advantages and disadvantages of your decision?

Company Background: Robert

Bosch Groups

The Bosch Group is a leading global manufacturer of automotive and industrial technology, consumer g o o d s and building technology. It w a s founded in the year 1886 by Robert Bosch (1861 – 1942) and w a s called ‘Workshop for Precision Mechanics and Electri-cal Engineering’. The Bosch Group today comprises a manufacturing, sales and after-sales sen/ice network of over 3 5 0 subsidiaries and regional companies and more than 1 5 0 0 0 Bosch service centers in roughly 150 countries.” One statement by the founder Robert Bosch is important t o understand the HR philosophy characterizing this MNE: ‘It is my intention, apart from the alleviation of all kinds of suffering, to promote the moral, physical and intellectual development of the people’. In fiscal 20 1 0, some 283 507 employees gen – erated sales of 47 . 3 billion Euros.^

FIGURE 1 Bosch sales by region in 2010

Including other countries

Source; Robert Bosch GmbH (2011:18)

CASh 4 STRATEGIC FORECASTS AND STAFFING FORMULATION

299

TABLE 1 Bosch Employees by Region

Worldwide

2 8 3 5 0 7

Europe

186602

Of these in Germany

1 1 3 557

Americas

33689

Asia-Pacific (including other

6 3 2 1 6

regions)

Source: Robert Bosch GmbH (2011:19)

Even if 77 per cent’^ of the business volume has been generated outside Germany (see Figure 1), about 40 per cent of the total numbers of employees are working in Germany (see Table 1).

Executive and Managerial Planning (EMP)

The international executive and managerial planning (EMP) activity at Bosch is part of the Strategic Planning Process of the company . Once a year, the global ex-ecutive staffing needs for selected countries are derived from each division’s long – term strategic plan-ning activities. Starting from the current local structure, the required number of managerial positions is deter-mined within the parameters of a rolling eight-year forecast. Various measures are taken to meet the managerial staffing needs. They can be short – term (e.g. hiring of managerial staff from the external labor market, assignment of expatriates) or rather m e d i u m / long – term (e.g. development of high-potential employ – ees – see the employee development discussion below) or special programs like Junior Managers Pro-grams (JUMP).

The EMP is carried out using a standardized tool from the divisional HR department in cooperation with the various regional HR departments . Aggregated results are analyzed from division-, regional- and Robert Bosch World (corporate) levels. Continuous comparisons of the planned versus actual labor staff-ing situations provide feedback on those assignments which have to be initiated or redefined.

The planning period of eight years consists of two parts: The input for the first four years stems from business plans and succession planning. Forecast for the last four years is based on more global – macro

assumptions, e.g. changes in the leadership projected at a figure of 5 per cent. Therefore, EMP is linked to instruments of employee development in the Bosch Group .

Employee Development in the

Bosch Group

Bosch understands that employee development is a continuous process of maintaining and further devel-oping those employees qualifications needed to c o p e with present and future challenges, A major principle in this respect is the promotion of employees from within Bosch rather than the acquisition of new hires from outside.

HR departments support employees and m a n a g – ers by providing tools and programs and giving guid – ance. The universally standardized systems and processes for employee development are depicted in Figure 2.

An important procedure for the development of employees is the Management Potential Review (MED, see Figure 2)/, which is conducted on a worldwide level. It pursues the following objectives;

  • Full utilization of the c o m p a n y ‘ s resePi‘es of high-potential employees without compromising performance standards.
  • Staffing requirements and development planning (middle and upper management) for the upcoming four years (succession planning – see EMP above).
  • Consistency in planning and a systematic tracking of employee development and career advancement measures.
    • Use of overseas assignments, project tasks, and cross-functional moves as c o m m o n development measures.

Employees w h o show an above-average development potential with regard to specialist and management positions will be systematically prepared for the next management level by way of the ‘Manager Develop-ment Plan’ (MDP). Besides outstanding performance, B o s c h expects ideal employees to meet a task or role-relevant personality profile, s h o w a preparedness to take on new tasks and greater responsibilities, general mobility potential as well as a willingness to take on

300 CASE 4 STRATEGIC FORECASTS AND STAFFING FORMULATION

FIGURE 2 Instruments of Employee Development

Performance discussion with each associate

Once a year between associate and supervisor

Individual development discussion upon request of

Associate, supervisor or HR department at greater intervals

Management potential review (MED) all associates

Once a year between supervisors and HR department

Results

Goal achievement over the past year Goal agreement for the coming year Feedback on performance Measures: maintaining/improving performance

Results

Associate’s personal development goals over the next three to five years

Strengths and growth potential Developmental activities

Results

Evaluating potential

Supplemental development activities Planning for staffing needs

Decision on admission to manager development plan (MDP)

Leadership development center

Results

new members of MDP

Potential analysis

Advice on strength and growth

potential

Suggestions for development and

career activities

Career advancement discussion only w i t h members of MDP

Subsequent to admission to MDP and (if possible) Subsequent to participation in leadership development center international assignments. MD P is a prerequisite for promotion into managerial ranks.

The preparation of the MD P candidates is a mixture of on-the-job and off-the-job measures with the goal

Results

Agreement of career advancement goals and suitable measures over a period of up to four years

of bringing the employees into the next management level in no more than four years. In many cases the achievement of the career advancement objective is connected with a transfer to a new assignment.

CASE 4 STRATEGIC FORECASTS AND STAFFING FORMULATiON

301

Talent Management

As stated before, Bosch mainly relies on hiring and developing talent from within the firm. Consequently, it is important to focus on the acquisition of qualified uni-versity graduates and professionals to meet a wider range of potential future managerial requirements. Besides direct entries and local programs, Bosch has a standardized Bosch – wide entry program for junior managers (JtJMP).^ The goal of the program is to recruit junior managers {master’s degree with up to three years of professional experience) with the poten – tial to assume a middle management position in six – eight years.

The program lasts one and a half to t w o years and is comprised of three to four stages, including a six-month stay abroad as well as a cross-divisional assignment. This form of training- emphasizes a c o m – m o n set of worldwide standards, experiences and activities, and is designed to permit more rigorous and systematic preparations for a range of management tasks .

Expatriates

Currently more than 2 2 0 0 expatriates^ are working for Bosch worldwide . An expatriate, as defined by Bosch, is an employee working for more than 24 month out – side his or her home country with special contractual conditions (contract in the host country for a limited period of time – normally three to five years – special allowances for hardship, cost of living, etc.). Over 1100 Germans are working in more than 4 0 countries, approximately 400 employees from Bosch subsidia-ries are working in Germany (inpatriates) and roughly 4 0 0 Third Country Nationals (TCNs) are assigned to locations outside their home countries for limited peri-ods of time. A majority of these employees were assigned due to technical and process expertise, yet s o m e assignments were made for career development or training reasons. T w o thirds of the expatriates are assigned in managerial fspks.

Bosch requires all top managers, beside their other experiences, to have at least t w o years’ international w o r k i n g experience. This \nt.ernafena\e is an

explicit prerequisite for promotion .

Country-Specific features of Kazakhstan”^ ^

Kazakhstan is located in Central Asia with China, Russia, Kyrgyzstan, Turkmenistan, and Uzbekistan as neighbor states (as s h o w n in Figure 3 below). It covers a total of 2 727 3 0 0 sq . k m .

The population is 16 . 4m . inhabitants (January 1, 2011) including a wide ethnic diversity (with 64 . 03 per cent Kazakhs, 24.78 per cent Russians and Ukrainians, 11.19 per cent other ethnic minorities). 54 . 5 per cent live in cities . ” Main religions are Islam (70.2 per cent) and Christianity (26.2 per cent).”^ The state language is Kazakh but Russian is used in everyday business by most of the people and has a status of an official language. Kazakhstan became independent from the former Soviet Union in 1991 and is now is a republic characterized by an authoritarian presidential rule. The capital is Astana.

EcOROmic data; The economic situation of the country can be described by a GDP of roughly 148.1 billion US Dollars in 2 0 1 0 versus 115.3 billion US Dol-lars in 2009 . The country has an unemployment rate of 5.8 per cent (2010), an economically active population of 8.6 million persons and comparably low labor cost. The average salary equaled in 2 0 1 0 to about 527 US Dollars per month . The export volume in 2 0 1 0 amounted to 59 . 8 billion US Dollars.^’* Main exports include oil, ferrous and nonferrous metals, machinery, chemicals, grain, wool, meat and coal.

Education system: The education system is one of the major concerns of the country. However, this was not reflected in the public expenses for education. Today, the education system consists to a high degree of private education institutions. Funding of research is low and these institutions are dependent on foreign investments. However, a reform of the education sys – tem is one part of the strategic planning of the Kazakh Republic. To date, the Universities have been restruc-t u r e d according to the gudeUnes of the Botogna

Reform. Even if a relatively high number of persons hold a University degree, companies have problems finding adequately prepared personnel that have sW«is sets which correspond t o the c o m p a n y ‘ s needs.

302 CASE 4 STRATEGIC FORECASTS AND STAFFING FORMULATION

FIGURE 3 Kazakhstan’s geographic location

Your Task: Executive and Managerial Planning (EMP) for a subsidiary in Kazakhstan^ ^

The Board of Management of the Bosch Group has requested an EMP for Kazakhstan in line with the yearly Strategic Long – term – planning (eight years fore-cast – see the third section above). The plan should predict the d e m a n d for executive staffing at all levels and for all divisions. It should also specify how the d e m a n d will be met, including staffing sources such as the use of expatriates, local management develop-ment plans (MDPs), special programs, e.g. J U M P or external hires.

