1. How would you describe the situation Paul Levy inherited at BIDMC? What challenges did he face? Why did previous turn-around efforts fail?
COO was thought deficient, though he thought firing w/n first months inappropriate- didn't want to be seem as being told how to fire... she would never once cover topics Levy felt important
2. How did Levy get started in his new job? In particular, what were his objectives and what did he accomplish:
a. Prior to his first day?
b. On his first day?
c. During his first week?
3. What, if anything, is distinctive about the way Levy went about formulating, announcing, and implementing his recovery plan?
has consistency
always validates employees
holds ppl acct.able for actions
open communication- reaching out, personalizing issues
does not go on defensive- always looks for another way
What is your evaluation of his approach to staffing the task force?
frame everything you do by core values- development as a vision
ppl have to know that someone's in charge, knows what they are doing
3/5/02
not too big that ppl don't participate, you want a broad but not too large groups, want ppl who actually know something about area and can rec carry out. Chiefs thought should be on sterring cmmts- staff to chiefs.
What has Levy accomplished in his first two months, and what key challenges remain?
In the face of adversity, is able to discipline and call people on irresponsibility
What is your evaluation of his leadership / change style?
How should he proceed – what goals, strategies, and tactics should he have going forward?
keep looking at acquisitions- PICKLE Prim Care libility group, dormitory lease back to them.
have broad view of what you're doing / look for opportunities / learn from each decision you make and restate framework - don't assume business model you start with, test learn and change.
What is your prognosis for his success?
Tuesday, July 14, 2009
Sunday, July 12, 2009
Blank mind while working in Asolo / This is not Verona either
Oh wondrous and splendorus Italy...
I wish to court you forevermore.
Alas, my dollar pales in comparison to your euro.
And I will be bereft of the gray bearing of this terminal.
I wish to court you forevermore.
Alas, my dollar pales in comparison to your euro.
And I will be bereft of the gray bearing of this terminal.
Wednesday, July 8, 2009
Grievances
Grievance procedure-union sit- procedure
dfn-an alleged vioilation or mis-application or mis interpretation of a spec. clause of the contract
formal steps- no informal step. last answer not last. last answer is arb. rts arbtration
union role-exclusive bargaining agent reps members of upon may not challenge manger if they deem its not worth it they are the party to contract
time llimits- cant' file if it was a long time ago, answer back faster
management grievances- can't file cuz they don't need to,k they have the power of interpretation of the contract
who can grieve? must have employee that has been wrongerd but the union must concur. union cannot file grievance w/o a spec act and an employuee that wants to file
self-help if empoloyee goes against management this is called self help and employee responsible for repurcussions
intent- if magmet last step was not acceptable, union has time frame in which they can file intent to arbitrate. gives parties one last chance to negotiatie
self help tradtionally only allowed in cases of safety or if request is illegal (sexual harrassment)
org appeals system- non-uniojnized
dfn- broadly defn has to do with employment any matter of concern that relat\es to your empoloyemnt- b/c you want prob solved, not solved under rug
steps import give chance to bring to top magmet
final answer-weritten from top magmt
B Steps
1 informally discuss w/ supervisor
supervisor wirte in most comp have form now supervisor has to give you a written answer
middle magmt put in writting/get wrti answer
top mange-vp put in written final answer
II union griveance proc- law empoyes can elect have exclusive bargaining agent (union) if memebers vote a select, excul is valud legal entity
barginging agent is valud leagl entiry
ntl labor elctions board will be sent in to vote on wanting union if major lf those voting say hyes, have selected
griv3en interp remains the interpretation
1. empoyee gets uionn concurrance
2. uinomn stewart and employee talk to supervisor and mmebmer of company labor relations
3. the middle man
chief stewart and employee to top maga and top latior relations
5. union can decide to arbitrate
dfn-an alleged vioilation or mis-application or mis interpretation of a spec. clause of the contract
formal steps- no informal step. last answer not last. last answer is arb. rts arbtration
union role-exclusive bargaining agent reps members of upon may not challenge manger if they deem its not worth it they are the party to contract
time llimits- cant' file if it was a long time ago, answer back faster
management grievances- can't file cuz they don't need to,k they have the power of interpretation of the contract
who can grieve? must have employee that has been wrongerd but the union must concur. union cannot file grievance w/o a spec act and an employuee that wants to file
