|
Home > Material Docente
|
| |
|
|
| |
Cases |
|
- Management
by Missions at SONY España.
IESE, DPO-111-E, noviembre 2007. Cardona, P., Rey, C.
Abstract: This case study describes
the process of implementing a mission-based management (MBM)
system as a tool for cultural change and its impact on leadership
in the company. In order to charge objectives and daily management
with the corporate mission, many companies have done exercises
to define and communicate their mission and values. However,
despite the effort by management and the resources used, very
few companies have been able to create and sustain a sense
of the mission that really motivates its people on a day-to-day
level. As we move away from top management toward the lower
echelons of the organization, we see that the staff's identification
with the mission and values becomes more tenuous. As stated
by the manager of a multinational factory in Germany, the
corporate mission and values are perceived "as an overly
theoretical exercise that has very little to do with daily
problems." The cause stems from a basic dichotomy: the
corporate mission and values on the one hand, and the organization's
objectives and day-to-day operations on the other. It is here
that outcome-based management (OBM) reveals itself as a management
system with a short-term vision of the organization that overlooks
the qualitative aspects of the corporate mission. These and
other problems derived from OBM, such as excessive internal
competition, dishonest practices and the loss of employee
collaboration and commitment, are what make it necessary to
design a new management system based on refocusing and enriching
the organization's objectives and day-to-day management. We
have therefore developed mission-based management (MBM) as
a model which ensures that objectives and decision-making
are based on the company's most important values.
- Coaching
at Banco Ganadero-BBVA (A)
IESE, DPO-34-E, marzo 2004. Cardona P., Pin J. R., Serrano
Duarte G., Susaeta L.
Abstract: This case presents two complementary
themes: the management by competencies interview and management
coaching. The case is set in a bank. In case (A) the area
director undergoes his first 180º evaluation, and
has to make a self-assessment. His results and the passive
role of his own coach are discussed.
- Coaching
at Banco Azucarero de Cali (BAC) (B)
IESE, DPO-35-E, marzo 2004. Cardona P., Pin J. R., Serrano
Duarte G., Susaeta L.
Abstract: In Case (B), the area manager
- and new coach - takes on the evaluation interview and
professional development plans of two branch managers -
coaches - one with high potential and the other with limited
perspectives in the bank. The exhibits show the evaluation
tools used: the 180º Evaluation Chart and the "Spiders",
which show the competency profiles.
- Lara
Castro (A): Un proceso de "coaching".
IESE, DPO-22, julio 2003. García P., Cardona P.
Resumen: El caso muestra el proceso de
desarrollo profesional y personal de una joven directiva
con una excelente formación técnica pero con
escasa formación en dirección de personas.
- Lara
Castro (B)
IESE, DPO-23, julio 2003. García P., Cardona P.
Resumen: Lara Castro, joven directiva de
una empresa de telecomunicaciones, comienza un proceso de
«coaching» con el fin de mejorar sus competencias
directivas. El caso muestra el plan de mejora diseñado
conjuntamente por Lara y su «coach», y los avatares
que rodean su puesta en marcha.
-
Gestión
de competencias en Unión Fenosa.
IESE, FH-692, marzo 2001. García P., Cardona P.
Resumen: Este caso resume la historia del
diseño y la implantación de un sistema de
competencias en la empresa Unión Fenosa.
- Buena
Visión España (A)
IESE, FH-686-E, noviembre 2000. Cardona P.
Abstract: This case examines the process
of organizational and cultural change undertaken at Buena
Visión, a subsidiary of the Alda Gehring Corporation,
which manufactured and sold optical healthcare products.
The aim of the reforms, which fell within a program undertaken
by Alda Gehring called Vision 2000, was to optimize business
processes and reduce response times to changes in the
environment by decentralizing management and promoting
a style of management based on leadership competencies.
The overall aim was to move from a functional organizational
structure to a process-based structure. The case illustrates
the difficulties inherent in this change; the tensions
between different teams and departments, resistance of
some employees to change, difficulties due to lack of
training, as well as the costs of the changes, and it
demonstrates how the board of directors overcame these
difficulties. Case B shows Toni Kiekeboe, general manager
of Buena Visión España, considering the
effects of the cha
- Buena
Visión España (B)
IESE, FH-687-E, noviembre 2000. Cardona P.
Abstract: This case examines the process
of organizational and cultural change undertaken at Buena
Visión, a subsidiary of the Alda Gehring Corporation,
which manufactured and sold optical healthcare products.
