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Cas

se Map for
Noe, Ho
ollenbeck, Gerhart
G
& Wright:
W
Hum
man Resourc
ce Managem
ment
(Mc
cGraw Hill)
This map was prepared
d by an experienced editor at HBS Pub
blishing, not b y a teaching professor. Fa
aculty
at Harvard
e textbook orr selecting the
d Business School were no
ot involved in analyzing the
e cases and
articles.
Every cas
se map provid
des only a parrtial list of rele
evant items frrom HBS Pub
blishing. To e
explore
alternative
es, or for morre information
n on the cases
s listed below
w, visit: hbsp.h
harvard.edu
PART I: THE
T
HUMAN RESOURCE
E ENVIRONM
MENT
Chapter 1 Human Res
source
Managem
ment:
Gaining a Competitiv
ve
Advantag
ge and
Chapter 2 Strategic Human
H
Resource
e Manageme
ent
Abs
stract
Jet Blue Airways:
A
Startting from
JetBlue Airrways shows how an entre
epreneurial ve
enture can usse human
Scratch: Jody
J
Hoffer Gittell;
G
resource management,
m
specifically a values-cente
ered approacch to
Charles A.
A O'Reilly III
managing people, as a source of com
mpetitive advantage. The m
major
challenge faced
Product #:
# 801354
f
by Ann Rhoades is tto grow this p
people-centerred
Length: 20
0p
organizatio
on at a rapid rrate, while rettaining high standards for e
employee
Teaching Note: 801386
6
selection and
a a small co
ompany culture.
Learning Objective:
O
To
o consider the
e role of human resource
manageme
ent, leadershiip, and valuess in a start-up
p venture, and
d to address
the tension
n between a sstrong organizzational culture and rapid g
growth.
The Men's
s Wearhouse
e: Success in George Zim
mmer, CEO o
of the Men's W
Wearhouse, iss considering what has
a Declinin
ng Industry: Je
effrey Pfeffer made the firm
f
so successsful; what, iff anything, it sshould do diffferently to
Product #:
# HR5
continue to
o succeed; an
nd how to ma nage its grow
wth and culture as the firm
Length: 27
7p
expands in
n the very com
mpetitive men
n's tailored clo
othing markett. Retailing is
the largest industry in th
he United Sta
ates. Most reta
ailing firms ha
ave
traditionally
y been staffed
d with poorly paid, poorly ttrained, part-ttime help,
and often experience
e
tre
emendous turnover. Found
ded in 1973 in
n Houston,
the Men's Wearhouse
W
n
now has over 300 stores and is adding sstores at the
rate of 50 per
p year as it extends its g
geographic reach. This casse provides
information
n on the found
der's beliefs, the firm's fina
ancial perform
mance, the
company's
s managemen
nt practices, a
and detailed in
nformation on
n its various
training acttivities.
Subjects Covered:
C
Clo
othing; Corporrate culture; E
Employee training;
Manageme
ent philosoph y; Personnel policies; Reta
ailing; Work fforce
manageme
ent
Human Resources at the AES
AES develops and operrates electric power plants all over the w
world, and
Corp.: The
by late 199
e Case of the
e Missing
96, has appro
oximately 20,0
000 employee
es. But, the co
orporation
Departme
ent: Jeffrey Pffeffer
has no hum
man resource
es staff, eitherr at corporate
e headquarterrs in
Arlington, VA,
V or in any of its operatin
ng facilities. M
Moreover, the
e company
Product #:
# HR3
Length: 28
8p
has very litttle centralize d staff at all---little or no strrategic planning, no
environmental departme
ent, and almo
ost no legal sttaff. The quesstion is:
Could and should the co
ompany contiinue to operate in this sam
me way, with
alized staff, ass it continuess to expand an
nd geographically
little specia

United Pa
arcel Service (A): Jeffrey
A. Sonnen
nfeld; Mereditth Lazo
Product #:
# 488016
Length: 22
2p
Teaching Note: 488011
1

Southwes
st Airlines: Us
sing Human
Resource
es for Compettitive
Advantage (A): Charles
s A. O'Reilly
III; Jeffrey
y Pfeffer
Product #:
# HR1A
Length: 24
4p
Teaching Note: HR1T & PEL052
B case av
vailable

Chapter 3 The Legal


Environm
ment:
Equal Em
mployment Opportunity
O
and Safetty
Mitsubishi Motor Manu
ufacturing of
America: The Quest fo
or a Model
Workplace
e: Lynn Sharp
p Paine;
Dale O. Coxe
C
Product #:
# 398028
Length: 8p

Star Distributors, Inc. (A


A): David A.
Thomas; Deborah J. Evans
Product #:
# 493015
Length: 16
6p
B case av
vailable
Teaching Note: 496004
4

Ann Hopk
kins (A): Joseph L.
Badaracco Jr.; Ilyse Ba
arkan

diversify? Another
A
quesstion is: How h
had the organ
nization been able to be
so success
sful without de
eveloping and
d relying on sspecialized exxpertise?
Subjects Covered:
C
De legation of au
uthority; Electtric power; Hu
uman
resources managementt; Management philosophyy; Organizatio
onal
structure; Teams
T
United Parrcel Service (U
UPS) in 1987
7 faced seriou
us challenges to its longstanding po
olicies of on-tthe-job trainin
ng and promo
otion from with
hin.
Increased competition in
n its traditiona
al business of ground transport found
UPS laggin
ng in compute
erization and in need of tecchnical experrtise it could
not simply cull from with
hin its ranks. W
Whether, whe
en, and how tthe new
people werre to be hired
d and assimila
ated, and to w
what extent the UPS
culture and
d/or the new p
people would have to adap
pt, were the kkey
questions.
Subjects Covered:
C
Ca reers & caree
er planning; C
Corporate cultture;
Diversificattion; Employe
ee training; Human resourcces managem
ment;
Shipping
In 1994 bo
oth United Airllines and Con
ntinental Airlin
nes launched low-cost
airlines-witthin-an-airline
e to compete w
with Southwe
est Airlines. From 1991
until 1993 Southwest
S
ha
ad increased its market share of the crittical West
Coast market from 26%
% to 45%. Thiss case consid
ders how Soutthwest had
developed a sustainable
e competitive
e advantage a
and emphasizzes the role
of human resources
r
as a lever for the
e successful implementation of
strategy. Asks
A
whether competitors ccan successfu
ully imitate the Southwest
approach.
Subjects Covered:
C
Airllines; Corpora
ate strategy; Human resou
urces
manageme
ent; Organiza
ational behavior; Strategy implementatio
on

Abs
stract
Describes the sexual ha
arassment ca
ase brought ag
gainst Mitsub
bishi Motor
Manufacturing of Americca by nearly 3
300 female employees in A
April 1996.
Also prese
ents the recom
mmendations developed fo
or the compan
ny by former
U.S. Laborr Secretary Lyynn Marten. In
n response to
o the harassm
ment
controversy, Marten wa s asked to re
eview the plan
nt's policies an
nd to
formulate a plan for a "m
model workpla
ace."
Learning Objective:
O
To
o help studen
nts develop an
n understanding of the
causes and
d consequencces of sexuall harassment,, and to illustrrate an
approach to
t developing a harassmen
nt-free environment.
Depicts the
e conflict and organizational problems tthat emerged in a
n, and John
franchise operation
o
own
ned by Paul L
Logan, an Afriican American
Heyman, a white Americcan. Providess the opportunity to examin
ne the ways
in which ra
ace influencess managerial behavior and
d organization
nal
dynamics. Also raises isssues of orga
anizational performance, he
eadquartersfranchise relations
r
and cconflict resolu
ution.
Subjects Covered:
C
Disscrimination; D
Diversity; Franchising; Inte
erpersonal
behavior; Managerial
M
be
ehavior; Orga
anizational be
ehavior

Intended to
o help studen
nts understand
d the many barriers organiizations face
as their me
embers and th
heir managem
ment ranks grrow more dive
erse. As a

Product #:
# 391155
Length: 28
8p
Teaching Note: 392145
5
B case av
vailable

Workplace
e Safety at Allcoa (A): Kim
B. Clark; Joshua
J
D. Ma
argolis
Product #:
# 692042
Length: 22
2p
Teaching Note: 697128
8

Chapter 4 The Analys


sis and
Design of Work
Polycom, Inc.: Visualiz
zing Culture:
Clayton M.
M Christensen
n
Product #:
# 601073
Length: 16
6p

Novartis Pharma:
P
The Business
Unit Mode
el: Srikant M. Datar;
Carin-Isab
bel Knoop; Ca
ate Reavis
Product #:
# 101030
Length: 20
0p

