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The Flight Operations Department at the Paragon Corporation Case Solution

Solution Id Length Case Author Case Publisher
964 1597 Words (9 Pages) Clawson, James G.; Bevan, Greg Harvard Business School : OB-0668
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The case study was analyzed in-depth individually followed by a brainstorming session. This session involved the aspects of information that were indicative of serious concern. A third brainstorming session involved a segmented CPS process that allowed for the consideration of a Future State and a pertinent Current Situation. In other words, there were three stages: Objective finding (Identifying challenges), Fact finding (Gathering data through brainstorming), and Problem finding (Clarifying the problem). These stages were utilized for the first two steps prior to idea generation (Treffinger & Young, 1994).

Following questions are answered in this case study solution

  1. Paragon: The Flight Operations at Paragon Corporation

  2. Most Important Gap

  3. Problem Statement

  4. Ideas

  5. Solution Finding

Case Analysis for The Flight Operations Department at the Paragon Corporation

Most Important Gap

The gap identified as the most important is:

  • “Streamlining the managerial viewpoint with respect to the weight given to pricing and costing against the profitability and operational enhancement. This would entail convincing the management to consider Claude’s proposal.”

The team considers this statement to carry the most weight. Essentially, it incorporates and links towards the many problems that entail throughout the case study. Streamlining the managerial viewpoint with respect to the weight of costing and profitability in lines with the management and flight culture is extremely important because unless the management is well aware of the drawback pertaining to the each business segment, they will not be able to judge whether a respective proposition is beneficial or otherwise for the company.

This aspect of viewpoint also links to the proposition of Claude in purchasing Falcon 9000, whereby, the management is only aware of the revenue shortfall of $ 500 million. Therefore, a $ 30 million investment comes as a negative initiative because of two points: Firstly, a myopic viewpoint which hampers a long term perspective. Secondly, there was an inability to evaluate the pros and cons of the purchasing decision because of the inability to understand the flight operation.

Another link that is created relates to Claude’s behavior with subordinates. His management by ego is one of the prime concerns that have led to a disagreement with respect to his proposition. Autarky never tends to satisfy the subordinates; therefore, is an outdated method of management (Newell, Osborn, Greeno, Dorval, Haukedal, & Firstein, 2000). David, the prime character, is responsible for adjusting this variable which may flip the coin only half-way in his favor.

Problem Statement

This step was completed through brainstorming the prospective ideas pertaining to the problem statement and what steps must be taken in terms of their implementation:

  • “Streamlining the managerial viewpoint with respect to the weight given to pricing and costing against the profitability and operational enhancement. This would entail convincing the management to consider Claude’s proposal.”

Ideas

  1. The prime idea pertains to conducting trainings for the senior management to enhance their capabilities with respect to the flight operation management and the subsequent risks involved.

  2. Regular meetings with the management would allow for idea sharing, which may result in interesting breakthroughs (Nassab, Treffinger, Schoonover, Selby, Shepardson, & Witting, 2002).

  3. Creativity should be nurtured within the organization even if it initially sounds raw and potentially doubtful (Nassab, Treffinger, Schoonover, Selby, Shepardson, & Witting, 2002). This would allow for out-of-box thinking, which may result in potential answers to major problems (Saxon, Schak, Parnes, Noller, & Puccio, 2003).

  4. An old employee is not necessarily a good employee. However, Claude is a potentially important asset which has started to become a cause of concern. Therefore, David must personally handle the situation with a dialogue to elaborate on the feelings of numerous subordinates. If Claude still tends to retain this attitude, concerns must be floated vertically to the senior management.

Claude must be asked to elaborate on his ideology of purchasing Falcon 9000 through a presentation, which should entail financial feasibility with respect to the pros and cons on a very basic level adjusting for the lack of understanding of the management. Additionally, David must elaborate on the long term consequences of this proposition because flight operations tend to highlight his area of expertise and thereby, his judgment would carry weight in the eyes of upper management. Furthermore, since much concern lies in the revenue shortfall, Claude should be asked to identify how his proposition would allow to cover this gap in the foreseeable future and to what extent would the damage be reversed. 

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