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Leadership & Organisations

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published: 03 Dec 2018

  • Topic: Leadership & Organisations

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Abstract:
The Executive Challenge is an experiential exercise in resolving two challenges that executives need to master to become competent leaders. The first is processing and making decisions on complex and delicate issues with limited information. The second is dealing sensitively with other people, including taking and offering accurate feedback. The roleplay pack for groups of 5 is no. 6376; for groups of 6 is no. 6377; for groups of 7 is no. 6378.

Pedagogical Objectives:
The exercise gives students the opportunity to put themselves in executive shoes and practice handling issues and decisions that senior managers deal with on a daily basis. It allows them to practice behavioural observation skills, and giving and receiving feedback. This exercise allows students to: • Sense the pressure executives face balancing multiple demands in limited time. • Reflect and get feedback on their management style; give feedback to others on their styles. • Implement management skills and strategies taught in previous classes. • Experience how they take up management roles in relation to others.

Keywords:
Experiential Exercise, Decision Making, Management Skills, Management Strategies

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published: 03 Dec 2018

  • Topic: Leadership & Organisations

Show details ...

Abstract:
The Executive Challenge is an experiential exercise in resolving two challenges that executives need to master to become competent leaders. The first is processing and making decisions on complex and delicate issues with limited information. The second is dealing sensitively with other people, including taking and offering accurate feedback. The roleplay pack for groups of 5 is no. 6376; for groups of 6 is no. 6377; for groups of 7 is no. 6378.

Pedagogical Objectives:
The exercise gives students the opportunity to put themselves in executive shoes and practice handling issues and decisions that senior managers deal with on a daily basis. It allows them to practice behavioural observation skills, and giving and receiving feedback. This exercise allows students to: • Sense the pressure executives face balancing multiple demands in limited time. • Reflect and get feedback on their management style; give feedback to others on their styles. • Implement management skills and strategies taught in previous classes. • Experience how they take up management roles in relation to others.

Keywords:
Experiential Exercise, Decision Making, Management Skills, Management Strategies

Related:

published: 03 Dec 2018

  • Topic: Leadership & Organisations

Show details ...

Abstract:
The Executive Challenge is an experiential exercise in resolving two challenges that executives need to master to become competent leaders. The first is processing and making decisions on complex and delicate issues with limited information. The second is dealing sensitively with other people, including taking and offering accurate feedback. The roleplay pack for groups of 5 is no. 6376; for groups of 6 is no. 6377; for groups of 7 is no. 6378.

Pedagogical Objectives:
The exercise gives students the opportunity to put themselves in executive shoes and practice handling issues and decisions that senior managers deal with on a daily basis. It allows them to practice behavioural observation skills, and giving and receiving feedback. This exercise allows students to: • Sense the pressure executives face balancing multiple demands in limited time. • Reflect and get feedback on their management style; give feedback to others on their styles. • Implement management skills and strategies taught in previous classes. • Experience how they take up management roles in relation to others.

Keywords:
Experiential Exercise, Decision Making, Management Skills, Management Strategies

Related:

published: 03 Dec 2018

  • Topic: Leadership & Organisations

Show details ...

Abstract:
The Executive Challenge is an experiential exercise in resolving two challenges that executives need to master to become competent leaders. The first is processing and making decisions on complex and delicate issues with limited information. The second is dealing sensitively with other people, including taking and offering accurate feedback. The roleplay pack for groups of 5 is no. 6376; for groups of 6 is no. 6377; for groups of 7 is no. 6378.

Pedagogical Objectives:
The exercise gives students the opportunity to put themselves in executive shoes and practice handling issues and decisions that senior managers deal with on a daily basis. It allows them to practice behavioural observation skills, and giving and receiving feedback. This exercise allows students to: • Sense the pressure executives face balancing multiple demands in limited time. • Reflect and get feedback on their management style; give feedback to others on their styles. • Implement management skills and strategies taught in previous classes. • Experience how they take up management roles in relation to others.

Keywords:
Experiential Exercise, Decision Making, Management Skills, Management Strategies

Related:

published: 03 Dec 2018

  • Topic: Leadership & Organisations

Show details ...

Abstract:
The Executive Challenge is an experiential exercise in resolving two challenges that executives need to master to become competent leaders. The first is processing and making decisions on complex and delicate issues with limited information. The second is dealing sensitively with other people, including taking and offering accurate feedback. The roleplay pack for groups of 5 is no. 6376; for groups of 6 is no. 6377; for groups of 7 is no. 6378.

Pedagogical Objectives:
The exercise gives students the opportunity to put themselves in executive shoes and practice handling issues and decisions that senior managers deal with on a daily basis. It allows them to practice behavioural observation skills, and giving and receiving feedback. This exercise allows students to: • Sense the pressure executives face balancing multiple demands in limited time. • Reflect and get feedback on their management style; give feedback to others on their styles. • Implement management skills and strategies taught in previous classes. • Experience how they take up management roles in relation to others.

Keywords:
Experiential Exercise, Decision Making, Management Skills, Management Strategies

Related:

published: 03 Dec 2018

  • Topic: Leadership & Organisations

Show details ...

Abstract:
The Executive Challenge is an experiential exercise in resolving two challenges that executives need to master to become competent leaders. The first is processing and making decisions on complex and delicate issues with limited information. The second is dealing sensitively with other people, including taking and offering accurate feedback. The roleplay pack for groups of 5 is no. 6376; for groups of 6 is no. 6377; for groups of 7 is no. 6378.

