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Case Study 4 Will You Hire This Applicant? You are the HR Director of one of the most prestigious Computer Company. Your CEO recently fired the Executive Vice-President (EVP) of your company who was supposed to be the most qualified person to replace the CEO who is retiring in three years. You have been tasked to look for a replacement who would be the best person to assume the responsibilities of the EVP and would be able to take over the CEO after he retires. Among the important qualifications that the candidate must possess are the following: 1. Demonstrated team building and leadership skills 2. "Out of the box thinker" must be key driver contributing to the products development and willing to take Innovative product risk. 3. Manage diverse, simultaneous projects of varying complexities. 4. Strong relationship management, strategy development, project management, problem-solving and change management skills. 5. Professional and positive approach, self-motivated, strong in building relationships, team player, dynamic, creative with the ability to work on own initiative. A colleague of yours from another computer company suggested a candidate who used to work as a Vice-President of a progressive multi-national computer company who was looking for a job. He described him as follows: "He acts without thinking and with bad judgment. . . . He does not give credit where due. . . . Very often, when told of a new idea, he will immediately attack it and say that it is worthless or even stupid and tell you that it was a waste of time to work on it. This alone is bad management, but, if the idea is a good one, he will soon be telling people about it as though it was his own. At the same time, he's a genius. His imaginative leaps are instinctive, unexpected, and at times magical." Questions: 1. Will you consider to interview this person? Why and why not? 2. Will you hire this person? Why or why not? 3. On page 189 of the textbook is a list of Commonly Found Perceptual Errors (Table 7-2.). If you rejected this person when he could be a winner or if you hired this person when he is a loser, which of the five perceptual errors were you guilty of? Please explain your justifications based on what you learned in the past chapter.Assignment (Case Study) . Read the case study carefully and submit the answer of all the questions given at the end. . Your submission report must be less than 5 pages. Case: CIO Plays Important Role at J &J Philippines Johnson & Johnson is the world's most "comprehensive and broadly based manufacturer of health care products, as well as a provider of related services, for the consumer, pharmaceutical, and medical devices and diagnostic markets" according to its Web site. Consider what it must be like to be the chief information officer (CIO) of a division of Johnson & Johnson located in a developing country. On one hand, you are affiliated with one of the most technologically-advanced corporations in the world. On the other, you are working to support operations in a poor and technologically-young environment. Such is the task of Sadiq Rowther, regional IT director for Johnson & Johnson ASEAN, Phillipines. The Phillipines division of Johnson & Johnson is well aware of the importance of information systems to a business's success. Sadiq Rowther is involved in making all of the company's key business decisions. While some business executives still perceive an IS department as a back- office operation that provides support functions, smart businesses, like Johnson & Johnson are including the CIO in top-level decisions. CIO Sadiq Rowther participates in customer interfaces in order to better understand the issues the company faces. He believes that a CIO must think like a business owner. "The value I bring to the leadership team is really how IT can seize a business opportunity and bring about a solution that uses a combination of both business and IT skills," Rowther explained in a Computerworld interview. Johnson & Johnson Philippines utilizes information systems to automate its core functions including supply chain, order processing, and finance. An enterprise resource planning (ERP) system from SAP ties together all the systems into one cohesive system. Unfortunately, much of the corporation's IT budget is used in systems maintenance, and it is difficult to find funding for innovative advances. Sadiq Rowther implements new systems by tying them to organizational goals. "Whatever we are doing in IT has to help grow the business," Rowther is quoted as saying. In fact, rather than calling them information system or IT projects, Johnson & Johnson calls them IT-enabled business projects. An example of some IT-enabled business projects includes the recently launched Neutrogena Philippines Web site (www.neutrogena.com.ph). Rowther looks at the project as a "direct-to- consumer approach for targeted marketing," and collaborated closely with the brand team to make sure the site was effective. In another project, Rowther worked closely with sales and marketingto streamline the ordering process for Johnson :5: Johnson distributors. The resulting system provided faster and more reliable order processing. Rowther is currently working on a project to get smart phones in the hands of the sales force and provide mobile software tools to help Johnson a Johnson sales and service representatives be more effective. Working on a shoestring budget, Rowther has to constantly prioritize the company' 5 information system projects and decide which are financially feasible. He teaches his team to continuously check for the \"valueadd to the business" when considering information system expenditures. Each project has to show a return on investment (ROI) in the near term. "At the end of the day, it's all about aligning with the priorities of the business and ensuring that it is not your choice of projects to keep or throw but a decision jointly made with the rest of the business," concludes Rowther. Discussion Questions: Q1. Why have