個案教學-管理教育趨勢
台灣科技大學資管系
周子銓 博士
2008/09/23@MCUT.edu.tw
大綱
 Harvard參與式教學

Program on case method and participantcentered learning
 ERP更換決策與組織變革個案
 Q&A
The Case Method
Harvard Business School
 The case method forces students to grapple with exactly the
kinds of decisions and dilemmas managers confront every
day (真實管理決策與困境).
 In doing so, it redefines the traditional educational dynamic
in which the professor dispenses knowledge and students
passively receive it (Delivery vs. take away).
 The case method creates a classroom in which students
succeed not by simply absorbing facts and theories, but also
by exercising the skills of leadership and teamwork in the
face of real problems (知與行並重).
Harvard大中華地區的PCMPCL (2005-2007)
 台灣科技大學
 北京大學
 台灣大學
 上海復旦大學
 政治大學
 中山大學
 交通大學
 中歐管理學院
 雲林科技大學
 中山大學
 東海大學
 MOE project
team!
…
…
 SG:NUS, NTU, SMU
 HK:HKU,HKUST,…
 Macau: MUST
個案準備
 重視過程，而不重視答案，因為…沒有答案。
 主角是學生，個案討論過程中，學生要特別去想”為何我沒
有想到此觀點”。
 教室如舞台，台上、台下、前台、後台共創教學價值。
 個案教學法表面上教師開口機會較少，課堂大部分時間均留
給學員，但這並非蘊含教師之準備工作可以減少。事實上，
在個案教學法下，教師所要付出之備課時間乃相當龐大。開
學之前要先熟稔學員之背景資料，因為上課中不僅要有豐富
之專業知識以回答學員各種即席高見，並且要相當留意學員
的心理感受。而授課過程中所用之肢體語言、口語文字，都
必須事先經過謹慎思考與計畫，才能使課堂討論不流於無的
放矢之漫談或譁眾取寵之笑話。(政大 e-paper:
http://www.commerce.nccu.edu.tw/coc/news/epaper/ep145.htm)
Harvard 個案範例 - Story
 Case: Rob Parson at Morgan Stanley
 Rob Parson was a star producer in Morgan Stanley's Capital
Markets division. He had been recruited from a competitor the
prior year and had generated substantial revenues since
joining the firm. Unfortunately, Parson's reviews from the
360-degree performance evaluation process revealed that he
was having difficulty adapting to the firm's culture. His
manager, Paul , faces the difficult decision of whether to
promote Parson to managing director. Paul must also
complete Parson's performance evaluation summary and
conduct Parson's performance review.
Harvard 個案範例
 (1)Have you ever faced a managerial challenge
similar to the one Paul face? How did you think
about it at the time? What did you do any why? What
was the outcome and consequence?
 (2)What is your assessment of the organization
development process employed by Morgan Stanley
as described in the case? What are its chief strengths
and weaknesses?
 (3) What is your assessment of Rob Parsons
performance? Should he be promoted?
 Case A->Case B -> Case C
TIC’s ERP Replacement Decision
 TIC成立僅約十餘年，目前在臺灣、美國、中國大陸、馬來西
亞均有研發中心做研發能力上下游的整合，企業的型態是80%
的ODM與20%的OEM，相較同產業下，具有強大的研發能力。
 TIC過去以ODM製造廠商為主要生產模式，對於產品設計與製
造品質往往是組織企業的核心價值。ODM產業在產品製造的特
色是設計代工，所以TIC本身在產品設計方面，是主要核心能
力，也是其價值所在。
 在電源供應器產業中不斷的成長， TIC於91年的每股盈餘
1.15元、92年每股盈餘2.56元，直到九十三年時每股盈餘仍
維持在2.82元，但是卻在94年公司的每股盈餘突然降到2.01
元。
TIC’s ERP Replacement Decision
 TIC品質成本突然的增加，過去品質成本都在8千萬上下，而




