Question 3 and 4

Please find a current event that relatws to this case. provide the connection between the event and the case and orovide link for current event as well

Sir James Dyson: Learning to Achieve Success James Dyson, knighted by Britain's Queen Elizabeth Dyson atrribures his perseverance against the odds in 2006, rose to success and fame via an unusual and to an important childhood realization. Quoted on the challenging path. Dyson's life journcy is one based on company's Web site, Dyson recalls: "I wanted to give a desire to solve problems, learn from mistakes, and to up almost every day. But one of the things I did when persevere and excel. I was young was long distance running, from a mile up His father's death in 1956 when he was nine years to ten miles. They wouldn't let me ran more than ten old had a profound impact on Dyson's future. Dyson miles at school-in those days they thought you'd drop says, -In|ot having a father, particularly at that time, down dead or something. And I was quite good at it, not. was very unusual. I felt different. I was on my own. becanse I was physically good bur because I had more I can't quite explain it, but I think subconsciously determination. I learned determanation from it," Dyson I felt a need to prove myself." 1 When Dyson entered continues: "A lot of people give up when the world the work world, his first boss, Jeremy Fry, also had a seems to be against them, bat that's the point when you profound influence on his development. Dyson recalls, should push a little hardee. I use the analogy of running "[w|hea I went to work for bim, l'd never designed a race. It secms as though you can'r carry on, bur if you a product. I'd never sold anything. And he put me in just get through the pain barrier, you'll see the end and charge of a company manufacturing a high-speed land- be okay. Often, just around the corner is where the soluing craft. So, he taught me rhar someone doesn't have tion will happen. ts to grow into a job. If you allow them to make mistakes, Regarding the Dyson vacuum's dirt collection system, they'll learn extremely quickly. He also taught me to Dyant recalls, "[elveryone sasd that the clear bin would mistrust experience. He was far happier to have people repulse people, By that pont, Id stopped listening to evworking around him who had freshness and an unsul- eryone and went with my instinct. I'm particularly adept lied approach."2 at making mstakes-ir's a necessiry as an engincer. Each In the late 1970 s, Dyson began developing a vac- iteration of the vacuum came about because of a misuum cleaner based on the belief that "people actually take I needed to fix. What's important is that I didn't wanred ro see the dirt that rhey were collecting., 3 In srop at the first failare, the 50th, or the 5,000th. I never recalling the beginning of this venture, Dyscn ob- will. Believing that big companies would choose good served, "I started with an ideat a vacuam with no bag. technology-progress-over short-term profit was a big The bag was a problem. 'The hag clogs with dust, the mistake. I love mistakes," machine wheezes, Iosing ifs puff. So, inspired by an Dyson tried to interest existing manufacturers of vacindustrial cyclone at a timber mill, I created a vacusm uun cleaners in his iavention, bat with no success. So, he that used centrifugal force to separate the dust and pursued manufacturing the Dyson vacuum cleaner on his dirt. No bag, no clogging, no loss of suction. It didn't awn. Although the venture nearly bankrupted him, "he look great, but it worked. After five years of testing. persevered. Within 18 months, the Dual Cyclone bagkess tweaking, fist banging, cursing, and more than 5,000 model became the number one selling vacuum cleaner mistakes-or prototypes, as engineers call rhem-ir in the Unired Kingdom and now sells more than four was there." times as many vacuums in the UK than does its closest Over the ensuing 15-year perici, Dyson produced competitot. 10 5,127 prototypes of his Dual Cyclone M bagless vacuum Jeanifer Harris, writing in Management Today, poncleaner before developing the model that would make ders why the so-called experts-like the established him a billionaire. 5 Dyson persevered in spire of the mis- vacuum cleaner manufacturers that refused to produce takes, disappointments, and frustrations, conditions that Dyson's machine-are sometimes loathe to innovamight have caused many other people to give up. tion. Her answer is that these "experts" have become so 232 PART 2 INOIVIDUAL PROCESSES AND BEHAVIOA successful that "they start to see success as their right, 3. What advice do you think James Dyson would give rather than a privilege carned continuously through to a recent college graduate who is just starting his/ hard work and fresh thinking." II Sir James Dy50n, the her career? contrarian, became expert and successful through hard work and fresh thinking. 4. What advice do you think James Dyson would give Discussion Questions to someone would is in charge of training people 1. Why is the opportunity or freedorm to make and cvaluating their performance? mistakes crucial to learning? SOURCE1 Thas ase was wnimen by Mithad K. MoCuddr. The Leuis 8 , and Mary L. Morgal Chair of Cheintian Bluines firhis and Rrofesor of Man: 2. How can the opportunity or freedom to make apenent, Colker of Bunines, Valputaine thevenipkmistakes contribute to performance improvement? Chapter 6 Case References 1. A. Beaed, "Life', Work," Hariard Banined Renies 18[788] (jalyllapay 20101: 172 Hiv S,000 Miakepi while Inventing His Fameut Vacuum Ckanct," 2. Itil. Nrasuent 157(23): 64. 8. Anceynious, "Britaini Top 100 Fetrepencun 2009," Menakment fovmel \{january 2009! it is pagest. Tader (lamary 200y ) 37 (8 precos). 4. Anunrmous, "My Favorise Masules James Dhym; Jamas Dyson 4. Anseymens, -My fayorite Mtneake: James Dysuic J Jamo Dreet on on hat 5,000 mosteps while inventing hia fampus vacuum deanes, Hes 5,000 Mtiacepe while inyemint His Famoui Vacoum CKante," Nenumed 157|23|in. Nowsent 197,23) 64. 5. A. Keard. "Life's Work+" Hamand Basiness Renien 1817i8] 10. J. Hanis, "Wtr Busines is Like ... Doubting Docurs," Mlamememer 7odey iOctoter 20094 20 i2 pugeri). 20111.13 11. lbial. CHAPTER - LEAHNING AND PERFOAMANCE MANAGEUENT 233