案例2-奥巴米奥

心理学案例分析（最终版）第一篇：心理学案例分析（最终版）案例分析：案例1岗位空缺迪贝艾在法国里摩日大酒店担任前厅部经理六个月后，她的助手，大堂经理——朱迪就辞职到另外一个城市去工作了。

自四年前里摩日大酒店开业以来，朱迪就在这里工作，由于她的工作极为出色，迪贝艾对她的辞职感到很惋惜。

招聘大堂经理的广告刚一张贴出去，迪贝艾就收到了很多人的应聘申请；其中不乏优秀人才。

看过他们的个人简历后，迪贝艾从酒店内部的应聘申请人中挑选了三个人作进一步的考虑。

第一位候选人阿特八个月前开始在里摩日酒店担任早班前台接待员，他的工作经验不太多，而且他以前也从未做过全职的管理工作，但迪贝艾注意到他的表现以及对客人的态度，认为他有独立处理、解决问题的能力。

第二位候选人梅莰也是酒店的前台接待员，自酒店开业以来就在酒店工作，她最初在财务部做出纳工作，后被调到前台。

经过努力，她被晋升为酒店高级职员。

在应聘大堂经理这个职位之前，她曾申请了酒店其他几个部门的高级管理职位，但都未能成功。

此次应聘大堂经理，她对自己抱有很大希望。

第三位候选人莫娜是预定员，此次也申请应聘这个职位，与梅莰一样，她在酒店工作的时间要比阿特长，可只长三个月而已。

然而，莫娜在管理方面却有着相当的经验，因为莫娜曾在附近的另一家酒店做过大堂经理；正是基于此，加上她做预定员时无差错的工作记录，她对自己获得大堂经理这个职位很有信心。

迪贝艾与三人进行了面谈，经过简单的考虑后，她选择阿特为大堂经理。

尽管还没有正式向前台的全体员工宣布阿特将被晋升为大堂经理，迪贝艾还是分别向梅莰和莫娜解释了她选择阿特的原因。

梅莰很失望，但由于有前几次失败的经历，她还是比较平静地接受了这个事实。

然而，与莫娜的谈话却令迪贝艾感到很头痛，因为莫娜并不赞成她的选择，她试图说服迪贝艾她才是最佳候选人。

当她意识到迪贝艾做出的可能是最后的决定时，她既震惊、生气、又觉得自己受到了欺骗。

因为莫娜认为自己与阿特相比，自己不仅工作年限长，工作的经验丰富，而且在工作上的表现也比阿特好。

案例1：0本田宗一郎被誉为20世纪最杰出的管理者。

在他的管理经历中，有一件事让他终身难忘。

有一次，来自美国的技术骨干罗伯特来找本田，当时本田正在自己的办公室休息。

罗伯了，上市后绝对会受到消费者的青睐！”0罗伯特看了看本田，话还没说完就收起了图纸。

此时正在闭目养神的本田觉得不对劲，急忙抬起头叫罗伯特，可是罗伯特头也不回地走出了总经理办公室。

0第二天，本田为了弄清事情原委亲自邀请罗伯特喝茶。

罗伯特见到本田后第一句话就是：“尊敬的总经理阁下，我已经买了返回美国的机票，谢谢您这两年对我的照顾。

”“啊？这是为什么？”罗伯特看着本田的满脸真诚，便放慢语速坦言相告：“我离开您的原因是由于您自始至终都没有听我讲话。

就在我拿出我的设计时，我提到这个车型的设计很棒，而且还提到车型的上市前景。

我以它为荣，但是您当时却没有任何反应，而且还低着头闭着眼睛在休息，我于是就改变主意了！”0后来，罗伯特拿着自己的设计到了福特汽车公司，福特公司决定投产这个新车型。

新车上市给本田公司带来了不小的冲击。

0根据以上案例，回答以下各题。

081.罗伯特在和本田进行沟通时所使用的沟通方式是（ (C)口头语言沟通）。

082.罗伯特和本田的沟通方式包含多种方法，案例中体现的方法是（(C)一对一）。

083.罗伯特事件说明，领导者在和员工交谈时不应该（(D)居高临下）。

084.本田宗一郎在与员工进行沟通时，可以采用一些沟通技巧，这些技巧不包括（ (A)不轻易表露自己的想法）。

085.罗伯特事件说明，在聆听时要注意很多事项，做法不正确的是（(D)一边工作，一边聆听）。

案例2：0最近，红星公司的李总碰到了一个难题，车间主任联合签名，代表全体工人向他呈上了一份申请书。

申请书的大意是要求公司增加员工的工资和提高福利待遇，理由是：公司半年进行一次绩效考核，根据规定员工的工资幅度应该有一定的上浮，且现在各个行业的工资平均增长率都在上涨，而该公司却一直没有兑现承诺，引起了员工的不满和抱怨。

