Nick's Blog http://blog.case.edu/nap16/ en-us Mon, 11 Dec 2006 15:55:22 EST Mon, 11 Dec 2006 15:55:22 EST nicholas.psulkowski@case.edu nicholas.psulkowski@case.edu http://blogs.law.harvard.edu/tech/rss Movable Type v3.121 Last Day of Class http://blog.case.edu/nap16/2006/12/11/last_day_of_class On the last day of class, Professor Piderit asked us to share our favorite experience of the class. I shared... http://blog.case.edu/nap16/2006/12/11/last_day_of_class mgmt250 case cwru Case Western Case Western Reserve University Mon, 11 Dec 2006 15:55:22 EST On the last day of class, Professor Piderit asked us to share our favorite experience of the class. I shared that I enjoyed the challenge of working with my HR team during the simulation throughout the course of the fall semester. Additionally, I was glad that I had been put in touch with the Career Center as they are an excellent source of information. I hope to further utilize that connection later in my college career.

Although I did not know what to expect from class this semester, I am glad that I had the opportunity to experience it. The different perspectives and methods of analysis of my fellow classmates were an experience in itself, and I am glad to have been a part of it.

]]> The Learning Plan http://blog.case.edu/nap16/2006/12/11/the_learning_plan The completion of the Learning Plan came sooner than I had expected it to. I would think it is... http://blog.case.edu/nap16/2006/12/11/the_learning_plan mgmt250 case cwru Case Western Case Western Reserve University Mon, 11 Dec 2006 15:54:33 EST The completion of the Learning Plan came sooner than I had expected it to. I would think it is one of the more comprehensive papers that I have completed in my college career. I enjoyed the creation of Part II in which we delved into our goals in depth. I thought that was the more exciting, if not difficult, part of the paper. I included my desire to travel to Europe in the near future. I have never been anywhere outside of North America and would definitely jump at the chance to travel. I think it would be an interesting experience to experience cultures and peoples radically different than what I am used to. Also, I would like to travel when I am employed, so what better way to start than now?

]]> HR Simulation Review http://blog.case.edu/nap16/2006/12/11/hr_simulation_review The class discussed the pros and cons of the HR simulation in class. While I think that simulation provided a... http://blog.case.edu/nap16/2006/12/11/hr_simulation_review mgmt250 case cwru Case Western Case Western Reserve University Mon, 11 Dec 2006 15:53:34 EST The class discussed the pros and cons of the HR simulation in class. While I think that simulation provided a worthy chance for us to work in a management team situation and provided a chance to experience the aspects of HR, it was not without its shortcomings. First, there was significant confusion as to which incident was used for each quarter. Also, the correlations between the various aspects of the simulation (absenteeism, grievances, morale, accident rate, etc.) worked in mysterious ways at times and the significance of decisions was not always abundantly clear. Regardless, I thought it was a positive experience overall and would recommend it with reservations to the next management class.

]]> Tom Mendola Case http://blog.case.edu/nap16/2006/12/11/tom_mendola_case We discussed the Tom Mendola case in class, which dealt with a disillusioned youth who was forced out of high... http://blog.case.edu/nap16/2006/12/11/tom_mendola_case mgmt250 case cwru Case Western Case Western Reserve University Mon, 11 Dec 2006 15:52:39 EST We discussed the Tom Mendola case in class, which dealt with a disillusioned youth who was forced out of high school in order to support his family working in a manufacturing facility. The case dealt with how Tom was repeatedly warned about his poor performance on the job and whether or not it would be appropriate for management to let him go given his circumstances. The class was put into two different sections; one pro-firing and the other anti-firing. While my side had to argue against the termination of Tom, I personally felt that Tom had run out of goodwill at his place of work due to his poor work performance. Only so much can be blamed on extenuating circumstances at home and Tom should look into some way to continue his educational pursuits regardless of his work situation.

