Instructor:
Office Phone:
Home Page:
http://web.nchu.edu.tw/~nienyu
Email:
nienyu@dragon.nchu.edu.tw; nienyu@gmail.com
Teaching Assistant:
0958-967671
COURSE OVERVIEW
AND
OBJECTIVES
EVALUATION
OF
STUDENT PERFORMANCE
Develop strategy.
2.
Articulate and communicate the strategic taskwhat the organization and its
members must do to implement the strategy.
3.
4.
5.
Diagnose the cause of strengths and weaknesses, particularly why they exist and
how they are affecting stakeholder satisfactionfinancial performance, customer
and employee satisfaction. Look for causes in poor alignment between various
elements of organizational architecture and strategy or environment. Of course,
poor performance may be a function of poor alignment between strategy and
competitive environmenta bad strategy. That strategy may be bad due to
weaknesses in style/leadership behavior.
6.
7.
architecture are causing these deficiencies in capability and how. Alternatively, you may
begin with a deficiency in a capability like coordination. You then work forward and
backward. Working forward, you ask what effect has this had on stakeholder satisfaction?
Working backward, you ask what elements of organizational architecture have caused this
problem?
Analyses that begin with the general questionis the organization effectivewill start
on the left side of the diagnostic model with strategy, and move forward or to the right.
Having defined the strategy, you will want to ask what capabilities are essential, and then
ask whether they exist to the degree needed. When you identify a deficiency, analyze its
consequences in stakeholder outcomes, and its causes in the architecture.
Both approaches to this exercise will lead you to answer the same question: is my
organization effectiveis it aligned with strategy in such a way that all stakeholders are
satisfied and committed, and how do I make it more effective?
We will leave more fun to our future meetings to reveal.
CLASS SCHEDULE:
Date
Topics
9/17
Introduction.
9/24
An Investment
Perspective of HRM
Mello, Ch. 2
Function
Work Systems
Performance Management
HBS #9-400-043
11/5
Tong , Associate
Vice President, HR
Division, BenQ Corporation
11/12
Performance Appraisal
Cindy &
Roger
Compensation Systems
Information Sharing
, Sr. VP &
#9-403-008
Student Case Presentation: TBA
Individual Exercise 4 Due
12/24
Student Exercise
Presentation: TBA
12/31
Student Exercise
Presentation: TBA
1/7
Student Exercise
Presentation: TBA
1/14
TBA
Assignment Questions
Case:
What is Southwest's competitive strategy? What are the sources of its success?
How does it make money?
2.
3.
How are these sources of competitive advantage produced and sustained by what
the organization does and how it does it?
4.
To what extent are Southwest's sources of advantage difficult to imitate and likely
to persist over time?
5.
6.
How serious is the competitive threat? To what extent can United and/or
Continental duplicate Southwest's business model? Why or why not?
Case:
What are the core competencies and sources of competitive advantages of AES?
2.
3.
Make an argument for why the company needs to and should add an HR function
to the firm. What kind of HR function (the characteristics of its staff, its functions,
etc) do you have in mind?
4.
5.
What would human resources have to be and do to cause you to change your
answer to question 4?
6.
What do you see as the future for human resources and its relationship to line
management in large, global firms?
How would you account for MacTemps success? Does it have a sustainable source
of competitive advantage?
2.
Should MacTemps attempt to increase the commitment of temps to the firm? What
is the value of commitment to the firm?
3.
Cases:
1.
2.
What are the design elements of the Toyota team-based manufacturing system?
3.
Why has General Motors had so much trouble learning from NUMMI and Saturn?
4.
Jamie Hresko is now running one of GM's largest assembly plants. What advice
would you give him for how he might introduce some of the NUMMI methods to
this facility?
Case:
1.
2.
Given his strategy, what do you think of his emphasis on revamping the
performance management system? What are the pros and cons of implementing a
new system of the type being discussed?
3.
4.
Given your answer to question #3, what recommendations do you have for how he
should proceed? How should he implement these changes?
Case:
1.
2.
Using the data in the cases, please complete the Evaluation and Development
Summary presented in Exhibit 3 of the Rob Parson (A) case. Show your
assessment to the class and ask for challenges.
3.
If you were Paul Nasr, how would you plan to conduct the performance appraisal
conversation? What would your goals be? What issues would you raise and why,
and how would you raise them?
4.
If you were Rob Parson, how would you conduct yourself in the performance
evaluation meeting? What are your goals? Be prepared to role-play the appraisal
conversation in class as either Nasr or Parson.
Case:
#HR-5.
1.
How has The Men's Wearhouse been able to take market share away from
competitor's? What is their source of competitive advantage?
2.
3.
Economists might argue that Zimmer is investing in general human capital; that is,
the skills employees are trained in can be used in other retail settings. According to
human capital theory, firms generally should invest in only firm specific human
capital. Why has this investment paid off for The Men's Wearhouse?
4.
Can Zimmer's approach be easily imitated by his competitors? Why or why not?
Case:
1.
2.
3.
Why has VDS had problems with its Product Data Management effort? To what
extent do you see incentive issues as important? What other issues are important?
4.
What should VDS do about the Product Data Management (PDM) problems?
5.
Would you make any changes to VDS' compensation systems? What? Why?
Case:
PSS World Medical: The Challenges and Growth and the Financial
Evaluate PSS's strengths and weaknesses. What have been their key success
factors?
2.
Do you agree or disagree with Kelly's emphasis on the importance of growth for
PSS?
3.
Should Kelly try to take the company private? What does he gain or lose if he does
this?
4.
Case:
Can Kelly's
1.
What were the challenges facing Gary Loveman when he took charge?
2.
3.