As seen from Bosch’s corporate perspective, the situation in Kazakhstan is as follows:

      • There are four production sites in different rural locations. Each one belongs to a different product division: Gasoline, Bosch – Rexroth, Security Systems and Diesel motors .
      • Organizations are characterized by different market/product maturity stages: Gasoline, Bosch – Rexroth, Security Systems are consolidated. Only a small or no growth in headcount is planned over the next ten years. In contrast, Diesel is still growing fast (present headcount plus 30 per cent estimated in the next three years).

CASE 4 STRATEGIC FORECASTS AND STAFFING FORMULATION

FIGURE 4 Form for situation analysis

Case Study: Executive and Managerial Planning Kazakhsta n

(D Describe the corporate philosophy

Scan environmental conditions

Evaluate corporate strengths and constraints

Develop objectives and goals

Develop strategies

The labor market for qualified managers and specialists is very small. External tiires in Kazakhistan will take muchi longer to begin w o r k than in equivalent hiring processes operating in Germany. Local candidates have very little mobility and largely lack broader national or international experiences.

  • Bosch’s major production sites are by and large not attractive locations to most qualified employees.

The high numbers of expatriates were the result of the rapid in-country growth especially for the Diesel site. Higher management positions are currently all filled by expatriates.

Taking the role of HR manager at Bosch you must address the following three questions:

Considering the facts about Kazakhstan, please discuss which staffing strategy – according to the EPRG Model by Perlmutter – would be the most suitable for Kazakhstan. Please justify your answer.

j

i l BOSCH

C o m m e n t on advantages and disadvantages of your decision.

Analyze the c o m p a n y and country-specific situation by using the steps outlined in Figure 4. Plan the number and nature of short/medium – term ( 2 0 1 3 – 2 0 1 6 as well as long-term (2017 – 2020) staffing requirements for Bosch Kazakhstan in analogy to the strategic c o m p a n y goals. The staffing plan should consider the sources of staffing (expatriates, employees of the local Management Development plan or special programs such as the J M P program or external local staff).

Fill in your figures in the planning chart below (see Figure 5).

Finally, prepare an action plan describing how you will meet managerial staffing targets. Look especially at information provided in the ‘Employee development’ and ‘Talent management’ sections of the case for activities and timetables. Write d o w n your action plan.”®

304 CASE 4 STRATEGIC FORECASTS AND STAFFING FORMULATION

FIGURE 5 Planning chart

Staffing need

Current 2013-2016

Prognosis 2017-2020

Sources

1 I M

Ij MM

UM

LM

I MM

1 UM

Total

Expatriates

Local MDP attendents

Development Program (JMP)

External hires

Total Staffing need

7 4

3 5

2

5 4

3 6

2

2 0 3

Source: List of Bosch-specific abbreviations and definitions:

MDP/DG: Management-Developing-Program/Development Group JMP = Junior Managers Program

LM = Lower Management, MM = Middle Management, UM = Upper Management

N O T E S A N D R E F E R E N C E S

1 . Tlie case study is imaginary. Boscti tias no such activities in Kazakhstan. However, the described HR measures reflect current practices within this MNE.

Marion Resting is Professor of Human Resource Management and Intercultural Leadership, ESCP Europe, Berlin/Germany; Manfred Froehlecke, Vice President, Corporate Department Human Resources Management – Executives, Robert Bosch GmbH, Stultgart/Germany.

See also www.bosch.com and Robert Bosch GmbH. (2011). Annual Report 2010. Retrieved October 10, 2011, from http://www.bosch.com/worldsite_startpage/ flashbool</GB2010„EN. pdf.

  • Robert Bosch GmbH (2011:41, 80).

Robert Bosch GmbH (2011:19, 82),

Robert Bosch GmbH (2011:139)

MED is the German abbreviation for “Mitarbeiterentwicklungs-Durchsprache” or in English “Management Potontial Review”.

The standardized entry Program JUMP is still in the implementation phase. Other – comparable programs, e.g.. Management Trainee Programs, have been in place for some time.

Robert Bosch GmbH (2011: 59)

  • This section is mainly based on Agency of Statistics of the Republic of Kazakhstan (2011 a). Demographic Yearbook of Kazakhstan [in Russian). Retrieved November 18,

2011, from http://www,stat.i<z/publishing/20111/ Dem2010.rar and Agency of Statistics of the Republic of Kazakhstan (2011 b). Kazakhstan in 2010, Retrieved November 18, 2011, from http://www.eng.stat.kz/ publishing/DocLib/2011/Statyear2010.pdf.

1 1 . Agency of Statistics of the Republic of Kazakhstan (20118:8,25). _

  • Agency of Statistics of the Republic of Kazakhstan (2010). 2009 Population Census Results [in Russian], Retrieved Retrieved November 18, 2011, from http:// wwwy.stat.kz/news/Pages/n2_12_11 _10.aspx,
  • Agency of Statistics of the Republic of Kazakhstan (2011b: 9,10,167,400).
  • The case study is imaginary, Bosch has no such activities in Kazakhstan.
  • The Case Study is simpilfied. A detailed planning of functional areas Is not the intent of this case exercise. The student should learn to ask the right questions about how to source manpower, what challenges the company faces in a difficult environment and what measures must be taken to meet the future demands.
 
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WEEK 4 ASSIGNMENT

Week 4 – Assignment

Annual Report Formats

[WLO: 3] [CLOs: 1, 3, 5]

Prior to beginning work on this discussion, read Chapter 10Chapter 11, and Chapter 13 from your textbook; review the website AnnualReports.com (Links to an external site.); and review the Week 4 Weekly Lecture.

Go to AnnualReports.com (Links to an external site.) and review the annual reports recently released by two corporations in the same industry. Review each report and discuss the issues listed below.

It is strongly encouraged that you receive feedback on your paper using the Ashford Writing Center Paper Review at least two days before it is due. Then implement the feedback into your paper before submitting it to Waypoint. For instructions on how to use this feature, please review the Ashford Writing Center Paper Review (Links to an external site.). Make sure you appropriately cite your sources from AnnualReports.com and include a minimum of two scholarly and/or credible sources from the library in addition to the course text.

In your paper,

  • Describe organizational differences that you see in how each corporation discusses its annual performance.
  • Explain how clearly the data is or is not presented for enabling shareholders to draw conclusions about how well the company performed.
  • Explain what goals, challenges, and plans top managers emphasize in their discussion of results.
  • Describe ways the format and organization of each report enhances or detracts from the information being presented.

The Annual Report Formats paper

  • Must two to three double-spaced in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center’s APA Style (Links to an external site.)
  • Must include a separate title with the following:
    • Title of paper
    • Student’s name
    • Course name and number
    • Instructor’s name
    • Date submitted

For further assistance with the formatting and the title page, refer to APA Formatting for Word 2013 (Links to an external site.).

Carefully review the Grading Rubric (Links to an external site.)  (Links to an external site.)for the criteria that will be used to evaluate your assignment.

 
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Labor Laws And Labor Relations – Due By Midnight

Please read chapters three and four of the textbook. Upon completion, respond to the questions below:

Are current labor laws capable of dealing with labor-management problems, or should they be abolished? If abolished, what should their replacements (if any) address?
Submission Instructions: (www.turnitin.com)

Any papers/assignments should at a minimum contain 3 pages of content (double spaced), include a properly formatted cover page, and a reference listing page with at least three (3) NEW references properly listed at the end of your work. Providing additional references to your assignments demonstrate your desire to conduct additional research on the topic area and can improve your research skills.

With all assignments, include properly formatted in-text citations within the body of your work for each of your listed references so the reader can ascertain what is your original thought or ideas and what portion of your work is taken from credible sources to support your work. It is really important to identify work from other sources to ensure that proper credit is provided to researchers in the field.

Submit the weekly written assignment as an MS WORD attachment in .doc, .docx, or .rtf format. A recommended font is Times New Roman (12). DO NOT include discussion board answers with your formally written assignment submission.

 
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MGMT615 Assignment- Need Today By 11pm EST

Gain an Understanding of the Case Study

The text book for the class is:

Thompson, A., Strickland, A., Gamble, J. (2012). Crafting and Executing Strategy; The Quest for Competitive Advantage: Concepts and Cases, 18ed. New York, NY: McGraw-Hill Irwin.

I suggest you do the following:

1. Download and read the “Guide to Case Analysis” in the Resources area located under Course Tools to the left of the screen. (I attached this)

2. Read the Case Study in your textbook entitled “Competition among the North American Warehouse Clubs: Costco Wholesale versus Sam’s Club versus BJ’s Wholesale.” (I found a copy of this in this link http://prezi.com/loxsqcwhumkp/copy-of-competition-among-the-north-american-warehouse-clubs-costco-wholesale-versus-sams-club-versus-bjs-wholesale/ )

3. View the following videos and visit the following websites to gain a thorough understanding of the case and supporting materials.

a. In the Club: Saving Bucks at Wholesale Stores –

http://bevideos.mhhe.com/business/video_library/0077325168/swf/Clip_01.html

b. Costco vs. Sam’s Club –

http://www.consumerreports.org/cro/money/shopping/where-to-buy/warehouse-clubs-5-07/overview/0507_ware_ov.htm

c. Costco – http://www.costco.com/

d. Sam’s Club – http://www.samsclub.com/

e. BJ’s Wholesale – http://www.bjs.com/

Prepare a Five Forces Analysis

Prepare a five forces analysis addressing what is the competition like in the North American wholesale club industry? Which of the five competitive forces is strongest and why? Which of the three rivals—Costco, Sam’s, or BJ’s Wholesale—has the best strategy? Why? Which of the three rivals has been the best performer? Use the information in Figures 3.3, 3.4, 3.5, 3.6, 3.7, and 3.8 (and the related chapter discussions on pp. 54-71) to do a complete five-forces analysis of competition in the North American wholesale club industry.