]]> Terminating an Employee http://blog.case.edu/nap16/2006/12/11/terminating_an_employee In class we discussed how to deal with unproductive employees. I related my own personal experience while employed in the... http://blog.case.edu/nap16/2006/12/11/terminating_an_employee mgmt250 case cwru Case Western Case Western Reserve University Mon, 11 Dec 2006 15:51:05 EST In class we discussed how to deal with unproductive employees. I related my own personal experience while employed in the restaurant that I worked in as a line cook. One waitress was particularly ineffective as an employee and engaged in inappropriate behavior on the job site. The owner of the restaurant consulted both myself and the head server to gauge how best to deal with this situation. After making repeated warnings to the employee, it was decided it would be best to fire her. Both myself and two other employees (the next senior line cook and floor manager) accompanied me while I informed her that management could not put up with her behavior anymore, and she was thus terminated.

While it was hard to tell someone that they are being fired, in this case, it was appropriate given the employees behavior. Also, it was good to have multiple people there in order to ensure no one could claim any wrongdoing on any of the employees involved.

]]> Eyes to the Future. Feet in the Present. http://blog.case.edu/nap16/2006/11/08/eyes_to_the_future_feet_in_the_present Do not spoil what you have by desiring what you have not; remember that what you now have was once... http://blog.case.edu/nap16/2006/11/08/eyes_to_the_future_feet_in_the_present mgmt250 case cwru Case Western Case Western Reserve University Wed, 08 Nov 2006 16:05:01 EST Do not spoil what you have by desiring what you have not; remember that what you now have was once among the things you only hoped for.

I came along this quote from the Greek philosopher Epicurus when surfing the Internet. So I took its discovery as a cue for an entry concerning the dream/goals activity that we did in class this past Tuesday. I thought that the activity was a refreshing departure from the typical class structure that we usually follow. It was a chance to dwell on the outrageous, the mundane, and everything in between as the class discussed where they saw themselves individually in the future. Toward the end of the conversation, one of my classmates contributed that they didn’t necessarily think it was a good idea to spend so much time and thought formulating goals lest we lost track of the present. The quote from Epicurus reminded me of the comment as well as a recent conversation I had with my own father not too long ago.

I was talking with my dad about school finances, how money was tight and related things. I probably took a negative tone and then discussed how I couldn’t wait for graduation and landing a nice job with a steady paycheck. He noted, however, that most adults in the middle of their professional careers fall back on college memories with great fondness, while in one of the great ironies of life, most college students cannot wait to graduate. While it is important to set goals and have dreams, I also think it is important to relish the immediate present. No mortgage payments, car loans, or lawn that needs to be cut. For the time being, I will take math class over that any day.

]]> A Return to Ethics? http://blog.case.edu/nap16/2006/11/06/a_return_to_ethics Lately, it seems that a popular topic of conversation in and out of the business world is the concept of... http://blog.case.edu/nap16/2006/11/06/a_return_to_ethics mgmt250 case cwru Case Western Case Western Reserve University Mon, 06 Nov 2006 16:46:36 EST Lately, it seems that a popular topic of conversation in and out of the business world is the concept of ethical business behavior. I guess this can be expected after the Enron and WorldCom incidents have been burned into our memories along with all the poor people that were so tragically affected. Unfortunately, I feel that many feel that a simply checklist of good ethical behavior suffices when it takes years for people to develop their own personal concept of righteous behavior. Also, it should be acknowledged that some people enter the world of business, as with any other profession, with less than noble ideals. Although I never had the chance to talk with him personally, I am pretty certain that Ken Lay knew what he was doing was taking place outside of the realm of ethical behavior. He knew there was the chance that he could eventually reap what he had sown, and eventually he did.

In my opinion, the focus should be on the chains of command, the supposed checks and balances that broke down so tragically in the case of Enron which led to the eventual catastrophic collapse. It was not the actions of a misaligned group that deceived the rest. The corruption spread far and wide in the case of Enron; from the halls of our government, to the ledgers of Arthur Andersen, back to the phony companies set up my employees at Enron. I would suggest that anybody interested in the specific example of Enron see the movie, “Enron: The Smartest Guys in the Room,” for the full overview of how far the corruption spread. It is an eye-opening experience.

No one can control the actions or another. Nor can we ensure that all business professionals behave ethically. While it is appropriate to provide the proper environment in which students of business are educated about proper ethical behavior, it cannot just stop there. There also has to be a renewed focus on the function of business as it relates to government, society, and other regulatory bodies. In this way, the effects of a few or even many deviants will be lessened. It’s no easy task and I am in no position to dictate how businesses can return to a focus on ethics. But it is my opinion that focusing on the individual is worthwhile, but it is not the whole picture. We need to look at the larger picture as well.

