Question.2325 - MBA 501 Simulation Paper & Game InstructionsOrganizational Behavior Simulation: Judgement in a Crisis involves decision-making at a medical device company. Students have the opportunity to become part of the management team and make decisions for the business. The goal of this game is for students to gain an understanding of some of the biases that occur while making decisions. You will play the game as a class. Some class members may receive different data for decision making than others. Your experience and interpretation of the simulation data should be different from classmates. Prepare for this assignment by purchasing the simulation. Use the link provided by your instructor (the simulation costs more if you locate and purchase it without the link). Watch thesimulation introduction video (https://hbsp.harvard.edu/product/7077-HTM- ENG/video/1_xhbzdqlm). This video shows you how to play the game and describes the types ofdecisions you will make while completing the game. Create a three to five-page paper (excluding title and reference pages) in which you address the questions (below). Use headings to indicate your responses to each question. Using first person point of view is acceptable for this paper. Double space. Cite your text, outside references, and the simulation. Provide examples that support your ideas. 1. Discuss the choices you made and identify the four biases associated with this case (cite your simulation reports, outside references and your textbook). Some questions to consider: a. Why did you make those choices? Which kinds of information did you use to make these choices? Which decisions seem challenging? Why? Was there any additional information you would like to have before making a choice? Why or why not? If you have identified something, describe the information source and why you believe it would help. How did the biases affect judgement and decision making? b. Have you encountered the any of the four biases in your life, and what strategies could you employ to ensure that you do not fall into these biases in your professional/personal decision making?2. Consider the media’s reaction to this crisis. How should the CEO address safety concerns related to these products? Use 2-3 paragraphs to provide recommendations. 3. Conduct an Internet search on product safety crises. Identify a company who experienced a similar crisis (cite your references). Describe it. Did the company handle the situation well? Why or why not?
Answer Below:
The xxxxxx and xxxxxxxxxxx M xxx A xxxxxxx between xxxxxxxx Automotive xxx Smiths xxx Barcelona xxxxx Auto xxx BBA xxxxx a xxxxxxxxx of xxxxxxxxxx that xxxxxxxxxx led xx its xxxxxxx within x short xxxxxx of xxxx Several xxx factors xxxxxxxxxxx to xxx downfall xx the xxxxxx Cultural xxxxx and xxxxxxxxxx Styles xxx stark xxxxxxxx differences xxxxxxx the xxx companies xxxxxxx challenges xx integrating xxxxx operations xxx was xxx as x tight-knit xxxxxxxxxxx organization xxxx an xxxxxxxx work xxxxxxxxxxx and x charismatic xxxxxxxxx leader xx Luis xxxxxx In xxxxxxxx Smiths xxx a xxxx formal xxxxxxxxx culture xxxx a xxxxx on xxxxxxxxxxx value xxx structured xxxxxxxxxxxxxxx The xxxxx between xxx s xxxxxxxxxxxxxxx informal xxxxxxx and xxxxxx more xxxxx formal xxxxxxx created xxxxxxxx and xxxxxxxx effective xxxxxxxxxxxxx Differing xxxxxxxx Models xxx specialized xx customized xxxxxxxxxx components xxx the xxxxxx market xxxxx Smiths xxxxxxx on xxxxxxxxxxxx products xxx mass- xxxxxx vehicles xxx differing xxxxxxxx models xxxxx that xxx sales xxx marketing xxxxxxxxxx of xxx two xxxxxxxxx were xxx aligned xxx s xxxxxxx to xxxxx to xxxxxxxxxx client xxxxx was xxxxxxxxxxxx with xxxxxx one-size-fits-all xxxxx approach xxxx led xx confusion xxxxxxxxxxxxx and xxxx of xxxxxxx Overpayment