The Contribution of the Industrial Placement to Management Education: Price Waterhouse Coopers - Essay Example

? The Contribution of the Industrial Placement to my Management Education: Price Waterhouse Coopers BY YOU YOUR SCHOOL DATA HERE HERE The Contribution of Industrial Placement to my Management Education: Price Waterhouse Coopers I. REFLECTIVE COMMENTARY This section describes the nature of Price Waterhouse Coopers (PWC) and its actual market position compared to personal development characteristics gleaned throughout experience in the programme. 1. Industry Background This division of PWC is located in China in multiple cities, including Singapore, Beijing, Hong Kong, and Suzhou to name only a few. The company maintains a staff of 13,000 individuals, boasting over 470 partners. PWC provides a significant volume of services designed to help businesses achieve success in their markets. These services include consulting services, programme administration, planning and compliance services, and generic tax services. The organisational culture present at PWC is team-based, with considerable organisational unity and loyalty from existing staff members and management. This is a significant accomplishment considering that Price Waterhouse Coopers operates in a very diverse and culturally varied environment with individuals hailing from multiple international destinations and cultural backgrounds. However, the organisation operates in a very structured hierarchy where information is disseminated from the higher levels of senior management and filtered downward throughout the organisation. There is not much in terms of autonomous working at PWC and there are significant compliance-based policies in place as a form of management control. Despite this vertical structure, the extended benefits offered to employees working in different divisions supersedes motivational problems and thus there is considerable reliability and productivity from work teams and individual job function. 2. Key Market Features and Competition PWC operates in a highly competitive marketplace with considerable volumes of competition, too many to list effectively. Competitors include independent and large-scale consulting firms that provide similar tax-based services to business and consumer clients throughout China. Therefore, it is difficult to distinguish the PWC brand from other consulting and tax service companies as part of branding strategy. For this reason, innovation is applauded at PWC as a means to gain competitive advantage. These innovations include customized consulting services and programme development strategies in order to maximize opportunities for a variety of diverse business clients. There is considerable reliance on external sales teams to develop value propositions that are promoted effectively in print advertising and in the virtual online environment. Word-of-mouth in relationship to previous successes in consulting and tax services continue to give the business a more valuable marketing presence and the ability to draw more revenue-producing clients across China. 3. Personal Role within PWC Role obligations at PWC included assisting in China Tax and Hong Kong Tax services as related to local obligations for tax structure. Additionally, preparation of cover letters, tax computation scheduling and tax returns for client review and approval was conducted as a regular business activity. Communication and interaction with clients was routine at PWC and included discussion with Inland Revenue department in Hong Kong to ensure that clients had paid their provisional tax and confirm that clients have submitted proper information so as to evaluate tax policies most suitable to their needs. Other duties included monitoring of government budget proposals, such as allowances that might change periodically that directly impacts the provisional taxes paid in the next assessment year. Direct assistance services were also provided to senior managers to draft effective cover letter and online communications to clients and partners. It was a diverse set of job role functions and communications premises that had significant obligations both internal and external related to taxation services. Initially, expectations for job role at PWC was that of a semi-structured organisation that would have considerable autonomous working functions in a more horizontal hierarchy. Expectations were for a social environment supported by blended human resources practices that would have more internalized systems for social group development. Transformational leadership design, rather than transactional strategy, was the initial expectation considering the ever-changing environment in which Price Waterhouse Coopers operates. However, upon entry into the job role, these expectations were conflicted by the reality of the organisation and its operational components. Saunders, Lewis & Thornhill (2005, p.4) identify that “the study of business is afflicted by confusion between the results of a survey of what people think about the world and a survey of what the world is really like”. These research authors support the notion that actual job practices are often conflicted by tangible operating realities that occur within an organisation. PWC is no exception as, qualitatively, expectations were dissimilar to actual experience. Though the organisation promotes change practices and embracing change as part of its internal staff marketing principles, change was something not easily embraced by the Chinese staff members and management. China maintains a very traditionalist, collectivist culture that is driven by group norms and membership that has been founded over a very long period of cultural time. This dictated the actual management style and group functioning at PWC China that did not necessarily meet with personal