]]> My Training Experience http://blog.case.edu/nap16/2006/11/06/my_training_experience Last week, we discussed training methods in class and the appropriate setting for each type of method. Out of all... http://blog.case.edu/nap16/2006/11/06/my_training_experience mgmt250 case cwru Case Western Case Western Reserve University Mon, 06 Nov 2006 16:22:06 EST Last week, we discussed training methods in class and the appropriate setting for each type of method. Out of all the methods that we discussed in class, the only method that I had any personal familiarity with was that of an apprenticeship program. I have experienced this method in both the construction and food-service industry. Although we discussed how such a program also has an essential in class instruction as well as on the job experience, my experience has been heavily weighted towards the on the job experience. Obviously such a training method is more applicable to a job that is hands on, such as construction or cooking.

In my opinion the two most important parts of such a training program is that the content is practical and concrete, and that the training instruction is also relevant to job-related activities. While this may seem basic, a lot of managers make the flaw of bringing too much information to a training session. The trainee will only be as good as the trainer so best to pull your best person out of line and have them spend quality time with a promising recruit. In the restaurant, the training merely consisted of bringing the recruit on a lunch shift (dinner shifts were more intense at my last restaurant, whereas the reverse is true at my current restaurant) and have them work beside me during the shift. This allows them to spread their wings, so to speak, but also allows them to fall back on my assistance should they get backed up. I also felt such a training method instilled a feeling of equality and team work in a new recruit, as they were working right beside me. As long as you went in it with the right attitude, positive things were bound to happen.

]]> Bloated Executive Pay: Part II http://blog.case.edu/nap16/2006/11/06/bloated_executive_pay_part_ii To put a more human face on the insidious nature of bloated executive pay is the case of the Wall... http://blog.case.edu/nap16/2006/11/06/bloated_executive_pay_part_ii mgmt250 case cwru Case Western Case Western Reserve University Mon, 06 Nov 2006 15:34:29 EST To put a more human face on the insidious nature of bloated executive pay is the case of the Wall Street “darling;” Exxon Mobil. Retiring Exxon chairman Lee Raymond is receiving a $400 million dollar retirement package. According to ABC News, he made $51.1 million dollars in 2005 alone. First let’s take into account the Reader’s Digest version of Exxon Mobil’s illustrious past. Exxon Mobil has never paid one cent for the Exxon Valdez supertanker spill which occurred seventeen years ago; the company is the 6th worst polluter on the Political Economy Research Institute's Toxic 100 index; and the International Labor Rights Fund declared Exxon Mobil was complicit in the murder, torture, kidnapping, and rape of villagers in Aceh in 2001. Would it not seem to that, given all these terrible allegations, someone would think it logical to trim that $400 million dollar retirement package. If not just to clean up the company’s mess in Alaska? Which, by they way, they still claim that, "There is no scientific evidence that this oil ... could cause damage to any population or species" (Exxon spokesman Mark Boudreax).

The problem with linking performance of the company with executive compensation is that it leaves out the broader goal of the business; to serve people and not just earn a profit. While Exxon may be the most profitable company in the world; ask the fisherman is Alaska or the villagers in Aceh, whose lives have been affected by unethical and downright twisted corporate malevolence, whether or not Mr. Raymond deserves those $400 million dollars. I think we all know what they would say.

]]> Bloated Executive Pay: Part I http://blog.case.edu/nap16/2006/11/06/bloated_executive_pay_part_i Lately in class we have been discussing compensation in the corporate environment. I recently read an article in Money magazine... http://blog.case.edu/nap16/2006/11/06/bloated_executive_pay_part_i mgmt250 case cwru Case Western Case Western Reserve University Mon, 06 Nov 2006 15:32:29 EST Lately in class we have been discussing compensation in the corporate environment. I recently read an article in Money magazine detailing how executive compensation has increased significantly over the last several years, whereas compensation for the worker and investor has risen much less drastically. The article continued that the growth of pay packages for U.S. CEO’s is even outpacing investor returns. A survey conducted and reported by the Financial Times, looked at compensation of chief executives of companies in the S&P 500 index, and revealed that “the median compensation for a CEO rose 20 percent during the last fiscal year…[which topped] net profit and shareholder returns of those same companies, which rose 15 percent and 9 percent respectively.”

