The Vigilance Project IM Final

Topics: Emotion, Case study, Project team Pages: 24 (10787 words) Published: November 21, 2014
The Vigilance Project—
A Case Study
Peter G. Dominick, Ph.D.

Instructor’s Manual

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© 2008 SHRM. Peter G. Dominick, Ph.D.

EMPLOYEE AND
L ABOR REL ATIONS

The Vigilance Project—A Case Study
CONTENTS
Teaching Plan................................................................................................................................................ 3 Teaching Notes ............................................................................................................................................ 7 Flip Chart Template . .................................................................................................................................. 21 Hofstede’s Cultural Values Dimensions ....................................................................................................... 22 References and Related Readings ................................................................................................................ 24

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© 2008 SHRM. Peter G. Dominick, Ph.D.

The Vigilance Project—A Case Study
TEACHING PLANS
Introduction
This case provides an opportunity to look at how several different factors interact to affect conflict and team performance. These include contextual issues like a merger, cultural values and physical location. They also include team dynamics and leadership and, last but not least, intrapersonal and interpersonal needs and concerns. Remind students that the case is presented largely from the perspectives of the Americans involved. Recommended Pre-Reading

Instructors may choose their own modules and reading assignments on conflict, team facilitation and team effectiveness. The following sources were used by the author in writing this case study and may be helpful to instructors: Fisher, R., and Shapiro, D. (2005). Beyond reason: Using emotions as you negotiate. New York: Penguin Books.

www.beyond-reason.net
Hofstede, G.H. (2003). Cultural dimensions web site: http://www.geert-hofstede.com/hofstede_dimensions.php Polzer, J. (2003). Identity issues in teams. Harvard Business School Publishing (#9-403-095). Graham, J. (2003). Culture and human resources management. The Oxford handbook of international business

(in Alan M. Rugman and Thomas L. Brewer, Eds.). Oxford University Press. Hofstede, G.H. (1984). Culture’s consequences: Individual differences in work-related values. Sage Publications. Erskine, L. (2006). A tale of two dimensions: Perceptions of relational distance between leaders and followers,

paper presented at 21st Annual Conference of the Society for Industrial and Organizational Psychology. Dallas, TX. Case Discussion
The case discussion questions are in outline form below. Next to each main question are the relevant page numbers from the teaching notes. If you want to focus class discussions on particular questions rather than raising all issues in the case, the page numbers can be a helpful shortcut for finding specific information.

Diagnosing Underlying Causes
Why is this case about conflict? What conflicts do you see developing? • Where do you see conflicts in the case (p.9)?
> Conflicts about how to run the project.
> Conflicts based in group identity. To what extent are the core team members in the case establishing a team identity? • How would you describe interdependence among the members of this project team? Include in your response the core team and overall project team (p.9).

> Do you think all team members share the same views on the ways in which they are interdependent?

o Pooled

o Reciprocal

o Sequential
How do you think the people in this case are feeling? Should emotions matter (p.10)?
> What are some positive ways emotions can affect conflict?
> What are some negative ways emotions can affect conflict? • Emotional concerns framework (pp.10-11).
> Appreciation concerns (pp.11).

o Were there some opportunities for Didier to express more appreciation? [Note to...

References: Ball, D., McCulloch, W., Geringer, M., Frantz, P., and Minor, M. (2006). International business: The challenge of global
competition, 9th edition
Bartlett, C., and Ghoshal, S. (1998). Managing Across Borders. Harvard University Press.
Bradner, E., and Mark, G. (2002). Why distance matters: Effects on cooperation. Dynamics 31(4), 339-351.
Crouch, A., and Yetton, P. (1988). Manager-subordinate dyads—relationships among task and social contact, manager
friendliness and subordinate performance in management groups
Erskine, L. (2006). A tale of two dimensions: Perceptions of relational distance between leaders and followers. Paper
presented at the 21st Annual Conference of the Society for Industrial and Organizational Psychology
Fisher, R., and Shapiro, D. (2005). Beyond reason: using emotions as you negotiate. Penguin Books.
Graham, J. (2003). Culture and human resources management. The Oxford handbook of international business, Alan M.
Hayakawa, S.I. (1992). Language in thought and action, 5th Edition. Harcourt.
Haythornthwaite, C. (1999). A social network theory of tie strength and media use: A framework for evaluating multi-level
impacts of new media
Hinds, P.J., and Mortenson, M. (2005). Understanding conflict in geographically distributed teams: The moderating
effects of shared identity, shared context and spontaneous communication
Hofstede, G.H. (2003). Cultural dimensions web site. http://www.geert-hofstede.com/hofstede_dimensions.php.
Hofstede, G.H. (1984). Culture’s consequences: Individual differences in work-related values. Sage Publications.
Hofstede, G.H. (2001). Culture’s consequences: Company values, behaviors, institutions and organizations across nations
(2nd ed.)
Ibarra, H. (1995). Race opportunity and diversity of social circles in management networks. Academy of Management
Journal, 38(3), 673-703.
Javidan, M., Dorfman, P.W., Sully de Luque, M., and House, R.J. (2006). In the eye of the beholder: Cross cultural
lessons in leadership development from project GLOBE
Jehn, K. (1997). A qualitative analysis of conflict type and dimensions in organizational groups. Administrative Science
Quarterly, 42, 530-557.
Polzer, J. (2003). Identity issues in teams. Cambridge, MA: Harvard Business School Publishing (#9-403-095).
Wageman, R. (2001). The meaning of interdependence. In M.E. Turner (Ed.), Groups at work: Theory and research, pp.
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