You will be graded on the content of your post and the quality of the substantive feedback to two classmates’ Readings posts. Replies should be constructive in nature and offer authoritative citation, when appropriate.

The required minimum number of words for initial postings to each discussion question each week is 500.

 
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Employment

Read chapter 13-15 fully and for your week eight assignment please:
Create 3 fictional scenarios in which an employer would have to deal with any of the following situations of employee poor behavior on the job, Substance Abuse, Sexual Harassment, Fighting, Work Family Conflicts, or Email (or Internet) abuse.
For each case, provide details of the type of employer, the history or the worker at that company, the incident which arose, why it was a clear violation of employer policy, what would be the likely result of arbitration of this issue if the employee acknowledged his wrong doing but asked to keep his job.
Explain the reasoning for your considered outcome. 

Remember, this is fictional. Create a believable situation, but know that you can have whatever outcome you choose! You may not work in conjunction with any other student to complete this paper.
Submission Instructions: (www.turnitin.com)

Any papers/assignments should at a minimum contain 3-5 pages of content (double spaced), include a properly formatted cover page, and a reference listing page with at least three (3) NEW references properly listed at the end of your work. Providing additional references to your assignments demonstrate your desire to conduct additional research on the topic area and can improve your research skills.

With all assignments, include properly formatted in-text citations within the body of your work for each of your listed references so the reader can ascertain what is your original thought or ideas and what portion of your work is taken from credible sources to support your work. It is really important to identify work from other sources to ensure that proper credit is provided to researchers in the field.

Submit the weekly written assignment as an MS WORD attachment in .doc, .docx, or .rtf format. A recommended font is Times New Roman (12). DO NOT include discussion board answers with your formally written assignment submission.

Rubric link is below:

http://www.rcampus.com/rubricshowc.cfm?code=B4WAXB&sp=yes

 
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Case Study: Conducting A HRIS Needs Analysis

Needs Analysis and HRIS System Design

A HRIS needs analysis (also called a needs assessment) should be the first step used in the planning process when selecting a HRIS. This essential activity establishes a basis for the implementation of a HRIS and can be used in conjunction with a Request for Proposal (RFP). Without a comprehensive needs analysis, vital aspects of the project may be at risk.

Case Study: Conducting a HRIS Needs Analysis

Choose a company that you have worked for or one that you currently work for to use for the analysis. If you have not worked for a company, choose one that you know some basics about. Write a needs analysis where you discuss current practices and HRIS requirements. The paper needs to be 3-4-pages (not counting the cover page and reference page) that include the following paper headings, which are denoted in all caps.

  • INTRODUCTION: Explains the content that will be reviewed in the paper.
  • BUSINESS ASSESSMENT: Describes the business (size, structure, etc.) and if there are unknowns, make assumptions based on typical companies from similar fields and of similar size.
  • IDENTIFIED PROBLEMS: Consider the HR problems/challenges of the organizations. Make a list of HR functions that you believe could be more efficient based on your own experience. Make assumptions if needed. Choose one HR function for analysis.
  • HRIS NEEDS ANALYSIS: Review the shortfalls and challenges of the chosen area. Refer to the course reading for additional information on conducting a needs analysis. Answer the following: How might an HRIS application assist the business? What elements should the HRIS contain in order to help the company be more efficient and productive?
  • CONCLUSION: End the paper with a concise summary of your findings and recommendations for next steps for the company.

This paper should be 4 pages of complete content (cover page and reference page are separate) and have in-text citations. The paper will be in APA style (both in formatting the paper and reference page). One scholarly article as a minimum should be included in the paper.

 
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8pg- HR Case Study

Chern’s would also like to reinforce its employer brand among potential applicants. Ryan and Ann would like to create a stronger employer brand, and ask us for advice on what the company’s employer brand should be and how to effectively and consistently market and reinforce it throughout the staffing process.

Assignment Response, provide a written response to the following:

Based in the readings from Mosley (2014) and the information learned about Chern’s over the duration of the course, provide your employer brand management recommendations to our team using the bullets as a guide. Be sure to adequately explain/support why your approach would be effective for Chern’s.

· The Context of Employer Brand Management at Chern’s

o Brand Ideology

o Brand Strategy

o The Perfect Employee

· Target Labor Demographic Considerations

o Talent Segmentation

o Talent Attraction

o Talent Retention

· The Employee Value Proposition

· Managing the Brand Experience internal versus external

· Employer Brand Metrics

· Justifications why this approach would be effective

Written Requirements

Your responses to assignments should be:

· submitted using MS word

· formatted in APA writing style

o title page, body, reference page

o double spaced

o one-inch margins all around

o use third person (recommendations include)

o do not use first person (I recommend or I think)

o essay questions or calculations should be addressed separately and should include separate headings

o use tables if appropriate for calculations

o text should be Times New Roman, black, 12-point font

8 pages required for assignment 4  (Case Study & past assignments attached)

 
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Tragedy On Everest Case Study

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The Ruainen School for the Wodd

Prologue

On May 10, 1996, a blizzard hit the summit of Mount Everest. On the southeast route alone, five climbers perished in the storm. Others among them – marooned by darkness, flattened by high winds, numbed by frostbite, confused by lack of oxygen — were lucky to survive. Some wouldbeleftdisabledforlife.

Yet, five or six weeks earlier, expeditions had gathered in the warm spring sunshine of Base Camp staring at the beauty of the world’s highest mountain, hoping and praying for benevolence from the mountain, the weather and the winds

Early April: Arrival

Welcome to Base Camp, a ramshackle collection of 300-plus tents and makeshift rock ~,. £ shelters strewn across the dirty ice of the Khunibu Glacier in Nepal.

004

While you are picking your way among the rubble of rocks, ice, people and yaks, you soon realize that this chaos is ordered. The shelters are in fact grouped according to 14 expeditions of varying sizes. The larger settlements have dedicated tents for cooking, eating, communications equipment, latrines and even solar-heated showers, as well as sleeping quarters. And if you raise your eyes above the jagged lines of colourful nylon peaks, you see the world’s most awe-inspiring skyline in all its celebrated splendour.

As you linger in Base Camp, certain people begin to stand out from the crowd of around 300 temporary residents. The first you notice is a why, affable New Zealander with a bushy dark ~ beard and a dry sense of humour. Behind the twinkle in his eyes, however, lies an unmistakable intensity and focus. His confident and commanding air suggests that -if such a post existed – he would indeed be the ‘Mayor of Base Camp’, as some already call him. Indeed, Rob Hall (age 35) is in charge of the largest expedition that season: 26 people, including eight clients who have each paid up to US$65,000 to be guided to the world’s highest point. And back again.

They could not be in safer hands. Hall’s marketing material promotes his company, Adventure Consultants, as the ‘world leader in Everest climbing’. His record speaks for itself, so this is not just marketing puff. One of his colleagues will later recall that he was “the guy who was seen as the best in the industry, the one that everybody else looked up to for the organized way in which he ran his expeditions.”1 Over six years, he has successfully taken 39 amateur climbers to the summit of ‘the Hill’, as he calls it. Maybe – some are quick to point out — he has been blessed by good weather throughout this career, but, as Pasteur said, ‘luck favours the prepared mind.’

Last year, 1995, was not so successful. He and all his clients were forced by conditions to turn around just 100 meters from the summit. If anything, this one failure to reach the top has only served to enhance Hall’s reputation for safety.

1 Guy Cotter, Hail’s former climbing paitier and an Adventure Consultants guide on another Himalayan expedition in 1996: http:I!www.pbs.org/wgbhlpageslfrontlineleverestfstotiesilifeafterhtiril

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This year, there is another formidable presence in Base Camp, the American Scott Fischer (age 41). For his Mountain Madness guiding company, based in Seattle, it will be a first ascent of Everest and only the second peak over 8,000 meters (26,250ft). Fischer himself has already reached the top of the ‘Big B’, as he calls it, without bottled oxygen. His mountain credentials are impeccable. His party of 23 is almost as big as Hall’s, charges similar prices and also numbers eight clients. But assembling the expedition has been tedious, and some of his intended guides have joined other expeditions, including Hall’s. He still needs to establish his finn’s Himalayan reputation.

Fischer’s herculean silhouette is in stark contrast to Hall’s. Tall, muscular, square-jawed and blond-ponytailed, with a gold ring in one ear, he is not only physically impressive but also has a magnetic personality. ‘People just gravitate to him,’2 say his friends. They admit that his easy-going demeanour makes him less imposing than his Adventure Consultants counterpart but insist that he is every bit as charismatic.

It takes a little longer to notice a third significant figure, David Breashears (age 40), also from the United States. He too has a track record: he has reached the top of the world twice already and broadcast the first live television pictures from the summit back in 1983. In 1985, Breashears took a friend, the wealthy 55-year-old businessman Dick Bass, to the summit — until then, the preserve of only elite mountaineers.

~ c~.fThis year, however, he has assembled a team of ten paid experts, climbers and cinematographers, with a total budget of US$5.5 million, to bring back the world’s first fl ~ IMAYi’> large-format footage from the summit. If they succeed it will be an unprecedented technical and logistical feat. For Breashears, who has been malcing documentaries about Everest for 15 years, shrinking film to the size of a television screen each time, the IMAX project is a chance to create images on a scale (22m wide by l6m high, or 72ft by 53ft) that does justice to the world’s highest mountain.