The aim of the reforms, which fell within a program undertaken
by Alda Gehring called Vision 2000, was to optimize business
processes and reduce response times to changes in the environment
by decentralizing management and promoting a style of management
based on leadership competencies. The overall aim was to
move from a functional organizational structure to a process-based
structure. The case illustrates the difficulties inherent
in this change; the tensions between different teams and
departments, resistance of some employees to change, difficulties
due to lack of training, as well as the costs of the changes,
and it demonstrates how the board of directors overcame
these difficulties. Case B shows Toni Kiekeboe, general
manager of Buena Visión España, considering
the effects of the changes.
- L.L.
Bean Latin America
IESE, FH-673, febrero 2000. Araiza E., Cardona P.
Abstract: In 1999, L.L. Bean, the world's
leading cataloger in the outdoor specialty field, with sales
of more than US$ 1 billion in 147 countries around the world,
was considering building a stronger presence in Mexico and,
from there, expanding to Latin America. J. Paul Raines,
Latin America Director, saw the move as both an opportunity
and a challenge. How feasible would it be to sell L.L. Bean's
products in Mexico? How could L.L. Bean's values be communicated
to the Latin American team, the vendors and the local community?
These are among the questions that IESE Professor Pablo
Cardona and MBA student Eduardo Araiza invite you to consider.
- Cofil,
S.A. (A)
IESE, FH-638, julio 1998. Cardona P., Chinchilla M.N.
Descripción: El director general
de Cofil, S.A. se ve desbordado por sus actividades directivas
y contrata a un consultor externo para que le ayude a
aliviar su carga de trabajo.
- Cofil,
S.A. (B)
IESE, FH-639, julio 1998. Cardona P., Chinchilla M.N.
Descripción: El director general
de Cofil, S.A. se ve desbordado por sus actividades directivas
y contrata a un consultor externo para que le ayude a
aliviar su carga de trabajo.
- Cofil,
S.A. (C)
IESE, FH-673, febrero 2000. Araiza E., Cardona P.
Descripción: El director general
de Cofil, S.A. se ve desbordado por sus actividades directivas
y contrata a un consultor externo para que le ayude a
aliviar su carga de trabajo.
- Banco
Magyar
IESE, FH-634, junio 1998. Cardona P.
Abstract: Banco Magyar is the fictitious
name of one of the three banks resulting from the split-up
of the Hungarian Central Bank. A few years later the bank
is acquired by an American institution, which sends one
of its analysts to manage the Hungarian subsidiary. This
case serves as an introduction to the Personnel Management
course and provides material for discussion of the differences
between the managerial role and the role of the specialist.
Este caso sirve de introducción al curso de Dirección
de Personal y da pie a hablar de las diferencias entre
la función directiva y la función técnica.
- Inyecsa
IESE, FH-635, junio 1998. Cardona P.
Abstract: A new factory manager is required
to substantially and rapidly improve productivity and
quality. To improve one of the sections that has been
most reluctant to accept any changes, he promotes a shop
floor worker to the rank of team leader. The new team
leader enforces the plant manager's guidelines very strictly.
Following a confrontation between the team leader and
a subordinate, the workers write a letter to the works
committee demanding that the team leader be replaced.
This letter is brought to the attention of the company's
production manager, who is the factory manager's direct
superior.
- ERC,S.A.
(A)
IESE, FH-489, mayo 1993. Cardona P.
Descripción: El caso muestra cómo
se aprovecha la necesidad de comunicar un cambio cultural
en la empresa, forzado por las circunstancias de crisis
del país y la creciente competencia europea, para
integrar a los trabajadores y directivos. |
| |
| Technical Notes |
| |
|
- Capacity
for Change.
IESE, DPON-55-E, junio 2006. Cardona P., Wilkinson H.
Summary: This technical note offers help
for developing the management competence of capacity for
change. We live in fast-moving times. Change is not waiting
to happen; it is going on all the time, without stopping.
For organizations, change is not a luxury, but a vital necessity.
Companies must be capable of leading the way and implementing
change. To do that they need to have a long-term vision
and a clear strategy. And they need to have agents of change.
Managers must be agents of change in companies; in other
words, they must accept, internalize and promote change.
Only then will they be able to put Kotter's famous "eight
steps" into practice. Otherwise, companies' success
will be short-lived, marked by discontinuity in leadership
and mass layoffs. This technical note discusses ways to
develop a capacity for change, that is, the ability to accept,
internalize and promote change.