The Medtek Corp.: Mic


chael L.
Tushman
Product #:
# 400024
Length: 8p

case on bu
usiness ethicss, it encourag
ges students tto discuss what "fairness"
and "divers
sity" mean wh
hen an organiization is also
o trying to create a sense
of teamwork and "fit." B ased upon th
he open court records of An
nn Hopkins
versus Pric
ce Waterhousse, a sexual d
discrimination
n and sexual sstereotyping
suit brough
ht by a woma n who was de
enied partnerrship at Price
Waterhous
se. (The courtt found in herr favor.) Includ
des lengthy exhibits
drawn directly from Pricce Waterhousse.
Subjects Covered:
C
Disscrimination; D
Diversity; Ethics; Legal asp
pects of
business; Women
W
Examines the challenge
e facing the m
managers of a large alumin
num
manufacturing plant in itts drive to imp
prove workpla
ace safety. Th
he CEO of
the company has made
e safety a top priority. The p
plant has mad
de good
progress in
n reducing the
e injury rate, b
but now confrronts the need to
accelerate its improvem
ment. Doing so
o requires the
e safety directtor to
consider progress to da
ate and analyzze the opportunities for imp
provement,
many of wh
hich involve ffundamental cchanges in be
ehavior at all levels of the
organizatio
on. Designed to introduce sstudents to th
he issues of ssafety in its
operating context.
c
Stude
ents have info
ormation available that allo
ows them to
analyze un
nderlying causses and identtify major opp
portunities for
improveme
ent. However,, the interactio
ons between safety and otther
dimensions
s of manufactturing perform
mance are evident in develloping and
implementing a plan forr improvemen
nt.
Subjects Covered:
C
Alu
uminum indusstry; Manufactturing strategy;
Occupation
nal safety; Op
perating syste
ems; Operatio
ons managem
ment;
Terminatio
ons

Abs
stract
Polycom is
s a rapidly gro
owing maker o
of video confe
erencing and
teleconfere
encing equipm
ment. Manage
ement is attem
mpting to use
e "natural
work group
ps" as an orga
anizing mech
hanism, and to
o build into the culture
implicit rule
es that will ca
ause desired b
behaviors to b
be self-policin
ng.
Learning Objective:
O
To
o explore organizational fo
orms that might robustly
handle con
ntinued growt h.
In June 2000, Novartis rreorganized its pharmaceu
utical businesss to form
global busiiness units in oncology, tra
ansplantation, ophthalmolo
ogy, and
mature pro
oducts. The re
emaining prod
ducts (primaryy care produccts) were
managed as
a before with
hin global functions (R&D, marketing, ettc.) The new
organizatio
on created a m
matrix structu
ure and new ro
oles for heads of
business fu
unctions, CEO
Os of new business units, and country m
managers.
Learning Objective:
O
To
o explore the reasons for N
Novartis's reo
organizing
into the new matrix struccture, the ten
nsions and challenges the new
structure creates, and th
he culture and
d accountabillity needed to
o make the
new structu
ure work.
The R&D division
d
at Me
edtek, a mediccal and labora
atory equipment
company, is struggling tto produce innovative new
w products. Jo
ohn
Torrence, recently
r
appo
ointed directorr of the divisio
on, must correct the lack
of innovatio
on or risk losiing the advan
ntage the com
mpany has ma
aintained
until now. The
T case focu
uses on organizational stru
ucture, work fflow, and
internal alig
gnment.
Subjects Covered:
C
Inn
novation; Lead
dership; Mana
agement of change;

Medical su
upplies; Organ
nizational stru
ucture
A new general managerr is supposed
d to rekindle g
growth. Seven
n months
uestions the a
abilities of hiss direct reports. An organizzational
later, he qu
psychologist is brought in to assess his people. The general m
manager now
has to decide who to ke
eep and how tto structure his direct repo
ort team.
Learning Objective:
O
To
o illustrate the
e issues a general manage
er faces
when asse
embling his di rect report tea
am.
Kenan Sy
ystems: Josep
ph L. Bower; Kenan Sah
hin has built a very successsful companyy using a uniq
que business
James B. Weber; Sonja E. Hout
model and a unique org
ganization and
d culture. Succcess has bro
ought
Product #:
important risks,
# 301101
r
but logiccal options su
uch as sale, p
partnering, or going public
Length: 15
5p
threatens the
t culture an
nd hence the business.
Learning Objective:
O
Usses a very po
owerful busine
ess problem tto motivate a
deep exam
mination of a ccounter-intuitiive organization and culturre.
Jack Stac
ck (A): Kirk O.. Hanson;
Describes Jack Stack's efforts to revvive a diesel e
engine remanufacturing
plant owne
David Bollier
ed by Internattional Harvestter. Stack eng
gineers a leve
eraged
Product #:
# 993009
buyout of the factory byy its managerss. He then implements a ra
adical
system for managing th e company, tthrough which
Length: 8p
h every emplo
oyee is
trained to read
Teaching Note: 993013
3
r
complete
e financial rep
ports of the co
ompany and given
weekly ope
erating data. IIn this way, th
hey can see in detail how tthe company
is progress
sing.
Learning Objective:
O
M
May be used in
n Human Ressources, Orga
anizational
Behavior, Strategic
S
Man
nagement, an
nd Entreprene
eurship courses to help
students ex
xplore: 1) wo rker empowe
erment and related human resources
issues; 2) the
t impact of the disclosurre of companyy data on corporate
strategy; 3) how an entrrepreneur eng
gineers a leve
eraged buyou
ut; and 4) the
role of worrker empowerrment in entre
epreneurship.
MacTemp
ps: Building Commitment
C
MacTemps
s provides tem
mporary workkers skilled in computer gra
aphics and
in the Inte
erim Workforc
ce: Jeffrey L. database management.
m
. Unlike manyy temporary a
agencies that treat temps
Bradach Nicole
N
Sackle
ey
as a comm
modity, MacTe
emps has atte
empted to buiild relationships with
Product #:
# 497005
temps thro
ough offering b
benefits and ttraining. This case explore
es the pros
ng data on th
Length: 20
0p
and cons of
o this strategyy by presentin
he underlying economics
Teaching Note: 497065
5
of the arran
ngement and the characte
eristics of the temp force.
Learning Objective:
O
To
o discuss the economics o
of contingent w
work
arrangeme
ents, strategie
es for building
g relationshipss with workers/temps,
strategies for
f staffing firrms in highly ccompetitive e
environments,, and the
changing social
s
contracct between pe
eople and organizations.
PART II: ACQUISITIO
A
N AND PREP
PARATION OF
O HUMAN R
RESOURCES
S
Chapter 5 Human Res
source
Planning and Recruittment
Abs
stract
Dreyer's Grand
G
Ice Cre
eam (A):
In June 1998, the senio
or management team at Drreyer's Grand Ice Cream
Glenn R. Carrol;l Jennifer Chatman faced a number of intern
nal and exterrnal difficultiess that were so
ome of the
most challe
Victoria Chang
C
enging proble
ems the comp
pany ever faced. Problemss included
Product #:
# OB35A
profitability
y issues, reco
ord-high butterfat prices, ag
ggressive disccounting by
Length: 25
5p
competitorrs, higher marrgin better-forr-you segmen
nt collapse, se
everance of
Ben & Jerrry's distributio
on contract, an
nd management health isssues. Given
a mandato
ory and necesssary financial restructuring
g of the comp
pany, the
senior man
nagement tea
am faced som
me tough emp
ployee issues and needed
to make ve
ery significantt decisions to overcome their difficult tim
mes.
Learning Objective:
O
To
o teach stude
ents how to m
manage a difficcult
organizatio
onal politics isssue.
Specialty Medical Chemicals:
G Hamermesh; Lucinda
Richard G.
Doran
Product #:
# 399094
Length: 23
3p

Recruiting
g at Bowles Hollowell
H
Conner & Co.: Herminiia Ibarra;
John P. Kotter;
K
John J.. Gabarro;
Andrew Burtis
B
Product #:
# 494071
Length: 27
7p

Pathways
s to Independe
ence:
Welfare-to
o-Work at Ma
arriott
International: Rosabeth
h Moss
Kanter; Ellen Pruyne
# 399067
Product #:
Length: 20
0p

Bitstream: Michael J. Roberts


R
Product #:
# 393055
Length: 15
5p
Teaching Note: 898255
5

Chapter 6 Selection and


a
Placemen
nt
Note on th
he Hiring and Selection
Process: Michael J. Ro
oberts
# 393093
Product #:
Length: 14
4p
AvantGo: Alan MacCormack; Kerry
Herman
# 601095
Product #:
Length: 19
9p

