Entries in the Category "MGMT250"
On MGMT 250, a Final Note...
At the end of it all, I have to say that I enjoyed my experience in MGMT 250. Considering the simulation, which I talked about in an earlier entry, aside, I found the class to be quite engaging and interesting. That is key for a class that meets at 9:00 am on a Monday. The case files were my favorite section of the class. To be able to see an actual problem that faced other management personnel is an excellent way to learn. It allows a significant amount of discussion between classmates, something which in turn tends to produce much better ideas.
My only real negative comment about the class has to do with the actual readings. While most classes would be fine, occasionally a large amount of text would be assigned for class and then not be discussed at all. I am not complaining about the amount of reading, but if some of the assigned reading is more for self-improvement and can be read at leisure, it would be nice to see it denoted as such. I can think of a few times when time constraints restricted the amount of time to read material. It literally came down to a guessing game to see which text needed to really be read and which could be read later. Needless to say, there were a few times during lecture I realized that I had made the wrong choice.
On the Final Learning Plan...
I found the second part of the learning plan much more enjoyable to write than the first part. Whereas part one had a static quality to the writing, part two had an optimistic and future feeling. Also, it was a great personal benefit for myself to have actual goals defined and a series for sub-goals for achieving it. For example, on of my short-term goals is to write a children's story. I have honestly had that goal since early freshmen year of high school, but, as is quite apparent by the nature of this sentence, I have yet to do it. It just always was put off because of school, work, or some other activity I was pursuing at the time.
There are many other goals that fell through due to a lack of focus and time. Although my learning plan was only able to accommodate three goals, I believe I will use the SMART system parts of the START NOW frameworks in the future for some other personal goals.
On the HR Simulation...
Overall, I found the HR Simulation a rewarding experience. The part I found the most interesting were the individual incidents. Since they were quite different than simple calculations and allocations of funds, they allowed a much more creative and dynamic form of thought. Also, group members tended to have very strong opinions of why or why not to select a certain action as opposed to mild suggestions about whether or not it was worth putting an extra $100 in the quality budget.
There were, however, some negatives to the simulation. The strategic challenge seemed to taper off as the simulation progressed, however, since each month fell into a routine. By the final quarters, it just seemed that all the budgets (safety, quality, etc.) were increased only to keep up with the other companies since money was plentiful. Aside from that, the only other problem I saw was hidden within the actual programming of the simulation; sometimes the program would alter numbers or charge unnecessary expenses, problems that both altered budgets and changed statistics.
To reiterate, the simulation was an excellent experience, but there is always room for improvement.
On Layoffs...
If there is only one major concept that I learned in the HR simulation, it is that layoffs really hurt a company. Faced with diminishing production, my group found itself in an odd predicament; we had extremely high productivity and low employee turnover. With employees wanting to stay with our company, we soon found our company over staffed. In an attempt to save our productivity, we decided to layoff roughly 5% of our entry-level employees.
The next quarter, we were quite stunned to see that almost everything positive had dropped and most negative factors had increased. Absenteeism and accidents rose while employee morale and even productivity took major hits. We expected some negative consequences, but this seemed ridiculous. It really put into context what really happens to a company, such as a major airline, when massive layoffs are instituted. To need to use such action, with all its negative side effects, really shows the desperation of that company.
On Tom Mendola...
For class on 12/4, we discussed the case of Tom Mendola. Mendola, a young worker in a factory, was going to be released due to his inadequate performance. Mendola pleaded with his employers to give him another chance since his family relied heavily on his income.
Although I believe that the company should take into account Mendola's situation, they cannot afford to let him stay on. My group suggested that Mendola should be given one additional month of employment at the factory. At the end of this month, Mendola will be let go. The month of additional employment would be contingent on him performing up to his ability and not being tardy. This way, the company can feel good about not abandoning Mendola in his scenario without taking the productivity blow brought about by Mendola's poor performance.
Another point that arose was what to do for recommendations to other employers about Mendola. The group agreed that providing the minimum information regarding Mendola would be best. If the potential employer asked additional questions, Mendola's current employer should be truthful while attempting to give Mendola the most positive image possible.
Evaluating only on Financial Results...