xxx Financial xxxxxx Smiths xxxx a xxxxxxx price xx million xxx BBA x company xxxx a xxxxxxx turnover xxx acquisition xxx overvalued xxx Smiths xxxxxxxx its xxxx reserves xx fund xxx purchase xxxx left xxxxxx financially xxxxxxxx forcing xxx company xx borrow xxxxx at xxxx interest xxxxx to xxxxxxxx operations xxx high xxxx burden xxx pressure xx Smiths xxxxxxxxx stability xxx ability xx weather xxxxxxxx downturns xxxxxxxxxxx Challenges xxx integration xxxxxxx was xxxxxx managed xxxxxx attempt xx merge xxx into xxx corporate xxxxxxxxx led xx resistance xxx resentment xxxx BBA xxxxxxxxx Key xxxxxxxxx such xx sales xxxxxxxxx finance xxx HR xxxx consolidated xxxxxxx friction xxx hindering xxxxxxxxx collaboration xxx integration xxxxxxx disrupted xxx harmony xxx effectiveness xx BBA x operations xxxx of xxxxxx and xxxxxxxxxx After xxx merger xxxx Barros xxxx his xxxx as xxx sole xxxxxxxxx and xxxxxxxxx leader xx BBA xxx new xxxxxxxxx structure xxxxxxxx him xx report xx a xxx leading xx his xxxxxxxx resignation xxxxxx departure xxxx a xxxxxxxxxx vacuum xxxxxxx employees xx lose xxx sense xx purpose xxx motivation xxxx he xxx instilled xx the xxxxxxx Economic xxxxxxxx The xxxxxx of xxx merger xxxxxxxxx with x global xxxxxxxx downturn xxxxxxxxx a xxxxxx recession xx Spain x housing xxxxxx While xxxxxx car xxxxxx may xxx have xxxx as xxxxxxx affected xxx overall xxxxxxxx uncertainty xxx reduced xxxxxxxx spending xxx negative xxxxxxxxxxxx for xxx automotive xxxxxxxx as x whole xxxxxxxxx both xxxxxxxxx sales xxx profitability xxxxxxx Delays xxx anticipated xxxxxxxxx between xxx two xxxxxxxxx did xxx materialize xx expected xxxxxxxxxx in xxxxxxxx operations xxxxxxxxx and xxxxxxxx led xx delays xx achieving xxx expected xxxx savings xxx efficiency xxxxxxxxxxxx from xxx merger xxxxxxxxxxxxx Breakdown xxxxxxxxx communication xx critical xxxxxx any xxxxxx especially xxxx dealing xxxx two xxxxxxxxx from xxxxxxxxx cultural xxxxxxxxxxx The xxxx of xxxxx communication xxxxx the xxx corporate xxxxxxxxx roles xxx expectations xxx to xxxxxxxxx and xxxxxxxxxxx among xxxxxxxxx This xxxxxxxx in xxxxxxxxxx misunderstandings xxx a xxxx of xxxxxx from xxxx sides xxxxxxxxx the xxxxxxxxxxx process xxxx of xxxxxxxxxxxxxxx Spirit xxx had x dynamic xxxxxxxxxxxxxxx spirit xxxxxx by xxx founder xxxx Barros xxx merger xxxx Smiths xxxxxxxxxx a xxxx bureaucratic xxxxxxxxxxx which xxxxxxx BBA x creative xxx innovative xxxxxxx As xxxxxxxxx were xxxxxx to xxxxxxx to xxx processes xxx structures xxx entrepreneurial xxxxxx that xxx driven xxx s xxxxxxx was xxxxxxxxxx Mismatched xxxxx and xxxxxxx While xxx merger xxx intended xx create x comprehensive xxxxxxxx for xxxxxxxxxx interiors xxx fundamental xxxxx and xxxxxxx of xxx two xxxxxxxxx were xxx fully xxxxxxx BBA x focus xx luxury xxxxxxxxxxxxx clashed xxxx Smiths xxxxxxxx on xxxxxxxxxxxx mass-market xxxxxxxx This xxxxxxxxxxxx caused xxxxxxxx conflicts xxx confusion xx pursuing x unified xxxxxxxx While xx s xxxxxxxxxx to xxxxxxx history xxxxx were xxxxxxx strategies xxx approaches xxxx could xxxx been xxxxxxxx to xxxxxxxx the xxxxxxx of xxxxxxx and xxxxxxxxxxx prevent xxx dissolution xx the xxxxxx company xxxxxxxx Due xxxxxxxxx Conducting x comprehensive xxx diligence xxxxxxx prior xx the xxxxxx is xxxxxxx This xxxxxxx involves xxxxxxxxx every xxxxxx of xxx target xxxxxxx including xxx financials xxxxxxxxxx culture xxxxxxxxxx customer xxxx and xxxxxx trends xxxxxxxxxxx potential xxxxxxxxxx and xxxxx early xx can xxxxxx the xxxxxxxxxxxxxxx process xxx help xxx realistic xxxxxxxxxxxx Cultural xxxxxxxxxxx Recognize xxx address xxx cultural xxxxxxxxxxx between xxx merging xxxxxxxxx Cultural xxxxxxxxxxx should xx given xx much xxxxxxxxx as xxxxxxxxxxx integration xxxxxxxxx an xxxxxxxxxxx of xxxxxx respect xxx understanding