expectations for social principles that should govern a multi-national and multi-divisional organisation. Reis & Pena (2008) identify that if a company is still using vertical hierarchies without self-directed work teams, and a sense of staff empowerment, it cannot facilitate change effectively. The authors believe that communication should flow horizontally instead of downward and without this 360 degree line of communication, it cannot successfully embrace change. The change resistance occurring at PWC supports this notion concretely. Further, Blodgett, Bakir & Rose (2008) describe the nature of collectivist cultures as one that tends to put group needs ahead of individual needs with a considerable sense of favouritism for tradition. There is considerable power distance between senior managers and the subordinate staff members in most divisions where clear lines of authority are drawn and lower-level staff are expected to comply with these traditionalist social principles. Complying with role distance based on authority levels was expected, thus a sense of equality was lacking between ranking officials at the business. The ability to embrace change was diminished due to these factors. Teams also expressed their collectivist values that diminished personal recognition and self-expression in the event of high performance where the entire group was rewarded for the accomplishments achieved by a single individual. This reduced motivation for those who did not share the collectivist values of the domestic Chinese staff, but there was no adequate platform to discuss these problems effectively as it would have conflicted with the high level of power distance at the organisation. However, once lines of communication between staff members was trusted and developed, relationship development produced meaningful work outcomes and sociability with same-level staff members. Because of the traditionalist values and collectivist values at PWC, it simply took longer to develop rewarding and loyal inter-staff relationships. 4. Personal Development At the start of the placement year, personal weaknesses included development of proper communication skills when working with people of diverse cultural backgrounds. Experience studying in the United Kingdom reinforced the value of risk in certain business decision-making practices as this is a culture that accepts high levels of uncertainty if it is believed that the potential outcomes of this decision-making provides long-term strategic value. Uncertainty avoiding cultures expected detailed plans, choices and clear contingencies spelled out prior to accepting a risk-based business proposal (Donnison, 2008). This was a difficulty to work with a culture that demanded such strict compliance to plan development and contingency production for most large and even small-scale business decisions. Strengths included many of the lessons learned in studying with individuals from the United Kingdom in terms of strategic management. Adams & Adams (2009) identify the role of a transformational leader that has the ability to motivate others, inspire others, and model rewarding behaviours in the workplace. Personally, social skills availability as a core competency was a strength in terms of being able to draw out positive traits and successes in others to build a worthwhile business network of associates and peers. This strength was made even more concrete by working in the bilingual environment of PWC and its partners to facilitate fluent Chinese and English and also to develop long-lasting interpersonal skills and partnerships. I learned to help others in my department prioritize their activities more efficiently and gained more experience in being able to inspire others, especially in a multi-national, diverse operating environment like PWC. 5. Degree-Related Learning Definitely, based on the culture at PWC, lessons gleaned from the organisational behaviour module, the human resources module, and international employment relations were the most quality learning experiences and support during my placement. Fundamental knowledge of social and group systems in culturally-diverse environments were inspired by the formalized training received in these modules that held high value at PWC. Consumer behaviour courses in relation to client attitudes and their decision-making and purchasing process also proved valuable as the ability to relate to fundamentals of client psychology created more worthwhile customer service-based relationships. Based on the nature of PWC and its tax and consulting services, formal classes associated with international business were supported through PWC. II. SECONDARY REFLECTIVE REVIEW This section highlights the secondary portion of the industrial placement, indicating skills development achieved through long-term experience at PWC. 1. Key Skills Development Lessons provided by the human resources, brand management, and international business modules assisted in the foundation of knowledge at the time of placement that further developed into more effective business skills during the experience at PWC. “Ongoing, high quality business relationships with customers has been recognised as a source of competitive advantage” where the relationship itself is seen as an asset to deliver global value to clients (Myhal, Kang & Murphy, 2008, p.445). Because of this, the ability to manage client relationships and enhance their integrity and quality is important to maintain customer satisfaction and retention (Myhal, et al). Customer service development was a primary skill learned at PWC whilst using the foundation of the formal training received from multiple business modules. For example, customers of PWC in China were notoriously hard to manage and had considerable demands placed on their representatives in terms of data and information delivery as