Canadian Energy Calling on China

Posted by & filed under Global Management.

In a reversal of sorts, Canadian energy producers are aggressively seeking Asian (particularly Chinese) partners in the development of natural gas and oil resources. For their part, the Chinese are being more selective when evaluating these offers. A decade ago, Chinese companies were aggressively pursuing deals and Canadian partners were leery, mainly because of concerns about the Chinese government’s involvement. Now the Chinese are seen as desirable partners both politically and financially. What’s more, Asia needs the energy and Canada is looking to develop partnerships that leave them less dependent on what happens in the United States.

QUESTIONS:

  1. In a general sense, discuss how the global economy influences the shift from being cautious about partnerships with China (ten years ago) to aggressively pursuing them now.
  2. What types of relationships make the most sense for Canadian energy producers?
  3. The article mentions political concerns as the reason Canadian companies backed away from deals a decade ago. What aspects of the global environment should be considered before committing to a partnership?
  4. How should cultural intelligence influence Canadian companies as they pursue relationships with Asian partners?
  5. Do you believe the difference in interest (from a decade ago) has anything to do with changing global management attitudes? Explain.

SOURCE: C. Cattaneo, “Alberta Energy Woos Asia,” National Post (Retrievable online at http://business.financialpost.com/2011/05/06/alberta-energy-woos-asia/)

Supreme Court restricts farm workers’ bargaining rights

Posted by & filed under Chapter 1 - Introduction, Chapter 13 - Future Issues, Chapter 2 - Theories of Industrial Relations, Chapter 3 - HIstory of the Canadian Union Movement, Chapter 4 - The Structure of Canadian Unions, Chapter 6 - Establishing Union Recognition, Chapter 7 - Defining and Commencing Collective Bargaining, Chapter 8 - The Collective Bargaining Process.

Description: In a complex judgement, the Supreme Court of Canada has upheld an Ontario law that limits the bargaining rights of farm workers. The court ruled that the Charter of Rights and Freedoms gives workers the right to bargain with their employers, but that “it does not guarantee a legislated dispute resolution mechanism in the case of an impasse.”

Source: slaw.ca

Date: 04/29/2011

Link: http://www.slaw.ca/2011/04/29/scc-decision-in-fraser-v-ontario/

Related links:

Questions for discussion:

  • How does this decision fit with previous Supreme Court of Canada rulings on the Charter and industrial relations?
  • Agricultural employers say that having to deal with unions would make it extremely difficult for them to do business. What arguments can you think of to support this claim?
  • What arguments do you think a union would use in response to this claim?
  • In the Globe and Mail story linked above, law professor Allan Hutchinson asks: “What good is a recognition of rights if the least advantaged and most disenfranchised in society – agricultural workers – cannot access them?” Do you agree or disagree with him?
  • In the same story, Brad Elberg, who represented the Mounted Police Members’ Legal Fund before the court, says the court was correct to resist organized labour’s attempts to use the Charter “to impose on government its vision of the ideal model of collective bargaining.” What other models of collective bargaining are there?

Workers mark national day of mourning

Posted by & filed under Chapter 1 - Introduction, Chapter 4 - The Structure of Canadian Unions.

The Canadian labour movement observed a National Day of Mourning Apr. 28 for workers killed on the job.

Source: CBC News

Date: 04/28/2011

Link: http://www.cbc.ca/news/canada/newfoundland-labrador/story/2011/04/28/nl-mourning-workers-428.html

Related Links:

Questions for discussion:

  • Why would the Canadian Labour Congress hold an event like this?
  • What are the functions of the CLC?
  • How much responsibility for workplace safety lies with employers?
  • How much responsibility for workplace safety lies with workers?
  • What has been your experience with workplace safety?

Planning for a Royal Future

Posted by & filed under Planning.

We might as well jump on the royal bandwagon. But seriously, where else could the need for planning be more evident than with the event that took place on April 28, 2011 and what is to follow? No other monarchy in the world receives as much attention as the British royal family. In recent decades, that attention has been mostly negative. With the marriage of Prince William to Kate Middleton, public opinion is trending in a positive direction. Yet the royal family has many issues with which to deal, the most important of which is succession, and planning on a level seen with the royal wedding will be necessary for the monarchy to succeed.