DigitalThink: Building a Sales


Force: Mic
chael J. Robe
erts; Joseph
B. Lassite
er III; Christina
a Darwall

Examines the recruiting


g process of B
Bowles Hollow
well Conner & Co. (BHC),
ment banking ffirm known fo
or its work with middle marrket
an investm
companies
s. Specificallyy, presents a p
profile of the ffirm and its re
ecruiting
process an
nd then exam ines that proccess through the firm's reccruiting
efforts at Harvard
H
Busin
ness School (HBS). Include
es the resume
es of 17
second-yea
ar HBS stude
ents who soug
ght interviewss for an assocciate position
with BHC and
a raises the
e issue of how
w interview se
elections were
e made from
those resumes.
C
Hu man resource
es manageme
ent; Personne
el selection;
Subjects Covered:
Recruitmen
nt
In 1991 Ma
arriott Interna tional establisshed a progra
am called Patthways to
Independe
ence to recruitt and train people from the
e welfare rollss. The
program grraduated ove r 1,000 people in eight yea
ars and retain
ned about
20% more of its particip
pants than reg
gular hires. No
ow the progra
am director
wished to double
d
the pro
rogram size. T
The questionss: Was this fe
easible with a
decreasing
g supply of em
mployable we
elfare recipien
nts? Could the
e quality
control required at Marrriott be mainta
ained with succh a large and rapid
expansion?
?
Subjects Covered:
C
Co ntrol systemss; Employee ttraining; Innovvation;
Leadership
p; Recruitmen
nt; Service ma
anagement; S
Social change
e; Social
enterprise; Work force m
management
Focuses on the new CE
EO of a growin
ng software ffirm, the culture he's tried
to create, and
a the need to hire a man
nager to spea
arhead a new product
division. Includes detailss on how the search was cconducted an
nd presents
resumes of four candida
ates who are being considered for the p
position.
Designed to
t allow stude
ents to think through the re
ecruitment, se
election, and
interview process.
p
Subjects Covered:
C
Perrsonnel selecction; Recruitm
ment; Softwarre

Abs
stract
Describes a model for th
hinking aboutt the hiring an
nd selection p
process.
Subjects Covered:
C
Enttrepreneurial managementt; Growth management;
Personnel managementt; Personnel sselection; Recruitment
Richard Ow
wen, CEO of AvantGo, is p
preparing for a meeting in which he
will set the human resou
urce policy fo
or the firm goin
ng forward. Itt has been
three montths since the company's IP
PO, and given
n the tremend
dous cramp
in hiring ov
ver the six mo
onths prior to the IPO, he kknows that thiis meeting
will set the expectationss for the manyy annual evaluations that w
will follow.
Uppermostt in his mind iis the decision
n over whether to impleme
ent a
"forced-currve" grading sscheme, and the implicatio
ons of this deccision on
staff perceptions and no
otification.
Learning Objective:
O
To
o illustrate the
e challenges of a rapidly growing new
technology
y venture, spe
ecifically with regard to the
e hiring, retenttion, and
firing of new employeess. Also examin
nes the proce
ess of building
g a senior
ent team, incl uding the deccision of when
n to replace a CEO, how
manageme
to do it, and with whom..
Describes the broad sett of issues facced by a youn
ng company in the
Internet-ba
ased training b
business as tthey begin to sell their prod
duct to
corporate customers.
c
Isssues include: profile of atttractive candid
dates,

Product #:
# 898193
Length: 32
2p

compensattion, definition
n of territory, definition of q
quotas, and ro
ole of
regional management.
Learning Objective:
O
To
o explore the detailed deciisions and
implementa
ation steps re
equired to buiild a sales forrce.

Chapter 7 Training
The Ritz-C
Carlton Hotel Company:
Sandra Sucher; Stacy McManus
Product #:
# 601163
Length: 31p
3
Teaching Note: 602113

Abs
stract
In just seve
en days, The Ritz-Carlton transforms ne
ewly hired em
mployees
into "Ladies and Gentle men Serving Ladies and G
Gentlemen." T
The case
details a ne
ew hotel laun
nch, focusing on the unique
e blend of lea
adership,
quality proc
cesses, and vvalues of selff-respect and dignity, to cre
eate awardwinning se
ervice.
Learning Objective:
O
Alllows studentts to examine innovation an
nd
improveme
ent in a servicce industry. R
Raises questio
ons of when a
and how to
innovate in
n a successfu l service operrating system
m and the challenges of
innovation for a brand b
built on custom
mer experiencce. Teaching points
include the
e role of leade
ership and values in creatin
ng a culture o
of service
and the ne
eed to manage
e the tension between stan
ndardized quality
procedures
s and the culttivation of em
mpowered emp
ployees who can
customize each interacttion to meet th
he needs of ttheir custome
ers.
One of the nation's fore most mini-mills' core comp
petence is the
e rapid
realization of technologyy into productts. This case describes the
e
developme
ent of a highlyy innovative ccasting technique and featu
ures the role
of the company's culture
e in achieving
g its goals. Th
he company e
exemplifies a
learning orrganization.
Subjects Covered:
C
Co rporate culturre; Innovation
n; Product devvelopment;
Production
n planning; Re
esearch & devvelopment; S
Steel; Technollogy
SUPERVA
ALU examiness the creation
n and impleme
entation of a ttraining
program fo
or attracting a nd retaining ccollege gradu
uates for the n
nation's
largest who
olesale food d
distribution co
ompany. It ad
ddresses: 1) p
program
design and
d 2) the mana
agement of the design effort and progra
am
implementa
ation. The ca se is approprriate for coursses in organizzational
behavior, human
h
resourrces management, and ge
eneral manage
ement.
Learning Objective:
O
To
o learn how to
o manage the
e creation, inttroduction,
and perpettuation of a co
omplex trainin
ng program in
n a large, dyn
namic
business organization
o
w
with a strong cculture.
In the late 1970s, Motorrola CEO Bob
b Galvin knew
w that the elecctronics
industry wa
as growing in creasingly co
ompetitive. Th
hough Motoro
ola was
faring well in the battle, technology w
was sprinting ahead. In facct, most
technical knowledge
k
wa
as obsolete w
within a five-ye
ear time frame
e. In an
attempt to embrace the change, Galvvin proposed to his board of directors
an extraord
dinary commiitment to the ttraining of Mo
otorola's entirre workforce-from exec
cutives to sho p floor emplo
oyees. He wass met with strrong
resistance,, however, du
ue to the time and financial resources su
uch training
would requ
uire. Galvin w
was faced with
h a dilemma: iif he accepted
d the board's
counsel, th
he company m
might fall behiind as the vellocity of techn
nological
change inc
creased; if he pushed for th
he investmen
nt in training, h
he might
jeopardize short-term pe
erformance a
and competitivve position.
Learning Objective:
O
Alllows studentts to think stra
ategically abo
out the
struggle off maintaining a competitive
e edge in a fasst-changing in
ndustry and
to discuss the real-life b
benefits that ccan result from
m investing in
n employees.
Bill Strickla
and, executive
e director of b
both Bidwell T
Training Center and

Chaparral Steel: Rapid


d Product
and Proce
ess Developm
ment:
Dorothy Leonard-Barto
L
on; Gil
Preuss
Product #:
# 692018
Length: 17
7p
Teaching Note: 692047
7
SUPERVA
ALU, Inc.: Pro
ofessional
Developm
ment Program: Francis J.
Aguilar
Product #:
# 900019
Length: 21p
Teaching Note: 900020
0

Motorola (A): Kathleen Meyer; Matt


W
Kelemen; Stephanie Weiss
# 996051
Product #:
Length: 4p
Teaching Note: 996053
3
Suppleme
ents available
e

Bidwell Trraining Center, Inc. and

Manchestter Craftsmen
n's Guild:
Preparatio
on in Pittsburg
gh: James L.
Heskett; Roger
R
Hallowell
Product #:
# 693087
Length: 22
2p