well as accuracy. Oftentimes, these demands conflicted with what would be expected of normal client behaviour and therefore created considerable stress to the service provider. Experience in skills development was to effectively negotiate and bargain with clients to avoid this complexity in high demand generation from clients to build a win-win scenario and also build a sense of trust for future discussions occurring face-to-face or via electronic/telephone channels. Many of the clients also shared some of the cultural dimensions of power distance found within PWC and therefore considered those in customer service roles to be of a lesser status and this was often expressed by the demanding clients. Through these experiences, lessons learned included customer relationship management principles supported by brand management and consumer behaviour strategies taught in the academic modules. For instance, Gambrel & Cianci (2003) identify that an individual requires personal recognition and esteem from others in order to produce sensations of prestige, power, control and affiliation. It was learned that difficult clients in the service environment respond more effectively when they are offered a sense of empowerment, coupled with a communications style that promotes esteem and recognition. It was commonplace to attempt to negotiate a more mutually-rewarding client/service provider relationship by using these principles. Clients learned to trust in competence and the ability to deliver excellence in service by appealing to their esteem and reinforcing their power/control in most situations and would therefore trust in the opinion and direction offered during communications from then forward. Therefore, it should be said that client development and relationship management were fundamental learning principles that could only be gleaned through experience at PWC. Leaders in business “need to acquire social skills, motivation, and empathy competencies to enhance their own leadership and improve team effectiveness” (Polychroniou, 2009, p.343). Lessons learned through client management and negotiation tactics also had significant development opportunities internally as it strengthened relationships with mid-tier managers and even co-workers by appealing to a sense of affiliation and esteem which seemed to fit with their traditionalist and culture principles of collectivism. It was not only social principles and client-based principles that were developed at PWC, it was also lessons of strategic leadership that were learned through successes and failures in the placement role. To be an effective strategic leader, one must “exploit and maintain core competencies, determine vision and purpose, and establish balanced organisational controls” (Phipps & Burbach, 2010, p.138). Though not in a strategic management role, many lessons regarding strategic management were learned through observational research and also by taking a leadership role with client relationship development. For instance, internal attitude surveys of the self identified key strengths and worked toward exploiting these personal resources rather than focusing on limitations discovered through a sort of informal needs analysis. Developing a sense of personal human capital relied on these attitude surveys and also through observing role models (or those who were not adequate role models) to locate mistakes in judgment and also in the quality of relationships as it related to organisational culture. Experience at PWC taught that failures can occur in a multitude of different scenarios and an effective strategic leader not only has future-based vision, they are able to identify with errors in assessing, planning and controlling to ensure that a better leader emerges from these errors. For instance, observing a poor client interaction that led to a lost revenue-producing customer based on improper negotiating tactics from an observed role model taught fundamental lessons about the role of higher-ranking management that will be beneficial in future job roles or leadership positions. One of the most difficult aspects of working with PWC, as already identified, was difficult client relationships and attempting to deliver on quality customer service principles in the face of this. The complicated dynamics of negotiation and bargaining whilst attempting to identify potential win-win scenarios without compromising business integrity or ethical behaviour was a key strength as has been supported by multiple module lessons in the academic environment. Generic skills developed were more appropriate time management principles and organisational efficiency in terms of personal job role. Tracking efforts as related to the tax code or the tax computation schedule also taught considerable lessons on job role efficiency and data collection that will have long-term value in task definition and project management. Also in relationship to project management were skills identified in contingency development, as this was a demanded principle at the collectivist-based organisation that will reduce future lost clientele and ensure that projects have clear task assignments and a proper flowchart of activities that can be monitored effectively. 