The AFL-CIO, a prominent labor union in the US, has made this compensation one of its major issues of focus. It maintains a website labeled “Executive PayWatch,” which follows the trends of executive compensation throughout the company. On the website it calculates that the average CEO to Average Worker Pay Ratio is 411:1. That translates into roughly every dollar paid to an average worker in the US, four-hundred and eleven dollars are making their way into the average CEO’s pocket. Does that seem fair? Do CEO’s truly put in 411 times the work that the average worker in the company does?

]]> Feeling Rewarded in the Workplace http://blog.case.edu/nap16/2006/10/11/feeling_rewarded_in_the_workplace In class on Tuesday we discussed the appropriate distribution of rewards in the workplace. We discussed how rewards have... http://blog.case.edu/nap16/2006/10/11/feeling_rewarded_in_the_workplace case cwru Case Western Case Western Reserve University Wed, 11 Oct 2006 16:23:26 EST In class on Tuesday we discussed the appropriate distribution of rewards in the workplace. We discussed how rewards have to provide an incentive for increased performance without adversely affecting productivity if they come to be expected. I brought up the example of providing sports tickets to the highest grossing server in the last restaurant I worked in. I thought the professor raised a valid point that although such a reward would provoke the server to sell more food and do so more passionately, the end-run customer service could be lacking if the sole focus was profits.

A more valid reward in my opinion is allowing the workers of a company to directly reap the benefit of their work, through programs such as profit sharing. If the restaurant were to offer the workers a share in the overall profits of the restaurant, the workers would become much more concerned with the overall operation of the business. Such an example is paying mutual fund managers through the partial ownership of they fund they manage; directly tying their own paycheck into the quality of their work. The only foreseeable downside that I can see to an operation is the managerial hierarchy might become somewhat convoluted. If workers are taking a direct share in the company’s profits, they may feel entitled to increased decision making capacities. But I think this method still has its valid points. Thoughts?

]]> A Lesson in Team Dynamics http://blog.case.edu/nap16/2006/10/04/a_lesson_in_team_dynamics In class on Tuesday, we discussed the dynamics of a team versus that of a group. In addition to that,... http://blog.case.edu/nap16/2006/10/04/a_lesson_in_team_dynamics case cwru Case Western Case Western Reserve University Wed, 04 Oct 2006 14:23:13 EST In class on Tuesday, we discussed the dynamics of a team versus that of a group. In addition to that, we also discussed the necessary aspects a team must have in order to formulate pragmatic and effective decisions. One of the most important functions a team must carry out is the balancing act between giving equal weight to all alternative opinions and taking group responsibility for the results of the team’s decisions. An interesting example of this breakdown in team functionality can be found amongst some of the most powerful people in the world: the White House.

Politics aside, I think all people can agree that the team decision making that occurs at the White House is dysfunctional at best. I think the publication of Bob Woodward’s State of Denial, provides us with a unique perspective on what the utter breakdown of effective team functionality and leadership looks like. The book particularly highlights what happens when the team leader, in this case, the President, places too much trust in one source and discounts all other alternative opinions. Woodward discloses that Rumsfeld ignored his trusted advisors and colleagues and ordered one-third the recommended amount of troops to Iraq. He even went so far as to refuse to return Secretary of State Condoleezza Rice’s phone calls when she voiced reservations about his proposed plans. President Bush, despite the shortcomings of his lead man discounted the advice of his father who thought Rumsfeld was conceited, and placed his unequivocal trust in him as one of the main architects of the invasion and “rebuilding” of Iraq. Could there be a more tragic example given that thousands of lives, both American and Iraqi, have been lost?