Mancheste
er Craftsmen'ss Guild, has b
built a highly ssuccessful tra
aining
organizatio
on to enable u
underprivilege
ed minorities in Pittsburgh to escape
the cycle of
o poverty. Hiss success hass led to questtions of expan
nsion, focus,
and core competencies .
Learning Objective:
O
Sttrong vehicle for a discusssion of the role
e training
can play in
n organization
ns and the attitudes toward
d training nece
essary to
maximize its effectivene
ess.
Sealed Air Taiwan (A): Lynn Sharp The genera
al manager fo
or U.S.-based
d Sealed Air C
Corp.'s Taiwa
an subsidiary
must decid
de whether he
e's hired the rright person to
o bridge the g
gap between
obert J. Crawfford
Paine; Ro
Product #:
# 399058
Sealed Air''s corporate cculture and Ta
aiwan's busin
ness culture. T
This case
details Bob
b Kayser's exxperiences in ttrying to infusse the Sealed
d Air culture
Length: 21p
into the Ta
aiwan operatio
on, including a
approaches tto training, co
ompensation,
B case av
vailable
and motiva
ation.
Learning Objective:
O
To
o help studen
nts understand
d important a
aspects of
Chinese cu
ulture in Taiw
wan and to exp
plore approacches to bridging gaps
between differing culture
es.
Managing
g Conflict in a Diverse
Consists of several vign
nettes and disscussion points around issues of
conflict in the
Workplace
e: Mary Gentile; Sara B.
t workplace
e. Issues pressented are diffferences of ra
ace, gender,
Gant
nationality,, culture, relig
gion; access tto power, train
ning, advance
ement;
tolerance of
o style of ma nagement, la
anguage, polittics; implicatio
ons of
Product #:
# 395090
involvemen
nt in these isssues.
Length: 25
5p
Teaching Note: 396008
8
Subjects Covered:
C
Co nflict; Cross ccultural relatio
ons; Grievancces; Group
behavior; Job
J satisfactio
on; Work forcce manageme
ent
PART III: ASSESSMENT AND DEV
VELOPMENT
T OF HR
Chapter 8 Performanc
ce
Managem
ment
Building th
he Culture at Agilent
Technolog
gies: Back to the Future:
Charles A.
A O'Reilly III; Grace Yokoi
Product #:
# HR20
Length: 31p

Great Wa
all Golf & Country Club:
Paul W. Beamish;
B
Don
nna Everatt
Product #:
# 900M03
Length: 15
5p
Teaching Note: 800M0
03

Abs
stract
ewlett-Packa rd (HP) split i nto two comp
panies. The isssue facing
In 1999, He
human res
sources (HR) had to do witth creating loyyalty and enth
husiasm for
a new com
mpany (Agilen t) whose rootts lay in an esstablished insstitution with
an extreme
ely loyal workkforce who ide
entified with th
he HP brand.. How could
they create
e a new culturre of more foccus and acco
ountability with
h the same
people? De
eveloping an organizationa
al culture thatt supported b
business
performanc
ce and accou
untability was the foremostt HR task. Thiis case
provides de
etailed backg
ground on the
e company's kkey initiatives and projects
to transform
m HR organizzation and culture in the ne
ew company. The HR
transforma
ation marked a change from
m an egalitariian, safe cultu
ure to a
performanc
ce culture cha
aracterized byy a strong me
eritocracy and
d a resultsbased rewa
ards program
m. In 2001, the
e company fa
aced increasin
ng financial
challenges
s that would te
est the newly developing cculture. How ccould top
manageme
ent continue b
building the A
Agilent culture
e--especially in the face of
layoffs and
d restructuring
g?
Subjects Covered:
C
Co rporate culturre; Corporate reorganizatio
on;
Electronics
s; Employee m
morale; Huma
an resources management;
Organizatio
onal behaviorr; Performancce measurem
ment
The newly hired directo r of human re
esources for a large golf an
nd country
club near Beijing,
B
China
a has just pressented her hu
uman resourcces plan to
the company founder. A
At issue is whether this plan--in terms off recruiting,
training and developme
ent, rewards, a
and benefits---is directionallly correct
and implem
mentable.
Subjects Covered:
C
Ch ina; Human rresources management; M
Management

The Firmw
wide 360-degree
Performan
nce Evaluatio
on Process
at Morgan
n Stanley: M. Diane
Burton
Product #:
# 498053
Length: 16
6p
Teaching Note: 400078
8 & 400101
Verizon Communicatio
C
ons, Inc.:
Implemen
nting a Human
n Resources
Balanced Scorecard: Srikant
S
M.
arc J. Epstein; Jeremy
Datar; Ma
Cott
# 101102
Product #:
Length: 23
3p

AvantGo: Alan MacCormack ;


Kerry Herrman
Product #:
# 601095
Length: 19
9p

Jensen Shoes: Jane Kravitz's


K
Story: Mary Gentile; Pa
amela J.
Maus
# 395120
Product #:
Length: 7p
Teaching Note: 396017
7

Jensen Shoes: Lyndon


n Twitchell's
Story: Mary Gentile Pa
amela J.
Maus
Product #:
# 395121
Length: 8p
Teaching Note: 396017
7

training; Pe
erformance a ppraisal; Worrk force mana
agement
Describes Morgan Stan
nley's firmwide
e, 360-degree
e performance
e evaluation
E
form
ms are included as exhibitss.
process. Evaluation
Learning Objective:
O
To
o introduce sttudents to a 3
360-degree pe
erformance
evaluation process.

In early 2000, Verizon C


Communicatio
ons implemen
nted a Human
n Resources
Balanced Scorecard
S
to evaluate the effectivenesss of and payoffs from
human res
source manag
gement. This case describe
es the benefitts of the
enges of mea
scorecard and the challe
asurement an
nd implementa
ation.
Learning Objective:
O
To
o help studen
nts understand
d: 1) how to implement a
Balanced Scorecard,
S
2)) how to meassure and imprrove the effecctiveness of
support fun
nctions, and 3
3) how to link nonfinancial measures to financial
measures of support fun
nctions when financial ben
nefits are difficcult to
quantify.
Richard Ow
wen, CEO of AvantGo, is p
preparing for a meeting in which he
will set the human resou
urce policy fo
or the firm goin
ng forward. Itt has been
three montths since the company's IP
PO, and given
n the tremend
dous cramp
in hiring ov
ver the six mo
onths prior to the IPO, he kknows that thiis meeting
will set the expectationss for the manyy annual evaluations that w
will follow.
Uppermostt in his mind iis the decision
n over whether to impleme
ent a
"forced-currve" grading sscheme, and the implicatio
ons of this deccision on
staff perceptions and no
otification.
Learning Objective:
O
To
o illustrate the
e challenges of a rapidly growing new
technology
y venture, spe
ecifically with regard to the
e hiring, retenttion, and
firing of new employeess. Also examin
nes the proce
ess of building
g a senior
manageme
ent team, incl uding the deccision of when
n to replace a CEO, how
to do it, and with whom..
Details the
e experiencess of Jane Kravvitz (Caucasia
an female), sttrategic
product ma
anager, and L
Lyndon Twitch
hell (African A
American malle), a
member off her staff at JJensen Shoess, a successfu
ul producer a
and marketer
of casual, athletic,
a
and cchildren's foo
otwear. They a
are assigned to new
positions and
a to each otther at the sta
art of the storyy. Presents th
heir very
different po
oints of view o
on their first ccouple of mon
nths working ttogether.
Learning Objective:
O
Ra
aises how ste
ereotypes and
d self-fulfilling
g prophesies
influence performance
p
ffeedback. Can be taught in
n a variety of ways: with
all students
s receiving bo
oth cases; ha
alf receiving one and half re
eceiving the
other; or a third of the c lass receiving
g both, one th
hird receiving one, and
one third re
eceiving the o
other (as is ap
ppropriate). S
Should be use
ed with
Jensen Shoes: Lyndon Twitchell's Sttory (see belo
ow).
Details the experiences of Jane Kraviitz (Caucasian
n female), stra
ategic
product ma
anager, and L
Lyndon Twitch
hell (African Am
merican male
e), a member
of her staff at Jensen Sh
hoes, a succe
essful produce
er and markete
er of casual,
athletic, and children's fo
ootwear. Theyy are assigned
d to new posittions and to
points of
each other at the start off the story. Prresents their vvery different p
view on the
eir first couple
e of months wo
orking togethe
er.
Learning Objective:
O
Ra
aises how stereotypes and self-fulfilling p
prophesies
influence performance
p
fe
eedback. Can
n be taught in a variety of w
ways: with all
students re
eceiving both ccases; half re
eceiving one a
and half receivving the

other; or a third of the cla


ass receiving both, one thirrd receiving one, and one
ving the other (as is approp
priate). Should
d be used with
h Jensen
third receiv
Shoes: Jan
ne Kravitz's Sttory (see abovve).
Chapter 9 Employee
Developm
ment
Lockheed
d Martin: The Employer of
Choice Mission: Clayto
on M.
Christensen; Michael Overdorf
O
Product #:
# 300032
Length: 23
3p

Specialty Medical Chemicals:


Richard G.
G Hamermesh; Lucinda
Doran
Product #:
# 399094
Length: 23
3p

The Firmw
wide 360-degree
Performan
nce Evaluatio
on Process
at Morgan
n Stanley: M. Diane
Burton
Product #:
# 498053
Length: 16
6p
Teaching Note: 400078
8 & 400101
Yvette Hy
yater-Adams and
a Terry
Larsen at CoreState Fiinancial
Corp.: Da
avid A. Thoma
as; Emily D.
Heaphy; Nancie
N
Zane
Product #:
# 401023
Length: 15
5p

Beyond th
he Myth of the
e Perfect
Mentor: Building
B
a Netw
work of
Developm
mental Relatio
onships
(HBS bac
ckground note
e): Linda A.
Hill; Nanc
cy Kamprath
Product #:
# 491096
Length: 17
7p

Abs
stract
A Lockhee
ed Martin man
nager is faced
d with the deccision of wherre to focus
the organiz
zation's resou
urces in orderr to develop a world-class e
employee
developme
ent system. T he manager'ss recommend
dation will servve as the
basis for th
he company'ss goal of beco
oming an Emp
ployer of Choice in the
minds of its
s current and prospective employees. C
Compounding
g the
difficulty off his decision is the pressu
ure from the ccurrent financiial,
operationa
al, and cultura
al challenges ffacing the business. With tthe defense
industry be
ecoming more
e cost competitive and con
ntracts being a
awarded to
non-traditio
onal defense industry supp
pliers, Lockhe
eed Martin is ffaced with a
need to red
duce its cost sstructure while developing
g employee ta
alent and
future leaders who can adapt quicklyy to change and effectivelyy lead in this
new enviro
onment.
Subjects Covered:
C
Deffense industrry; Employee developmentt;
Manageme
ent developm
ment; Organiza
ational develo
opment
A new general managerr is supposed
d to rekindle g
growth. Seven
n months
later, he qu
uestions the a
abilities of hiss direct reports. An organizzational
psychologist is brought in to assess his people. The general m
manager now
has to decide who to ke
eep and how tto structure his direct repo
ort team.
Learning Objective:
O
To
o illustrate the
e issues a general manage
er faces
am.
when asse
embling his di rect report tea
Describes Morgan Stan
nley's firmwide
e, 360-degree
e performance
e evaluation
process. Evaluation
E
form
ms are included as exhibitss.
Learning Objective:
O
To
o introduce sttudents to a 3
360-degree pe
erformance
evaluation process.

Yvette Hya
ater-Adams, ssenior VP of C
CoreStates Bank, and CEO
O Terry
Larsen reflect on their fiive-year menttor-protege re
elationship. They
describe ho
ow building a relationship across both rrace and gend
der was
challenging
g and ultimate
ely highly rew
warding. Theirr relationship develops in
the contextt of a major cculture change
e that Hyater--Adams and L
Larsen were
leading the
e organization
n through. This case discusses how the
eir
relationship
p impacted th
he organizatio
on and the change processs.
Learning Objective:
O
Alllows studentts to develop a deep appre
eciation for
the initiatio
on and develo
opment of mentoring relatio
onships. Also
o explores
ace and cross-gender worrk relationship
the dynamics of cross-ra
ps.
Instead of embarking on
n an odysseyy for the perfect mentor, ind
dividuals
gy of building a network of developmenttal
should purrsue a strateg
relationship
ps. In this notte, we explore
e the processs by which succh a network
can be esta
ablished and cultivated: 1)) What functio
ons can developmental
relationship
ps serve? 2) How are thesse relationship
ps formed and
maintained
d? 3) With wh
hom in an orga
anization can
n an individua
al establish
such relatio
onships? and
d 4) What are some of the special challe
enges those

Craig Parrks (A): David A. Thomas;


Lisa Chad
dderdon
Product #:
# 497013
Length: 12
2p
Teaching Note: 498062
2

Managing
g Your Careerr
(HBS bac
ckground note
e): Linda A.
Hill
Product #:
# 494082
Length: 14
4p

Tom Bird & Ken Saxon


n: H. Irving
Grousbec
ck ; Nick J. Ma
ansour III
Product #:
# E39
Length: 22
2p
Teaching Note: E39T

Chapter 10
1 Employee
e Separation
and Retention
Mike Mille
er (A): Vijay V.
V Sathe; C.
Paul Dred
dge
Product #:
# 482061
Length: 23
3p
B case av
vailable

Store24 (A
A): Managing
g Employee
Retention: Frances X. Frei; Dennis
Campbell
# 602096
Product #:
Length: 5p
Teaching Note: 606107
7
B case av
vailable

in the mino
ority face in bu
uilding these relationships? In summaryy, we offer
guidelines for building a constellation
n of developm
mental relation
nships.
Subjects Covered:
C
Ca reers & caree
er planning; C
Cross cultural relations;
Human res
sources mana
agement; Inte
erpersonal relations; Mento
ors; Power &
influence; Women
W
Craig Park
ks is a 1992 H
HBS graduate
e who, withoutt much delibe
eration,
returns to work
w
for his fo
ormer employyer, Taylor Bu
urton on Wall Street. The
choice prov
ves to be a po
oor fit for Cra
aig. The case documents h
his decisionmaking pro
ocess, person
nal history, an
nd the dilemm
ma he confron
nts once he
realizes retturning to Tayylor Burton w
was the wrong decision.
emonstrates the importancce of a thorou
Learning Objective:
O
De
ugh selfecisions. Writtten to teach issues of adu
assessmen
nt in career de
ult
developme
ent and caree
er management.
Designed to
t serve as ba
ackground reading for the "Managing Y
Your Career"
module of the second-yyear MBA elecctive Power a
and Influence.. Describes
the way in which manag
gers learn and
d develop through on-the-jjob
experience
e. Outlines a m
model for launching a "succcess syndrom
me" by
building po
ower and influ
uence over the
e course of one's career. A
Also
identifies some
s
of the sp
pecial challen
nges of: 1) ma
anaging one'ss early
career, 2) developing
d
po
ower as a min
nority in the o
organization a
and the
"glass ceiling" phenome
enon, and 3) d
developing etthical judgment. Focusing
special atte
ention on the importance o
of self-assesssment and intrrospection in
building a successful
s
ca
areer, the note
e concludes w
with a list of q
questions
individuals should ask th
hemselves pe
eriodically to ttake stock of their career
and person
nal developm ent.
Subjects Covered:
C
Ca reers & caree
er planning; In
nterpersonal rrelations;
Manageme
ent developm
ment; Managerial skills; Org
ganizational b
behavior;
Power & in
nfluence
Tom Bird and
a Ken Saxo
on are two young MBAs wh
ho buy a com
mpany after
graduation. The case ch
hronicles their efforts as th
hey grow the ccompany
from $600,,000 in sales to $5 million. At the end off the case the
e two are
confronted with the issu
ue of hiring su
uccession management.
Subjects Covered:
C
Enttrepreneurshiip; Mergers; R
Retirement; S
Succession
planning; Valuation
V

Abs
stract
Mike Millerr, Harvard MB
BA '78, resign
ned his first jo
ob out of HBS within six
months because he bel ieved his perssonal values and learning objectives
could not be
b accommod
dated. Studen
nts may discu
uss the proble
ems of
anticipating
g corporate c ulture, learnin
ng the ropes, surviving enttry into the
organizatio
on, and gettin g things done
e.
Subjects Covered:
C
Co rporate culturre; Executivess; Interdeparttmental
relations; Job
J satisfactio
on; Personal sstrategy & styyle; Values
Provides a retailing con text in which employee rettention strategies are
explored th
hrough analyzzing detailed store-level da
ata.
Learning Objective:
O
To
o introduce sttudents to datta analysis, in
ncluding
sampling and
a estimation
n, hypothesiss testing, and regression.