《组织行为学（二）》简答、论述、案例二十一、论述正式和非正式群体的类型（案例）！答：正式群体——按照目标和任务的需要，通过上级组织决定成立的群体。

如：企业中的车间、班组。

正式群体的类型：命令型群体、任务型群体、交叉功能型群体、自我办理型群体。

非正式群体——自然或者自发形成的、以共同的兴趣或者爱好为基础而建立的群体。

1、利益型群体——为了某个大家共同关心的目标而走到一起所组成的群体。

2、友谊型群体——在共同的兴趣、爱好、地缘关系基础上形成的群体（工作之外形成的）。

Eg：年龄相近、支持某个球队、政治不雅点相同、一起驱车上班。

3、传统关系型群体——建立在血缘、地缘、业缘等关系上的群体。

Eg：亲戚、老乡、同学、战友。

4、压力组合型群体——因外部驱动力或压力作用而形成的群体。

案例：冷静不雅察和思考，真正把握问题的前因后果；通过加强自身的修养和提高本质，来增强自身的威信；抓住时机，同下属形成良好的人际关系；必要时，请求正式的或者非正式的权威人员进行协调。

十二、简述群体发展的5阶段模型？答：该理论认为，群体的发展要经过5个阶段的标准程序，即：形成阶段、振荡阶段、规范化阶段、执行任务阶段、中止阶段。

十三、论述宝尔斯的人类行为分类系统？答：他和他的同事在哈佛大学社会关系实验室进行了试验，这是社会科学家首次以系统的方式对群体中的个体行为进行的分析研究。

通过研究，提出了一个综合性的人类行为分类系统——“交互作用过程分析理论”。

罗伯特-宝尔斯的主要贡献：1、提出了12种人类行为类型；（群体功能理论）2、提出了群体面临的共性问题是内部沟通和群体的组织与维持，同时指出了群体的行为过程将要经过4大阶段：定位、评价、控制、成员角色具体化。

3、他发现了一个规律：群体中单个成员的行为可以分为四大类（a.在社会情感方面的积极行为、b.任务相关行为、c.与任务相关的咨询行为、d.社会情感方面的否定行为），四类行为在不同类型的群体中所发生的概率是基本相同的。

PBL案例分析第二幕第二幕案例概述：在第一幕中，我分析了一个名为Jane的高级经理的情况。

Jane在公司的多个项目中表现出色，取得了很大的成功。

然而，尽管她擅长管理项目，但她对自己的职业发展感到迷茫，并对未来的事业方向感到困惑。

在与她的直属经理Ethan开放地讨论后，Jane表达了对创业的兴趣，并希望能够为一个新的项目做出具有重大影响的贡献。

在第二幕中，我将进一步分析Jane的情况，并提供一些建议以帮助她在职业发展中做出明智的决策。

主要问题：1. 职业发展方向：Jane表达了对创业的兴趣，但她是否应该采取创业的道路还是选择在公司内部发展？2. 战略规划：如果Jane决定创业，她应该如何制定一个成功的战略规划？她需要考虑哪些因素，以确保自己的创业项目取得成功？3. 风险管理：创业的过程中存在很大的不确定性和风险。