2. Technical, Numerical and Administrative Skills Development Technical skills development included multiple software package experience from generic Microsoft Office technology to more sophisticated business development software. Experience was gained from Business Resource Planning software, Oracle systems, Human Resource Information Systems, as well as SAP. SAP served as a total business software package that combined purchasing, inventory, and ERP in a single, functional software system to facilitate more efficient inter-divisional support and interface. The ability to use these systems effectively, since many are utilized in the multinational environment, have long-term value in terms of technical skills development. The ability to use self-service HR tools in the HRIS system also benefitted end user proficiency and autonomous HR function on the company intranet provided to staff workers for demographic information changes and policy viewing. Numerical skills were a part of the PWC tax-based experience dealing with local tax codes and the use of the tax rate table and formulas so as to calculate gross incomes and individual tax income payable. These have multiple benefits in finance and accounting and were a regular part of the PWC experience. Government budget proposal production also facilitated more mathematical proficiency and the ability to calculate inflated figures that will have benefit in the strategic management role in the future. Administrative skills gleaned through PWC included deadline and task delegation activities that occurred regularly with partnered divisional relationships with co-workers. Time constraints for information production was common and routine at Price Waterhouse Coopers and therefore the ability to meet deadlines and impose deadlines to motivate others upon whom reliance was necessary to achieve a final customer outcome was learned. There needs to be a linkage between self-managed work and the ability to motivate timely and motivated work outcomes from others and PWC provided this opportunity in multiple scenarios and methodologies. As part of administrative function, multi-tasking for self and others in the organisation was necessary and developed over time especially when coupled with the fundamental principles of worker psychology already identified. 3. Utilizing Skills and Knowledge from Academics Lessons learned regarding international business and organisational behaviour taught valuable skills related to corporate social responsibility as it applies both internally and externally. David, Kline & Dai (2005) identify that elements of positive CSR help to build a better business climate, reduce conflict with multiple stakeholders, and also increase employee satisfaction levels and overall productivity. Clearly, ethical behaviour related to the client is one method of creating CSR for a better national reputation and client relationship management. However, the module information provided about corporate social responsibility also included methods to internalize this function so that employees have more dedication, as a form of internal marketing. Marketing oneself or the business to the internal staff members includes elements of hospitality management and reinforcing concepts of vision and mission to those who fall by the proverbial wayside in terms of business loyalty and dedication. Acting as a leadership champion reinforced fundamental learning in multiple academic modules. Gaining stakeholder involvement internally was reinforced in many academic lessons and PWC provided opportunities to develop these skills with management and with co-worker peers who did not sustain multi-tasking skills or had lost motivation. Fundamentals of human behaviour in terms of emotional responses drove many behaviours and having the skills to combat change resistance had many benefits for the future and during the period of time at PWC in placement. III. OVERVIEW OF ENTIRE PWC EXPERIENCE This section identifies elements of the wider perspective of management and development at PWC, including elements of personal flexibility and adaptability, innovation, and value provision at the business. 1. An Overview of the Wider Perspective The concentrated levels of change resistance that occurred at the social level taught considerable lessons about how to proceed to champion change as a regular part of the business environment and individual job roles. For instance, change was often elicited and demanded by clients in many areas of services, such as improving their competitive positions in their unique marketplaces through the use of consulting service representatives and salespersons. Change would include new documentation procedures, control policy development, and sometimes even resource provision in the event that clients were dissatisfied with their current representation from PWC. Change can be imposed on the organisational staff as a matter of policy, however it was learned quickly that motivation and high levels of productivity through these efforts had no lasting long-term impact. Change requires a champion, a transformational leader that promotes harmony, and constantly reinforces the business importance of change and also serves as a social learning role model for others who resist change activities. Therefore, behavioural modelling at the personal level was a large lesson learned in relation to management and being able to motivate high performance and dedication to project goals. At PWC, there was the need for ongoing collaboration between divisions that required structuring an effective short-term team and utilizing experience and resources from diverse staff and management members. Taking a leadership role in these situations seemed to produce more results and dedication by reinforcing leadership-based attitudes and communication styles based on recognition, affiliation and empathy. These experiences working in diverse groups taught new lessons on self-confidence in presentational style as well as self-esteem when communicating/presenting in large groups and meeting environments. It was often a requirement of the tax services division to produce knowledge and tax system data for presentation so that group members could understand and identify with changes to tax codes and documentation. Therefore, interpersonal skills development and public leadership principles development brought considerable value to the organisation by taking the initiative and