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Ogl 300 Crisis 1 Simulation Report

1. In the first crisis simulation, the team increased customer satisfaction to 32% and employee satisfaction to 39% while shareholder satisfaction remained at 20%. This showed good progress from the starting point of 20% in all categories. The team aims to improve communication and set internal deadlines to be more efficient. 2. As CEO, initial concession decisions were made alone but subsequent decisions were made as a team. There was some disagreement over marketing spending in the third stage. 3. Given the "labor perfect storm" nature of the crisis, a situational approach focusing on employees over shareholders was taken. Fair negotiations aimed to compromise and address unacceptable operations.

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38 views2 pages

Ogl 300 Crisis 1 Simulation Report

1. In the first crisis simulation, the team increased customer satisfaction to 32% and employee satisfaction to 39% while shareholder satisfaction remained at 20%. This showed good progress from the starting point of 20% in all categories. The team aims to improve communication and set internal deadlines to be more efficient. 2. As CEO, initial concession decisions were made alone but subsequent decisions were made as a team. There was some disagreement over marketing spending in the third stage. 3. Given the "labor perfect storm" nature of the crisis, a situational approach focusing on employees over shareholders was taken. Fair negotiations aimed to compromise and address unacceptable operations.

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OGL 300 Crisis 1 reflection Jack Woodman

I was the CEO for this simulation

Chukwunonso Ohadomere who goes by Gerald was my CFO

Allision Eicher was my CMO

My CHRO was Martin Cortez Rodriquez

Emmyline Ray was the COO

1. Our customer satisfaction rating at the end of the first crisis was %32, Our employee satisfaction
was at %39 and our Shareholder satisfaction ended where it began at %20. Considering we
started at %20 percent in each category and raised our customer and employee satisfaction
ratings I would say our team did quite well. We had an average of a +10 increase for spending
just over $6 million of our total budget. If we could have thought of a better way to use our
support programs to address shareholder concerns without going over our planned budget and
with out sacrificing either customer or employee satisfaction, then we would have seen a good
increase in all three categories. The team also could have communicated better to get the
simulation completed in a better amount of time. We have decided on internal deadlines to
complete each stage of the future crises.
2. Starting the first crisis I made the concession decision to avoid a strike and the high costs of
hiring a contractor force. I made this decision with out consulting my team but after making the
decision and everyone had agreed, and we came to the other CEO decisions as a team. All
budgeting decisions where also made as a team. The only time there was really any
disagreement was in the C-suite phase of the third stage. I felt that we should have allocated
some money to marketing to advertise that the company is still here and that we are the better
airfare option to increase shareholder wealth a little bit. We decided to not allocate money to
support projects in this stage, so we have a higher operating budget for any crisis in the future.
3. Given the nature of the labor perfect storm crisis we felt that this was more about the
employees rather than shareholders. Keeping this in mind I would say we were using the
situational approach to leadership. Starting with the first CEO decision we started with a more
supportive approach because our employees had low commitment to the company. We felt the
decision to support them with concession would have restored some commitment to the
company. The second CEO decision was to hold fair trade negotiations. We felt that engaging
with compensation would have been too supportive of the substandard performance and that
Hard-Line negotiations with the intimidation and fear would have tanked employee satisfaction
possible leading to an event like this again in the future. The Fair-trade negotiations should
show the employees that we are willing to compromise in a fair way but that current ramp
operations would have been unacceptable, and a restructure was needed.
4. My leadership style report should that I am likely a transformational leader. I would say I use
this leadership style with almost all my interactions with my troops. I understand from a
fundamental perspective that each of my troops are different and come from different walks of
life. I like to use their personal experiences to help grow the operational effectiveness of the
office and to make them better leaders themselves. I also like to instill that knowledge in the job
that they are performing is essential to being good leaders in their own right. Recently one of
the first troops I had just reached out to me to thank me for what I taught them about the job
and being a leader. When I first became the leader of this troop, they were disenfranchised with
both the job and the military. After a good counselling session and some hands-on leadership
work the troop got promoted and started to the job again. This troop just informed me that they
are now supervising their own batch of troops and just got selected for an overseas duty station,
something that troop has been seeking for years. When I heard this from the troop, I couldn’t be
happier for them and will likely use this story.

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