Jane需要考虑如何管理和减轻潜在的风险，以确保她的投资和努力不会白费。

解决方案：1. 职业发展方向：在确定职业发展方向时，Jane应该考虑自己的兴趣、技能和优势。

她可以利用公司内部的资源和机会，通过承担更大的项目或与其他部门合作开展新项目来实现自己的目标。

这样做可以让Jane 在熟悉的环境中探索新的领域，并利用她已有的专业知识和人际关系。

2. 战略规划：如果Jane决定创业，她应该首先进行详细的市场调研和竞争分析，确保自己的项目有市场和机会。

然后，她应该制定一个有竞争力且具有可行性的商业计划，明确项目的目标、策略和实施计划。

在制定战略规划时，Jane还应该考虑到自己的资源和能力，以及如何利用外部资源，如合作伙伴或投资者。

3. 风险管理：创业项目面临的风险很大，因此Jane需要采取一些措施来管理和减轻风险。

首先，她应该进行充分的风险评估，识别可能的问题和障碍，并制定应对计划。

其次，她可以考虑与有经验的创业者或专家合作，以获得指导和建议。

最后，她应该留有一定的回旋余地和应急预案，以应对可能的变化和挑战。

群体案例张东是某化学公司流程设计中心的主任，手下有8名工程师，均系男性。

多年来，小组成员之间关系良好。

随着工作任务的增加，张东招聘了一名刚刚获得某名牌大学工学硕士学位的谢娜加入—个旨在提高设备运行效率的项目小组。

该顷目小组先只有三人，由戴力任组长。

作为—名新成员，谢娜非常喜欢这项具有挑战性的工作，因为工作中能够用到不少专长。

她工作十分认真，对其他项目小组的成员非常友好，但在业余时间，她从不和同事闲聊。

由于工作主动，谢娜总是率先完成自己分担的那份任务，而且还经常帮助其他同事。

五个月后，戴力找到张东讨论项目小组的问题。

戴力汇报说：“谢娜骄傲自大，好像什么都懂。

对人不友好，大家都不愿意和她—起工作。

”张东回答说：“据我所知，谢娜是个优秀的工程师，成绩很突出。

大家对她的印象这么不好，这怎么可能呢？这几天我找她谈谈。

”—周后，张东找谢娜谈话，说：“谢娜，自从你来到流程设计中心，工作很勤奋，能力很出众，我非常赞赏。

但是，听说你和同事的关系处理得不好，怎么回事？”谢娜大吃—惊，回答说：“没有啊!”张东捉醒道：“具体—点，就是有些同事说你骄傲自满，好像无所不能，而且常常对他人的工作指手画脚。

”谢娜反驳道：“我从来没有公开批评过其他同事。

而且，每当我完成自己的任务后，还常常帮助他们。

”张东问：“为什么别人对你的意见那么大呢？”谢娜感到愤愤不平，说：“那几位同事根本没有尽全力工作，他们更热衷于足球、音乐、酒巴。

还有，他们从未把我当作—名称职的工程师，仅仅把我看作是一名闯入他们专业领域的女性。

”张东说：“工程师的考评与激励属于管理工作，你的职责是做好本职工作。

关于性别，公司招聘你只是由于你的能力、知识符合条件，好好干，把管理问题留给我。

”[思考题]（1）项目小组表现出哪些群体动力方面的特征？（2）你认为张东如何处理项目小组出现的问题？答：本次的案例体现了一个典型的团队问题：随着工作任务的增加，项目组现有的人力资源已经不足以应付增加的工作量，致使管理者必须向小组增派人手以便把工作任务完成。