speaking for others who did not maintain these social and presentational skills. Someone needed to facilitate discussion between members and this required a more interactive and visible personality. The brand management module reinforced the concepts of marketing differentiation of product as a means to gain more consumer attention and create a more visible brand presence in key markets. Understanding one’s target market and then using language and communications to facilitate relationship growth to prompt purchases was strongly reinforced in this module. PWC relies significantly on differentiation of product, service and also human capital related to representation to compete effectively. Development of better client relationships added much value to customer retention in the tax services division founded on the aforementioned principles of affiliation and esteem when working with diverse clients. As a trusted source of information and documentation, PWC gained much value from personal placement as clients began to request representation from me specifically and reinforced their satisfaction levels with our relationship. This was accomplished using the fundamental brand management lessons in marketing courses related to differentiation of services and using an integrated marketing strategy for long-term client retention. Even though these were personalized factors, the quality of customer service delivered brought PWC a positive word-of-mouth reputation in terms of the tax services division. The module titled IT for Professional Development also taught fundamental lessons on technology that brought PWC much advantages and quality during placement. Part of the ongoing change at the company was technologically-based as related to new software development teams and building appropriate flowcharts of work activity. To facilitate flowchart development, key representatives from different divisions were invited into meetings to discuss their work activities in order to build proper implementation and process charts. I was often included in these meetings because of my experience in the tax services area. Kappelman, McKeeman & Zhang (2009) identify that IT failures in project development begin with weak commitment of project team members, ineffective scheduling, and having no business case to work against. Personal knowledge of the area provided me an opportunity to build a business case for the tax services division that was rather formalized to assist in presenting knowledge about how to build a proper work activity flowchart. The management appreciated this extended effort to produce quality work activity publications and applauded their consistency in knowledge. These projects were built on very strict budgets and it was necessary to have an accurate work flowchart that was highly detailed, even down to the interaction with customers via email and telephone systems. Learning as it was related to the IT for Professional Development module and experience at PWC allowed more experience in developing formal business proposals as a means to satisfy budget needs and also present quality information in a group environment. 2. Personal Development “High emotionally intelligent employees are able to suppress their negative feelings through the regulation of emotion ability” and can engage or disengage emotions to cope more efficiently (Othman, Abdullah & Ahmad, 2009, p.14). The ability to sustain emotional control is necessary in a multinational environment which was provided by academic-based learning and also through experience at PWC. Having an empathic style of social skills development is a form of emotional intelligence that tends to bring out the best in others, including motivation and higher levels of productivity. For example, it was often publicized that many staff members were unhappy when they were forced to comply with change as it was related to tax documentation or service delivery. The collectivist nature of the organisation tended to gain support for others in this dissatisfaction effort that continued to cause periodic problems with adopting and supporting change. At the personal level, self-awareness about appropriate business behaviour prevented joining in these publicized grieving sessions even though I shared many of these same feelings about the changes as they oftentimes were difficult-to-manage change principles and policies. Recognizing that others did not sustain the same level of emotional control, I utilized principles from human resources in terms of motivating others and attempting to role model more positive coping strategies. To gain leadership/supervisory support, I would present this professionalism when discussing change policies so that networking could occur effectively and gain more trust and support from management. This was part of taking responsibility for my own performance and showing others that such changes were manageable with a more dedicated attitude. Feedback was sought from management officials at PWC for periodic review of working behaviours since individual rewards and recognition was generally superseded by group recognition as was already identified related to culture and tradition. Without seeking management counsel to examine work principles, the job role was rather ambiguous and did not receive much visibility. Module lessons taught the importance of establishing a quality social relationship with managers for networking purposes and I attempted to apply this whenever possible to bridge the high power distance gap between mid-tier managers and myself. Together, managers and I would review performance and I would request their guidance on contingency development. Collectivists “value reciprocation of favours” (Blodgett, et al., p.339). Recognizing this, for their efforts, I volunteered more often to assist in documentation