Although this is a topic on the blog guideline sheet, the reason I thought about it was due to the class discussion on feedback. I do not believe that a person or department’s evaluation should be based solely on financial information. There are many times when a good decision may not garner the greatest monetary result. Implementing important ideas that improve programs and make them more efficient will take money up front, but in the end, there will be a significant payoff. Not everything can be simply measured in dollars. If it could, then everyone would still be talking about how great Enron is.
Although I have very little experience in evaluating people in a professional atmosphere, I have done it several times in the academic realm. First, I look to see if all the necessary objectives were completed. Next, I look at how each objective was approached. Finally, I look at the end result. Good ideas do not always show up on the bottom line, but they are still quite relevant. Money is not everything; just ask Kenneth Lay and Jeffrey Skilling that question.
Incident Reports...
In my opinion, the most enjoyable part of the HR simulation is dealing with the incident reports. Unlike the constant number crunching and budgeting of the input sheet, the incident reports allow an excellent group discussion to occur. Also, it allows insights into other aspects of the simulation. For one incident, I can remember my group reading a report and finding a strong connection with another section of the input sheet. We decided to change around some budgeting, and it really paid off by boosting some of our average statistics.
Also, the incident report is so valuable as a management experience. Making a major error in this simulation may gain someone negative feedback from the instructor, but at least he or she will not lose his or her job. The constant weighing of circumstances, ethics, and budgets is the clearly the most enjoyable part of the simulation. That is, of course, aside from having $1,600,000 to play with.
On Class 11/8/2006...
Today in class, the discussion topic was on feedback. As I brought up in class, I believe a major fear of receiving feedback from someone is if that feedback carries a weight that potentially will stay with one forever. Examples of this would be obvious things like semester grades or performance reviews. I believe this fear of failure is what restricts many people from trying to find new and creative ways to approach projects. If one always simply follows the guidelines, then the risk is minimized. The reward, however, is also diminished.
Personally, I always enjoy feedback if I am expecting it. Notably, the only time when I greatly dislike it is when I do not ask for it. The exception, of course, is if I am doing something gravely incorrect and also happen to be completely oblivious to it. The other side of this issue is the quality of feedback. There have been many times in my academic and artistic career when I have asked for strong and critical feedback on something I have worked on only to receive a vague opinion with an equally vague explanation. All that manages to do is lower my critical opinion of that person and look for someone else to view my work.
Class 11/6/2006...
Today's class discussion regarded setting goals. An interesting term that Professor Johnson used was "Everest Goals." I did not think of much of it at the time in the lecture, but when I looked down at my Post-it noted goals, I found that I had quite a few lofty ones. They are more like Space Mountain goals; it is going to be a long wait until I can even try, and even then, it is not going to be easy.
The other goals, however, seemed to be on a specific path. Graduating from Case led to Law School, and Law School led to either working as an attorney or writing on legal matters. Other ones, such as having a family and travelling across the world, are also on that path, although the time frame can vary. I know most of what I want to do with my life and where I want to go. What I really need is a timeline. If I can help it, I do not want to miss anything.
On Jonah Creighton...
Regarding the Jonah Creighton case, I say I agree with the students in the class who believe Jonah went overboard. Although his actions were admirable and just, the manner at which he attempted to correct this wrong only managed to weaken his good relationships and create turmoil. Dan was literally badgered by Jonah into dealing with the issue to the point where Jonah seemed to be accusing Dan of also being discriminatory. Creighton completely forgot about Martin, the man to whom the racist remark referred to, and instead created a crusade to eliminate discrimination. Only Dan expresses a concern for Martin after the initial incident, showing Jonah's lack of focus and forethought. Jonah should have place Martin in the situation best for him. Then, Jonah could have addressed this issue systematically and thoroughly with Dan.
On Legal and Ethical Matters...
In business terms, I don't believe that the terms "ethical" and "legal" can be discussed without one another. The ethics of a situation deals with its morality and overall fairness; the legal part of a situation determines whether or not one will be sued. I think overall following the legal guidelines has to come before creating a set of ethical laws. One can make an opportunistic workplace that is fair and balanced, and it can still be illegal. The ethics of an organization, on the contrary, can be seen as hollow and even abrasive, yet the organization can follow every law to perfection. The difference between the two is why lawyers are well paid.