QUESTIONS:

  1. Imagine that you are involved with public relations for the British royal family. Using the planning process, develop a general plan for monarchy’s future. How do you go about determining an appropriate objective for something as big as this? What future conditions do you project as being important for the House of Windsor?
  2. Examine the benefits of planning. Which, if any, of these might be important to the royal family? Why? Develop a list of priorities for the royal family. Obviously, the wedding of Prince William to Kate Middleton offers advantages, yet these will be short-lived if not properly managed. Identify the advantages. How would you capitalize upon them?
  3. What short- and long-range planning issues exist for the monarchy?
  4. [Appendix] The House of Windsor is the classic family business. One of the biggest questions looming for the monarchy is who will succeed Queen Elizabeth II. Is this a succession problem or simply an issue in need of a succession plan? No one could fault Prince Charles for wanting to be the next King of England. Should he defer and allow the title to pass to Prince William? Analyze and respond strictly from a business perspective. What issues do you believe are key to developing a succession plan for the royal family?

SOURCES: C. Bryan-Low, A. MacDonald, & J. Whalen, “Monarchy Inc. Faces Raft of Challenges,” Wall Street Journal (Retrievable online at http://online.wsj.com/article/SB10001424052748704330404576290791327632256.html)

See related article: D. Saunders, “Britain’s Crisis of Succession: Charles and the Story Behind the Royal Wedding,” Globe and Mail (Retrievable online at http://www.theglobeandmail.com/news/world/europe/the-royal-wedding/royal-wedding-analysis/britains-crisis-of-succession-charles-and-the-story-behind-the-royal-wedding/article1995937/)

Related video at: http://www.theglobeandmail.com/news/world/europe/the-royal-wedding/royal-wedding-analysis/video-will-royal-couple-boost-the-monarchy/article1985006/

Oops, Another Security Breach (and Communication Misstep)

Posted by & filed under Communication, Global Management.

After delaying an announcement for more than a week, Sony finally admitted its network had been hacked, compromising the data of 77 million users of PlayStation and potentially putting their credit information at risk. The backlash was immediate. In its defense, Sony argued the delay was necessary to give the company time to conduct investigations. Consumers, already weary from Toyota’s delays and denials, seem less forgiving.

QUESTIONS:

  1. Based on information reported in the article, assess the effectiveness and efficiency of Sony’s communication on the security breach. What advice would you give the company regarding how it handled the situation?
  2. Has Sony’s communication been persuasive? Why or why not? (Why) Does this matter?
  3. What communication barriers are evident at Sony?
  4. [CHAPTER 5] Does national culture have anything to do with Toyota’s and Sony’s reluctance to provide full disclosures about their problems? What elements of culture might influence Sony’s response to its situation?

SOURCE: T. Kelly, “Hacked Sony Risks Repeating Toyota’s PR Gaffes,” Globe and Mail (Retrievable online at http://www.theglobeandmail.com/news/technology/tech-news/hacked-sony-risks-repeating-toyotas-pr-gaffes/article2000306/)

The Business of Being Mom

Posted by & filed under Entrepreneurship.

In the first of five features on women in technology businesses, Erica Ehm is featured. The former host of video-based MuchMusic founded mom-oriented website YummyMummyClub.ca and now manages a staff of 10 writers and 25 bloggers. Along the way, she learned a little about the importance of marketing and creating a brand to which her readers could identify. She also bootstrapped her way into technology, teaching herself how to build a website and realizing the necessity of incorporating Twitter into her business.

QUESTIONS:

  1. Review the definition for entrepreneurship. Does being the first female VJ at MuchMusic (consider the timeframe) or the founder of YummyMummyClub.ca make Erica Ehm an entrepreneur? Why or why not?
  2. Review the characteristics of entrepreneurs. Given what Ms. Ehm says about her early days at YMC (and even recent developments), why are high energy level, high need for achievement, tolerance for ambiguity, self-confidence, and self-reliance important for success? Do these factors correlate with business survival and longetivity?
  3. Do Ms. Ehm’s forays into entertainment and internet reflect necessity-based entrepreneurship? Why or why not?
  4. Is starting an internet business a guarantee of success? Talk about the reasons why YMC is succeeding in this environment (and why other startups might not succeed).

SOURCE: A. MacArthur, “Wired Women of Canada: Erica Ehm, ‘Mompreneur’,” Globe and Mail (Retrievable online at http://www.theglobeandmail.com/news/technology/digital-culture/trending-tech/wired-women-of-canada-erica-ehm-mompreneur/article1998982/)

A Golden Opportunity

Posted by & filed under Operations Management, Strategy.

Following a hostile takeover attempt by Chinese Minmetals, Equinox Minerals agreed to a friendly takeover by Barrick Gold. The offer, yet to be approved by shareholders, increases the bid made by Minmetals and increases shareholder value. As part of the deal, Equinox agreed to drop its bid for Lundin Mining.