ClOs become important contributors to corporate strategies? {3 marks) Q2. How might a CIO with a larger budget have an advantage over Sadiq Rowther at Johnson .5: Johnson Philippines? (7 marks) Critical Thinking Questions: 01. If you were C10 at Johnson at. Johnson Philippines, how might you convince the corporation to invest in a project you designed? (10 marks) Q2. Johnson at Johnson Philippines. like the country, is growing rapidly. What considerations should Rowther take into account when planning the information system budget for the next five years? What about considerations for current investments in information systems? (10 marks) CASE STUDY A True Tale of a Case Interview Gone Bad A job-seeker's true story. ... The following is the sad-but-true story of what can go wrong in a case interview. The narrator As you read this chapter... was a liberal arts graduate in political science who worked See if you can (a) identify which type of questions Mandy for a short and unhappy time after graduation as a financial and Ken asked in the interviews described in this case study, consultant and aspired to a position in management consult- and (b) assess the quality of the job can- ing. He interviewed at Mckinsey and Company. The names in didate's answers compared with the story have been changed: the advice given in the last sec- I scrambled in the mist from my parking lot to tion of this chapter, "Be Prepared the third tallest building in Atlanta, and headed to Answer Questions Effectively." for the top floor. As I was greeted by the re- You can find even more information cruiter, I had condensation or perspiration-I'm about job interviews by searching on not sure which-trickling down my temple. She "interview" at quintcareer.com. You led me back to an area with two sofas already can find easy access to this link at the accommodating three other interviewees. That CourseMate website for Communicat- caught me off guard slightly. For some reason ing for Results. I figured I'd be alone since it was the end of Rubberball/Jupiterimages recruiting season. Seating myself, I realized I hadn't really had a chance to contemplate what versed or practiced. . . . Had I been more practiced, to expect. I waited there in the morgue. I could have been more systematic in my approach Finally, I was greeted by a young woman in and then stuck to my answer instead of feeling the her late 20s and pregnant. I'll call her Mandy for need to add something I may have left out. the sake of this anecdote. She was welcoming, and When my final inquisitor-I'll call him Ken- we chatted as she led me to a narrow little station finally arrived, I heard the hammer hit the nail. . . . where we could talk. I found Mandy to be warm, per- Nothing Ken did or said put me at ease or made sonable, and helpful. She put me at ease in what I me feel like the interview was anything other realized was a completely unknown environment. than adversarial. I also knew that the moment I She asked me several "interview-type" questions, became confrontational, I would lose. He started but her tone was always helpful and inquisitive. out with a series of questions that were harmless think I made three mistakes during this in- enough, but sent me scroungeng terview: (1) I felt as though I was always trying to "What was your most rewarding leadership give some nebulous right answer and falling short. experience?" I told him about how I started at I had difficulty being concise because my nerves the age of 15 playing hockey, without knowing were so shot, and I think my stammering didn't which way to hold my stick or how to skate back- help. (2) When she asked a question about where I wards, and the next year was chosen captain, and saw myself in ten years, I gave a very honest and the next again when I led our team to the play- unusual answer about how people create stress offs. Ken's enthusiastic response, "That's nice. for themselves trying to plan and not being able but how about something you did?" to be flexible. I instead gave goals but probably Maybe I chose the wrong thing by giving a wasn't as concrete as I should have been. I won- heartfelt answer as opposed to an ideal answer, dered if my honesty was appreciated less than a or perhaps I just wasn't clear in my point of lead- strong goal-oriented statement. (3) Although I was ership by example. Either way, I felt his response vaguely familiar with case questions, I wasn't well to be colder than the February air. 200 Copyright bill Congage Leaming. All Rights Reserved. May ant be copied, samrand, or duplicated, in whole or in port Due to clecinmic rights, some third party content may be suppressed from the cBack ared'ar Clapton(i). Editorial review has decined that any suppressed content does not materially affect the overall beaming experience. Conpage Leaming reserves the right to reinave additional contest at any time if subsequent rights restrictions require it.He then asked me a case question: "How "Tons or pounds?" asks Ken. much does a Boeing 757 weigh?" "I thought tons . . . right???" I asked as I Again, I knew he was less concerned about felt the last bead of self-esteem trickle down the the number I came up with as opposed to my small of my back. process, but he was no help. I asked him all sorts "I don't know," helped Ken smugly. of questions, and he just shrugged his shoulders Well I figure the Concorde seats about 300 peo- and sat tight-lipped until after the fifth attempt ple, so the 757 probably somewhere around 350-375. he finally said, "To answer your one question, 'Actually, it's more like 500," helped Ken you can assume that the seats are empty and again, "and you have two more minutes." the tank is full." He corrected me a few times, too. "Now I heard Copyright by Quintessential Careers. The original article can be found at recently that the Concorde that they mounted atop a http://www.quintcareers.com/bad_case_interview.html. Reprinted with building near Times Square weighs 25,000 tons. . . ." permission W hether you are a production