And therein lays my point. The ability of a team to come together with a common purpose and sensibly reason out choices and coherently pursue a course of action is essential to progress. It’s probably human nature to pursue the easiest course of action, whether it be ignoring the painful truth or placing blind faith in friends. When placed in any position of authority it is our inherent obligation as decision-makers to dedicate ourselves fully to analyzing all possible alternatives, no matter how difficult it is for us. Even if it means returning a couple of phone calls.

]]> Doing the Right Thing vs. Following Orders http://blog.case.edu/nap16/2006/09/30/doing_the_right_thing_vs_following_orders Equality in the workplace was the topic of class this week. I wonder what the first thought that comes... http://blog.case.edu/nap16/2006/09/30/doing_the_right_thing_vs_following_orders mgmt250 case cwru Case Western Case Western Reserve University Sat, 30 Sep 2006 15:18:31 EST
Equality in the workplace was the topic of class this week. I wonder what the first thought that comes to a person’s mind is when they hear that expression. Do they think unattainable ideal? A horrid catch-phrase of political correctness gone bad? Or a necessity for a truly modern business climate?

A recent discussion in class covered the scenario in which a bank manager interviewed a disabled lady names Anna for the position of teller in his branch. Anna was a victim of MS, and was confined to a wheelchair. In the context of the scenario, Anna was more than qualified for the position but the manager was unsure of her ability to navigate around the bank given her disability. The scenario ended up with a less qualified, but more “physically capable” individual being qualified. The question that was laid at all of our feet was whether or not discrimination had occurred.

I was exceptionally disturbed by this scenario for multiple reasons. Firstly, in my opinion what had occurred was not only illegal but immoral. And secondly, and most prominent in my mind, was the fact that some people actually felt the manager was at least justified in worrying about the disability’s affect on Anna’s ability to work; despite the fact that she had numerous glowing references from similar cash-handling occupations.

This is where we start walking the tight-rope, ladies and gentlemen. As business managers we will be expected to turn a profit, increase productivity, keep expenses in line with revenues, and such. We all know this and have gone over it countless times in classes, internships, interviews, and actual jobs. As human beings we are expected to treat others fairly, have empathy for the marginalized and the weak, and guide our decisions by some sense of ethical righteousness, regardless of creed or religion. This tight-rope walk will not only involve equal opportunity employment, but also extend to how our organizations treat the environment, the formulation of wages for workers in foreign countries, and the disclosure of business practices to the general public.

I refuse to believe that the dual ideals of an effective business manager and a righteous human being are mutually exclusive and thus independent of each other. Instead they deserve to be merged and considered one in the same. This was the bank manager’s fatal flaw: it is not that he was inhuman or hateful; he merely saw dollar signs when he should have seen another human being. Despite her “disability,” Anna had as much potential as any person who walked trough his front door.

Anyone who has opened a newspaper or watched a television in the last few years know the names Enron, WorldCom, Royal Dutch Petroleum, and Halliburton. But what of the hateful business practices that they currently/used to practice? And if you really want to complicate things but, in turn make the conversation more potent, just ask why? Why did Enron and WorldCom lie and steal? Why does Royal Dutch have dealings with corrupt governments that slaughter innocent people? Why does Halliburton deal in corruption and cronyism at the expense of our soldiers’ safety overseas?

“I was just following orders,” and cite obscure organizational policy or lack thereof. That will probably be the bank manager’s excuse why he didn’t hire Anna. Some people in class even said it’s his company’s fault if they didn’t provide him the training. I don’t know guys. That’s been said before. “Just following orders?” Nuremburg, anyone?

I am honestly not trying to be dramatic or inflammatory for the sake of good dramatic prose. I want to clearly point out though, that we all risk marginalizing our own humanity if we play the game of “dollars and sense” and “just following orders” when it comes to our fellow man. Anna should have gotten the job in my opinion; I refuse to be persuaded otherwise. But it’s very easy to correlate small-scale dehumanization, such as what the bank manager exhibited to large-scale dehumanization, such as what played out so horrifically at Enron. It goes from one person following orders to a whole corporation blinded by goals that should be secondary to serving their customers and society at large. All it takes is one person to stand up and say, “No!” I plan on being one of them. I would hope my colleagues would be standing there with me.