development that eased some of the management burdens and they seemed to appreciate this dedication and offered me more autonomous working conditions without micro-managing which often occurred with less-motivated individuals at PWC. 3. Flexibility and Adaptability Many elements of change leadership have already been described, however it is important to note a situation in which behaviour change was necessary. The communications channels between managers and employees was sometimes poor due to the high levels of power distance that existed at the organisation. Unexpected changes were sometimes informally communicated through email or printed publication literature rather than through face-to-face interaction with managers, thus the goals were not clearly understood or spelled out formally. In this situation, frustration with communication style and lack of clarity occurred as the lack of clarity caused difficulty in service delivery and job function. Rather than become visibly and vocally disturbed, I realized that there were more productive methods of gaining management support to explain the change and sought out answers effectively. An appropriately developed memo or well-crafted email that was both respectful and also demanded response was possible through many of the lessons learned in module courses, such as international employment relations. Someone needed to take the initiative to gain the clarity demanded in order to proceed with the change policies and I often took a leadership role in this area and then explaining the principles to ease the staff concerns so that everyone was on board with the change policy. In this case, it was adaptability as it was taught to others in the hopes that positive behavioural modelling would be identified and similar behaviours adopted by others in the division. 4. Creativity and Innovation Though there was not much margin for innovation at Price Waterhouse Coopers, I did manage to gain management support for a more effective human resources system for individual reward and recognition. I suggested the development of a 360 degree feedback system that would provide feedback from the customer and peers as well as from management during time of review since this was reinforced in multiple modules as being effective and also promoting perceptions of justice and fairness. At first, my proposal was considered too wasteful and this caused me frustration since there was already lingering concerns about group reward versus individual recognition. However, I believed that there was a new way of interpreting performance that was being overlooked by collectivist management. Through perseverance and hard data about the quality of the 360 degree system, I finally gained human resources support and top level managers agreed to consider the idea in the future. This support was gained through production of a small-scale business case and conducting secondary research on quantitative studies about the motivational increases in work environments similar to PWC. Without this innovative approach to conducting research, the proposal would have failed to meet with any support had I not persuaded others to also be open to innovation in performance evaluation. 5. Re-Entry Though it was not anticipated at the time of early placement, the largest lessons learned were how to take a leadership role in a multinational and multicultural environment dealing with diverse personalities and customers. Outside of the bilingual skills learned, I learned much about the values and beliefs of foreign cultures and how to work dependently with one another whilst still promoting professionalism. Upon re-entry, similar scenarios with diverse cultural profiles will be part of group-oriented academic study and I can use the lessons of psychology and motivation learned at PWC in this environment to promote better study methodology in group environments. I also learned the value of customer service as one of the most primary and fundamental methods of competitive advantage. Upon re-entry, these skills associated with affiliation-based communication will serve peers well in group study and also in relationship development with the instructors that I encounter in the final years of the university. Education requires interactivity between students and the instructor, with each teacher maintaining unique personalities and principles that guide their classroom activities and lecture structure. The results learned about diverse customers can guide relationship development with instructors by appealing to their esteem and showing legitimate recognition of their control over learning and showing genuine appreciation for their efforts. Finally, building self-confidence in others by appealing to a sense of empathy has multiple values, especially with other students. Learning can be difficult especially when academic demands create frustration or problems with time management. Drawing on the PWC experience upon re-entry can help me create a closer connection to peers and assist in promoting conformity among them which will only help to make the classroom environment more rewarding for everyone, including the instructor. Networking in this fashion, as it was learned at PWC, will have many benefits for learning and a classroom culture focused on knowledge. IV. REFERENCES Adams, W. & Adams, C. (2009), Transform or reform?, Leadership Excellence, vol.26, no.11, p.17. Blodgett, J., Bakir, A. & Rose, G. (2008), A test of the validity of Hofstede’s cultural framework, The Journal of Consumer Marketing, vol.25, no.6, p.339. David, P., Kline, S. & Dai, Y. (2005), Corporate social responsibility practices, corporate identity and purchase intention: a dual process model, Journal of Public Relations Research, vol.17, no.3, pp.291-313. Donnison, P. 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