m Media, Inc. and John


Millennium
Voorenbe
erg: David A. Thomas
T
Product #:
# 400032
Length: 10
0p

Millennium
m Media's CEO
O reviews the
e company divversity report and
considers the
t challenge
es of maintain
ning a diverse
e workforce in light of the
news that three
t
individu
uals, two of wh
hom are peop
ple of color, a
are leaving
for opportu
unities with a ccompetitor.
Learning Objective:
O
To
o assist mana
agers/studentts in understa
anding the
link betwee
en supervisorr behavior, divversity, and e
employee rete
ention.
PART IV: COMPENSA
ATION OF HU
UMAN RESO
OURCES
Chapter 11
1 Pay Struc
cture
Decisions
s and
Chapter 12
1 Recognizing
Employee
e Contributio
ons with
Pay
Abs
stract
Belmont Industries, Inc
c. (A):
A new general managerr has to propo
ose a salary sstructure for the top 20
managers. His task is co
omplicated ass he learns about past perrformance,
Joseph L.. Bower
ambitions, interpersona l relations, an
nd market con
nditions.
Product #:
# 301016
Learning Objective:
Length: 3p
O
To
o introduce co
ompensation issues from a general
manageme
ent perspectivve as oppose
ed to a functio
onal human re
esources
Teaching Note: 398180
0
perspective
e. A rewritten
n version of an
n earlier case
e.
Doyle's Dealmaking Dilemma:
MBA stude
ent Doyle Willliams searche
es for his idea
al job in a privvate equity
Negotiatin
ng the Job Se
earch: James group and uses his neg otiation skills to try to attaiin the best po
ossible
compensattion package..
K. Sebeniius
Learning Objective:
O
Asssisting MBA
As to understa
and and mana
age the job
Product #:
# 800124
Length: 12
2p
selection and
a salary neg
gotiation proccess.
Nordstrom
m: Dissension
n in the
In 1989, the performancce measurem
ment systems and compenssation
policies of Nordstrom D epartment Sttores unexpecctedly came u
Ranks? (A
A): Robert L. Simons;
under attack
by employe
Hilary A. Weston
W
ees, unions, a
and government regulatorss. The case d
describes the
"sales-per--hour" monito
oring and com
mpensation syystem that ma
any believed
Product #:
# 191002
to be instru
umental in No
ordstrom's phe
enomenal success. Illustra
ates how
Length: 24
4p
Teaching Note: 192026
6
rapid comp
pany growth, decentralized
d managemen
nt, and unrele
enting
pressure to
o perform can
n distort perfo
ormance measurement sysstems and
B case av
vailable
lead to und
desirable conssequences.
Subjects Covered:
C
Co ntrol systemss; Employee ccompensation
n; Goal
setting; Mo
otivation; Perfformance mea
asurement; R
Retailing
Au Bon Pain: The Fren
nch Bakery
In recent years, Au Bon
n Pain (ABP), a chain of sa
andwich cafess, confronted
ager
e problems endemic to the
e fast food ind
dustry: a
Cafe, the Partner/Mana
a set of human resource
Program: W. Earl Sass
labor shorttage, an inade
ser Jr.; Lucy
equately train
ned managem
ment staff, and
d high
turnover). To
T deal with tthe resulting ""cycle of failure" while incrreasing
N. Lytle
individual initiative and p
performance at the unit levvel, ABP deviised a new
# 687063
Product #:
compensattion-incentive
e system for itts store mana
agers--the
Length: 24
4p
Partner/Ma
anager Progra
am. Under this program, store managerrs would be
Teaching Note: 692090
0
paid a stan
ndard base sa
alary plus a s hare of the in
ncremental pro
ofits. The
case asks students to e
evaluate the p
program by co
omparing it to
o ABP's
existing co
ompensation ssystem, deterrmining the diifferent ways in which
managers from two storres operating under an exp
perimental run
n of the
program ac
chieved their results. Students are also asked to con
nsider the
strategic im
mplications off implementing the program
m in all of the company's
stores.
Subjects Covered:
C
Exe
ecutive comp
pensation; Fasst food industtry; Human
resources managementt; Middle man
nagement; Re
estaurants; Se
ervices
Note on Employee
E
Sto
ock
Provides a brief overvie
ew of employe
ee stock owne
ership plans ((ESOPs)

Ownership Plans (ESO


OPs) and
Phantom Stock Plans: Dwight B.
dra A. Reinbergs
Crane Ind
Product #:
# 201034
Length: 8p

Yahoo!'s Stock-Based
S
Compens
sation: Paul M.
M Healy;
Jacob Cohen
Product #:
# 101059
Length: 8p

Verizon Communicatio
C
ons, Inc.:
Implemen
nting a Human
n Resources
Balanced Scorecard: Srikant
S
M.
Datar; Ma
arc J. Epstein; Jeremy
Cott
Product #:
# 101102
Length: 23
3p

Mary Kay Cosmetics, Inc.: Sales


Force Ince
entives (A): Robert
R
L.
Simons Hilary
H
A. Weston
Product #:
# 190103
Length: 16
6p
Teaching Note: 191198
8
B case av
vailable

Chapter 13
1 Employee
e Benefits
Lotus Dev
velopment Co
orp.: Spousal
Equivalen
nts (A): Mary Gentile;
G
Sara B. Gant
G
Product #:
# 394197
Length: 18
8p
Teaching Note: 396020
0

and phanto
om stock plan
ns for owners of closely he
eld companiess. ESOPs
can be use
ed as a tool off corporate fin
nancing, and can provide e
employees
with ownerrship interestss. Phantom sttock plans ca
an reward exe
ecutives for
value creattion without g
giving up ownership. Coverrs typical com
mpany
motives forr establishing
g such plans, regulation, ta
ax advantagess,
administrattive costs, isssues of corporate governan
nce, and paym
ment of plan
benefit. Inc
cludes a two-p
page bibliogra
aphy with refe
erences to further
sources of legal and taxx information.
C
Em
mployee beneffits; ESOP; E
Executive com
mpensation;
Subjects Covered:
Financing; Securities; S
Small business; Succession
n planning
Amy Maislo
os, an investo
or in Internet and technolo
ogy companie
es, was
excited to read
r
that Yah
hoo! had repo
orted a positivve net income
e for 1998
operations. During the la
ate 1990s, sttock prices of Internet companies had
risen rapidly even thoug
gh most comp
panies were rreporting losses. Amy
believed th
hat investors a
and Wall Stre
eet analysts w
would soon exxpect profits
from tech companies.
c
W
When she reviewed the ann
nual report sh
he noticed a
compensattion footnote that reported that if Yahoo
o! had booked
d an
expense fo
or stock option
ns, the compa
any would ha
ave had a losss for 1998
operations.
Learning Objective:
O
To
o discuss the accounting treatments of stock
options, the
e controversyy surrounding
g the topic, an
nd to understa
and financial
footnote disclosure.
In early 2000, Verizon C
Communicatio
ons implemen
nted a Human
n Resources
Balanced Scorecard
S
to evaluate the effectivenesss of and payoffs from
human res
source manag
gement. This case describe
es the benefitts of the
enges of mea
scorecard and the challe
asurement an
nd implementa
ation.
Learning Objective:
O
To
o help studen
nts understand
d: 1) how to implement a
Balanced Scorecard,
S
2)) how to meassure and imprrove the effecctiveness of
support fun
nctions, and 3
3) how to link nonfinancial measures to financial
measures of support fun
nctions when financial ben
nefits are difficcult to
quantify.
Describes the incentive system by w
which Mary Ka
ay Cosmetics motivates
the sales fo
orce of 200,0 00 independe
ent agents wh
ho comprise tthe firm's
only distrib
bution channe
el. Illustrates tthe powerful e
effect on sales-force
behavior th
hat results wh
hen creative tyypes of emplo
oyee recognittion are
combined with
w financial incentives. F
Focuses on th
he challengess that
managers face when th ey try to redu
uce program ccosts by modifying the
VIP automobile program
m that awardss the use of pink Cadillacs and other
cars to suc
ccessful saless agents. A de
etailed description of the p
parameters
and formulas that drive the recognitio
on and reward programs iss provided.
Subjects Covered:
C
Co ntrol systemss; Cosmetics; Goal setting;; Incentives;
Motivation;; Sales compe
ensation; Salles managem
ment

Abs
stract
A group of Lotus employyees propose
e extending all health care and other
benefits to the spousal e
equivalents o
of lesbian and
d gay employe
ees. The
vice presid
dent of human
n resources cconsiders the proposal duriing a
reorganiza
ation and perio
od of financia
al uncertainty..
Learning Objective:
O
Prrovides an op
pportunity to d
discuss the lim
mits and
competitive
e implicationss of a businesss's appropria
ate role in responding to

B case av
vailable
Note on Financing
F
of th
he U.S.
Health Ca
are Sector: Re
egina E.
Herzlinger ; Jeff Grahling
Product #:
# 304039
Length: 46
6p

diverse em
mployee needss.
This course
e describes th
he public and
d private sources of financiing of the
U.S. health
h-care sector,,and identifiess the characte
eristics of insu
urance
policies, their costs, the structure of tthe insurance
e industry, and
d the role of
consultants
s and brokerss. The insuran
nce characterristics include
e financial,
premiums, risk, self-fund
ding, individu
ual U.S. group
p plans, the underwriting
cycle, etc.
Learning Objective:
O
To
o understand public and private U.S. he
ealth
insurance.