In addition to noticing these three expedition leaders, you also notice that you are short of breath and easily tired. This is a consequence of the altitude. At 5,300m (17,600ft), there is only half as much oxygen in the air as at sea level. As a result, your body is less efficient. Everything takes more time and much more effort.

Here are some other facts. If you had landed on the summit of Everest instead of at Base Camp, you would probably be dead by now. The air at 8,848m (29,028ft) — the altitude of a cruising airliner — has only 20% of the oxygen that is available at sea level, and the humidity is uncomfortably low. The human body cannot survive more than few minutes at that altitude unless it has undergone a process of acclimatization — going progressively higher (and then down again) over the course of several weeks. Even then, above 8,000 meters survival is a matter of hours. Most climbers, including professionals, rely on bottled oxygen to remain strong enough, warm enough and clear-headed enough to make it back down quickly. That’s why the area above Everest’s South Col at 7,900m (26,000ft), where most expeditions make their high camp in preparation for the final summit push, has been dubbed the ‘Death Zone’.

2 Neal Beidleman, a Mountain Madness guide: http:I/www.pbs.orgtwgbWpageslfronthne/everest/etckemembesingiitinl

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The Bunion School for the Woild

Here axe some final facts for anyone on the mountain this spring of 1996. The path to the top is strewn with bodies, some preserved by the low temperatures for decades. By now, thousands of people have attempted to reach the world’s highest summit — and many have been successful. Everest has been climbed more than 800 times by various routes, with and without bottled oxygen. Nearly 150 people have paid for their dreams and ambitions with their lives. In the 1980s alone, 1,871 climbers set off from Base Camp. Just 180 made it to the summit; 56 died. The odds of failure axe high. You’d better get on with preparations – it takes your mind off these statistics. If you think too hard about them, you will never make it to the top.

Mid-April: Acclimatization

‘Climb high, sleep low’ is the relentless manfla of the acclimatization process. Up and down, up and down – 600m (2,000ft) or so higher each time, as your body adapts. Four to six weeks ~.. ~ of danger and boredom in equal measure, passing between the chiasmic crevasses and teetering towers of the Khumbu Icefall, just above Base Camp, on every upward and downwardtrip.

Hall’s Adventure Consultants stick together throughout the acclimatization phase. He runs the proverbially fight ship, carefully controlling the seasoned Base Camp team and meticulously supervising his two fellow guides, Australian Mike Groom (37) and fellow New Zealander Andy Harris (31). Groom has already climbed the world’s four highest peaks without bottled oxygen. However, on one expedition he lost the front third of both his feet to frostbite; it took him two years to walk again. His feet axe now more vulnerable to frostbite. Harris, on the other hand, has never climbed anything above 7~)00m (22,lOOft); his great climbing skills, youthful enthusiasm and dedication to his hero, Rob Hall, amply compensate for his lack of experience.

As well as a professional base camp manager and a team doctor, the other paid members of the team are Sherpas, the Nepalese mountain people who are essential members of any major Himalayan expedition, and are all the more important when guiding clients. Born and raised at 14,000 feet, Sherpas have adapted physiologically to cope with backbreaking work at altitude. They are the undisputed pioneers of Everest climbing and have a reputation for unwavering loyalty – at least to members of their own team. For cultural and economic reasons, even the most experienced Sherpas are reluctant to challenge Westerners.

Thanks to Hall’s experience, reputation and resources, Adventure Consultants has been able to recruit seven of the most respected Sherpas in the business. Their tasks include fixing ropes, carrying equipment and hauling supplies up the mountain, including the burdensome, expensive, yet life-preserving oxygen cylinders. Most of them have climbed with Hall before and are as devoted to him as young Harris.

The eight clients, in contrast, have no load-hauling or gear-fixing duties. They do not even have to make their own tea. Among the assorted, international group are a lawyer, a publisher and three doctors, including Beck Weathers (49), a talkative Texan pathologist. The only woman is Yasuko Namba (47), a diminutive and very quiet personnel director from Tokyo, who is following in a proud tradition: the first woman to climb Everest back in 1975 was Japanese. Weathers and Namba are well on their way to completing the ‘Seven Summits’ (the

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highest peaks on each of the world’s seven continents). But Everest is in a different league from the other six. How different becomes apparent only when you set foot on it.

Not all clients exude affluence — or its attendant confidence. Doug Hansen (46), from Seattle, was turned back by Hall in 1995 just lOOm (330ff) below the summit. He was suffering from altitude sickness and only narrowly avoided catastrophe. Postal worker by day and construction worker by night, Hansen has spent the intervening year trying to raise enough money to return. He didn’t succeed, but Hall has let him come at a reduced price. He likes Hansen.

Another bargain was struck over one of the last clients to join the team, Jon ICrakauer (42), an American journalist, former carpenter and keen climber, though without high-altitude experience. He has been assigned by Outside, an influential and high-circulation American adventure magazine, to write about the burgeoning industry of Everest guiding. His passage is paid in the form of advertising space. He was due to climb with his old friend Scott Fischer, but at the final hour Hail offered the editor a better deal. Fischer is still none too pleased about Krakauer’s defection.

Mountain Madness and Fischer have achieved their own publicity coup m recruiting Sandy Hill Pittman (41) as a client. Although Pittman — back for her third attempt on Everest — is a well-known colunmist, she is also a wealthy New Yorker whose society exploits are said to fill more pages than she writes herself. She is not the only extrovert on the team. Flame- haired, flamboyant Danish lawyer Lene Gammelgaard (35) is set on becoming the first Scandinavian woman to climb Everest — and insists she will get there without bottled oxygen.

Other clients include Fischer’s very good friend Dale Kruse (45). He is a dentist from Colorado who, as the first client to sign up at full price, has effectively provided the “seed funding” for the Mountain Madness expedition. Though technically accomplished, he has a poor record of coping with altitude. Like Doug Hansen on the other team, he is physically fit but cannot overcome his own genetic heritage. Also on the team is American mountaineering legend Pete Schoening (68), bidding to become the oldest man to ascend Everest. He has brought with him his nephew, a former downhill skiing champion. Two other skiers (a romantically linked pair of ski patrollers from Alaska with strong mountaineering experience) and a Wall Street trader, also a seasoned mountaineer, complete the client list.

While Hall’s clients are marshalled up and down en masse through the perilous beauty of the Khumbu Icefall, and progressively higher, Fischer’s are encouraged to acclimatize individually and at their own pace under his watchful (if sometimes distant) eye. Of course, they are also given ample support. Mountain Madness, like the other big expeditions, has a sizeable group of climbing Sherpas as well as a Base Camp team. In fact, Fischer has managed to find an adventurous young medic who is willing to act as both base camp manager and team doctor — without pay –

Fischer has also succeeded in enlisting one of the most highly respected mountaineers in the world as his second-in-command. High-altitude legend Anatoli Boukreev (38) is planning to climb without bottled oxygen, as he always does, despite his guiding responsibilities. The Russian-born Kazakhstani has worked as a guide previously and climbed Everest multiple times, but the combination of imperfect English, professional pride and natural aloofness does not always make for an easy relationship with the clients — or, as the weeks wear on, with his

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expedition leadet He is fortunate that Mountain Madness’ other guide, Neal Beidleman (36). an experienced American climber but Everest first-timer, is often on hand to smooth things over.

The IMAX team includes some very seasoned climbers. But the most famous name belongs to possibly the least experienced. Jamling Tenzing Norgay (31) is the son of Tenzing Norgay, the Sheipa who made the first-ever ascent of Everest with Edmund Hillary in 1953. Now Jamling has decided to follow in his father’s footsteps up the Southeast Ridge. With him are Maceli Segarra (26), a photogenic, exuberant Catalan with an impressive climbing résumé, and maverick Sumiyo Tsuzuki (28), the second Japanese woman at Base Camp that spring. Culturally, she is very different from the rest of the team – and she takes a decidedly iconoclastic approach to Japanese culture too, especially her country’s male-dominated climbing scene. All three, if successful, will be making their long-yearned-for first ascent of Everest. In 6ct, both women have experienced the anguish of turning around high on Everest inthelastfewyears.

Not so for Ed Viesturs (38), Breashears’ deputy. He has already been to the top twice without bottled oxygen and is considered one of America’s finest mountaineers. At the same time, he is known for his reliability and resourcefulness. ‘Steady Ed’, as he is nicknamed, has even brought his new wife along as base camp manager for a distinctive honeymoon experience. He has climbed several other 8,000 meters peaks and worked as an Everest guide for Rob Hall just last year. His catchphrase is ‘Getting up is optional. Getting down is mandatory.’

The roll call of experts is completed with a strong team of Sherpas, a Base Camp production aew and an Austrian cameraman, Rob Schauer (42), who is also one of Europe’s leading mountaineering filmmakers. With so many experts on board, it is not easy for a self-confessed nñcromanager like Breashears.

~ H The international character of the team makes for an exotic and eclectic cuisine. Segana’s parents own a bistro near Barcelona, so the mess tent is well stocked with fine Senano ham prepared by her mother. Tsuzuki has brought unagi (smoked eel) and plum wine from Tokyo, 9 and Schauer shares smoked meat and pungent Austrian cheeses, Mealtimes are as important for bonding as climbing together – and the team spirit is soon strong? Breashears will later recall: “There wasn’t a prima donna in the bunch. None of us harboured any illusions about who the real diva was. Everest would take centre stage.”4

However, there is one impostor in the camp in the guise of a 19kg (421b) behemoth: the low- temperature, high-altitude, ‘lightweight’ IMAX camera that has been specially engineered for the occasion. Before coining to the mountains, Breashears spent weeks testing the camera in a cold chamber at temperatures of -45°C (-49°1~ to the point that he had total confidence it would work. With the battery, lens and loaded film magazine removed, the unit can be reduced to just about 11.5kg (25lb) — the maximum weight a very strong Sherpa can be expected to carry above 7,600m (25,000ft). On the other hand, this means reassembling the monster at the summit — without any pieces rolling down into Tibet.