self-help if empoloyee goes against management this is called self help and employee responsible for repurcussions
intent- if magmet last step was not acceptable, union has time frame in which they can file intent to arbitrate. gives parties one last chance to negotiatie
self help tradtionally only allowed in cases of safety or if request is illegal (sexual harrassment)
org appeals system- non-uniojnized
dfn- broadly defn has to do with employment any matter of concern that relat\es to your empoloyemnt- b/c you want prob solved, not solved under rug
steps import give chance to bring to top magmet
final answer-weritten from top magmt
B Steps
1 informally discuss w/ supervisor
supervisor wirte in most comp have form now supervisor has to give you a written answer
middle magmt put in writting/get wrti answer
top mange-vp put in written final answer
II union griveance proc- law empoyes can elect have exclusive bargaining agent (union) if memebers vote a select, excul is valud legal entity
barginging agent is valud leagl entiry
ntl labor elctions board will be sent in to vote on wanting union if major lf those voting say hyes, have selected
griv3en interp remains the interpretation
1. empoyee gets uionn concurrance
2. uinomn stewart and employee talk to supervisor and mmebmer of company labor relations
3. the middle man
chief stewart and employee to top maga and top latior relations
5. union can decide to arbitrate
Arbitration 7/6
party goes first has burden of proof
if employer fired/time lost or something neg, they have the bop
I. Selection of arb- usually a lawyer or someone w/ experience in one side or the other or are academics Amer arb assis fed mediators and concilliation services. It\s om cpmtrac/ wjocj pme
II. costs
1. direct- arbitrator charge for days in court and days for paper expenses of arb, place, court reporter, attorney, expert witness
2. indirect- time lost
20K-30K total
III. Steps
1. Prelim- used w/ more complex cases, problems w/ discovery
2. Hearing
=prehearing briefs- again for complicated/ tech codes
opening statements- towards arb, your side, w/ lat you'll prove
order of appear
direct- examination
testimony-witness
evidence-through witness
join exhibits0 ie contract
cross
re-direct re-cross- can only be related to previous questions
closing statement- twoard arb, to make sure they have down arb. the proof/wrap up
Arbitrator can only make decisions from when it is in the record
supeans are good to force opppostiition to carry through on the day of the hearing
post-hearing briefs- legal docs to summarize what you think you proved, precedent, cite legal support
evidence and objs-
relevant
leading-? clarly implies answer
hearsay- offer evidence where you're not of direct knowledge
lack of ofundation- doesn't have rt knowledge/experience to be expert witness
4. award-summarize issues, give award describing why specifically, can fashion an answer for me or both
appealing an award- courts don't overturn unless: 1. arb exceeded authority, 2, issued an award causing one or more parties to commit illegal action
3. exhib. prejudice
other issues
1. int. arb- not right or contact, w/out contract, normally court-ordered case, alter to strike, public sector to make contract.
2. mediation by the arbitrator- when they can change, med-arb
3. determingin artrability- see it's possible to even arb. or toss out
4. just cause tests- management has rt to hire, fire, discipline for just cause cases
obama has been using inte. arb for private
--
Arb. process- time to tell what you're going to prove. Free range to tell position--> THANK YOU, and then other side? No, DEFER (waiting to hear your case) Proceed. Testimony from witness, evidence- two witnesses, joint exhibits- contract, griveance, forms or intro through side party w/ witness all direct.
Monday, July 6, 2009
Transformational Leadership
P. 131 Transformational leadership involves assessing followers' motives, statisfying their needs, and treating them as full human beings. Subsumes charismatic and visionary leadership
Encompassing approach that can be used to describe a wide range of leadership, from very specific attempts to influence followers on a one-to-one leavel to very broad attempts to influence whole organizations and even enitre cultures.
Followers and leaders are inextricably bound together.
Transactional and transformational
transactional- bulk of leadership moels/ excahnges that occur b/w leaders and their followers.
VERUS
Transformational leadership- individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.
Encompassing approach that can be used to describe a wide range of leadership, from very specific attempts to influence followers on a one-to-one leavel to very broad attempts to influence whole organizations and even enitre cultures.
Followers and leaders are inextricably bound together.
Transactional and transformational
transactional- bulk of leadership moels/ excahnges that occur b/w leaders and their followers.
VERUS
Transformational leadership- individual engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower.