Analysis of clothing supply chain: Integration & Marriage of Lean &AgileBy Mandeep SainiContentsIntroduction 1 Lean and Agile Supply Chain 1 Particular ways of marring lean and agile paradigms 5 The Pareto Curve approach 6 The Decoupling Point 7 Separation of Base and Surge Demand 8 Case: Benetton 8 Case: Hennes & Mauritz (H&M) 10 Case: Zara 12 Conclusion 14List of TablesTable (1): Usage of Lean and Agile 2 Table (2): Difference in Lean and agile 3 Table (3): Market Winner and Qualifier Matrix 4 Table (4): Benefits of Leagile 5List of FiguresFigure (1): The Pareto Curve approach 6 Figure (2): The Decoupling Point 7 Figure (3): Base and Surge Demand 8 Figure (4): Traditional Lean manufacturing process of garments 9 Figure (5): Benetton’s Manufacturing Process 10 Figure (6): H&M’s Supply Chain Model 12 Figure (7): Flow of Information at Zara 13IntroductionModern supply-chains are very complex, with many analogous physical and information flows occurring in order to certify that healthy products are delivered in the right quantities, to the right place in a cost-efficient manner. The current drive towards more efficient supply networks during recent years has resulted in these international networks becoming more vulnerable to disruption. To be precise, there often tend to be very little inventory in the useful professional organisation to buffer interruptions in supply and, therefore, any disruptions can have a rapid impact across the progressive supply networks. This paper contains the significant issues of modern clothing supply chain. Due to globalisation, of rapidly changing markets and vogues of clothing business make it specified in terms of stylish fashion and changing user behaviour. The fashion industries are changing and expending the business while outsourcing; based on shortest lead times. But now, as per the case study “Supplying Fashion Fast” today’s supply chain are not to just serving the market with shortest lead time but it is to react immediately on the demand. . The challenge faced by a supply chain delivering fashion products is to develop a strategy that will improve the match between supply and demand and enable the companies to respond faster to the marketplace”(Naylor, Towill and Christopher, 2000).Lean and Agile Supply chainFor over a decade, companies have been achieving huge cost savings by streamlining their supply chains. While affluent, and thus pleasurable; these trends have also exposed organisations to new sets of paradigms such as Lean, Agile, Integration of Lean and Agile, Relationship driven supply chain etc. The question arise here is, Why there is a need to integrate the lean and agile supply chain? To find the answer the previous pages need to be turned; "Lean" is the name that James Womack gave to the Toyota Production System in the book “The Machine that Changed the World.” Lean was the term that best described Toyota's system versus the rest of the world's automotive manufacturers at the time. Many companies have since applied lean thinking to their organizations withvarying degrees of success. Applying lean to the entire supply chain is not a new concept, but very few have had success doing it. Naylor et. al (1999) defined the lean as, “Leanness means developing a value stream to eliminate all waste including time, and to enable level schedule.” Further the Agility means “using market knowledge and virtual corporation to exploit profitable opportunities in a volatile marketplace.” The leanness is basically to eliminate the waste with in the manufacturing to drive the lowest possible cost and highest quality of the product. Agility is to use the Voice of Customers (VOC) to develop new products to satisfy the demand, this is more flexible and high cost then leanness. “In lean production, the customer buys specific products, whereas in agile production the customer reserves capacity that may additionally need to be made available at very short notice” (Naylor, Towill and Christopher, 2000). Please see Table (1) for the use of lean and agile supply chain and Table (2) for differentiate the lean and agile supply chains. The tables developed by the author to demonstrate the difference, usage and benefits of Lean, Agile and Leagile supply chain paradigms. The table 1, 2 and 4 are influenced by the suggestions by the previous researchers such as Christopher, (2000), Towill, Christopher and Naylor (2000), Crocker & Emmett (2006), Naylor, Naim & Berry (1999) and the other literature found.Table: (1)Usage of Lean and AgileLean•Fluent Manufacturing•Zero inventory•Just in Time (JIT)•Remove waste•Vendor Managed Inventory (VMI)•Total Quality Management (TQM)•Economies of Scale (Low cost)•Commodities•Continuous, Line and High Batch production processAgile •Postponement•Collaborative scheduling•Just In Time (JIT)•Purchasing input capacity (PIC)•Supplier Trade off (Setup Vs Inventory)•House of Quality (HOQ)•Made to Order (High Cost)•Fashion Products•Integration of Micro and Macro environment•Project, Jobbing and low batch processSource: The Present AuthorTable: (2)Difference in Lean and AgileLean •Containing little fat•Product oriented•Reduce stock to minimum•Plan ahead•Satisfy customers by eliminating waste•Measuring output criteria: Quality, Cost and Delivery•Low Cost•Efficiency•Less flexible•Low varietyAgile•Nimble•Customer oriented•Reducing stock in not an issue •Unpredictable demand planning •Satisfy customers by configuring order•Measure output Criteria: Customer satisfaction•High Cost•Effectiveness•High flexible•High varietySource: The Present AuthorAs per the case study “Supply Fashion Fast” the fashion market is volatile and customer driven. Towill and Christopher (2002) suggested the market qualifier and winners in Lean and Agile supply chain (See Table 3). In Agile supply chain the market qualifiers are Quality, cost and lead time and the winner is who produce the high service level. But in Lean supply, the market qualifiers are Quality, Lead time and Service level and the winner is the cost. In addition; Naylor, Towill and Christopher (2000) suggested that agile supply chain is for fashion goods and lean supply chain is for commodities (See Table 3). Now the concept of integration of lean and agile paradigms is originated to capturing the advantage of lean and agile paradigms such as to maximize the efficiency and utilization of the operations and customization of high level of products. Christopher and Towill (2002) pointed that, “the lean concept works well where demand is relatively stable and hence predictable and where variety