3 Breashears, 1999, p. 232 4 lbid.,p.234

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The Busirien ScbQol for the World

Late April: Acclimatization (continued)

As April marches on, the inexorable routine of acclimatization continues and the temperature rises. The steady up and down of caning loads, preparing camps and shaping human physiology seems as if it will never end. Most of the hard work is left to the Sherpas, but crossing the Khumbu Icefall and climbing the valley above it become unpleasantly hot work for everyone. Temperatures here can reach as high as 37°C (99°Fj, making the terrain of land locked icebergs melting slowly downwards all the more dangerous –

Back at Base Camp for the obligatory rest between upward forays, there are good times, especially in the three expeditions’ mess tents of an evening. Team dinners are the most enjoyable and bonding part of the routine. But during the day, boredom inevitably sets in. The main activities are eating, sleeping, reading, writing home, washing clothes in plastic buckets andmostofallwaiflng.

During this time, the teams barely communicate with one another. Rob Hall is immersed in his meticulous planning and strict regime, under which Adventure Consultants clients are told when to sleep, when to clint, when to eat and when to drink. His less accomplished clients work hard on improving their technical skills under his watchful eye. Hall continues to involve himself in every detail of life at Base Camp and of the increasingly higher climbs the group is now performing.

9 ~ In the Mountain Madness camp, there is less need to improve ice-climbing skills. Team members continue to acclimatize at a more individual pace, but the up-and-down routine is the same. Scott Fischer faces a number of early logistical issues — from customs problems with his Russian consignment of oxygen canisters to price disputes with the Nepali porters who bring Base Camp supplies. A high-altitude tent designed to withstand extreme winds fails to arrive. 2fl

There are fewer unforeseen setbacks in the IMAX camp — except for the regular, lawnmower- like roaring of the monstrous camera (which became a full member of the team when the others nicknamed it ‘the pig’) and the occasional unwanted ‘extra’ when a member of another team wandersinto a shot.

As well as acclimatizing and filming at lower altitudes, the team is also planning to stash a carefully calculated number of extra oxygen bottles at Camp IV, high on the mountain. That will give them the option of more than one summit bid if necessary. Breashears has purchased extra oxygen bottles accordingly and has also paid extra for a climbing permit that allows enough time for a possible second attempt.

April-May: Setbacks

Only when faced by unlikely circumstances do the parallel existences of the teams meet. On April 7, an Adventure Consultants Sherpa falls into a crevasse. Rob Hall is forced to enlist the help of Sherpas from other teams to rescue him. They are not pleased. They have enough tiring and dangerous work of their own to do.

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The Business School for the World

In mid-April, Sumiyo Tsuzuki from the IMAX team cracks a rib during a coughing fit – a common injury at high altitude. She stoically soldiers on. In the Mountain Madness team, there are similar problems. Dale Kruse is starting to show symptoms of his old propensity for altitude sickness. And, after severe insomnia brought on by altitude, Pete Schoening comes to accept that he will not become the oldest man to climb Everest after all. He counts himself out of the final push.

The problems are not just physical. On April 20, Fischer has a minor showdown with Boulcreev inLene Gammelgaard’s presence. He tells hint

“Anatoli, you were hired to guide on this trip — to mingle with the team — not just to work hard high on the mountain. Ifyou merely function as a strong climber, I might as well have hired an altitude Sherpa”?

On April 22. a more serious incident shakes the Mountain Madness team. As Scott Fischer is descending, he comes across one of his Sherpas sitting high on the mountain. The man is exhibiting the symptoms of high-altitude pulmonary oedema (HAPE): difficulty breathing, coughing, tightness in the chest and extreme weakness. Fischer tells him to go down immediately — the only cure. But instead, perhaps to save face or simply out of misplaced loyalty, the veteran Sherpa chooses to go up and spend the night recovering at 6,SOOm (21 ,300ft) in Camp U. He anives delirious and coughing up pink fluid.

With no Mountain Madness guides present, four clients undertake emergency treatment, radioing their inexperienced team doctor on the team’s antiquated communications equipment for instructions. She calls on another expedition’s physician for advice, but the recommended treatment has no effect and, the next day, a rescue party of guides and Sherpas is sent up. Meanwhile the clients try to drag the sick man down to meet them on a makeshift toboggan – one of them exhausting himself to such an extent that Scott Fischer has to effect a second rescue mission himself. While the critically ill Sherpa is evacuated by helicopter to Kathmandu, the rescuers are left in a state of fatigue at Base Camp. ~fl As the camps take root higher up the mountain, mid-May is fast approaching – and with it, so everyone hopes, the window of summit-enabling weather that usually opens up at this time of year. Rob Hall’s high-tech satellite communications crackle with forecasts. A sense of anticipation – mingled with dread – hangs heavy in the thin air of Base Camp.

The realization is also dawning that a comparatively large number of climbers are targeting the same small annual time window for the climb to the top. Some coordination is needed. Rob Hall, predictably, steps up to organize matters. There is a meeting of expedition leaders in the Adventure Consultants mess tent, and an agreement is negotiated. The IMAX team will go ahead of the other groups and reach the summit on May S or 9. That leaves them with the option of a second attempt. Hall, Fischer and company, whose tight schedules allow for only one summit bid, will follow next on May 10. Remaining teams, including a small Taiwanese group, will follow later.

5 Gammelgaard,p.107

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Thus, if things go according to plan — and the mountain herself is in agreement — all three of our teams will meet, Adventure Consultants and Mountain Madness going up as TLMAX comes down on May 10.

May 8: Departure

For all the rigorous planning, the teams’ paths cross earlier than expected — and much lower.

The traditional Everest timetable is to climb to Camp I above the Icefall, possibly spending the night there, before moving on through the steep valley known as the Western Cwm to Camp U – and the next day to Camp III, perched on a tiny ledge on the face of Lhotse (Everest’s lower neighbour). This is the highest point at which the clients have slept during their acclimatization, but most of them have also been as far as the final camp at 7,900m (26,000ft) on the South Col (between the summits of Everest and Lhotse and just below the Death Zone). As day trips go, Canipifi to Camp IV is not far: only 500m (1,640ft), but most of them are vertical – and they include the rocky challenges of the Geneva Spur and the Yellow Band. fl On the morning of May 8, the IMAX team are indeed at Camp ifi, as planned. They went to bed yesterday evening in peak physical condition with a sense of unstoppable momentum. Then high winds battered their tents all night, thwarting all attempts at sleep. Sumiyo Tsuzuki has cracked another rib in another coughing fit. Now, looking up with bleary eyes, they see clear skies. But the more experienced climbers scan the slopes above and detect strong winds up high. Looking down with the same weary gaze, they see 55-plus tiny figures beginning the climb from Camp U.

Breashears consults Ed Viesturs and Rob Schauer. Instincts born of experience tell them to wait at Camp ifi another day for the winds to die down and for everyone to get some sleep. However, if they wait, they will get caught up in a procession of climbers of varying abilities. And that spells risk – with no benefit. In any case, Breashears and his team are there to make a film about majestic isolation rather than the mass ascent of 16 clients with their guides and Sherpas.

The choice is stark: go up quickly as planned or go down and wait several days at Base Camp for the rush hour of human traffic to abate. There is, however, no guarantee that the pre monsoon window of good weather will stay open long enough for a second attempt to be feasible, no matter how much they have planned for it. After examining options and conditions, the three senior team members collectively agree that going down now — however paradoxical and disappointing for the ten – is the best way to safeguard the film project at this time. The upward momentum that has been building during the climb quickly deflates. But at least the worst will have been avoided: to be caught in traffic, with bad weather and plenty of congestion, while being unable to either film or move.

Throughout their morning descent, the tiny figures climbing towards them grow and one by one turn into familiar faces. A few are clearly struggling but refusing to give in. Others are strong and moving well. Jon Krakauer, ever the journalist, noted down Doug Hansen’s words

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during the previous day of rest at Camp IL, but they express what everyone is feeling: ‘I’ve put too much of myself in this mountain to quit now.’6

Breashears meets Hall at about the midpoint of the strung-out group. It has turned into a beautiful day. ‘I felt embarrassed explaining to Rob why we were heading down now that it was a warm and sunny day,’ the filmmaker will later recall. ‘Rob looked diligent, competent and in complete control.’7

Last of all, surprisingly late in the morning, comes a tired-looking Scott Fischer. whose fliendship with Breashears goes back many years. He has forgone the rest day on May 7 to take Dale Kruse back to Base Camp after a recurrence of the dentist’s altitude sickness. By now, only six of Fischer’s clients remain. Yet still he wears his characteristic charismatic grin.

MayO: Diversion a £

ThelMAXteamhassleptatCamplLTheywakelateonMay9andlingerinthesun.Bynow the line of tiny figures is far above them, inching towards the distinctive smudge of the Yellow Band that leads towards Camp IV. And above Camp IV looms the summit, whose attraction they can feel even here.

The last of the tiny figures finally arrives at Camp IV in the afternoon. The members of the watching [MAX team know that only the lucky ones will be able to snatch a few hours’ sleep, even with the help of bottled oxygen, before setting off once again for the final assault just before midnight.

