Barton Case Study
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Leadership development: perk or priority?
(Harvard Business Review Case Study)
-------------------------------------------------
Leadership development: perk or priority?
(Harvard Business Review Case Study)
Group Members:
Aarti Sharma
Arjun Kumar
Pallav Goel
Sakshi Dixit
Vipul Aggarwal
Vishal Chaudhary
Yamini Arora
Group Members:
Aarti Sharma
Arjun Kumar
Pallav Goel
Sakshi Dixit
Vipul Aggarwal
Vishal Chaudhary
Yamini Arora
S.No. | Description | Page No. | 1. | Analysis of the problems with the case using OB theories and concepts | | 2. | How should Barton make her case for executive education? | | 3. | Reflection upon our experiences of working in a group | | 4. | References | |
CONTENTS TABLE
1.ANALYSIS OF THE PROBLEMS WITH THE CASE USING ORGANISATIONAL BEHAVIOUR (OB) THEORIES AND CONCEPTS:
After analyzing the case, the theories and concepts that relate are:
1.1 Evidence-Based Management (EBM) theory uses the best available evidence for making managerial decisions. The basic problem that Karen Barton faces with Dave Palmer is that he focused only on the reports that contained mostly qualitative benefits from the programs and did not contain much quantitative benefits and accordingly made his decision of cutting the budget.
Whereas Organizational Behavior (OB) states that a manager should use all the three approaches of intuition, faddism and systematic study together. It states the use of evidence to inform the intuition and experience.
1.2 Dave palmer also faces Overconfidence and Availability Bias, as he believed too much in his ability to make good decision when it was outside of his own expertise. As he was convinced after the telephonic conversation with Barton that there was nothing more left to discuss even though the last-and the-only executive education program he attended was ages ago in 1980. He even emphasized on information
Leadership development: perk or priority?
(Harvard Business Review Case Study)
-------------------------------------------------
Leadership development: perk or priority?
(Harvard Business Review Case Study)
Group Members:
Aarti Sharma
Arjun Kumar
Pallav Goel
Sakshi Dixit
Vipul Aggarwal
Vishal Chaudhary
Yamini Arora
Group Members:
Aarti Sharma
Arjun Kumar
Pallav Goel
Sakshi Dixit
Vipul Aggarwal
Vishal Chaudhary
Yamini Arora
S.No. | Description | Page No. | 1. | Analysis of the problems with the case using OB theories and concepts | | 2. | How should Barton make her case for executive education? | | 3. | Reflection upon our experiences of working in a group | | 4. | References | |
CONTENTS TABLE
1.ANALYSIS OF THE PROBLEMS WITH THE CASE USING ORGANISATIONAL BEHAVIOUR (OB) THEORIES AND CONCEPTS:
After analyzing the case, the theories and concepts that relate are:
1.1 Evidence-Based Management (EBM) theory uses the best available evidence for making managerial decisions. The basic problem that Karen Barton faces with Dave Palmer is that he focused only on the reports that contained mostly qualitative benefits from the programs and did not contain much quantitative benefits and accordingly made his decision of cutting the budget.
Whereas Organizational Behavior (OB) states that a manager should use all the three approaches of intuition, faddism and systematic study together. It states the use of evidence to inform the intuition and experience.
1.2 Dave palmer also faces Overconfidence and Availability Bias, as he believed too much in his ability to make good decision when it was outside of his own expertise. As he was convinced after the telephonic conversation with Barton that there was nothing more left to discuss even though the last-and the-only executive education program he attended was ages ago in 1980. He even emphasized on information
References: * Traindis, H.C.(1971),Attitudes and Attitude Change,John Wiley and Sons. * Eagly,A.,and Chaiken,S.(1993),Psychology of Attitudes,NY,Harcourt and Brace Jovanovich.