Participants assume the role of employees at Jackson Manufacturing who produce a range of tractors and fork-lift trucks. They are members of a self-directed work team, who have responsibility for a particular cell on a production assembly line. The team is about to have one of its regular meetings to review five production-related issues, in order to prepare recommendations for the Production Supervisor. Issues include meeting deadlines, team leader management, overtime remuneration, Health & Safety and personnel management.
Competencies: Interpersonal Sensitivity
Participants assume the role of employees of a large department store chain called Jonah’s Cross. They are part of a quality circle team given the task of improving customer service within the store. The team is about to have one of its regular meetings to review four service-related issues, in order to prepare a set of recommendations for the Customer Service Manager.
Participants assume the role of Directors of the Board of a medium-sized recruitment consultancy, Knights & Stevens, who are meeting to discuss issues arising from the recent acquisition of a smaller competitor. These issues cover matters to do with organisational re-structuring, alignment of packages and policies, improving profitability and operational continuity. The Board is expected to prepare recommendations for the CEO who cannot be present at the meeting.
Participants take the role of Senior Managers of Household Products Ltd, sitting on a Strategic Review Committee with responsibility for recommending policy changes for consideration by the Board. In this instance the committee is meeting to review issues relating to lost customer agreements, a new packaging initiative, join venture plans and quality control infringements.
Participants play the role of consultants advising a manufacturing organisation, Deltron Engineering, on four manufacturing related problems. The issues include Health & Safety, the commissioning of a production plant, working relationships and the introduction of multi-skilling. Participants are expected to discuss each of the issues and to make recommendations.
Participants meet as members of a quality circle team within a District Council Office. As a panel they have collective responsibility to assist a wider group of colleagues, namely helping to resolve pressing office problems. Their specific task is to make recommendations for handling: a neighbourhood dispute, a planning permission request, the use of an open public space and the rescheduling of waste services. A team approach is required for final recommendations.
Participants assume the role of Trainee Store Managers working for a major international retailer, EuroBargain, which has numerous hypermarkets across Europe. Participants are meeting for a quarterly review and strategy meeting. Faced with four key agenda items, they are required to discuss the issues arising and make recommendations for the future. Issues include customer incentives, personnel management, transport facilities and the introduction of new products.
The Participant assumes the role of a General Manager within a service organisation, who has been asked by the Marketing Director to do an analysis of the level of service provided in comparison with competitors. The Participant is provided with a large amount of numerical data in tabular and graphical form as well as textual information relating to feedback from customers and reports on general industry trends. The Marketing Director has asked for a report highlighting appropriate conclusions and recommendations for action.
Participants assume the role of Business Managers for a large organic food business, OrganiBox, which has grown significantly over the last 5 years. The Board has asked them to review some key issues that the Organisation is facing and put forward recommendations for progressing them. The issues include the threat of emerging competitors, internal personnel issues such as sickness and inappropriate behaviour, a supplier problem, a situation regarding negative publicity in the media and also the need to diversify what the business is offering.
Participants assume the role of Directors of the Board of a leading UK furniture design company, Rainbow Furniture plc, which has recently acquired 3 European furniture manufacturing and sales companies. The merger of these companies and their respective cultures is complex and strategically important to future business success. Participants are provided with information relating to finance, marketing strategies and production issues and are required to jointly prepare recommendations for the CEO.