worker, supervisor, teacher, police of- icer, or executive or are self-employed, you will spend much of your business time involved in various types of interviews. The term interview refers to all types of planned, face-to-face encounters in which at least one of the participants has a specific objective in mind. According to this defini- tion, interviewing includes gathering information, appraising employee perfor- mance, settling grievances, and many other interactions. In this chapter, we'll discuss 10 of the most common types of interviews, the basic organization of an interview, and effective questions and answers. Because interviewing is a form of communication, all the communication theories, skills, and obstacles discussed in previous chapters are important for interviewing success. Also remember that interviewing is a reciprocal process: Interviewees as well as interviewers should actively question, paraphrase, and add information. TYPES OF INTERVIEWS Although there are dozens of types of interviews, an understanding of the 10 most common types can easily be transferred to other interview situations that you may encounter (Allen, 2009; Stewart & Cash, 201 1; Still, 2011). For ease of reference, we will list the types in alphabetical order. Counseling Interview The intent of the counseling interview is to help the interviewee uncover and solve "career-related personal or interpersonal problems" (Bell, 1989, p. 169). Counseling interviews may deal with job-related problems such as stress, a job change, or relationships with a boss or coworker or they may deal with personal problems such as alcoholism, smoking, drug abuse, or family discord. Although counseling interviews are not used by all organizations, the "best" companies try to meet all the needs of their employees. Because the interviewee may be emotional or defensive, communication skills such as empathetic listening, nonevaluative feedback, careful paraphrasing, 201 Copyright bill Congage Leaming. All Rights Reserved. May ant be copied, scanned, or duplicated, in whole or in post Due to electric rights, sing third party content may be suppressed from the Back and'or C taylor(i). Editorial review has decided that any suppressed content does not materially affect the overall beaming experience. Cengage Learning reserves the right to reinave additional contest at any time if subsequent rights restrictions require it.Case Study_ Interview Exp ngs Review View Help Tell me what you want to do viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing computer license isn't available. To use these features, close Word, restart it, and sign in with your Office 365 account. Get help Bao-Zhi thought back to the questions he had been asked today. The interviewer had wanted to know about his achievements as a mining engineer back in China. Bao-Zho knew it would be rude to brag about how quickly he had been promoted, instead he talked about a team he had worked on. The entire team had reengineered some processes in a manner that had reduced pollution by 12.3 percent. Some of the key ideas had originally been Bao-Zhi's, but since modesty was important he had talked about the performance of the whole team and did not single himself out. The interviewer had not seemed as impressed by their remarkable achievement as Bao-Zhi thought she would be. Next, the interviewer asked what he would do if he saw his manager making a mistake on some paperwork. This question concerned Bao-Zhi. Didn't they hire competent managers? It seemed a strange thing to ask, but Bao-Zhi reiterated how important it was to support a manager. The mistake, if not crucial, could be ignored in order to save face. Once again, the interviewer did not seem impressed. Bao-Zhi felt defeated. He thought getting his engineering credentials recognized would launch a great career in Canada, but there were barriers he never expected. The interviews were so different from what he expected. Would he ever give answers that made them want to hire him? Using Hofstede's cultural values as the frame of reference, what cross-cultural communication barriers do you see operating here? Be specific.Assignment Case Study_ Interview Expectations and Cultural Confusion (1) (Protected View) - Word Preview (Unlicensed Product) Sign in ces Mailings Review View Help Tell me what you want to do el can contain viruses. Unless you need to edit, it's safer to stay in Protected View. Enable Editing cause a shared computer license isn't available. To use these features, close Word, restart it, and sign in with your Office 365 account. Get help In Class Assignment Case Study Interview Expectations and Cultural Confusion Bao-Zhi walked home feeling disappointed yet again. He was sure the interviewer would not be calling him back for a second interview. He could tell she had been disappointed with his responses. But he was not sure why. The same thing had happened twice before, and he had trouble understanding it. Bao-Zhi had immigrated to Calgary with credentials as a mining engineer. He had earned a master's degree in engineering from the second-highest-ranked school in China and had worked for a Chinese mining company for over a decade. During that time, he had received excellent performance ratings and three promotions, an unusually fast career progression in his firm. Once he had arrived in Canada, it had taken a full two years for his engineering credentials to be recognized. During that time, he had taken on a series of temporary jobs doing simple tasks like packing orders in warehouses and cleaning offices, Now that his credentials recognized, he was eager to get back to his real career. He found it easy to get interviews; people with his skills were in high demand. But at the interviews, though, things seldom went well. Bao-Zhi thought back to the questions he had been asked today. The interviewer had wanted to know about his achievements as a mining engineer back in China. Bao.Zho knew it would be rude to brag about how quickly he had been promoted, a team he had worked on. The entire team had