-
The
Communication Process: How to Improve Your Communication.
IESE, DPON-51-E, junio 2006. Cardona P., Wilkinson H.
Summary: The aim of this technical
note is to aid the personal development of management's
communication abilities. Communication is the basis
of all interpersonal relationships and of the smooth
running of any type of organization, including companies.
Several studies have shown that a company's global performance
is directly related to the quality of its managers'
communication. The note then goes on to examine how
we communicate, as a first step to achieving more efficient
ways of communicating. To this end, the note examines
in depth the process, the content and the context of
communication. It analyzes the main factors that interfere
with each of these elements, and makes suggestions for
- Customer
Orientation.
IESE, DPON-52-E, junio 2006. Cardona P., Wilkinson H.
Summary: This technical note aims
to help the personal development of management's customer
orientation capacity. The customer is the reason why
any company exists. Today, customers are better educated
and better trained, more selective and demanding, and
they have a greater capacity for choice. As such, customer
orientation is more important than ever for the survival
of the company. If a company wishes to develop a customer
orientation culture capable of producing satisfied customers,
based both on faithful customers and faithful and satisfied
employees, it is essential to have a team that is in
tune with that culture; that is to say, able to diagnose
customer needs, satisfy them, and evaluate quality and
satisfaction. In this way, the cycle never ends: thanks
to quality and satisfaction evaluations, it is possible
to diagnose and satisfy new customer needs, both external
and internal. A service approach is essential in this
context, constituting the differentiating factor in
the value perceived by the customer. The technical note
looks in depth at how to diagnose and satisfy customer
needs, how to develop a service approach, and, above
all, how to begin putting customer orientation, both
internal and external, in practice.
- Conflict
Management.
IESE, DPON-53-E, junio 2006. Cardona P., Wilkinson H.
Summary: This technical note is intended
to help develop the competence of conflict management.
We all know from experience that conflict is a fact
of life. And it is not always a bad thing. On the contrary,
it can be very positive and stimulating, provided it
is kept within certain limits. There are two dimensions
to any conflict: rational and emotional. Problems arise
when emotional harmony is disrupted. Conflict is a dynamic
phenomenon and goes through phases. There are ways to
prevent rational disagreement from degenerating into
emotional disagreement. And there are ways to reestablish
emotional harmony when it has been disrupted. This technical
note explores the dimensions and dynamics of conflict
and addresses the quest for agreement in a similarly
dynamic perspective. It analyzes the potential causes
of disputes with a view to preventing unnecessary conflict.
And it offers suggestions on how to resolve both rational
and emotional conflict constructively.
- Creativity
and Innovation. How to Encourage Them.
IESE, DPON-54-E, junio 2006. Cardona P., Wilkinson H.
Summary: This technical note is intended
to help develop the competence of creativity. Companies
are not creative and innovative in themselves, as abstract
entities. If a company is creative, it is because the
people in it are creative. But is creative talent confined
to a privileged few, or can it be acquired? Talent is
made up of attitude and aptitude, that is, the will
and the ability to be creative. This technical note
looks at how creative attitude and aptitude can be developed,
and suggests ways in which we can foster our own creative
talent and that of our subordinates.
- Basics
in Work Motivation.
IESE, DPON-10-E, febrero 2004. Cardona P., Espejo, A.
Summary: This technical note gives
an overview of a range of theories of workplace motivation,
placing them in three categories: content theories,
process theories and consequence theories. It also puts
forward a new theory based on consequences (the OBT),
a reformulation of Juan A. Pérez-López's
theory.
- Competency-Based
Leadership.
IESE, DPON-11-E, febrero 2004. Cardona P., García
P.
Summary: This technical note proposes
an understanding of leadership based on competencies.
It analyzes the minimum conditions necessary for leadership
to exist, how leadership develops, and different leadership
profiles.
- Trust
in Boss-Subordinate Relationships.
IESE, DPON-12-E, febrero 2004. Cardona P., Elola. A
Summary: This note explains how trust
between bosses and subordinates is gained and lost.
It annalyzes the personal factors and key forms of behaviour
that result in trust. It also explains the impact of
trust on bosses' power and authority.
- Coaching
in the Development of Professional Competences.
IESE, FHN-345-E, septiembre 2002. Cardona P.