Pedagogical Objectives:
The exercise gives students the opportunity to put themselves in executive shoes and practice handling issues and decisions that senior managers deal with on a daily basis. It allows them to practice behavioural observation skills, and giving and receiving feedback. This exercise allows students to: • Sense the pressure executives face balancing multiple demands in limited time. • Reflect and get feedback on their management style; give feedback to others on their styles. • Implement management skills and strategies taught in previous classes. • Experience how they take up management roles in relation to others.

Keywords:
Experiential Exercise, Decision Making, Management Skills, Management Strategies

Related:

published: 22 Aug 2018

  • Topic: Leadership & Organisations
  • Industry: Retail, Technology, eCommerce
  • Region: Global

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Abstract:
After 18 months of attempting to transition the company to holacracy, Tony Hsieh, Zappos’ celebrity CEO, decided it was time to make the change happen. In March 2015, he sent an email to all Zappos employees offering them 3 months’ severance pay if they felt that self-management was not for them. One month later, 14% of the workforce had quit, including 20% of the tech department, potentially putting at risk a complex transition to a new online platform mandated by parent company Amazon. The case recounts how Tony Hsieh financed, championed, and ultimately became CEO of online shoe retailer Zappos. A passionate entrepreneur who made millions at a young age, Hsieh was known for his penthouse parties, for what he referred to as his “tribe”. He brought the same sense of community to Zappos, which he moved from San Francisco to Las Vegas where employees could “be like family”. Despite the company’s unabashedly weird culture, it had the lowest employee turnover rate in the industry. Widely admired for its outstanding customer service, Zappos was repeatedly listed among Fortune’s “Best Places To Work.” When in 2009 Amazon acquired Zappos for $1.2 billion, it promised to preserve its management and culture. But Hsieh’s decision to implement holacracy – a form of organizational self-management that replaces job titles and hierarchy with “circles” that employees step in and out of according to their preferences and skills – was less popular than hoped. Hence his “rip the Band-Aid” approach, to ensure that only employees committed to the change remained at the company.

Pedagogical Objectives:
Analyzing the role of culture in developing an organization’s competitive advantage - Discussing the purpose and impact of structure on those within an organization - Understanding the emotional experience of organizational change - Evaluating leadership in the context of radical change

Keywords:
Organizational Culture, Structure, Organizational Change, Leadership, Leading Change, Management, Holacracy

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published: 30 Jul 2018

  • Topic: Leadership & Organisations
  • Industry: Digital design consulting
  • Region: Asia

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Abstract:
How can an organization help its employees’ creativity thrive? When Rokey Zhang and Ricky Xu founded Eico in 2004, no one could predict the scale of China’s mobile and e-commerce revolution. Fourteen years later, they have ridden that wave of change to play a key role in designing some of the most influential and popular digital services in China. But it has not been easy. Charting the cultural, organizational, and business-related issues they encountered as the firm grew, the case explores the changes made to its structure , how systems and processes are designed to overcome national and cultural impediments to the creative process, and why Eico is able to work in an environment which other design agencies have found particularly challenging.

Pedagogical Objectives:
- Explore the ways processes can be used to foster and sell creativity and innovation. - Analyze the role of culture in establishing an organization’s competitive advantage. - Consider the similarities and differences between driving innovation in China compared to the West. - Understand the experience of the entrepreneurial process.

Keywords:
China, Creativity, Organizational Design, Organizational Culture, Digital Design, Entrepreneurial Leadership, Design Thinking, Organizational Routines, Management, Innovation

published: 30 Jul 2018

  • Topic: Leadership & Organisations
  • Region: Europe

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Abstract:
The case describes the education, career and political strategy of Emmanuel Macron in his ascent to the French presidency.

Pedagogical Objectives:
Discuss the careers of change agents that aim to substantially disrupt the status quo of a system – be it political, organizational or business.

Keywords:
Careers, Leadership, Change Agents, Developmental Relationships, Networking, Power and Influence, France, Emmanuel Macron

published: 30 Jul 2018

  • Topic: Leadership & Organisations
  • Region: Global

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Abstract:
The case accounts for the gender pay gap in companies and industries around the world. In Europe, women earn on average 84 cents per hour for every euro men make. In the United States, they earn between 80 and 82 cents per hour for every dollar made by a man. The gap widens further after women have children. Iceland is a rare exception; companies in Iceland are under a legal obligation to prove that they offer equal pay. Elsewhere, the under-representation of women in leadership roles in government, industry, the boardroom and c-suite means a dearth of role models for girls. The case shines a spotlight on ingrained behaviours and perceptions that condone the gender pay gap on the grounds that men have more responsible jobs and hold more senior positions.

Pedagogical Objectives:
The case is designed for MBA participants and senior executives entering the labour force at management level or returning to the job market (female and male employees alike). It focuses on a key public policy issue that is present at all levels in the public and private sectors. Without seeking to present instant solutions to one of the thorniest problems facing organizations, it gives instructors the opportunity to demonstrate concern about gender-related issues and flexibility in handling classroom discussion on this hot topic.

Keywords:
Gender Pay Gap, Job Discrimination, Pay Data, Childbirth, Senior Positions, Low-Paid Work, Government Intervention, Women’s Work, Gender Segregation, Female Earnings, Pay Difference, Career Choices, Status Quo, Public Policy

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