That afternoon, a distress call comes through on Breashears’ radio. A member of the small Taiwanese expedition left his tent at Camp ifi in the early hours of the morning to relieve himself — and slipped into a crevasse. He didn’t seem badly injured at the time, so his colleagues headed on upwards. Despite an earlier promise to wait until Hall’s and Fischer’s s expeditions are on their way down, the Taiwanese leader, accompanied by Sherpas, is now aiming to reach the summit on May 10 too. Meanwhile, the condition of the injured man is deteriorating, hence the emergency message from the Sherpas who stayed with him.

Breashears and the two senior members of his team, Viesturs and Schauer, immediately offer to form a rescue party. They move swiftly up to Camp [LI. But to their horror, they find only a dead body. They decide to drag the corpse down and arrive back at Camp II late in the evening. As they settle down for a second night there, a dead man whose name they do not know is lying just outside their camp. They are tired and in disbelief as to how this could have happened.

Meanwhile, up at Camp N, a storm roars all evening, making it all the more difficult to rest. ‘It was living hell in those tents,’ one of the expedition members will later say. But at 8.00 pm calm descends- Despite protests from several clients, Hall communicates his decisi . o’clock. Be ready. We’re going.’ In just a few hours, while the [MAX team sleeps on at Camp II, Adventure Consultants and Mountain Madness will be entering the Death Zone.

6 Krakauer,p. 145 7 Breashears, 1999, pp. 254—255

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Morning and Afternoon, May 10: Ascent

Just past midnight, Hall’s and Fischer’s teams have already been climbing for an hour. It is a perfect, clear night. ‘The Milky Way was on fire,’ one of the guides will later recall. With their headlamps, the climbers look like a procession of white spots on the black mountain, moving one by one at a safe distance from each other, yet keeping the line intact.

Everyone is feeling the effects of altitude: while hearts pound rapidly, movement and thought are sluggish. Andy Hanis, Hall’s junior guide, is also feeling stiff and bruised after being hit on the chest by a falling boulder between Camp U and Camp ifi.

As usual, the plan is to climb through the night and — except for a few Sherpas and Fischer’s head guide, Anatoli Boukreev – with bottled oxygen. The route lies along the rocky Southeast Ridge to the Balcony, a small snow ledge with breathtaking views at dawn. From here they must press on to the mini-peak of the South Summit, where the ridge becomes knife-edged before rising into a forbidding 12m (4Oft) wall of rock: the notorious Hillary Step. Two Sherpas from each team have already gone ahead to fix ropes, including the lifelines that will enable the clients to ascend (and later descend) the Step one at a time. After that, it is a comparatively easy climb to the top through deep snow.

Speed (or at least what passes for speed at high altitude) is essential, as the body and brain deteriorate with every passing second in the Death Zone – Even with the extra oxygen bottles, 9 stashed by the Sherpas on the South Summit, each person has only enough to last until about 5.00 pm. They must be back at the relative safety of Camp IV — or very dose to it — by then.

Rob Hall has dmmmed the rules into his clients: first, his word is law on the mountain; second, they must stick close together so that the guides can keep track of them; third, they must respect the turnaround time of 1.00 pm (in poor weather) or 2.00 pm (in good weather). Even easy-going Scott Fischer has insisted on the importance of a turnaround time. Yet today, puzzlingly. no one has mentioned it. The excitement of the final push has focused all minds on the climb, not on the descent.

At 5.30 am, the first climbers arrive at the Balcony on schedule, only to find that there are no fixed ropes. For some reason, the advance Sherpas did not leave ahead of the others after all. Later, some will blame bad or competitive relationships between the two groups of Sherpas. Others will cite erroneous reports that an earlier expedition had already fixed ropes. But to this day no one truly knows why the fixed ropes were not there.

The ropes must now be installed, causing the clients to back up on the Balcony. They huddle for nearly an hour, getting colder and edgier. Then the sun rises and with it their spirits. For some, the beautiful view alone justifies all the efforts so far. However, not everyone is there to see it. The publisher on Rob Hall’s team has already turned back. And now at just 7.30 am Beck Weathers can’t see it either. He has suddenly become more or less blind. As a doctor he realizes that his condition is due to a combination of altitude and a recent eye surgery. No medical expertise is needed to realize that he cannot go on. Hall volunteers two Sherpas to accompany him down, but Weathers refuses:

— I just climbed all night to get to this place. I’m not going to go.

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— I want you to promise me that you’re going to stay here till I come back.

— Cross my heart, hope to die. I’m sticking.8

Later in the morning, the team shrinks yet further when the lawyer and the two other doctors turn back. One of them will later recall the moment very clearly:

“It was a struggle at that point within myself, a struggle of the voices, the one voice inside of me saying: ‘Just do it, go for it, come on, 120 minutes, what’s the big deal? Besides, others are still going, so it mast be OK.’ .. But another voice was saying: tWait a minute, thinkfor yourself. It’s getting too late.”9

Despite Hall’s insistence on obedience, they take the decision into their o~t hands, and turn back. Of the Adventure Consultants clients, only Krakauer, Hansen and Naniba are still climbing. All six of the Mountain Madness clients who made it to Camp IV are still going strong.

There is a second bottleneck at the South Summit. The two teams gather under the remains of tattered old ropes from previous expeditions, increasingly hypoxic, sleep-deprived, hungry and dehydrated. Boukreev eventually leads the climb up the Hillaiy Step, fixing the rope that others will use as he goes. By now, vital time has been lost. The first suggested turnaround time of 1.00 pm comes and goes. Only Boukreev from Mountain Madness and Harris and Krakauer from Adventure Consultants have reached the summit. Boukreev has to head straight down, as he is not using bottled oxygen.

At 2.00 pm just three more have made it: two Mountain Madness clients and their junior guide, Neal Beidleman. The largest group does not arrive until 2.30 pm: Rob Hall; his senior guide, Mike Groom; their quiet Japanese client, Yasuko Nasnba; the considerably louder Gammelgaard and Pittman, both from Mountain Madness; and Fischer’s two remaining clients. They celebrate for a full 40 minutes. No one mentions the turnaround time, which has long since passed. It is no longer possible to reach Camp IV before dark. ~ fl At 3.10 pm Beidleman finally insists that they must go down. They leave Hall alone to wait for Hansen. Shortly after setting off, the descending group meets a weary Scott Fischer, still on his way up. He always intended to act as the rear guard but seems to have Thllen farther behind than planned. They greet each other briefly, Fischer as intent on going up as the others are eager to get down. There is no sense in lingering to talk. A bit later they encounter Doug Hansen, clinging to his ambition. At this point, he is clearly struggling just as he did last year, but he keeps pointing his finger to the top, as an indication of his resolve to conquer the mountain – which he finally does at 4.15 pm.

In total, including the Taiwanese team leader and his Sherpas, 23 people reach the top of the world on the afternoon of May 10, 19% — their celebrations watched through the binoculars of the IMAX team below. Counting Weathers, who is still waiting faithfully on the Balcony, that makes 24 people who have to get down to Camp IV on the South Col much faster than planned.

8 As remembered by Beck Weathers in Breashears, 2008. 9 Lou Kasiscbke, http:ftwww.pbs.org/wgbhfpagestfronthneleverest!storiesi.mfoldinghunJ

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But there is more onñnous news that the IMAX team can see all too well without their binoculars: storm clouds are now gathering, up from the valley, black and threatening.

Evening and Night, May 10: Chaos

The full force of the storm finally hits higher altitudes at around 5.00 pa In the space of five minutes, it changes from a perfect day to atrocious conditions. Of those who reached the summit, only Mountain Madness guide Anatoli Boukreev is safe back at Camp IV, drinking hot tea with the Sherpas who stayed behind and the Adventure Consultants clients who turned back. Eveiyone else is stranded at various points on the mountain by the thick, icy, whirling blizzard. One of the survivors will later liken it to ‘the disorientation that comes with swimming in a bottle of milk — you can’t even see where your feet are on the ground’ ~

Just below the summit is Rob Hall with Doug Hansen, who is now too weak to descend the Hillary Step and desperately in need of oxygen. Just below, on the South Summit, Andy Harris, increasingly disoriented, tries to climb back up to assist. Pleas come in by radio to leave Hansen behind, but the Adventure Consultants leader refuses to abandon his client. He is reported as saying: ‘I can get myself down the Hillaiy Step, but I don’t know how I can get this man down. I need a bottle of gas, somebody, please, I’m begging ~

~c’1 4’

One of the other guides will later say: So,,

I remember a conversation at Base Camp just before we went up. It was just between Rob and myself And Rob said to me, you know, ((you did lose a client on Mount Everest, you ,night as well be dead!2

~

Further down, near the Balcony, Fischer too is stranded, along with the surviving climber from the Taiwanese expedition. Twice, lightning strikes close to then Fischer complains increasingly of feeling ill. ‘I am sick, I am sick,’ he repeats.t3

Some distance below them, the largest group of climbers is tying to struggle down. It consists of two guides (Groom and Beidleman), two Sherpas, and seven assorted clients, including Pittman, Gamnaelgaard, Namba and Weathers – who has finally abandoned his long, faithful wait for Rob Hall. Pittnian, Namba and Weathers can barely stand. Weathers is still blind. Soon, as the blizzard thickens and the wind lashes, no one is able to stand, no one can see — unless they break the ice off their eyelids. With the wind chill, the temperature drops below 18°C (0°F).

Eventually, at 7.30 pm, the group stops and huddles together, hoping for a lull in the storm – less and less anxious to escape death. One of the surviving clients will later recall:

10 John Tat, hfip:/Iwww.pb~orgIwgbh!pag&fronthneJevaesUstoñeshinfo1dmghbn1 11 Breashears, 1999, p.262 12 Mike Groom, hft:/Iwww.pbs.orgtwgbh~rng&fronthne/everest!stories/1eadesshipAtm1 13 As remembered by Makalu Gau in Breashears, 2008.