is low.” Furthermore “Agility is a business wide capability that embraces organisational structure, information systems, logistics process and in particular mind sets.”Table: (3)“Fashion products have a short life cycle and high demand uncertainty, therefore exposing the supply chain to the risks of both stock out and obsolescence. A good example of a fashion product is trendy clothing (Naylor, Towill and Christopher, 2000). To avoid degeneration and to fulfill the high demand uncertainty there is a need to combine the lean and agile to getting the best out of them.This combined approach is known as `Leagility’ and, as it is packed with the best outcomes of lean and agile. Resultant; the integration of lean and agile supply chains can thereby adopt a lean manufacturing approach upstream, enabling a level schedule and opening up an opportunity to drive down costs upstream while simultaneously still ensuring that downstream should have an agile response capable of delivering to an unpredictable marketplace. The need of integration or marring the lean and agile supply chain is to react effectively on a volatile demand while reducing waste and cost and improving quality and service level. Please see table (4) for benefits of ‘Leagile’ supply chain.Table: (4)Benefits of Leagile•Control & view inventory levels across a network•Manage orders between trading partners•Organise collaborative demand plans•Plan replenishment across an internal or external network•Enable Sales and Operation Planning•Monitor and Alert on significant events•Managing JIT approach•Managing Vendor Managed Inventory•Quick response to market•Achieve benefits of postponement•Standardisation of products•Converting voice of customers (VOC) into productsSource: The Present AuthorPractical ways of marring Lean and agile paradigmsThere are particularly three ways of marring lean and agile paradigms suggested by researchers such as, Pareto Curve approach, Decoupling Point and base and surge demand. These three ways of marring lean and agile can be used in any point of time and in any department, such as design, procurement, manufacturing etc. In a particular supply chain these approaches can be used frequently, such as Pareto 80/20 rules and separation of base & surge demand can be used in design, manufacturing, forecasting or while taking the critical decisions such as Standardisation of products, postponement decision etc. These approaches give flexibility to the process and enable to postpone the decisions and lower the inventory and most importantly minimizing the waste while optimizing the performance and quality. De-coupling point approach is the main idea to hold the inventory in shape of incomplete product shape and assemble the products instantly or in a shortest period on customers demand. The Dell computer is a well know example of decoupling approach practice. Practical implication of these approaches gives the benefit of integration of lean and agile supply chain. The practical ways of marring lean and agileprovide available and affordable products, (Christopher & Towill, 2001) instantly to the customers in a volatile demand such as Fashion.Figure (1): The Pareto Curve approachSource: Christopher and Towill (2001)In the late 1940s quality management guru Joseph M. Juran suggested the principle and named it after Italian economist Vilfredo Pareto, who observed that 80% of income in Italy went to 20% of the population. Pareto Analysis is a statistical technique in decision making that is used for the selection of a limited number of tasks that produce significant overall effect; stated Towill, Naylor, Jones (2000), Christopher, Towill (2001) Haughey, (2007). It uses the Pareto Principle; is also know as the 80/20 rule, the idea that by doing 20% of the work you can generate 80% of the benefit of doing the whole job (Haughey, 2007). This rule can be applied on almost anything such as 80% delays arise from 20% of causes, 20% of system defects caused 80% of problems (Towill, Nayloy, Jones, 2000). “The Pareto Principle has many applications in quality control. It is the basis for the Pareto diagram, one of the key tools used in total quality control and Six-Sigma”(Haughey, 2007). In figure (1) Christopher and Towill (2001) suggested that, 20% of theproducts are easily predictable and can be standardised and they lend themselves to lean manufacturing, furthermore the 80% of the products are in agile manufacturing because of less predictability, which require quick response to market”Decoupling pointThe further marring of lean and agile can be achieved by creating decoupling point; in a production process it is common to introduce decoupling points where production lead time is much longer then acceptable order lead time (Christopher and Towill, 2000). The decoupling point takes physical stock to achieve the advantage of different management and control tools to efficiently manage the both side (input & output) of the inventory (Velde and Meijer, 2007). The other side of decoupling point is the natural boundaries of organisations and departments with in the process (Christopher and Towill, 2001, Velde and Meijer, 2007). It is also the hub to meet the need and capability on either side of point. With in a supply chain there can be many numbers of decoupling points (Towill, Naylor and Jones, 2000). “A decoupling point divides the value chain into two distinct parts; one upstream with certain characteristics and one downstream with distinctly different characteristics”(Olhager, Selldin and Wikner, 2006). In figure (3) Christopher and Towill (2001) suggested that, “by utilising the concept of postponement companies may utilise lean method up to decoupling point and agile method beyond that.”Figure (2): The Decoupling PointSource: Christopher and Towill (2000)Separation of Base and Surge DemandSeparating demand patterns into “base” and “surge” elements is an employment of hybrid strategy. “Base demand can be forecast on the basis of past history whereby surge demand typically cannot. Base demand can be met through classic lean procedures to achieve economies of scale whereas surge demand is provided for through more flexible and probably higher cost, processes” stated (Christopher and Towill, 2001). Further Christopher and Towill pointed that; in fashion industry base demand can be sourced in low cost countries and surge demand to be topped up locally”. Base demand can be achieved by classical lean manufacturing with low cost and less flexibility and surge demand by agile with high cost and high flexibility.Figure (3): Responding to combinations of ``base'' and ``surge'' demandsSource: Christopher and Towill (2001)Case: United Colors of BenettonThe Benetton Group exists in 120 countries, with around 5000 stores and produce revenue of around 2 billions. According to the case study the group employees 300 designers and produces 110 million garments a year. The group owns most of the production units in Europe, North Africa, Eastern Europe, and Asia. 90% of the garments are being produced in the Europe and the group invested in highly automated warehouses, near main production centres and stores. Benetton’s stores sell mixed brands, such as the casual wear, fashion oriented products, leisure wear and street wear and the flash collections during the seasons. More then 20% of products are customised to the specific need of each country and reduced by 5-10 percent by standardising the products and strengthening the global brand image and reducing production cost.According to case study Benetton’s goals are to achieve expansion of sales network while minimizing the cost and increase the sales of fashion garments. In order to achieve these goals a higher degree of flexibility is require in the process. But its very hard to achieve flexibility, as the lead times are long; in respect retailers are required to purchase in advance, and the most of the purchase plans are depends upon the generalising the orders. For example; if Benetton needs to wait for a specific number of orders from retailers to buy the fabric in bulk and start manufacturing in order to minimise the cost, but resultant the process will increase the lead time of the finished product in store. See figure (4) for a traditional (lean) manufacturing process of garments.Figure (4): Traditional (Lean) manufacturing process of garmentsSource: The Present AuthorAccording to the case study Benetton the need of fashion industry is the quick response to the market. This requires a higher degree of flexibility in production and decision making. As per the corporate goals of the group, Benetton acquires the strategy of postponement and standardisation of the products. The benefit of the postponement is to enables Benetton to start manufacturing before color choices are made, to react on customer demand and suggestion and to delay the forecast of specific colors. Further more; the product and process standardisation benefits the Benetton with the lower setup cost, manufacturing before dying and give flexibility to produce only a subset of the products.Figure (5): Benetton’s manufacturing processSource: The AuthorIn figure (4) and (5) the manufacturing process is changed due to the dying finished products, in respect of the change in process the setup cost of manufacturing garments parts can be reduced further more the inventory level can also be reduced because the postponement of decision of dying the garments after manufacturing reduced the requirement if keeping much stock of different color of garments. Additionally; postponement is helping the Benetton to produce the fabric under lean manufacturing process while reducing and eliminating cost and waste. It also involves the flexibility to produce variety of colors in a short lead time. This also helped the Benetton to standardise the manufacturing process and further led to gain cost leadership and differentiation strategies. In the context; Dying unit is acting as a decoupling point where the lean manufacturing exists downstream of information flow and agility upstream.As per the case study The Benetton’s 90% of the production is based in the Europe and rest in low cost countries. Here the Pareto 80/20 rule can be applied because 90% of the production is based on to fulfill the surge demand, and the prompt actions can be made on the volatile demand. Reducing the number of customised products by the Benetton is also an attempt to increase the number of standardised products in order to achieve the lowest cost possible and make the product a global brand. The other reason is to gain the benefits of level scheduling of base and surge demand to ensure the usage of capacity.Hennes & Mauritz (H&M)As per the case study and H&M internet media; H&M collections are created and placed centrally in the design and buying department to find the good balance of threecomponents Fashion, Quality and the best Price. H&M is a customer focused company and employees more then 100 designers. A team of 500 people works together to built the range and putting together the colors, fabrics, garment types and theme and provide a feel for new season’s fashion. Furthermore; H&M do not own any manufacturing units, they have more then 700 suppliers in the Asia and Europe, but H&M owns the production offices working closely with the suppliers and ensuring the safety and quality of goods. H&M’s lead time varies 2 weeks to 6 months based on the item. The main transit point of goods is in the Hamburg and company got more then 1500 own stores.As per the company’s business concept Fashion, Price and Quality; H&M produce most of the garments outside Europe to achieve the benefits of leanness. They buy fabric in advance as per the forecast in order to minimise the cost (Li Li, 2007). The production offices situated with in the origin of production act as the second hub of information flow downstream and ensure the quality and the work standard of the suppliers. The other reason of placing production offices is to maximise the efficiency of supplier to achieve the lowest cost and zero defects in the products and minimise the lead time. The transit point in the Hamburg works as a decoupling point, while managing the flow of goods and information upstream and downstream. As H&M is a customer oriented company and learning from customers and serving the surge demand by production in the Europe (Li Li, 2007). The author is tried to develop a model of H&M supply chain to illustrate the particular ways of marriage of lean and agile. To illustrate in easiest way the author had put only one supplier in the Asia and one in Europe, to make it easier the inventory points, are not also explained (see figure 6).Figure (6): H&M SC Model.Source: The AuthorCase: ZaraAs per the case study; under the Zara model, the retail store is the eyes and ears of the company. Instead of relying solely on electronically collected data, Zara utilizes word-of-mouth information to understand more about their customers. Empowered store managers report to headquarters what real customers are saying. Products that are not selling well are quickly pulled