Barton Case Study

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Leadership development: perk or priority?

(Harvard Business Review Case Study)
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Leadership development: perk or priority?

(Harvard Business Review Case Study)

Group Members:

Aarti Sharma
Arjun Kumar
Pallav Goel
Sakshi Dixit
Vipul Aggarwal
Vishal Chaudhary
Yamini Arora

Group Members:

Aarti Sharma
Arjun Kumar
Pallav Goel
Sakshi Dixit
Vipul Aggarwal
Vishal Chaudhary
Yamini Arora

S.No.| Description| Page No.|
1.| Analysis of the problems with the case using OB theories and concepts| | 2.| How should Barton make her case for executive education?| | 3.| Reflection upon our experiences of working in a group| | 4.| References| |

CONTENTS TABLE

1.ANALYSIS OF THE PROBLEMS WITH THE CASE USING ORGANISATIONAL BEHAVIOUR (OB) THEORIES AND CONCEPTS:

After analyzing the case, the theories and concepts that relate are:

1.1 Evidence-Based Management (EBM) theory uses the best available evidence for making managerial decisions. The basic problem that Karen Barton faces with Dave Palmer is that he focused only on the reports that contained mostly qualitative benefits from the programs and did not contain much quantitative benefits and accordingly made his decision of cutting the budget. Whereas Organizational Behavior (OB) states that a manager should use all the three approaches of intuition, faddism and systematic study together. It states the use of evidence to inform the intuition and experience.

1.2 Dave palmer also faces Overconfidence and Availability Bias, as he believed too much in his ability to make good decision when it was outside of his own expertise. As he was convinced after the telephonic conversation with Barton that there was nothing more left to discuss even though the last-and the-only executive education program he attended was ages ago in 1980. He even emphasized on information that was most readily at hand and ignored the fact that in-house program if introduced, could reinforce Stockton’s three-pronged agenda and it would smoothen the integration process.

1.3 Equity theory explains that employees indulge into comparisons of the ratios of their own outcomes and efforts with those of others to check whether they are treated more or less favorably. Similarly in the case Karen compared her executive education budget cut by more than 75% to training for lower-level employees by only 10% which made her feel under-compensated and less favorable and secondly when Freita pointed out that he had to demonstrate the bottom line impact for every budget cycle Karen pointed out that If he could spend money on equipment maintenance, modification and improvement, Why couldn’t she do the same for people. This inequity motivated her to attain her goal.

1.4 “Adjustment function” of attitudes enables a person to bend according to a new situation and to conclude how to act in future so as to attain benefits from such situations in future. In the case we see Karen was disappointed, judgmental and aggressive initially but later on her attitude changed towards the situation and she started to be more practical and relaxed in her approach, as it was critical for her to get the best out of the case that she would put forward in front of Palmer.

1.5 Attribution Theory in social perception is when we see others behavior we want to understand why people behave the way they do. Karen similarly wanted to understand how Palmer’s mind worked and so she scanned through Palmer’s bio to decide on how she should make her case to get him on her side so that he approves it.

2.HOW SHOULD BARTON MAKE HER CASE FOR EXECUTIVE EDUCATION?

From Barton’s chat with Freitas and Palmer we can infer that palmer is a clear-headed person who believes in performance and evidence. We also get an idea from her conversation with Freitas that her ambitious budget may create an...
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