Navistar International: Stuart C.


eremy Cott
Gilson; Je
Product #:
# 295030
Length: 23
3p
Teaching Note: 298086
6

As a conse
equence of la ying off half itts workforce iin a massive downsizing
program, th
he company---a large manu
ufacturer of m
medium and h
heavy trucks-struggles with a huge (($2.6 billion) liability for retiiree medical ccosts.
Although th
he company h
has promised
d its retirees (and their fam
milies) full
lifetime me
edical coverag
ge, it must ne
egotiate a sub
bstantial reducction in
these bene
efits to avoid p
possible bankkruptcy.
Learning Objective:
O
H ighlights the a
approaches a company ca
an take to
restructure
e its retiree me
edical liabilitie
es--an increassingly importa
ant problem
facing a grrowing numbe
er of U.S. corp
porations. Alsso provides a vehicle for
discussing possible neg
gotiating strate
egies a comp
pany can adop
pt when
seeking co
oncessions fro
om organized
d labor.
er, 40, a mana
ager at United
d Industries P
Plastics Division has
Jim Sawye
exhibited signs
s
of alcoh olism. Person
nnel must now
w consider ho
ow the
company should
s
addresss this kind off problem. Pro
ovides an opp
portunity to
examine th
he role corporrations should
d play in helping employee
es deal with
or confrontt issues of pe rsonal health
h.
Subjects Covered:
C
Co rporate respo
onsibility; Emp
ployee attitud
de;
Employee benefits; Hea
alth; Human rresources management; Personnel
policies

Jim Sawy
yer (A): Kenne
eth E.
Goodpastter ; Dekkers L. Davidson
Product #:
# 383029
Length: 7p
Teaching Notes: 38312
26 & 392144
B case av
vailable

Note on Managed
M
Care
e: Richard
Bohmer
Product #:
# 698060
Length: 16
6p

Presents an
a overview o
of managed ca
are. Describe
es the relation
nship
between provider and in
nsurance com
mpanies, exam
mines the imp
plications for
consumers
s, and discussses financial a
arrangementss and operational
characteris
stics common
nly observed iin the industryy.
alth care; Hea
Subjects Covered:
C
Hea
alth insurance
e; Health orga
anizations
manageme
ent; Managed
d care; Servicce manageme
ent
The SAS Institute: A Different
The SAS In
nstitute is a la
arge, growing
g software com
mpany in the Research
Approach to Incentives
s and People Triangle in North Carolin
na. Founded more than 25
5 years ago, it has
Managem
evolved a unique
ment Practices
s in the
u
appro
oach, given itss industry, to d
developing an
nd retaining
Software Industry: Jeffrey Pfeffer
talent inclu
uding using no
o stock option
ns or phantom
m stock and n
not paying its
Product #:
# HR6
salespeoplle on commisssion. The CE
EO and Vice P
President of H
Human
Resources
s must decide
e how well the
eir current ma
anagement practices will
Length: 17
7p
continue to
o serve them as the compa
any gains gre
eater visibility and faces
an increasingly competiitive labor ma
arket.
Subjects Covered:
C
Co rporate culturre; Employee compensatio
on; Human
resources managementt; Incentives; Managementt philosophy;
Organizatio
onal behaviorr; Software
PART V: SPECIAL TO
OPICS IN HUM
MAN RESOU
URCES

Chapter 14
1 Collective
e
Bargainin
ng and Labor Relations
Hitting the
e Wall: Nike and
a
International Labor Pra
actices:
Debora Spar; Jennifer Burns
Product #:
# 700047
Length: 23
3p
Teaching Note: 701020
0

Sprint: La
a Conexion Fa
amiliar (A):
Ann C. Frrost; Daniel D. Campbell
Product #:
# 97C001
Length: 11p
Teaching Note: 897C01
B case av
vailable

Slade Pla
ating Department: Linda A.
Hill
Product #:
# 496018
Length: 11p
Haier Heffei Electronics
s Co. (A):
Lynn Sharp Paine; Harrold F.
Hogan Jr..; Jennifer Benqing Gui
Product #:
# 308075
Length: 33
3p
B case av
vailable

Air Traffic
c Controllers: Michael
Beer; Berrt A. Spector
Product #:
# 482056
Length: 27
7p
Teaching Note: 485002
2

Abs
stract
In the mid--1990s Nike, o
one of the wo
orld's most su
uccessful footw
wear
companies
s, is hit by a s pate of alarm
mingly bad pub
blicity. After yyears of
high-profile
e media atten
ntion as the co
ompany that ccan "just do itt," Nike is
suddenly being
b
painted as a firm that relies on low
w-cost, exploited labor in
its oversea
as plants. Nike
e officials vigo
orously deny the charges, claiming
ependent con
that Nike has
h no controll over the inde
ntractors who
o
manufacture Nike shoess. But the acttivists will not retreat. Even
ntually, Nike
must learn to deal with tthe activists' cclaims and with the web off conflicting
data that surrounds the notion of a "ffair" or "living"" wage.
Learning Objective:
O
To
o stimulate de
ebate about a
appropriate w
wages in
developing
g countries an
nd the role of activists in afffecting comp
pany
decisions.
Manageme
ent at Sprint C
Corp. must de
ecide what acction to take w
with a small
telemarketing operation
n that is aboutt to vote on un
nion represen
ntation. If
employees
s vote in favorr of a union, tthe operation would becom
me the first
business unit
u within Sprrint Long Disttance to be re
epresented byy a union.
Closure of the plant is a
an option to be
e considered. This case illustrates
some of the reasons em
mployees seek union repre
esentation and
d requires
that the stu
udent conside
er what impliccations such rrepresentation
n would
have for the employer.
Subjects Covered:
C
Co mmunicationss industry; La
abor unions; U
Unionization
Describes a conflict betw
ween the valu
ues and norm
ms of a segme
ent of an
internal soc
cial system a nd those of m
management and the widerr culture.
Includes de
ecision opporrtunity. A rewritten version of an earlier case.
Subjects Covered:
C
Co nflict; Corpora
ate culture; E
Employee com
mpensation;
Group dynamics; Laborr relations; Me
etals; Personn
nel managem
ment; Teams
The Haier Group, the firrst mainland C
Chinese company to make
e the
Financial Times
T
list of A
Asia's "most a
admired comp
panies," attributes its
success in large measu
ure to the new
w value system
m it has sought to instill
throughoutt the organiza
ation. Howeve
er, when Haie
er takes over the Yellow
Mountain television facttory in the disstant Hefei pro
ovince at the behest of
Hefei's gov
vernment, wo
orkers strike a
against the Ha
aier culture an
nd what it
stands for. The immedia
ate catalyst iss the contract Haier has assked them to
sign. Haierr's manageme
ent must deciide what's fairr and how to respond to
the workerrs' demands in
n the face of local governm
ment pressure
e to
compromis
se.
Learning Objective:
O
To
o illustrate the
e challenges of transformin
ng stateowned and
d collectively-o
owned Chine
ese enterprise
es into world-cclass
competitorrs.
On Augustt 3, 1981 Pressident Ronald
d Reagan term
minated 12,00
00 air traffic
controllers, members off the Professio
onal Air Trafffic Controllerss
Organizatio
on, for violatin
ng their no-sttrike oath. Pro
ovides backgrround on the
human res
sources policie
es and practicces of the Federal Aviation
n System
and information concern
ning the nego
otiations and iimpact of the
ns.
termination
Subjects Covered:
C
Airllines; Collectiive bargaining
g; Federal go
overnment;
Government agencies; Human resou
urces manage
ement; Labor relations;
Layoffs; Sttrikes

Chapter 15
1 Managing
g Human
Resource
es Globally
Establishing an "ECL" Culture in
China: Orrganizational Difference or
National Difference?:
D
Gilbert
G
Wong; Sc
carlet Chan; Mary
M
Ho
Product #:
# HKU155
Length: 11p
Teaching Note: HKU15
56

LG Group
p: Developing Tomorrow's
Global Le
eaders: J. Stew
wart Black;
Allen J. Morrison;
M
Youn
ng Chul
Chang
Product #:
# 98G009
Length: 23
3p
Teaching Note: 898G0
09

Merck Lattin America (A


A): Michael
Beer; Jam
mes B. Weberr
Product #:
# 401029
Length: 12
2p
B case av
vailable

Where Ha
ave You Been
n?: An
Exercise to
t Assess Your Exposure
to the Res
st of the World's Peoples:
Paul W. Beamish
B
Product #:
# 908M69
Length: 11p
Teaching Note: 808M6
69