Summary: Professional competences
are difficult habits to develop without the effective
help of a coach. The coach provides useful information,
opportune examples, and adequate training for the development
of each specific competence. Furthermore, and above
all, the coach stimulates and maintains the learning
attitude of the coachee (the will to learn and choose
according to his rational motivation) by means of strengthening
his self-esteem and developing his character. To achieve
this, the coach needs to create a relationship of profound
trust with the coachee. This relationship will strengthen
over time if the coachee perceives a range of critical
aptitudes and attitudes in the coach. Given that professional
competences are used in the workplace, the natural coach
for these competences is an individual´s direct
boss. Management coaching is a competitive requirement
for companies both today and in the future.
- Liderazgo
relacional.
IESE, FHN-332, agosto 2001. Cardona P.
Resumen: Explica la evolución
histórica del concepto de liderazgo centrándose
en el liderazgo relacional, especialmente en el modelo
de liderazgo transaccional y transformador. Explica
las limitaciones de este modelo y lo enriquece incluyendo
un nuevo tipo de liderazgo: el liderazgo transcendente.
- Leadership
in Work Teams.
IESE, FHN-325-E, enero 2000. Cardona P., Miller, P.
Summary: This technical note offers
a guide that may help the process of learning the secrets
of winning teams. First, it defines what a team is,
distinguishing it from other types of working groups.
Second, it shows what characteristics the team members
need to have to form a winning team. Then it goes through
the stages of team development and reviews the basic
processes teams need to master in each stage. Finally,
it explains how to build team commitment and performance.
- Intrategy:
A basic dimension of corporate culture.
IESE, FHN-323-E, junio 1999. Cardona P., Chinchilla M.
N.
Summary: This technical note coins
a new term, 'intrategy', to refer to the study of the
company's internal environment and processes in order
to enhance the unity of the organisation, ie the commitment
of those who work in it. It also introduces a new model
for diagnosing the culture of business organisations
in order to facilitate change management.
- Evaluating
and developing management competencies.
IESE, FHN-320-E, febrero 1999. Cardona P., Chinchilla
M. N.
Summary: This technical note presents
the different kinds of management competencies (strategic
and intrategic) and personnel efficiency, as well as
how to develop them. Management competencies are tools
for cultural change.
- Los
roles en un equipo de trabajo: luces y sombras.
IESE, FHN-318, septiembre 1998. Cardona P., Chinchilla
M. N.
Resumen: La nota recoge los roles
clave que mejoran o disminuyen la eficacia en los equipos
de trabajo. Se describen los roles constructivos y debilitadores
para cada uno de los elementos de la toma de decisiones.
- La
motivación humana.
IESE, FHN-245, octubre 1992. Cardona P., Fontrodona J.,
Pérez López J. A.
Resumen: Es una recopilación
resumida de diversas notas técnicas del profesor
Pérez López. En 10 páginas, recoge
las distintas visiones acerca de la motivación
humana a lo largo de la historia, y las encuadra en
tres grandes modelos de empresa: mecanicista, orgánico
y humanista.
- ¿Cómo
enfocar los problemas humanos?
IESE, FHN-243, septiembre 1992. Cardona P.
Resumen: Esta nota trata de explicar
cómo detectar problemas humanos en la empresa
y cómo afrontarlos, siguiendo el esquema clásico
de definición de problema, análisis, creación
de alternativas, decisión y plan de acción.
Para ello se apoya en un mini-caso que se va resolviendo
a través de la nota, comentando las pegas y generalizaciones
más comunes de los alumnos en sus primeros informes
escritos.
- Los
problemas de acción: como definirlos y evaluarlos.
IESE, FHN-231, noviembre 1991. Cardona P., Fontrodona
J., Pérez López J. A.
Resumen: El objetivo de esta nota
es presentar un modelo para definir y evaluar los problemas
de acción, a partir de la Teoría de la
Acción Humana, de Juan Antonio Pérez López.
Se empieza definiendo el paradigma de base de toda teoría
de la acción, y después se adecúa
este paradigma a una situación en la que los
elementos que intervienen son personas. Este paso permite
mostrar la diferencia entre un modelo estático
de la acción y un modelo dinámico que
tenga en cuenta el aprendizaje de los agentes que intervienen
en la acción. A partir de aquí se presentan
unas pautas para la definición de los problemas,
así como una serie de criterios para la evaluación,
tanto desde un punto de vista estático como desde
el dinamismo que provocan los aprendizajes. La nota
finaliza con la descripción de los distintos
tipos de problemas que pueden darse, según tengan
relevancia o no en la evaluación de los distintos
criterios que se acaban de definir.
|
|
