案例 TE
TE是一家美国的跨国公司，主要专注于以精品零售店的方式销售食品、无酒精饮料、糖果以及相 关产品。这些门店位于主要的商业街和零售商场，该公司的年营业额为1.5亿美元，全职员工约为12500 人，其中大多人在美国或南美。
该公司最近收购了法国公司Julie Patisserie(JP)，这是它第一次进军欧洲，以期在欧盟进一步扩张。 JP是一家零售供应商，提供高质量的蛋糕和糕点，包括一种传统的法式糕点。每天，所有产品都是在 每个门店或者附近进行准备的，保证其新鲜程度，而70%的产品原料都是由位于法国各地区的分权采 购部门在当地采购的。事实上，所有的原料都是在法国生产的一一JP在其营销和广告中不断提及。JP 己经从一个小的家族企业成长为一个全国性的品牌。
然而，随着国内竞争和国际品牌的到来，JP的财务业绩出现下滑。在被收购之前，JP由该公司 最初创始人的家族所有，并保留了"家长式"方法来管理公司以及对待员工。员工薪水高，并享受7周的 带薪假期，有大量公共假期，每周工作最多35个小时。员工流动率一直很低，每年低于2%。在一份 TE管理顾问的报告中提到，该公司在全国、区域和地方各级的高层管理被描述为是"自由放任"。
在JP的业务运作中，TE发现有相当大的成本节约(恢复可接受的盈利水平)的需求和机会。TE 决定以员工条款和条件为目标，将现有的区域采购团队合理化，对产品原料进行国际采购，并精简现 有的管理层级结构。TE采取了注重结果的、客观的管理方法。在没有告诉员工的情况下，TE还拨出 了一笔可观的资金，以向那些抵制新变革的公司老员工提供遣散费。
Quentin Cole己被TE任命为JP的新任首席执行官。他在写给所有JP员工的个人签名信中概述了 这些改革建议。这封信提出了关于工作实践、更短的午餐时间以及可能实施每周48小时的欧盟工作时 间指令等方面的建议。这封信还提议将假期减少至每年约三周左右，与美国的假期保持一致，并提出 门店需要在许多法国公众假期以及周日中营业。
Rachel Rooney被任命为JP的新全国采购总监，她与整个公司的所有采购人员进行了会面。 Rachel发现在采购团队中，几种典型的团队角色和特性存在明显缺失。Rachel 己经向Quentin报告说， 需要解决的问题很多。Rachel 认为，这可能包括招募和挑选新成员。
CASE STUDY - TAYLOR ENTERPRISES
Taylor Enterprises， Inc. (TE) is a US multinational company which mainly focuses on its range of dedicated retail outlets specialising in foodstuffs， non-alcoholic beverages， confectionery and related items. The outlets are located in major high streets and retail malls and the company has an annual turnover of $150M and employs a full-time staff of around 12，500， with the majority based in the USA or South America.
It has recently acquired Julie s Pâtisserie (JP)， a French company， as its first venture into Europe
with a view to potential further expansion in the EU. JP is a retail provider of high-quality expensive cakes and pastries - a traditional French pâtisserieAll items are freshly prepared daily in (or near) each individual store， and 70% of the ingredients for its products are sourced locally by the decentralised purchasing function within regions of France. Indeed， all ingredients are exclusively produced within France - an issue which JP uses constantly in its marketing and advertising. JP has grown from a small family-owned business to a national brand.
However， JP s financial performance has weakened as domestic competition and the arrival of international brands has increased. Prior to the takeover， JP was owned by the family of the original founders of the business and had retained a ‘paternalistic approach to its management and treatment of its employees. Salaries are high， staff enjoy seven weeks paid holidays， numerous public bank holidays and work a maximum of 35 hours per week. Staff turnover has always been extremely low at less than 2% per annum. The senior management of the company at national， regional and local levels has been described， in a report by management consultants for TE， as laissez-faire.
TE has identified the need and opportunity for considerable cost savings (to restore acceptable levels of profitability) in the business operations of JP. TE has decided to target staff terms and conditions， to rationalise the existing regionally based procurement teams， to introduce international sourcing of materials and to streamline and de-layer the current， rather hierarchical， management structure. TE adopts a results-focused， impersonal approach to management. Without having told staff， TE has also set aside a significant sum of money in order to offer redundancy payments to longer-serving staff who it thinks are likely to be more resistant to the changes it wishes to introduce.
Quentin Cole has been appointed as the new chief executive of JP by TE and has outlined these proposals for change in a personally signed letter to all the employees of JP. The letter sets out proposals for change around issues such as working practices， shorter lunch hours， and possible implementation of the EU working hours directive of 48 hours per week. The letter also includes a proposal to reduce holiday entitlements nearer to three weeks per year， matching those in the USA， and the need for stores to open on the many French public holidays as well as on Sundays.
Rachel Rooney has been appointed as the new national head of procurement of JP and has interviewed all the procurement staff across the whole company. She has identified a clear and specific absence of several typical team behavioural roles and characteristics within the procurement team. Rachel has reported to Quentin that there are significant gaps that need addressing. Rachel believes that this may involve the recruitment and selection of new members of staff.
问题 QUESTIONS
以下所有问题都与案例有关，应当根据案例提供的信息回答问题。建议你每题用 40 分钟作答。 These questions relate to the case study and should be answered in the context of the information provided. You are advised to spend 32 minutes on each question.
1. 案例中，TE和JP采用的管理方法表明组织之间存在重大的文化差异问题。
The management approaches adopted by both TE and JP outlined in the case study indicate issues of significant cultural differences between the organisations.
(a) 以案例为背景解释组织文化的概念，并用适当的理论来支持你的答案。(15 分)
Explain the concept of organisational culture in the context of the case study， using appropriate theory to support your answer.
(b) 建议两种可以用于当前JP公司的组织隐喻，。(10分)
Suggest TWO organisational metaphors that could be applied to the current JP organisation.
2.
(a) 收到Quentin的信后，评估其中可能对JP员工激励产生负面影响的-系列因素。(13 分) Assess a range of factors that may impact negatively on the motivation of the staff at JP， following receipt of Quentin s letter.
(b) 建议两种Quentin可用以提高员工工作满意度的方法。(12 分)
Suggest TWO specific approaches that Quentin could utilise to improve employee job satisfaction.
3. Rachel已经确定了在采购团队中几个典型的团队角色和特性存在明显缺失。
论述-个有效的工作团队的特点，并解释在JP的采购团队中需要多种角色和特性的需求。(25分) Rachel has identified the absence of several typical team behavioural roles and characteristics within the procurement team. 0iscuss the features of an effective workgroup and explain the need for a broad range of behavioural roles and characteristics within the procurement team at JP.
4.
(a)论述在招聘新员工时，Rachel可用来筛选和评估候选人的三种方法。(15分)
Propose THREE methods of screening and assessing candidates in the selection processes that Rachel could use when recruiting new staff.
(b)解释拥有-个有效的新员工入职流程为JP带来的两个好处。(10分)
Explain TWO benefits for JP of having an effective induction process for new staff.