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I turned inward and just decided to go into that hypothermic sleep that’s so comfortable, that people mention when they’re dying of hypothermia. And it just seemed like the easiest thing to do, rather than endure any more pain?

The most tragic is that they do not how that they are only a few hundred horizontal meters from Camp IV – a distance they could cover in 20 minutes if they could only see where they were going. What the guides do how is that if they walk in the wrong direction they will fall straight off the sheer drop of the Kangshung Face into Tibet.

As the large group huddles, two other clients, who have been travelling alone, make it back to the tents of Camp TV — one of them Jon Krakauer. His article for Outside magazine, if he survives to write it, will be very different from the one he envisaged. For even in the tents, safety is not guaranteed. Those lucky enough to be there can hear only the terrifying roar of the wind, which batters them relentlessly.

It is around midnight when a brief lull arrives. Most of the climbers in the huddle out on the South Col are by now barely conscious. A few of them, including Neal Beidleman, who has become the unofficial leader of the group, and Lent Gammelgaard, think they can see the tents. They head off in desperation, promising to bring help. But when they get there, only Boukreev seems physically capable of rescuing anyone. And conditions are worsening again.

H May11: Aftermath

After several attempts throughout the early hours, at 4.30 am on May 11, Boulcreev finally reaches the ragged, frostbitten remaining members of the huddle. While Sandy Hill Pittman is among those capable of moving, Yasuko Namba and Beck Weathers seem close to death. Boukreev has no choice but to leave the two Adventure Consultants clients behind.

When day finally breaks, the storm is still raging, yet further rescue attempts are made. Namba and Weathers are easily found: two bodies partly buried in the snow, their faces coveredin a thick crust of ice. Weathers has lost one glove, Namba two. Remarkably, they are still breathing, but both are so dose to death that the decision is made not to try to move them.

Meanwhile, a team of Sherpas heads upwards. Battered by still-strong winds, they fail to find Hall, Hansen or Harris. They do manage to reach Fischer and the leader of the Taiwanese team. They give Fischer oxygen, but he is unresponsive. The Taiwanese climber revives a little with the help of oxygen and hot tea. He is so severely frostbitten that the rescuers think he cannot survive; they haul him down anyway.

Most members of Mountain Madness have already limped out of Camp IV – leaving Anatoli Boukreev behind to coordinate the fruitless attempt to save Fischer. At Camp UI, visibly shaken, they cross paths once again with the IMAX team, which is hurrying up to help the rescue effort. Breashears and his colleagues had already radioed up directions about where to find their store of 50 oxygen bottles — more valuable for the survivors than any buried treasure. Rob Hall has always voiced concems about having to come to the aid of one of the

14 Charlotte Fox, hftp:/twww.pbs.orgtwgbh/pages~fronthneJeverest!storiesAinfo1dinghbn1

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other expeditions, thus jeopardizing his own team’s summit bid. Now Rob Hall has turned the tables himself.

Revived by the ItskAX oxygen bottles, the Adventure Consultants survivors are getting strong enough to contemplate their own descent tomorrow. But at 4.35 pm they are alarmed to see a gruesome, two-legged creature staggering into Camp IV. With a blackened frostbitten stump for an ann and a rotting nose, it looks like one of the living dead. Dr Beck Weathers — in defiance of medical science – has just walked back into camp. He is swiftly bundled into an empty tent and stuffed into two sleeping bags with several hot water bottles, an oxygen mask covering what remains of his face. No one expects him to survive the night. Even if he does, the rescuers have no idea how to get someone in that state down the mountain.

By early evening on May 11, the horrible realization is beginning to sink in: Mountain Madness has lost its leader in the storm. So has Adventure Consultants, along with its junior guide, Andy Hanis, and three clients: Doug Hansen, Yasuko Namba and, in all likelihood, Beck Weathers. That makes six fatalities in total, plus the Taiwanese man who died earlier. Hall’s state-of-the-art radio enables him to talk to his wife who — back home in New Zealand — is expecting their first child. His voice is feeble but his last words to her are heard clearly: ‘I love you. Sleep well, my sweetheart. Please don’t worry too muth.’~

Against all the odds, Beck Weathers wakes up on the morning of May 12 and is even able, with assistance, to walk much of the way down. The IMAX team takes him the rest of the 91 way to Camp IL. Just as remarkably, a helicopter rescue by a Nepalese air force pilot — rare and dangerous at such altitude and prompted by the tireless efforts of Weathers’ wife in Seattle — lifts the leader of the Taiwanese expedition (found next to Fischer) and Beck Weathersout of Campfl.Ittakeshimtwolifts, asthethin airmakesflying ahelicopteravery risky affair. After amputations and reconstructive face surgery, both will survive.

~ II. Mid-May: Return

Precisely one week after the fateful day of May 10, the IMAX team sets off from Base Camp once again It is a joint and carefully weighed decision to retrace the painful steps of acclimatization and two rescue missions in order to finish the film. Viesturs’ new wife, the base camp manager, is outraged by the decision and shouts, ‘Enough is enough~’ She retires down the valley in protest, while the others scrape together as many oxygen bottles as they can. Then they wait three days at Camp IL for good weather. Maybe it is already too late in the season?

At last, the longed-for forecast of good summit conditions comes through. Up they go through memories mom difficult than the terrain. Sumiyo Tsuzuki is still coughing and has now strained her diaphragm muscles (to add to her two cracked ribs). The higher she goes, the slower she becomes. Breashears watches her carefully. Together with Viesturs and Schauer, he decides to give her one last chance: she will leave camp one hour before the rest of the team and will be allowed to go on only if she reaches Camp IV ahead of the others (who have to carry ‘the pig’ and the rest of the equipment). The leaders hope that this will make her

15 Breashears, l999,p.269

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realize that she ought to stop her quest for the summit. She fails the test, yet remains adamant that she can continue.

Breashears knows that he must now do what is most painful for him and for her, and that he had wished to avoid. He crawls into the tent Tsuzuki is sharing with Tenzing Norgay, who takes the hint and leaves. Left alone with Sumiyo, he breaks the news that she cannot join the summit bid. She pleads, claiming that she has been climbing slowly only to conserve her energy. She pleads again, claiming that she will lose face back home. The producer has also reminded Breashears that Tsuzuki is essential to the film’s success in Japan, a market with great potential for IMAX. But Breashears does not give in to the commercial or emotional pressures. ‘A team is only as strong as its weakest member,’ he is fond of saying. And too many have been allowed to go up when they should have been turned down. He is resolved and will not allow her any farther.

On May 23 Breashears finally gets his summit shots. The joyful faces of Maceli Segarra and Jamling Tenzing Norgay express the feelings of the entire team. They are preserved on IMAX film for the entire world to see.

nfl

hi Epilogue

pIn the spring of 1996, a total of 98 people reached the summit of Everest and 15 died — more fatalities than in any other year before or since.

Just as the history of waris writtenby thevictors,thehistory ofmountaineeringis writtenby the survivors. No one will ever how the whole truth about what happened on May 10. 1996. But several of those who made it back down have written their versions of the events, allowing for an almost complete picture to emerge. It’s a story of human mistakes, successes, ‘~ i~ failures and tragedy as much as it is a story about mountaineering. There are valuable lessons for anyone involved in teamwork and leadership — in any context. p To learn those lessons may also be the best way to keep alive the memory of the people who died on Everest inMay 1996.

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Appendix A Partial List of Individuals Involved in the Story

Adventure Consultants Team Rob Hail (Expedition Leader), New Zealander Michael Groom (Guide), Australian Andy Harris (Guide), New Zealander

Clients Frank Fisciibeck, a Hong Kong publisher Doug Hansen, an American postal worker Stuart Hutchison, a Canadian doctor Lou Kasischke, an American lawyer Jon Krakauer, an American journalist E Yasuko Namba, a Japanese personnel director John Taske, an Australian doctor and former army officer Beck Weathers, an American doctor

he 0

Mountain Madness Team Scott Fischer (Expedition Leader), American AnatoliBoukreev (Guide), Russian Neal Beixileman (Guide) American

~O £

Clients Martin Adams, an Amencan former banker Charlotte Fox, an American ski patroller Lane Gammelgaard, a Danish lawyer Sandy Hill Pittman, an American journalist Dr Dale Kruse, an American dentist Tim Madsen, an American ski patroller 1Gev Schoening, an American former mountaineer Pete Schoening, an American former downhill skiing champion

IMAX Expedition David Breashears (Expedition Leader, film director), American Ed Viesturs (Deputy Leader), American Robert Schauer (Cinematographer), Austrian

Janiling Norgay Sherpa., Indian climber Maceli Segarra, Spanish climber Sumiyo Tsuzuki, Japanese climber

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Appendix B Timeline ofEvents an May10 and)), 1996

11.00 pm (fl Expeditions depart from Camp IV 5.30 am (10th) Krakauer and one of the Sherpas are the first to reach the Balcony (8,50Gm)

7.30 am Weathers stops at the Balcony to wait for Hail’s return

10.00 am Beidieman is the first to reach the South Summit (8,748m)

11.30 am Taske, Hutchison and ICasischke turn back below the South Summit

1.00 pm Harris, Boukreev and fCrakauer are first on the summit

1.25 pm Beidleman, Schoening and Adams reach the summit

2.30 pm Hail, Groom, Madsen, Pox, Gammelgaard, Pittman and Namba arrive

3.10 pm Beidleman leads the first group down the mountain -~

3.45 pm Fischer reaches the summit

4.lSpm Hansenarrivesatthetop _e C. 4~5.00 pm Boukreev enters Camp IV

7.30 pm Beidleman, Groom and others huddle together near Camp P/ B 8.OOpm AdanisandlcraicauerreachCamplV

11.30 pm Beidleman, Groom, Schoening and Gammelgaard reach Camp IV d ~ 4.30 am (1 1th) Boukreev rescues Madsen, Fox and Pittman

4A3 am Hail reports to Base Camp that he is above the South Summit and that Hansen has died

7.30 am Hutchison finds Namba and Weathers close to death and leaves them ~ $ 9.00 am Hail breathes supplemental oxygen at South Summit after 16 hours without

it

10.00 am Sherpas try to rescue Fischer but he is unresponsive

4.30 pm Weathers walks back to Camp IV on his own and receives oxygen and hot tea

6.20 pm Hall speaks with his wife one last time on the radio and says goodbye

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Appendix C Sources/Further Reading and Viewing

Footnotes refer to the sources below. Web pages last accessed on January 17, 2011.

