個案總覽

Role play #3 (Pauline Zhu) for product 9B11C024.

Role play #2 (Robert Woo) for product 9B11C024.

Role play #5 (James Beringer) for product 9B11C024.

This role-play case involves a series of sessions in which the student (and each member of his or her team) will play the role of Benjamin Cheung, the vice president of HCM Asia Private Limited, a financial services firm based in Hong Kong. Cheung has an open-door policy where any manager can drop by to see him, on their own initiative, to ask for ideas, guidance, or a decision on an issue. He has only six minutes to see each manager in this informal coaching session since he has to leave for another important meeting at head office. Cheung knows the key details of each manager's background and development needs, but does not know in advance what the manager's specific concerns are. It will be necessary for Cheung to explore the manager's concerns through active listening, asking questions, and summarizing. Each of the manager roles is typical of those you might meet in an Asian organization, such as a highly skilled, technically focused leader who defaults to top-down management, an associate who lacks self-confidence and avoids confrontation at all cost, an ambitious associate who wants an international assignment but struggles with his current workload, and a detail-oriented leader who focuses on processes while losing sight of the big picture.

Role play #1 (Chen Jia Wei) for product 9B11C024.

Role play #6 (Kelly Tan) for product 9B11C024.

This case supplements the Darcy Gallagher Performance Coaching case by providing briefing material for the individual who is assigned to play the Darcy Gallagher role. In preparation for the meeting between Darcy Gallagher, sales manager, with his general manager regarding his annual performance review, Darcy has done a self-assessment of his performance. In addition, this supplement describes Darcy's beliefs about leadership, sensitivity to criticism and motivators.

This case supplements the Darcy Gallagher Career Coaching case by providing briefing material for the individual who is assigned to play the Darcy Gallagher role. In preparation for his meeting with his general manager about his future career path, Darcy has crafted his career development plan over the next five years.

In this role-play case, you are the new general manager of the Elmwood Group and have scheduled a meeting with your direct report, Darcy Gallagher, who is a sales manager. Gallagher, who has been consistently rated as an exceptional performer over his career at Elmwood, excels in business development, problem solving, and customer focus, and delivers strong results. However, Gallagher has significant gaps in his leadership competencies and skills, and in your view he meets but does not exceed current job requirements. Gallagher’s prior managers have vaguely referenced his need to improve his soft skills but have not followed up with him. For a proud, overrated manager like Gallagher, recognizing and accepting the gap between perception and reality will not be easy. Gallagher, who believes that he has sponsors in higher places, may challenge your authority as the general manager.

This role-play case follows the Performance Coaching case involving Darcy Gallagher. You are the new general manager of the Elmwood Group and four weeks ago you conducted a performance review with your direct report, Darcy Gallagher, who is a sales manager, and outlined three leadership gaps that Gallagher needed to address. The purpose of this new meeting is to discuss Gallagher’s career aspirations at Elmwood Group. In advance of your meeting, Gallagher has submitted his career development plan to you and he aspires to be a vice president at Elmwood, which is unrealistic. In this career coaching discussion, Gallagher needs a reality check about his career plan, and his capability and motivation to develop the strong skills in leading and developing people that are required in leadership roles.

In this role play case, you are the new general manager of the Elmwood Group and have scheduled a meeting with your direct report, Darcy Gallagher, who is a sales manager. Gallagher, who had been consistently rated as an exceptional performer over his career at Elmwood, excels in business development, problem solving and customer focus and delivers strong results. However, Gallagher has significant gaps in his leadership competencies and skills, and in your view, he meets, not exceeds, current job requirements. Gallagher's prior managers have vaguely referenced his need to improve his "soft skills" but have not followed up with him. For a proud, over-rated manager like Gallagher, recognizing and accepting the gap between perception and reality will not be an easy pill to swallow. Gallagher, who believes that he has sponsors in higher places, may challenge the general manager's authority.

This role play case follows the case "Darcy Gallagher: Performance Coaching Discussion." You are the new general manager of the Elmwood Group and four weeks ago you conducted a performance review with your direct report, Darcy Gallagher, who is a sales manager, and outlined three leadership gaps that Gallagher needed to address. The purpose of this meeting is to discuss Gallagher's career aspirations at Elmwood Group. In advance of your meeting, Gallagher has submitted his career development plan to you and he aspires to be a vice-president at Elmwood, which is unrealistic. In this career coaching discussion, Gallagher needs a reality check about his career plan, and his capability and motivation to develop the strong skills in leading and developing people that are required in leadership roles.

Informal coaching opportunities occur in the course of daily life. In this workshop, students are provided with ways to improve their responsiveness to these opportunities. The format is a series of sessions in which students form teams and take turns playing the role of the director of operations for a software products business. Two staff members come to see the director, on their initiative, to ask for ideas, help, guidance, or a decision on an issue. The director knows key details about each staff member’s background and development needs, but does not know in advance what the specific issues or concerns are. It is necessary to explore these issues or concerns before any decision can be made. The students’ performances are videotaped and critiqued in terms of identifying each staff member’s problem(s); the effectiveness of responses to the immediate problems; and contribution to that staff member’s longer-term growth or awareness through coaching. The accompanying seven role-plays (products #9B00C007, #9B00C008, #9B00C009, #9B00C010, #9B00C011, #9B00C012, #9B00C013) provide background information on each of the staff members.

A bank supervisor must contend with various personnel problems, specifically highlighting individuals- both subordinates and superiors. his immediate supervisor said that the new group was supposed to be great, his new position fun. In the view of his boss' boss, the group had major problems. He soon discovered that he had more problems than he had anticipated. How was he to deal with a dysfunctional group when his superiors disagreed about whether or not there were problems and were also personally antagonistic.

The director of human resources must contend with internal and external pressures to make changes quickly and smoothly for the new year. She had been with the company for six months. In her capacity as director of human resources, she had spent her time establishing a baseline for the division so that she could then create a departmental vision and strategy for 2000. It would be one of the most interesting challenges of her career. Since joining, she had gained an understanding of the division's future direction from its leadership team. The team was under the direction of the division's new general manager.

The general manager must determine how to contend with a project overrun. The team had been working on their project for more than two years. In their presentation of the projected budget and schedule to the executives, the team identified a potential $1 million overspend in order to satisfy their contract. Their original budget was $3.5 million, of which $2.5 million was provided by the company. When the general manager questioned team members during the presentation about what had caused the overrun, he was amazed that the team was unable to respond.