xxx help xxxxxx the xxx between xxxxxxxxx work xxxxxxxx and xxxxxxxx resistance xxxx employees xxxxx Communication xxx Transparency xxxxxxxxxxx openly xxx transparently xxxxx the xxxxxx s xxxxx vision xxx expectations xx all xxxxxxxxxxxx Clearly xxxxxxx the xxxxx and xxxxxxxxxxxxxxxx of xxxxxxxxx management xxx leadership xxxx both xxxxxxxxx Open xxxxxxxxxxxxx can xxxxxx uncertainty xxx foster x sense xx shared xxxxxxx Gradual xxxxxxxxxxx Instead xx immediately xxxxxxx all xxxxxxxxx consider x phased xxxxxxxx to xxxxxxxxxxx Allow xxx two xxxxxxxxx to xxxxxxx somewhat xxxxxxxxxxxxx during x transition xxxxxx This xxxxxxxx can xxxxxxx time xxx employees xx adjust xxxxxxxx challenges xxx develop xxxxxxxxxx to xxxxxxx them xxxxxxxxxx Alignment xxxxxx that xxxxxxxxxx teams xxxx both xxxxxxxxx are xxxxxxx on xxx merger x vision xxx strategy xxxxxxxxx collaboration xxx shared xxxxxxxxxxxxxxx rather xxxx imposing xxxxxxxxx from xxx side xxxx the xxxxx This xxx help xxxxxxxx a xxxxx of xxxxxxxxx and xxxxxxxxxx from xxx parties xxxxxx Management xxxxxxxx Develop x robust xxxxxx management xxxxxxxx to xxxx employees xxxxxxxx the xxxxxxxxxx Provide xxxxxxxx support xxx resources xx help xxxx adapt xx new xxxxxxxxx and xxxxxxx Address xxxxxxxx and xxxxxxxxxxxxx proactively xx minimize xxxxxxxxxx Retain xxx Talent xxxxxxxx and xxxxxx key xxxxxx from xxxx companies xxxxxxxxxxxx those xxx have x deep xxxxxxxxxxxxx of xxx company xxxxxxx and xxxxxxxxxx Their xxxxxxxxx and xxxxxxxxxx can xx valuable xx guiding xxx merged xxxxxx through xxxxxxxxxx Financial xxxxxxxx Ensure xxxx the xxxxxx is xxxxxxxxxxx sound xxx offers x realistic xxxxxx on xxxxxxxxxx Avoid xxxxxxxxxx for xxx target xxxxxxx and xxxxxxxx the xxxxxxxxx impact xx the xxxxxxxx s xxxxxxxxx stability xxx operational xxxxxxxxxxxx Customer xxxxxxxxxx Maintain xxxxxx communication xxxx customers xxxxxxxxxx the xxxxxx process xxxxxx them xxxx their xxxxx will xxxxxxxx to xx met xxx that xxxxx will xx minimal xxxxxxxxxx to xxxxx supply xx products xx services xxxxxxxxxx Monitoring xxx Evaluation xxxxxxxxx a xxxxxxxxxxx integration xxxx that xxxxxxxxxxxx monitors xxxxxxxx addresses xxxxxxxxxx and xxxxxxx strategies xx needed xxxxxxxxx assess xxx performance xx the xxxxxx entity xxxxxxx predefined xxxxxxxxxx Long-Term xxxxxx Focus xx the xxxxxxxxx benefits xxx potential xxxxxxxxx of xxx merger xxxxxx than xxxxxxxxxx financial xxxxx Ensure xxxx the xxxxxx entity x vision xxxxxx with xxx evolving xxxxxx trends xxx customer xxxxxxx In xxxxxxx the xxxxxxx of xxx merger xxxxxxx Smiths xxx BBA xxx be xxxxxxxxxx to x combination xx cultural xxxxxxxxxxx leadership xxxxxxx incompatible xxxxxxxx models xxxxxxxxxxxxx poor xxxxxxxxxxx management xxxxxxxxx strain xxx economic xxxxxxxxxx These xxxxxxx collectively xxxxxxx an xxxxxxxxxxx where xxx merged xxxxxx struggled xx operate xxxxxxxxxxx and xxxxxxx its xxxxxxxx goals x more xxxxxxxx due xxxxxxxxx process xxxxxx alignment xx cultural xxx operational xxxxxxx and xxxxxxxxx change xxxxxxxxxx strategies xxxxx have xxxxxxxxxxx mitigated xxxx of xxxxx challenges xxx increased xxx chances xx a xxxxxxxxxx merger xxxxxxxxxx CEO xxxxxxxxxxxxx s xxx how xxxx you xxx but xxx Harvard xxxxxxxx Review xxxxxxxxx at xxxxx hbr xxx ceo-incentives-its-not-how-much-you-pay-but-how xxxxxxxx August xxxxxxxxxxx M xxxx you xxx learn xxxx mergers xxx acquisitions xxxxxxx Global xxxxxxxxx at xxxxx www xxxxxxxxxxxxx com xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Accessed xxxxxx Malviya x Addressing xxxxxx concerns xxxxxxxx guide xxx employers xxx employees xxxxxxx Transformation xx Your xxxxxxxx Process xxxxxxxxx at xxxxx www xxxxxxxxxx com xxxxxxxxx blog xxxxxxxxxxxxxxx Accessed xxxxxxMore Articles From Management
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