]]> When you label me... http://blog.case.edu/nap16/2006/09/20/when_you_label_me I found the whole concept of the personality testing very interesting. I was in the Student Government for high... http://blog.case.edu/nap16/2006/09/20/when_you_label_me 250 mgmt mgmt250 case cwru Case Western Case Western Reserve University Wed, 20 Sep 2006 20:57:07 EST I found the whole concept of the personality testing very interesting. I was in the Student Government for high school senior year, and the moderator for the class thought it would be an interesting conversation starter amongst all the new members of the student government to do personality testing. We did the MBTI and another personality oriented designation called the Enneagram. I don’t pretend to be an expert on it and probably would fail at adequately explaining it; but I would definitely suggest you guys check it out. It’s pretty interesting.

At first, I was hesitant about the whole idea of personality testing because I felt it put you in a box, or gave you a label…the typical argument I suppose. But after going through the whole step by step process in class as closely as we did, I can now see the real value behind it. If nothing else, it assists you in analyzing what your motivations and methods are.

Sometimes I wonder how it is I came to be in the Management program at Case. In no way do I regret it, but the in-class conversations about career possibilities and interviewing does make me wonder exactly what I see myself doing in my adulthood for a career. Had you asked me three years ago what I would be doing now, I would not have said an undergraduate business student. I would have said either construction or culinary arts. Truth be told, I was between the Culinary Institute of America and Case for a college choice senior year in high school. My parents, teachers, mentors, and friends thought it would be best that I give a more conventional college education (relatively speaking of course) a try before honing in on a specific vocation such as construction or cooking.

So if you ever see me sitting in the back of the room breaking out in a cold sweat when people say they’re between equity, consulting, or other specific fields of business for a career - please understand where I am coming from. I have absolutely no idea what I am going to do with a major in business, in all honesty, but I know it gives me a lot of options and a wide preparation for most other fields that I may choose to get involved in.

]]> Introductory Entry http://blog.case.edu/nap16/2006/09/11/introductory_entry Although it sounds rather cliché, I honestly did not know what to expect at the beginning of MGMT 250.... http://blog.case.edu/nap16/2006/09/11/introductory_entry 250 mgmt mgmt250 case cwru Case Western Case Western Reserve University Mon, 11 Sep 2006 19:28:08 EST
Although it sounds rather cliché, I honestly did not know what to expect at the beginning of MGMT 250. I could tell rather quickly from the books that we had to order the class would be covering the different aspects of human relations, but how we would progress in class was another matter entirely. We jumped right into the material with the opening class material when we were assigned the “Strategy that Wouldn’t Travel” memo. The memo illustrated what I had been taught since I was a kid; don’t mess with organized labor. It is a bad decision for all involved. I have been involved in the construction industry since I was a little kid. My dad is a general contractor and has held various big title jobs that I have been involved with, at some level, as an employee of his firm. I also took Construction Management courses at Drexel University in Philadelphia over the summer. In our classes we would meet with both CM’s (construction managers) and union bosses, who would share their work experience with us. As a class, we also visited the site of the Comcast Tower, the biggest construction project and soon to be the tallest skyscraper in the Philadelphia metropolitan area. Our visit on the site coincided with a strike that the local plumber’s union was engaged in concerning the use of waterless urinals in the skyscraper’s public bathrooms. Yes, hundreds of plumbers had in fact walked off the job site because of urinals.

But therein lays the point. If a manager, in this case the CM of the jobsite and the executives in charge of financing and leasing are not in touch with their workforce, major problems will eventually ensue. Karen should have worried more about her workers then her policies or company protocol. Policy or protocol will never and have never solved a problem in any period of history. It is always people. That is the most important tool I took away from my years of construction experience and something that I will probably repeat in class consistently. It is not to be repetitive, I assure you. It is because I believe the biggest flaw in business as it is practiced today, is that we, as members of the business world, tend not to focus on the human aspect. We forget what makes businesses great; not the technology, the supply chains, the advertisements, but the creative and resourceful people behind the scenes making it all happen.

In no way am I trying to condemn the current business models of the world, but instead hope to emphasize the fact that through my experiences the managers who focus on their workforce and the people their business affects will yield the most goodwill and the most profit. My fellow classmates brought this up as well when we discussed the importance of older workers in a company. But I will discuss that at another time.

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