Books

Boukreev, Anatoli, and G. Weston L)eWalt. 1998. The Climb: Tragic Ambitions on Everest. New York: StMartin’sPress.

Breashears, David. 1999. High Exposure: An Endi~ring Passion for Everest and Unforgiving Places. New York: Simon and Schuster.

Gammelgaard, Lene. 1999. Climbing High: A Woman’s Account of Surviving the Everest Tragedy. Seattle, WA: Seal Press.

Krakauer, Jon. 1997. Into Thin Air: A Personal Account of the Everest Disaster. New York RandoniHouse.

Weathers, Beet 2000. Left for Dead: My Journey Home from Everest. New York: Random House.

Flints

Breashears, David. Storm Over Everest (Frontline, 2008)

Breashears, David, Greg MacGillivray and Stephen Judson. Everest avliramax, 1998) 9 Webs ites

http:/Jwww.pbs.orglwgbhlpageslfrontlineleverestl

http://wn.adventureconsultants.com/ o’E

http://www.mountainmadness.com/

!H ~tD 0-

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Organizational Behavior Chapter 14 Multiple Choice Questions

Home > Chapter 14 > Multiple Choice Quiz
Multiple Choice Quiz
1
Leadership is the ability to:
A) influence others.
B) motivate others.
C) enable others to contribute towards the effectiveness and success of the organization.
D) all of the above.
E) none of the above.
2
An emotional intelligence trait referring to the extent that people are sensitive to situational cues and can adapt behaviour to match the situation:
A) Self-monitoring personality.
B) Integrity.
C) Leadership motivation.
D) Drive.
E) None of these because emotional intelligence is a behaviour, not a trait.
3
Each of these are one of the seven competency characteristics of effective leaders, EXCEPT:
A) drive.
B) intelligence.
C) self-confidence.
D) authority.
E) emotional intelligence.
4
Competencies indicate leadership:
A) performance.
B) success.
C) potential.
D) effectiveness.
E) all of the above.
5
The competency (trait) perspective of leadership assumes great leaders have the same personal characteristics in:
A) all situations.
B) distinct environments
C) exclusive situations.
D) identical circumstances.
E) situations of limited effectiveness.
6
The style of assigning employees to specific tasks, clarifying their work duties and procedures, ensuring they follow company rules, and pushing them to reach their performance capacity is:
A) people-oriented.
B) support-oriented.
C) achievement-oriented
D) task-oriented.
E) participation-oriented.
7
People-oriented behaviours include all of the following, EXCEPT:
A) showing trust for employees.
B) clarifying work duties and procedures.
C) demonstrating genuine concern for employees.
D) looking out for employee welfare.
E) listening to employee suggestions.
8
Path-goal theory has its roots in which theory of motivation?
A) Two-factor
B) Expectancy
C) Goal setting
D) Equity
E) Learned needs
9
The contingency perspective of leadership requires leaders to be both insightful and flexible so that:
A) they can find employees that like them and work with these employees to improve the environment.
B) they can work with employees that don’t like them and reduce turnover.
C) they can adapt their behaviours & styles to the immediate situation.
D) they can learn new competencies.
E) they can add these skills to their resume.
10
Servant leaders expect:
A) employees to serve them.
B) to serve and help employees.
C) to direct the performance of employees.
D) to consider employee ideas before making a decision.
E) employees to reach their peak performance.
11
Which of these is not a leadership style identified in path-goal theory?
A) Participative
B) Achievement-oriented
C) Directive
D) Supportive
E) Competitive
12
According to path-goal theory, which of these behaviours encourages employees to reach their peak performance?
A) Participative
B) Achievement-oriented
C) Competitive
D) Supportive
E) Directive
13
Which of these leadership styles in the path-goal model, is detrimental when employees are skilled and experienced?
A) Participative
B) Achievement-oriented
C) Competitive
D) Supportive
E) Directive
14
Which leadership theory suggests that effective leaders vary their style with the “readiness” of followers?
A) Situational leadership theory
B) Path-goal theory
C) Servant leadership
D) Fiedler’s contingency model
E) Competency perspective
15
According to empirical research, the only part (leadership style) of the situational leadership model that works is:
A) delegating.
B) telling.
C) participating.
D) selling.
E) achievement-oriented.
16
Fiedler’s leadership model suggests that the best style depends on the level of:
A) environmental control.
B) organizational structure.
C) situational control.
D) participation desire.
E) organizational planning.
17
The theory which identifies contingencies that either limit the leader’s influence or make a particular leadership style unnecessary is called:
A) leadership substitutes.
B) competency-based leadership.
C) transactional leadership.
D) middle-of-the-road approach.
E) situational leadership.
18
Self-leadership is a:
A) type of transformational leadership.
B) form of charisma.
C) style identified in situational leadership theory.
D) leadership substitute.
E) contingency of path-goal theory.
19
A leadership style that helps organizations achieve their current objectives more efficiently by linking job performance to valued rewards and ensuring that employees have the resources to get the job done is called:
A) transformational leadership.
B) contingency leadership.
C) transactional leadership.
D) charismatic leadership.
E) situational leadership.
20
Transactional leadership is about:
A) managing.
B) leading.
C) visioning.
D) charisma.
E) gender.
21
A form of interpersonal attraction whereby followers develop a respect for and trust in the individual is known as:
A) direction.
B) charisma.
C) bureaucratic control.
D) achievement-orientation.
E) a competency.
22
The perceptual processes which explain implicit leadership include:
A) stereotyping.
B) need for situational control.
C) attribution errors.
D) all of the above.
E) none of the above

 
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MGT312T Week 5 Apply Exercise SCORE 100 PERCENT

This problem-solving application profiles electronics retailer Best Buy. The entrance of Amazon and Walmart into the online resale marketplace gashed Best Buy’s in-store sales. When you couple that with inefficient processes and procedures at the organization and scandals with senior leadership, the organization really was in dire straits. Organizations such as Circuit City, CompUSA and RadioShack could not survive their problems, could Best Buy? In came new CEO Hubert Joly and CFO Sharon McCollam. They are now in the middle of the many challenges Best Buy is facing and need to find solutions to these major problems.

Question 1

Some of Best Buy’s internal issues could best be addressed by ______

Multiple Choice

窗体顶端

changing customer preferences

internal competition

demographic changes

participation or suggestions by employees

mergers and acquisitions

Question 2

If Best Buy chose to compete by introducing online sales direct to the consumer, this would be an example of ______ change

Multiple Choice

窗体顶端

innovating

adaptive

radically innovative

Product

Process

Question 3

Which type of analytical framework could help Best Buy develop a strategic plan?

Multiple Choice

窗体顶端

competing values analysis

SWOT analysis

systems analysis

force field analysis

organizational development analysis

Question 4

Best Buy might use all of the methods of change listed below. Which of these includes inputs, strategic plans, target elements of change, and outputs?

Multiple Choice

窗体顶端

organizational structure plan

social factors method

organizational arrangement

three-stage model of planned change

systems model of change

Question 5

When other tactics will not work or are too expensive, the best approach to overcoming resistance to change is

Multiple Choice

窗体顶端

facilitation and support

manipulation and co-optation

explicit and implicit coercion

participation and involvement

education and commitment

Question 6

6. The majority of problems Best Buy is facing have been brought about by ______ forces.

窗体顶端

external

Question 7

The change brought about by online competition from Amazon and Walmart are examples of _____

Fill in the blank

窗体顶端

changing customer preferences

Question 8

Best Buy’s new CEO and CFO will need to function as catalysts in helping the organization to deal with old problems in new ways. They would then be known as

Fill in the blank

窗体顶端

change agents

Question 9

Recommend a solution to the problem outlined above in no more than 175- words

Essay

窗体顶端

Best Buy is facing several problems including competition from Amazon and Walmart, inefficient internal processes, and scandals with senior leadership. Best Buy needs to develop a new strategic plan with radically innovative ideas, and quickly implement the plan. Company should try multiple strategies and choose trial and error phase to determine which strategy is the most effective one. Some of the strategies that can work for Best Buy are:

1. Give more attention to e-commerce and use this mode to enter new markets.

2. Set up ad-hoc shops that give heavy discounts and super deals. These shops will be set up for short period, and used to get customer attention.

3. Implement combination of online and brick-and-mortar strategy. Customers can check items in store and buy online. Also, customer can buy online and get delivery from store, or store delivers at doorstep.

4. To attract customers, Best Buy should offer attractions at store. For example, Best buy stores can have a gaming area, coffee shop, and other attractions that attract customers.

 
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