Tuesday, June 30, 2009
Managing Xerox's MNDC: John Clendenin (p. 279-293)
1. What have Clendenin's objectives been at Xerox?
Clendenin's objectives at Xerox have been to improve the efficiency of logistics within the company and to expand operations. To this end, Clendenin worked to include Multinational Systems Development Center (MSDC) to allow worldwide operating units to communicate with one another (3). Clendenin worked constantly to develop the system while facing multiple obstacles. In part of overcoming these obstacles were due to his vision and transformational leadership . Contributing towards improving Xerox staffing and management, Clendenin developed a vision of the workplace as somewhere employees would want to work to achieve personal goals. He clarified this goal with the MDC motto, "the quality of your attitude is as important as the quality of your work" (3). From this statement Clendenin set forth to build strong personal along side personal relationships with higher management as well as his lower employees.
2 . What obstacles did he face in accomplishing these objectives?
3. What interpersonal and organizational strategies did he use to accomplish these objectives?
4. What actions should Clendenin take at the end of the case?
Clendenin's objectives at Xerox have been to improve the efficiency of logistics within the company and to expand operations. To this end, Clendenin worked to include Multinational Systems Development Center (MSDC) to allow worldwide operating units to communicate with one another (3). Clendenin worked constantly to develop the system while facing multiple obstacles. In part of overcoming these obstacles were due to his vision and transformational leadership . Contributing towards improving Xerox staffing and management, Clendenin developed a vision of the workplace as somewhere employees would want to work to achieve personal goals. He clarified this goal with the MDC motto, "the quality of your attitude is as important as the quality of your work" (3). From this statement Clendenin set forth to build strong personal along side personal relationships with higher management as well as his lower employees.
2 . What obstacles did he face in accomplishing these objectives?
3. What interpersonal and organizational strategies did he use to accomplish these objectives?
4. What actions should Clendenin take at the end of the case?
Heidi Roizen P.210
1. What specific steps did Roizen take to develop and maintain her social network?
Development- outgoing personality
being friendly, getting involved in activities such as the editor of the company newsletter- getting to sit in on meetings (reasons to sit in on meetings), campaigning on behalf of her brother's T/Maker, attend industry conferences and events (always publicising)... get involved at the right time... always make friends with interesting people and maintain those relationships (e.g. dinner parties) and at the same time avoids overextending/burning out herself.
Maintaining (212) high profile role, "consistency" and "performance" more impt than freq of interactions in maintaingin a network...
highly efficient in communication techniques
2. How does your network differ from Roizen's? To what extent are these differences due to the environment in which Roizen operates and to what extent are the differences due to personal preferences and styles?
comfortable mixing personal and professional relationships is different, environment is more slow paced, does not involve many people. Personal preference is also a major factor.
3. What are the strengths and what are the weaknessess that you see in or resulting from Roizen's network at the end of the case?
+ extremely well connected, ability to connect one need with another, can feel comfortable in calling in favors, has both deep and broad set of individual contracts
- sometime may be hard to sep. personal from business contact on issues, may end up burning out a bit
4. What recommendations would you give Roizen for adjusting or maintaining her network as she becomes more involved as an Internet Venture Capitalist?
-cut back on seleted activities, may appoint a person to take care of some of the broader networks.
Development- outgoing personality
being friendly, getting involved in activities such as the editor of the company newsletter- getting to sit in on meetings (reasons to sit in on meetings), campaigning on behalf of her brother's T/Maker, attend industry conferences and events (always publicising)... get involved at the right time... always make friends with interesting people and maintain those relationships (e.g. dinner parties) and at the same time avoids overextending/burning out herself.
Maintaining (212) high profile role, "consistency" and "performance" more impt than freq of interactions in maintaingin a network...
highly efficient in communication techniques
2. How does your network differ from Roizen's? To what extent are these differences due to the environment in which Roizen operates and to what extent are the differences due to personal preferences and styles?
comfortable mixing personal and professional relationships is different, environment is more slow paced, does not involve many people. Personal preference is also a major factor.
3. What are the strengths and what are the weaknessess that you see in or resulting from Roizen's network at the end of the case?
+ extremely well connected, ability to connect one need with another, can feel comfortable in calling in favors, has both deep and broad set of individual contracts
- sometime may be hard to sep. personal from business contact on issues, may end up burning out a bit
4. What recommendations would you give Roizen for adjusting or maintaining her network as she becomes more involved as an Internet Venture Capitalist?
-cut back on seleted activities, may appoint a person to take care of some of the broader networks.
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