QUESTIONS:

  1. What level of strategy would the acquisition of Equinox represent?
  2. Do you believe the acquisition of Equinox would be consistent with the core values (even without knowing them) of Barrick Gold? Why or why not? What operating objectives might be satisfied by the acquisition?
  3. Analyze the move using SWOT. What does the acquisition offer that leads Barrick to believe it is a good strategic move?
  4. How would the acquisition offer competitive advantage for Barrick? Review the typical sources of competitive advantage listed in the Strategy chapter.
  5. What are the advantages of the deal in terms of the value chain and/or the supply chain?

SOURCE: The Canadian Press, “Barrick Gold Agrees to Acquire Equinox Minerals in Transaction Worth $7.3B,” Canadian Business (Retrievable online at http://www.canadianbusiness.com/markets/headline_news/article.jsp?content=b6659283)

The Business Cycle

Posted by & filed under Human Resource Management, Individual Behavior.

Shawn Bravender is an avid cyclist and cycling is his preferred method of commuting. Naturally, riding a bike to and from work causes a few concerns (e.g., hygiene, appropriate business attire), so when Bravender’s employer gave him the task of figuring out how to make it work, he did. The move may become more common as companies consider the high costs of driving versus environmentally-friendly alternatives.

QUESTIONS:

  1. Describe why the move to provide various facilities/accommodations for cyclists is strategic (and not just of the human resource variety) for Stantec, Inc.
  2. What are the organizational benefits, in terms of individual behavior, in providing accommodations for cyclists? Do the benefits justify the added costs?
  3. How do individual employees benefit from these accommodations?

SOURCE: D. Jermyn, “Companies Get Creative to Support Their Cyclists,” Globe and Mail (Retrievable online at http://www.theglobeandmail.com/report-on-business/managing/top-employers/companies-get-creative-to-support-their-cyclists/article1994642/)

Is the Phone Too Smart?

Posted by & filed under Decision Making.

Research is emerging on the social implications of smart (cellular) phone usage. This research along with revelations by Apple that iPhones catalog phone usage along with location is raising ethical concerns. While firms such as Google and AT&T claim that any data gathered is done so anonymously, research clearly indicates that the level of knowing can be quite extensive. Some researchers, such as Harvard’s Nicholas Christakis, say that knowing user identities is not critical to the research that takes place. One thing is certain – increasing use of smart phones is revealing a lot about the way people act and interact. This information can be used to make very interesting predictions.

QUESTIONS:

  1. Are smart phones information technology? Why or why not?
  2. Discuss ways that smart phones are changing organizations. Try to go beyond what is described in the article. How are smart phones changing norms in organizations? How do smart phones affect the way people work? What do the data about sharing apps tell us about the nature of working relationships?
  3. Imagine yourself as the manager-information processor. How would you put what you learned from the article to work in your organization?
  4. In what ways might data generated through smart phone studies be utilized as organizations plan?

SOURCE: R. L. Hotz, “The Really Smart Phone,” Wall Street Journal (Retrievable online at http://online.wsj.com/article/SB10001424052748704547604576263261679848814.html)

Related video:

Organizing the Liberation of Libya

Posted by & filed under Organizational Structure & Design.

Recent events in the Middle East and North Africa offer many lessons, including the role of emerging technologies (e.g., social media) in dissent, conflict and negotiation, and even ethical issues. The rebellion against Col. Moammar Gadhafi’s Libyan government offers another case – that of how an emerging alternate government organizes itself. Members of the Transitional National Council have been just as busy establishing a new government as they have organizing forces to confront Col. Gadhafi’s troops.

QUESTIONS:

  1. While many of the uprisings in recent months appear to be haphazard, the rebellion in Libya seems to have more structure to it. Review the definition for organizing and the managerial tasks associated with it. In a general way, describe how the events described in the article are consistent with what you know about organizing.
  2. Do the actions by the Transitional National Council represent an attempt to create a formal structure? Why or why not? Why might it be important for this group to have a formal structure?
  3. While the rebels are fighting against an established hierarchical and mechanistic structure (i.e., the Gadhafi regime), they are at the same time attempting to move from an organic structure to a more mechanistic structure. How so? Why is this necessary?
  4. The provisional constitution and the promise to develop a broader, permanent constitution once Gadhafi is removed seems to have empowerment as a key feature. Furthermore, the current rebel leaders indicate they are willing to give way (delegate) to younger leaders. Why is this important in a new Libya?

SOURCE: C. Levinson, “Libya Rebels Build Parallel State,” Wall Street Journal (Retrievable online at http://online.wsj.com/article/SB10001424052748703648304576265021509675668.html)