到94年品質成本增加到3億元，還有94年的營業額降低，導
致公司面臨成長趨緩的問題。
David是公司負責營業與MIS部門的主管。
David初步分析造成品質成本增加的主要因素是：業務與生
管人員對緊急接單與產能上的衝突。
當業務人員接到急單的而投單生產時，常會造成備料不及而
影響到生產排程，進一步壓縮了原本品管的時間。在出貨匆
促的情況下，自然品質容易出問題。
TIC的業務部門歸咎於ERP系統不好，沒有提前發現備料不足，
而造成公司的損失。David面臨著是否考慮更換一套ERP系統，
以提升備料能力來降低急單所帶來的效應。
Diagnosing the Working Project
 TIC total revenue increased to 1.3 billion NT in 2005,
compared with 1.2 billion NT in 2004.
 The case company’s EPS drew from 2.82 to 2.01
(28% ↓)
 Why?
Why Quality Issue
 (1) Rush orders from sales department!
 (2) Rush orders disarrange the production schedule.
 (3) An insufficiency of raw materials!
 (4) Wait for the raw materials for production!
 (5) To meet with the delivery deadline!
 (6) To condense the time for QC!
 (7) Sale return incase ->Cost of quality increase
 (8) EPS drew from 2.82 to 2.01 (28% ↓)
The Boss’s Comments
 Managers never understand why the company makes
money, when it makes money.
 The same, managers never understand why the
company cannot make money, when it cannot make
money!
 Who should take the responsibilities for the current
situation? You, our managers! We pay well, and you
should do more.
 You have one year to get thing better!
ERP Decisions?
 ∵The raw materials need to be controlled!
 ∵ ERP system cannot support an effective
“Material Replenishment Management”
 ∴ David, the CIO of TIC, has to make a decision:
“whether TIC needs to have a new ERP system
which can provide a better function to control raw
materials for production?”
 So what're your thoughts on the ERP decision?
What ERP Can do is…









Reducing Total Order Fulfillment Time
Reducing Order Processing Time and Cost
Reducing Transportation and Logistics Costs
Enhancing Customer Service
Enhancing the Ability to Penetrate Markets
Improving On-time Delivery Performance
Increasing Visibility of Corporate Data
Integrating Business Process
Integrating Information, Material and Cash flow
But…
(ends)
(means)

Requirements Management Practices...The 'Essence'
Betty Luedke - Borland Software Corporation
Back to Quality Issue
Sales
Process
Rush
Order
R&D
Process
From
RBOM to
MBOM
Manufacture
Process
Raw
Materials
ERP
QC
Cost of
Sales
Return
EPS
Down
Relevant Projects
After the diagnosis, David came out with…
 Organizational Change (vs. TQM)
 Process reengineering project! (Process)
 ERP Project (technology)
 Promoting blood Project (People)
Process Reengineering
 Business process reengineering (BPR) is the analysis





and redesign of workflow within and between
enterprises.
Start from the future and work backwards
BPR is not easy - serious work
BPR is not free - financial & cultural
BPR often driven by fear and greed
Change is a “struggle”; BPR is a “war”
Change Management Model
 Unfreezing
 Diagnose need for change, status quo no longer acceptable
 Prepare people & plan change
 Changing
 Implement changes
 Overcome resistance
 Refreezing
 Institutionalize new ways
Unfreezing
Changing
Refreezing
Phase One of Organizational Change
 Flat organization structure: Flat organization (also
known as horizontal organization) refers to a
organizational structure with few or no levels of
intervening management between staff and
managers.
Organization Changing
For TIC,
there are
five levels.
Phase two of Organizational Change
 Promoting blood Project
 Human resources inventory
 Human Resources Development
Acquisition
 Development
 Motivation
 Maintenance

http://www.wretch.cc/blog/prajina&article_id=12717319
Actions
 The HR manger was fired!
 David becomes the HR manager (David has no
historical burden.)
 Redesign job function and job description.
 Clarify the departmental and personal
accountability!
 Seeking for new managing team members!
Phase three of Organizational Change
 Change from conventionally functional divisions to
Profit Center System (Strategic Business Unit) !
 A business unit within the overall corporate identity
which is distinguishable from other business because
it serves a defined external market where
management can conduct strategic planning in
relation to products and markets.
So, OC+ERP can work?
Sales
Process
Rush
Order
R&D
Process
From
RBOM to
MBOM
Manufacture
Process
Raw
Materials
ERP
QC
Cost of
Sales
Return
EPS
Down
No! Why Rush Order?
Sales
Process
Rush
Order
R&D
Process
From
RBOM to
MBOM
Manufacture
Process
Raw
Materials
ERP
QC
Cost of
Sales
Return
EPS
Down
The Problem or Rush Orders
 The margins of orders may not attractive to our
competitors!
 Signals:


Our competitors focus on the high-margin orders!
Our competitors are over-loading!
 Assuming the specified due dates are fixed, certain
orders must be denied in the presence of
limitations on raw materials or production
capacity. But, can TIC do it and how to do it?
Can Sales Reject Rush Order? Why?
Sales
Process
Rush
Order
R&D
Process
From
RBOM to
MBOM
Manufacture
Process
Raw
Materials
ERP
QC
Cost of
Sales
Return
EPS
Down
The MIT90 Framework
Structure
Strategy
External
Socioeconomic
Environment
Management
Processes
Individuals
& Roles
Culture
External
Technological
Environment
Technology
Organization
Boundary
The TIC Case
Organizational
Structure
Marketing
Strategy
?
External
Socioeconomic
Environment
Order fulfillment
Mgt. Processes
External
Technological
Environment
ERP System
Technology
Sales, R&D, Manu.
Ind.& Roles
Culture
Organization
Boundary
The General Problem of ODMs
 Count on their major customers!
 Lack of market information!
 Neglect the change of users’ demands!
Sales Department
 Achieving sales revenue growth targets is particularly
challenging with rising competition and difficult
trading conditions. The sales function has never been
under so much pressure.
 TIC has no marketing department!
 When sales generate quotations to their customers,
they still cannot ensure whether TIC provides the
most efficient products at the best market price.
Role of Marketing
 Organizational Resources
www.coba.unt.edu/mktg/faculty/blankson/
 Effective match
Specification
of
Target Market
 Customer Satisfaction
Organizational
Aims/objectives
Elements of a Market Orientation
mktg-sun.wharton.upenn.edu/marketingstrategy/
Customers
Culture
is
externally
oriented
Shared
Knowledge
Base
Capabilities
• Market sensing
• Market relating
• Strategic
thinking
Channels
Competitors
Configuration
• Focus on superior
customer value
• Coherence of
structure and
systems
Superior
Ability to
Understand,
Attract, and
Keep Valuable
Customers
Collaborators
Components
www.coba.unt.edu/mktg/faculty/blankson/
 According to Narver and Slater (1990), Market
orientation comprises three components:
 Customer orientation
 Competitor orientation and
 Interfunctional co-ordination.
Can Sales Reject Rush Order? Why?
Lack of
Market
Orientation
No KPI
for Sales
Prediction
Performance
Evaluation
Sales
Process
Rush
Order
Raw
Materials
R&D
Process
From
RBOM to
MBOM
Manufacture
Process
Control
mechanism
ERP
QC
Cost of
Sales
Return
EPS
Down
Re-Diagnosing the Working Project
 The case company’s EPS drew from 2.82 to 2.01





(28% ↓)
Quality issue vs. ERP’s Problems
No Marketing department!
Established a reengineering project!
Strategic Planning for Market Orientation
Organization Transformation
Action Planning
 HR Projects
 BI Projects
 New ERP (under evaluation!)
 New Performance Evaluation System!
…
 Actions is taking now!
From Manufacture to Marketing
 Sales and Production meeting
 Key Performance Indicator (BSC)
 Strategy Map
 Establish Marketing Department
Establish Marketing Department
 Market analysis
 Collect information (both from Customer and




Competitor) for Interfunctional co-ordination
Product Map
TIC decides to focus on
high-quality, long-term
Customer Ranking (top 20)
relationship, standardized
New product policies
products.
Sales need to predict the demand for next 3 months
& KPI will evaluate the predictions.
Q&A