For a company, or any organization, to grow and prosper, I believe that the legal guidelines need to be addressed and met first. Following that, a set of general ethical guidelines should be established, voted on by the higher-level managers and boards. This set should reflect the image and policies the organization wants expressed directly to the public. Image is everything, and having a clean, well-defined ethical image is an excellent advantage.
On Employment Law...
At a minumum, I believe any employer needs to know that keeping the employment process as fair for all applicants is the best bet. Also, I think it is key to treat all potential hires with the same level of respect and interest, even if there is no chance that the person will be hired. Looking back at the case of Anna, the woman with multiple sclerosis whom applied for a job as a bank teller, one will find an excellent example. In the transcribed interview, the interviewer, Dave, basically shoots himself in the foot, to be cliche, and sets himself up for a lawsuit. If would have allowed Anna to discuss her opinions, even if still had reservations about her working, he likely wouldn't have been the center of legal action. Anna sued because she felt she was not given a fair chance to interview; whether or not she could do the job is not what is on trail.
Employment law, as a whole, is likely just best served when being fair to applicants. If one person is hired over another, there should be a good reason, one which people will believe if is explained.
Class on 10/11/2006
Today in class, we broke into small groups and discussed potential fields of work in the business world. I chose to go to the group discussing marketing. In this group, we discussed what benefits we would prefer in a marketing profession given the same salary. I personally believe that tuition reimbursement would be a key factor for selecting a job. If employers want young, fresh marketing workers, they need to offer such opportunities. Not only does it promote further education, it gives the employee the impression that the business cares about the education of the potential employee. Another key factor in job decision for young undergraduates would be relocation and travelling assistance. Even if a student gets out of school with little debt, moving to a new city or town will be costly. Such a gesture by the company shows another investment in having the employee pursue a career in the company.
Preparing for the Career Fair...
The Career Fair is this Thursday. I've never actually gone to one before, but I am hoping for the best. All of my previous jobs were application based and followed by a personal interview. Going around and talking to representatives is going to be quite different. I really want to get the most out of this event. Recalling the networking session in class, I'm currently trying to create a brief, yet interesting, endorsement for myself. Aside from "I'm Michael Benning, pleasure to meet you," I'm currently stuck. I tend to rely on interaction to get through interviews and conversations like this. Creating a strong list of questions should work in the beginning, though.
Actually, that gives me an idea. I'll initially scout the fair, find the larger corporations that I know something about, and, using my feedback, create new, specified questions for the other representatives. This way, I can make a much more personal connection.
On the sly side, I can also play the representatives off of one another. "So I hear Ford has a week of training for interns; does your company have a similar program?" I could say, for example. Doing such may yield me a more unique and honest answer than the prefabricated one. I think that is a valid tactic.
Sharing interview tactics with a sibling...
For the record, I only have a younger brother, but I believe that this question could be addressed with that single adjustment. Likely, I will be telling him about job interviews anyway since he is a sophomore in high school.
First, I believe the key to any interview is confidence. Being able to articulate and elaborate without wavering is invaluable while being questioned on various topics. This shows the interviewer that you are not going to buckle under pressure, especially pressure that you already knew about. I emphasize this part mainly because it is my strong point; five years of improvisational comedy training really helps. A shining resume and set of spectacular references will only take one so far; I prefer to use them to secure the interviewer's opinion that was created during the interview.
The other tactic that goes with confidence is turning the interview back onto the interviewer. By doing this, it either allows you to gather more information or gives you time to think of another question. Also, this shows the interviewer that you have interest in the company and that you have no problem asking about something. It is, in my opinion, one of the best tactics for someone being interviewed.
Why I considered Management as a Major...
I actually was asked this question today in my mock interview.
To be honest, I really had not thought the reason out to great measure until today. The reason is that, unlike other fields of study, business just has a different feel from "text to test" sciences and "no text" arts. The business classes are more engaging, and there is more of a connection with the professor. The reason I chose management specifically is because it is a discipline where I can learn the basics and also implement my own talents into accomplishing tasks. I have never liked cookie-cutter solutions, nor have I been one to constantly conform. I follow the rules, but make sure to know them backwards and forwards to see where I can maximize my performance and success. I believe studying Managment will give me that opportunity.
For the record, since my interview will likely come up in another entry, I did well. I still have a good amount to work on, but I was really worried I might buckle and flounder. I am glad not to be a fish.