Case Study Analysis: Leadership, Culture, and Ethical Practices

This document presents a case study analysis focusing on leadership, organizational culture, and ethical practices within New Belgium Brewing and Panda Express. The analysis delves into New Belgium Brewing's employee-owned structure, environmental vision, and core values, exploring how these elements contribute to employee satisfaction, innovation, and ethical decision-making. It examines the impact of transparency and open-book management on trust and organizational change. The second part of the analysis focuses on Panda Express, evaluating its approach to employee development, attitude management, and the importance of service employee attitudes in shaping customer perception and loyalty. The document references several academic sources to support the analysis.

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Running head: CASE STUDIES ANALYSIS
Case studies analysis
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Chapter 5 People and purpose at New Belgium Brewing
The New Belgium Brewing Company has been founded in 1991 in the USA by Jeff
Lebesch and Kim Jordan. It operates in beer bottling, sales, distribution and marketing. The
company culture encourages the employees for hard work and continuous innovation. It is 100%
employee-owned business. The company core values reveal its culture and attitude towards the
sustainability of the social, environmental and cultural change. The company does its best to
protect the environment. Also, its values towards its employees are highly encouraging, as
employees are the owners of the business. Also, it allows them to balance between their work
and families. The company could build trust with its employees (New Belgium Brewing, 2018).
Answer question 1:
The New Belgium Brewing Company, the third-largest craft brewery in the USA has a
unique environmental vision and special core values. The company devotes much care towards
sustainability. The employee-owned business with 32% of the company stocks has set certain
goals towards the reduction of carbon emissions by 25%, the water usage by 10%, offsetting cars
by riding bikes and managing on-site recycling. The company devotes special care to its
employees through its open-book management policy that allows the employees to review the
financial statements, branding plans and business strategies. The culture of the company is
highly transparent that maintains trust between the management and the employees. This core
value it the most appealing to me as it encourages employees' innovation, increases their
satisfaction and lowers the turnover rates (Reece & Reece, 2017).

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Answer question 2:
Yes, I would highly appreciate the employees' action towards switching to 100% wind-
powered. As the right ethical choice is likely to be taken when the employee feels comfortable
towards his workplace. The harmony between the employees and organizational values, beliefs
and practices usually leads to business success (Reece & Reece, 2017). Research on social
responsibility and ethics has proved the relationship between ethics and social responsibility and
the long-term success of the organization. Also, the key perceived organizational values are
related to the managers' attitudes (Jin & Drozdenko, 2010). The influential attitude of New
Belgium Brewing Company on its employees' ethics controlled their behavior and led them to
accept the organizational core values and vote for it despite the negative effect on their share of
revenues.
Answer question 3:
Organizational culture considers the shared values, beliefs and assumptions among the
employees. The organizational culture can lead the employees' behaviors to accept the basic
organizational values. Cultural transparency acts as an enabler to the organizational change and
guarantees that the employees will accept change and will not show any resistance to it.
Also, it encourages innovation, as socialization enables the employees to recognize the business
requirements for development. On the other hand, the business can generate values through its
policies and activities that encourage creativity and innovation. In addition, the organization has
to identify the types of culture that have a positive impact on the employees' behaviors (Naranjo‐
Valencia, Jiménez‐Jiménez, & Sanz‐Valle, 2011).

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Chapter 6 case - Are you feeling Saucy?
Panda Express chain is a fast casual American Chinese restaurant. It is considered the
largest family-owned Asian chain of restaurants in the USA. It has started its business in 1983 in
California as a restaurant located in the food court of shopping mall, then it has expanded its
business to include standalone restaurants, universities, airports, military and amusement parks
with more than 2000 locations in 50 US states. The founders are Andrew Cherng and his wife,
they are highly committed to people development. They support the staff to grow as
professionals and provide them with the opportunities for self-development. The company was
recognized by Forbs as the best employer. It is committed to hiring the military former members
(Panda Express, 2018).
Answer question 1:
As the management of the restaurant represented in Andrew Cherng and his wife Peggy
ask their employees to focus on skills development through continuous learning, this means that
the management desires to adjust the staff attitude. People do not change their attitude easily, but
their attitude towards their workplace could be managed until they find the job they really want.
The management needs to change the conditions that lead to the behavior and the consequences
that follow it. Usually, positive consequences encourage the repetition of the same behavior
(Reece & Reece, 2017).
As the needs of the organization continuously chang, there will always be a need for
workplace learning to enable the organization to adapt to the dynamic competitive environment.
Panda Express is a successful organization that needs to update and expand the skills of its
employees at every level to match the needs of the organization. It is better to develop the skills

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of its employees rather than attracting and retaining new skills. Moreover, the company has to
address the common elements of the delivery of workplace learning to its employees. Through
this process, the organization can construct the overall philosophy of the workplace learning an
important element of the organizational culture. Motivational mechanisms are highly important
to encourage the employees for continuous learning (Caudill, 2015).
Answer question 2:
Attitudes are the thoughts that the person accepts as true and lead the way he thinks, acts,
feels towards people, ideas or events. The attitude of leaders at the organization influences its
success. In the case of Panda Express, we find that Andrew and Peggy Cherng attitude towards
the importance of the details at the store level is very important. They can hire the employees
according to their attitude towards work details. As hiring people according to their right attitude
is an option to achieve the organizational success (Reece & Reece, 2017).
Moreover, the employees at Panda Express are service employees who are considered the
primary representatives of the restaurant and act as the focal point in shaping the customer
perception. Customers’ overall perception of the quality of the introduced service can be highly
improved by enhancing the attitudes of the employees and their willingness to adapt to the client
needs. The employees' positive attitude makes good impressions on the client. That is why Panda
Express focuses on changing the staff attitude that considered essential to maintaining a good
service relationship and customer loyalty in the future (Kuo, Chin-Yi, & Hsiao, 2013; Turkay &
Sengul, 2014).

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References
Caudill, J. (2015). Employee motivations for workplace learning and the role of elearning in the
workplace. Internet Learning, 4(2), 37-48.
Jin, G., & Drozdenko, R. (2010). Relationships among perceived organizational core values,
corporate Social responsibility, ethics, and organizational performance outcomes: An
empirical study of information technology professionals. Journal of Business Ethics, 92,
341–359.
Kuo, C., Chin-Yi, N., & Hsiao, S. (2013). A perspectives comparison: The importance and
features of service attitude between international hotel employees and guests. The
Journal of International Management Studies, 8(2), 35-44.
Naranjo‐Valencia, J., Jiménez‐Jiménez, D., & Sanz‐Valle, R. (2011). Innovation or imitation?
The role of organizational culture. Management Decision, 49(1), 55-72.
New Belgium Brewing. (2018, April 10). Our history. Retrieved from New Belgium Brewing:
http://www.newbelgium.com/brewery/company/history
Panda Express. (2018, April 10). About us. Retrieved from Panda Express:
https://www.pandarg.com/about-us
Reece, B., & Reece, M. (2017). Effective human relations: Interpersonal and organizational
applications. UK: CENGAGE.

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Turkay, O., & Sengul, S. (2014). Employee behaviours creating customer satisfaction: A
comparative case study on service encounters at a hotel. European Journal of Tourism,
Hospitality and Recreation, 5(2), 25-46.