and hot items quickly replenished. Their quick turn around on merchandise helps generate cash which eliminates the need for significant debt.Zara hires young designers and trains them to make quick decisions. Decision-making is encouraged and bad decisions are not severely punished. Designers are trained to limit the number of reviews and changes, speeding up the development process and minimizing the number of samples made.Figure: (7) Flow of information at ZaraSource: The Present AuthorAs per the literature available on Zara supply chain and the use of technology the author tried to develop the Figure (7). In the figure it is illustrated that the Zara supply chain starts from the retail stores and customers, the use and flow of information made Zara to convert the high degree of information into opportunity. The agility here is that the stores get feedback from customers and send the feedback to design team. Design team based on the fabric availability design the products by using the “Vanilla Box Design”. Thishelps to make computerised designs instead to waste money and time in making actual samples. Zara is using Pareto 80/20 rule while choosing the designs to send into production. The design team sends the information to cutting department and fabric department to ensure the right pattern is produced, here in production Zara is using the lean manufacturing in specialized factories while standardisation of cutting, stitching and dying process, pointed; Anderson, (2007) Machouca, Lewis and Ferdows, (2005). Un-dyed fabric is produced in advance with the help of long term forecast. Design teams make sure they will only design the garments keeping in mind the availability of specified fabric. The other advantage of integration of all the departments is gaining the benefit of postponement; Zara is dying the finished garments as per the customer’s reaction. Surge demand is managed by producing goods in Europe and base demand in other labor intensive countries (Machouca, Lewis and Ferdows, 2005).ConclusionThe need of supply fashion fast in the volatile demand; led companies such as, Zara, H&M & Benetton to make the changes in lean and agile process and integrate the both to achieve the benefits of lean and agile. The main motive to achieve the leagile is to react fasted on the changing demand. This requires a better control and view of inventory levels across the network, enable sales and replenishment planning across the internal and external network. With the help of IT, Zara achieved the control and monitoring the different event on the market, they are able to act on with the quick response to the market. Zara and Benetton both achieved the benefits of postponement. All there companies achieved the benefits of standardisation. Although; Zara, Benetton and H&M, took the different approach to marring the lean and agile but the overall purpose is the same; “Supply Fashion Fast” with lowest possible price and highest degree of quality.The Figures (4) & (5) Benetton; (6) H&M and (7) (Zara) is developed by the author with the help of the data found on the company website and based on articles and journals of Davanzo, Starr and Lewinski (2004);Machouca, Lewis and Ferdows, (2005); Anderson, (2007); Anderson and Lovejoy (2007); Li Li (2007) and Claburn (2007).ReferencesAnderson K., Lovejoy J.; (2007); The Speeding Bullet; Zara Apparel Supply Chain; March 2007; accessed 06th Dec. 2007; Source:/thelibrary/speeding.htmlAnderson K.; (2007); Fast Fashion Evolves; March 2007; accessed 06th Dec. 2007; Source: /thelibrary/speeding.htmlClaburn T; (2007); Math Whizzes Turbo-Charge an Online Retailer's Sales; 05th Oct. 2007; accessed: 06 Dec. 2007; Source:/info_centers/supply_chain/showArticle.jhtml?articl eID=202300213Christopher, M. and Towell, D.R. (2000): “Supply Chain migration from lean and functional to agile and customized”. Supply Chain Management, Vol. 5 – No. 4 – pp. 206-213.Christopher, M. and Towill, D. (2001), An integrated model for the design of agile supply chains, International Journal of Physical Distribution & Logistics Management , Vol. 31 No.4 , pp.235-246Christopher M. and Towill D; The Supply Chain Strategy Conundrum: To be Lean or Agile or to be Lean and Agile; International Journal of Logistics: Research and applications; Taylor & Francis Ltd; 2002; Vol. 5; No. 3; ISSN 1367-5567Davanzo R. L, Starr C.E and Lewinski H. V;(2004); Supply Chain and the Bottom Line: A Critical Link; Outlook Journal; Feb. 2004; accessed: 05th Dec. 2007; Source:/Global/Research_and_Insights/Outlook/By_Alphabet/Supply Link.htmGilmore D.; (2006); Time for New Supply Chain Icons; 12th Oct. 2006; accessed: 07th Dec. 2007; Source: /assets/FirstThoughts/06-10-12.cfm?cid=771&ctype=contentHaughey D; (2007); Pareto Analysis Step by Step; Accessed 09th Dec 2007; Source: /pareto-analysis-step-by-step.html?gclid=CLy52uKjnp ACFQ2WEgod2zbo7wLi Li: (2007); Fashion Magnates' Supply Chain Contest; 08th May 2007, Accessed 19th Nov. 2007; Source:/index.php?categoryid=Vm10YVlWVXhVbk5SYkVwUlZrUk JPUT09K1M=&p2_articleid=Vm10YWIyUXlTblJWYWs1UlZrUkJPUT09K1M=&p2_p age=2Mason-Jones, R and Towill, D.R. (1997): Information enrichment: designing the supply chain for competitive advantage. Supply Chain Management. Vol. 2, No. 4 – pp. 137-148Mason-Jones, R, Naylor, J.B. and Towill, D.R. (2000): Engineering the leagile supply chain. International Journal of Agile Management Systems. Vol. 2, Iss 1. pp.54Machouca J, Lewis M, Ferdows K; Zara's Secret for Fast Fashion; 21 Feb. 2005; Accessed 18 Nov. 2007; Source /archive/4652.htmlNaylor, J.B, Naim, M.M. and Berry, D. (1999), Leangility: interfacing the lean and agile manufacturing paradigm in the total supply chain, International Journal of Production Economics, Vol. 62, pp.107-18Olhager J, Selldin E, and Wikner J; (2006); Decoupling the value chain; the international journal of value chain management; Vol. 1, No. 1; abstract; Source:/search/index.php?action=record&rec_id=9021&prevQuery =&ps=10&m=orTowill D R., Naylor B. and Jones R M; Lean, agile or leagile? Matching your supply chain to the marketplace;International Journal of Production Research, 2000, VOL. 38, NO. 17, 4061- 4070; ISSN 0020-7543Velde L. N. J and Miejer B. R; (2007); A system approach to supply chain design with a multinational for colorant and coating; accessed 10th Dec. 2007; Source:/mcn/pdf_files/part6_5.pdfWalters D; Demand chain effectiveness – supply chain efficiencies; A role for enterprise information management; Journal of Enterprise Information Management; Volume 19 Number 3 2006 pp. 246-261。

