S.NO | TOPIC | 1 | Introduction about the case | 2 | Analyse the problem with the case using OB theories and concepts. | 3 | How should Barton make her case for executive education? | 4 | Reflection upon our experience of working in a group. | 5 | Conclusion | 6 | Referencing |
Karen Barton, Zendal Pharmaceuticals (senior vice president of HR) ,was annoyed when COO Palmer scorched her executive education budget by 75%.The first thought that came to Barton mind that it was a mistake, but it wasn’t a fault as Palmer patiently told Barton, sales were down by 26% and there was $300 million debts Zendal took on when it acquired Premier Pharmaceuticals, as a result Barton’s budget wasn’t the only one being cut. Palmer added that it wasn't clear what would be the return on investment of her proposed program or any of her current ones for that event. Barton's analysis had been extremely short on Quantitative benefits. Barton complained to a friend Carlo Freitas, head of the medical devices division about this, but Freitas disagreed: "If you want dollars, you have to show how you fit in with management's plans. You must be deliberate to fight for the resources with rest of us”. Barton bristled: "Don't you see that my department is connected to all the others? Every division benefits from the HR budget." But she noticed that Freitas was correct. She needed to make the case that duplify her budget was a clever act even in tenacious times.
Q1. Analyse the problem with the case using OB theories and concepts.
Ans. Analysing the case we find the following concepts:
1. Conflict concept: “It is a disagreement between two people or group over some major issues”.
In the case there is a disagreement between Palmer and Barton regarding the importance of executive education due to which Barton’s executive education budget was cut by more than 75%.
2. Understanding concept: “It relates to showing/exchanging of one’s thought with