The managerial skills as well as the techniques to acquire them, are an area of paramount importance if it is about business issues. In this sense, the study of cases as a means of teaching offers several benefits since it allows developing the analytical skills of the apprentices, and provides them with possible responses to situations in their daily lives that, in a way, might resemble those represented in the themselves.
The following is a real case with the aim of making readers reflect and systematize the knowledge acquired in the different learning sessions.
Key words: learning, case, managerial, skills.
analysis-family-business-cubaCase study as a teaching tool offers various benefits for undergraduate and graduate students, who will develop the ability to analyze situations and make reasoning from business experiences. Thus, from the beginning, students and specialist professionals acquire managerial skills for solving organizational problems.
The writing of a business case study requires having clarity and knowledge of the methodological structure, this is because there is a broad classification of cases defined based on the objectives and purpose of use.
The case presented below is real and aims to make readers reflect on the use of managerial skills.
In the first instance, a description is made of the problem situation as well as the solutions that were given at the time. Then some questions are proposed in order to specify some elements that, in the author's opinion, are of importance, as well as the direction that the answers should follow.
THE "FAMILY" BUSINESS
Ramón Suárez, father of one of the most recognized families in a municipality in the Mayabeque province, since the 90`s started working on his own, specifically with the opening of a pizzeria in his native municipality. With much effort and dedication, he managed to keep his business from going bankrupt in those years, when the conditions of the Cuban economy practically did not allow any evolution.
Approximately five years ago, Ramón began to suffer from problems in the myocardium, hence his sons, Ramiro and Raúl, decided to personally attend to the family business with the aim of eliminating tension to his father.
Despite being brothers, Ramiro and Raúl are very different people: the first studied Middle Technician in the specialty of Accounting and worked as an accountant for 7 years at the Provari company in that municipality, with excellent results in audits and controls of those has been subject. His father regularly had his skills and knowledge to be applied in the family business.
For his part, Raúl is a very impatient person and likes to smoke, which is why his last three love relationships have ended. Despite his age, he loves games and everything related to information technology, which is why, on several occasions, he ignores what his friends and coworkers talk to him. In addition, due to his lack of studies, Raúl currently works as a CBP in the Popular Power of that town.
Both, taking into account the delicate situation in which his father found himself, decided to join forces to continue with the family business.
The first task to which Ramiro was dedicated was to make a study of the behavior of sales in the last 12 months, the results of which are shown in the following graph:
Behavior of the Sales of Pizzeria Cuba Source: Own elaboration.
This analysis was considered by Raúl as a waste of time, so he decided to wait for his brother to finish to really get to work on the "issue". To Ramiro commenting on the results, the response was "that is past, it does not matter or say anything, now you just have to try to make the pizzas at the lowest possible cost."
These words were discouraging for Ramiro who, after talking with his father, began to informally meet with the regular customers of the pizzeria, to determine the causes that explain the decrease in sales. For his part, Raúl began the search for a cheaper (and lower quality) cheese supplier than the one usually hired by his father.
After conducting several interviews not only with the plaintiffs, but also with the pizzeria workers, it was found that among the elements that explain the decrease in sales were the slowness of order delivery, the absence of various types of pizza and a variety of liquids to accompany, the limited capacity of seats to eat and / or wait for the order, among other elements that make the customer attribute less value to the quality of the product and service offered.
Despite the short time elapsed, sibling conflicts begin to emerge.
Ramiro states that the raw materials his brother "gets" are of very low quality, which is accentuating the decrease in sales, not to mention that Raúl wants to fire one of the workers "for a personal commitment to a friend." These discrepancies are affecting the work environment, a sensation that is transmitted to clients, who, in consideration of Ramón, approach Ramiro to issue their criteria.
"The decision has already been made," Ramón said, "Ramiro will now be in charge of managing all resources as well as working with clients (internal and external), and Raúl will be in charge of controlling resources, receiving each which for the result of their work. "
The following month, Ramiro had left his job at Provari and had completed a study on competition in the area, which he hoped would serve as a starting point for his strategy; For his part, Raúl continued with his CBP work and went to the pizzeria sporadically (even so, his salary was not affected).
Finally the change came. At first it was decided to expand the offerings of products from the pizzeria, now, in addition to pizza and Coracán soda, the sale of spaghetti with ham and cheese would begin, the pizzas would have several options of aggregates (onion, chili, ham, pineapple, meat, mixed, etc.), the drinks will vary according to the purchasing capacities of the clients: natural juices, canned soft drinks, smoothies, etc., without abandoning the usual offers.
Then, a new oven with more capacity and power was acquired, as well as tables, chairs, stools, etc., to favor the comfort of customers during their stay in the pizzeria. Lastly, a new worker was hired to support the kitchen area and the usual supplier of the cheeses was contacted again.
With the new organization, the atmosphere of prosperity and satisfaction of both customers and workers is palpable, who are considered business partners and are consulted when making any decision. Sales have increased considerably in the last 12 months, as shown below:
Sales behavior in a Pizzeria in Cuba. Source: self made.
Currently, Ramiro continues to manage the pizzeria, an administration that, arguably, is carried out jointly with the rest of his employees and customers. Raúl, for his part, no longer works in the Popular Power, but sells ETECSA cards on the outskirts of the municipality, and rarely passes by the pizzeria.
Possible questions:
- What skills are Ramiro's and which are Raúl's? Do you think that excellence in the business has been achieved? Explain the change model followed by Ramiro.
Clues to answer:
- The skills that correspond to each of the actors must be focused taking into account the following elements:
Skills Pyramid Source: Pereda; López & González, 2014.
The answers could be given in matrix form as follows:
|
Ramiro |
Personal skills | Skills with other people | People management skills | |
| or
oo oo |
Ability to learn
Time management Strategy and personal development Emotional intelligence Decision making and problem management |
o Communication o Teamwork
o Assertiveness o Resolution of conflicts |
o Motivation o Optimization of resources
o People development o Talent management o Leadership o Innovation and creativity |
|
| Raul | or | Time management | o Negotiation o Delegation | o Optimization of resources |
Source: self made.
- Regarding excellence, the six keys to achieving excellence that are listed below must be taken into account when addressing the response.:
Go after what you love: passion is an excellent motivator.
Do the hardest work first: Everyone instinctively moves toward pleasure and away from pain.
- Practice intensively, without interruption for short periods of no more than 90 minutes, and then take a break: ninety minutes seems to be the maximum amount of time with which you can bring the highest level of focus to any given activity. Seek feedback from an expert, with intermediate doses: as long as feedback is as simple and accurate as possible, you will be better able to make adjustments. Take renewal breaks regularly: Relaxing after intense effort not only gives you an opportunity to rejuvenate, but to metabolize and accommodate learning. Make practice a ritual: Will and discipline are wildly overrated.
- The answer to this question must start from the following model of change:
Change model to improve a Pizzeria
Source: Montaño, 2013.
References
- Codina, A.: Indecision in management. The fear of failure. Lozano, OP (2000): Resistance to change in companies. Montaño, A. (2013): The change in organizations. The role played by innovation. Pereda Pérez, FJ; López-Guzmán Guzmán, T. & González Santa Cruz, F. (2014): Management skills as a competitive advantage. The case of the public sector in the province of Córdoba (Spain). OmniaScience, 2014. Puga Villarreal, J & Martínez Cerna, L. (December 2008): Management skills in global settings. Management studies, Vol 24, No. 109, pp 87-103.http://dx.doi.org/10.3926/ic.511