先决条件和定型观念跨文化交际案例一、先决条件与跨文化交际案例。

案例一：商务谈判中的先决条件。

我有个朋友小李，他在一家外贸公司工作。

有一次，他们公司要和一个德国公司谈一笔大生意。

在谈判之前呢，小李他们公司就有个先决条件，那就是对方得先提供一份详细的产品规格说明书，而且得是德语和英语双语版的。

为啥有这个先决条件呢？因为他们公司之前吃过亏，和别的国家企业合作的时候，产品规格不明确，最后生产出来的东西不符合要求，损失惨重。

到了谈判桌上，小李他们就提出这个要求。

德国那边的代表呢，一开始有点惊讶，因为在他们的商务文化里，可能更倾向于先谈合作的框架、双方的目标之类的，然后再深入产品细节。

不过呢，德国代表也理解这是小李公司保障自身利益的一种方式。

他们就说可以提供，但是希望小李公司也能同时给出自己这边的初步生产计划和预计交货时间作为交换先决条件。

这就有点像互相给个定心丸的感觉。

最后呢，双方达成了一致。

小李他们拿到了详细的说明书，德国那边也得到了小李公司的初步计划。

这个案例就说明在跨文化商务交际中，不同文化背景下的公司有着不同的先决条件，这些先决条件如果处理不好，可能会影响谈判进程，但如果互相理解、协商，就能为成功合作打下基础。

案例二：留学申请中的先决条件。

小王为了这个托福考试可没少下功夫，天天背单词、练听力。

找推荐信也不容易，他在学校里跟教授软磨硬泡，好不容易才找到合适的教授给他写推荐信。

他当时就跟我说，这个先决条件真的很严格，但是他也能理解。

在美国的教育体系里，学校要保证招收的国际学生有足够的语言能力来适应学习，而推荐信则是对学生综合素质的一种侧面验证。

而小王他们学校也有一些外国留学生来申请，学校对他们的先决条件就有点不一样。

对于一些来自英语国家的学生，就不要求托福成绩了，但是会要求他们提供在本国的学业成绩单以及一份个人陈述，阐述来中国学习的目的和计划。

这就体现了不同文化背景下的教育机构在招生时的不同先决条件，在跨文化交际中，了解这些条件并且满足它们是非常重要的。

25865-2《组织行为学》（第三版）课后案例分析提示课后案例分析提示第一章组织行为学概述案例分析：十字路口的女主管分析提示：案例主要涉及“工作生活平衡”及职场“玻璃天花板”现象。

它反映了大多数职业女性——无论职位高低——有过或即将面临的困境和挣扎。

女性经理人在职业生涯发展过程中最大的挑战之一，就是如何平衡事业和家庭的关系。

同时，职业女性在职场中面临更多困境，如职业发展的承诺难以兑现，人们对职业女性普遍抱有的刻板印象，晋升之路受阻等等。

这些问题是今天的组织需要关注的内容。

案例中的两个问题均为开放性问题，没有标准答案。

教师应鼓励学生独立思考，交流分享，但要尽量避免单凭个人主观感受进行评判，而应在分析中逻辑清晰，言之有物，有理有据，自圆其说。

第二章个性与行为案例分析：总经理秘书的人选1.如果你是人力资源部的招聘负责人，现在总经理让你负责这个秘书职位的招聘，你认为作为该职位的人选，应该具备怎样的能力特征和人格特征？分析提示：1）要求学生仔细阅读案例，逐条记录总经理秘书职位需要处理的工作；2）回顾教材中“能力与职业的匹配”章节中提及的能力的二因素结构理论，以及“性格与职业的匹配”章节中霍兰德的职业兴趣理论；3）分小组讨论，对各项工作所需要的能力与人格特征进行分析，并逐条记录。

2.能适应该公司秘书职位的人，还能适合哪些职业？分析提示：此问题属于开放性问题，没有标准答案，需要依靠学生的集体智慧来解决，建议使用头脑风暴。

1）先利用头脑风暴找出适合的职业类型清单（建立假说）；2）再利用问卷调查或上网调查的方式了解清单中职业的具体特征；3）最后将总经理秘书所需能力、人格特征与清单中职业特征相匹配，找出适合的职业（假说的验证）。

第三章知觉与行为案例分析一：应用归因理论解决绩效问题1.根据一致性、区别性和一贯性，你如何评价玛丽的绩效？分析提示：结合案例中的描述，建议从如下几个方面进行分析：1）在相同的工作情景中玛丽和其同事的绩效水平是不是基本一致的（一致性）；2）玛丽的绩效问题是在部分工作中存在，还是在所有的工作中存在（区别性）；3）玛丽的绩效问题是阶段性的、偶发性的还是持续性的（一贯性）。