Abs
stract
Electronic Communicatiions Ltd (ECL
L) had decide
ed to make Ch
hina its
second home and to se
eek common p
prosperity with Chinese pe
eople. The
company knew
k
that therre were major gains to be made, but the
ere were
also risks and
a challenge
es. One of the
ese was the m
management of cultural
differences
s. An essentia
al question facing the management wass whether
they should
d adapt ECL'ss management practice to
o the Chinese culture or
instead imp
plement ECL''s global man
nagement policies in China
a.
Learning Objective:
O
To
o study how tto manage cu
ultural differen
nces and
establish a strong organ
nizational cultture in a socia
alist economyy.
LG Group Chairman Bo
on Moo Koo h
has announce
ed a corporate
e goal of
increasing revenues fro
om $38 billion to $380 billio
on between 19
995 and
2005. Most of this increa
ase is expectted to come frrom new interrnational
sales. As a consequencce, LG must a
add an estima
ated 1,400 ne
ew global
leaders to its managem ent ranks. Mrr. Y.K. Kim an
nd his team m
must
determine what these n ew global lea
aders should llook like and how to
develop the
em.
Subjects Covered:
C
Glo
obalization; Human resourcces managem
ment;
Korea; Leade
International business; K
ership; Manag
gement development;
Manageme
ent styles
Introduces Grey Warne r, the vice pre
esident of Me
erck's Latin Am
merica
region, and
d his efforts to
o improve the
e organization
nal effectivene
ess of the
region and to introduce a more globa
al business cu
ulture and vallues.
Discusses Merck's ethiccs and valuess, its Latin Am
merican organ
nization, the
change me
ethodologies used, and the
e political and
d economic co
onditions in
the region. The change methodologie
es included M
Myers Briggs personality
type asses
ssment, 360 d
degree feedba
ack managem
ment evaluatio
ons, a new
strategic planning proce
ess, and espe
ecially, organiizational fitness profiling
to discoverr and overcom
me barriers to
o achieving th
he strategic vision.
Learning Objective:
O
Alllows studentts to examine the managem
ment of
foreign ope
erations--espe
ecially the ma
anagement off change and the cultural
implications thereof.
This team--building and familiarization
n activity can be used in th
he initial
class or se
ession of an in
nternational m
management program. It asssesses
one's expo
osure to the re
est of the worrld's people. A series of wo
orksheets
require res
spondents to ccheck off the number and names of cou
untries they
have visite
ed and the corrresponding p
percentage off world popula
ation that
each counttry representss. By summin
ng a classes' ccollective exp
posure to the
world's peo
ople, the resu
ult will inevitab
bly be the reccognition that together
they have seen
s
much, e
even if individually some have seen little
e.
Learning Objective:
O
Th
his simple exe
ercise was de
eveloped to m
make an
important point
p
-- most p
people have h
had much lesss direct expo
osure to the
rest of the world's peoplles than they previously th
hought. When coupled
with the widely-held perrception that e
exposure to o
other cultures makes one
a better glo
obal managerr, most respondents ackno
owledge that a change in
their individ
dual behaviorr is in order. T
The exercise w
was develope
ed for use as
an ice-brea
aker during th
he initial classs/session of in
nternational m
management
programs. It can be use
ed for individu
ual assessment, and/or for the
developme
ent of a group
p measure. Byy summing a managementt groups' or

Avon Prod
ducts (A): Lyn
nn Sharp
Paine; Grregory C. Rog
gers
Product #:
# 301059
Length: 22
2p

Union Carbide's Bhopa


al Plant (A):
Debora Spar; Suzanne
e Hull; Julia
Kou
Product #:
# 795070
Length: 17
7p
Teaching Note: 798121
1
B case av
vailable

Colgate-P
Palmolive: Ma
anaging
International Careers: Philip M.
Rosenzwe
eig
Product #:
# 394184
Length: 22
2p
Teaching Note: 394188
8

AES in Nigeria: John McMillan;


M
Ade Dosu
unmu
Product #:
# IB29
Length: 22
2p
Teaching Note: IB29T

class of stu
udents' collecctive exposure
e to the world
d's peoples, th
he result will
inevitably be
b the recogn
nition that toge
ether they know a lot. Thiss can be a
useful team
m-building and
d familiarizatiion activity in an initial classs. The
intent of the exercise is not to embarrrass or cente
er out as inade
equate
those indiv
viduals with lim
mited exposure. They mayy feel this wayy in any case
so care mu
ust be taken tto highlight those who have
e seen the most rather
than the least.
The genera
al manager o
of Avon Mexicco, Fernando Lezama, musst decide
position of vicce president o
whether to promote a w
woman to the p
of sales. If
he first female
e in all of Latin
n America to
appointed, the candidatte would be th
hold an exe
ecutive positi on and one o
of the first wom
men in Mexicco to attain
this level of
o responsibilitty. Lezama's all-male execcutive team has doubts
about the candidate's
c
re
eadiness but Lezama is alsso cognizant of Avon's
global visio
on which callss for the adva
ancement of w
women at all levels of the
organizatio
on. Earlier in tthe year, the A
Avon Mexico organization had
completed an exercise ccalled "appreciative inquiryy" aimed at enhancing
gender rela
ations in the w
workforce.
Learning Objective:
O
To
o examine the
e cultural asp
pects of mana
aging in the
Mexican en
nvironment a nd to illustrate
e the use of ""appreciative inquiry" as
part of a cu
ultural change
e process.
In Decemb
ber 1984, a U nion Carbide plant in Bhop
pal, India, sprrung a leak,
gallons of toxxic gas into th
releasing thousands of g
he atmosphere
e. By the
time the lea
ak was seale d, over 2,000
0 people had died. In a serries of three
excerpts frrom published
d accounts, th
he case coverrs the events that led up
to the trage
edy and the a
aftermath--fina
ancial, legal, and emotiona
al--for Union
Carbide's management
m
. The case is designed to a
allow studentts to explore
onsibilities that surround fo
the comple
ex set of respo
oreign direct investment.
It enables them
t
to discu
uss the extentt to which Union Carbide'ss U.S.-based
manageme
ent was respo
onsible for acctions underta
aken by Indian
ns in India,
and then to
o think of this responsibilityy in terms of iits various components-financial, commercial,
c
a
and moral.
Subjects Covered:
C
Bussiness govern
nment relation
ns; Chemicals; Corporate
responsibillity; Environm
mental protecttion; Foreign iinvestment; In
ndia;
Occupation
nal safety
Colgate-Pa
almolive, the U.S.-based cconsumer products firm, ha
as long
emphasize
ed internationa
al experience
e for its managers, and hass developed
a comprehensive policyy to manage e
expatriate asssignments. Th
he rise in
dual-caree
er families hass made some
e managers re
eluctant to acccept foreign
assignmen
nts, causing C
Colgate-Palmo
olive to re-exa
amine the wa
ay it
manages international ccareer develo
opment.
Learning Objective:
O
To
o examine the
e many dimen
nsions of inte
ernational
experience
e and expatria
ate assignments in a multin
national corpo
oration.
The U.S. energy
e
compa
any AES is in the process o
of entering the Nigerian
market thro
ough acquisittion of a contrrolling equity interest in a 2
270megawatt power genera
ator project. A
AES has a un
nique mode off
organizatio
on and operattion that emph
hasizes integ
grity, empowe
erment, and
social resp
ponsibility. The
e Nigerian en
nvironment is very differentt in many
dimensions
s (high levels of corruption
n, low infrastru
ucture availab
bility,
different wo
ork ethic, and
d highly charg
ged politics) frrom the origin
ns of AES in
North Ame
erica. How doe
es AES juggle its core valu
ues and comp
pany culture
in entering this new envvironment? Ho
ow can AES b
be successful in this

environment and remain


n committed tto its core vallues?
C
Afr ica; Electric p
power; Human
n resources
Subjects Covered:
manageme
ent; Internatio
onal businesss; Market entryy; Strategic p
planning;
Strategy im
mplementation
n
Chapter 16
1 Strategica
ally
Managing
g the HRM Function
Human Resource Management
Applicatio
ons Exercise: Michael
Beer
Product #:
# 401044
Length: 12
2p
Bradley Marquez:
M
Reduction in
Force (A): Thomas J. DeLong;
D
Vineeta Vijayaraghava
V
an
Product #:
# 403005
Length: 8p
Teaching Note: 407091
1
Morgan Stanley:
S
Becom
ming a
"One-Firm
m Firm": M. Diiane Burton
Thomas J.
J DeLong Katherine
Lawrence
e
Product #:
# 400043
Length: 13
3p
Teaching Note: 400078
8

Saturn Co
orp. in 1998: Anita
A
McGahan
n
Product #:
# 799021
Length: 17
7p
Teaching Note: 799022
2

TRW's Infformation Serrvices


Division: Strategic
S
Hum
man
Resource
e Managemen
nt: Michael
Beer; Gre
egory C. Roge
ers
Product #:
# 496003
Length: 19
9p
Teaching Note: 497021
1
Becton Diickinson (A): Corporate
C
Strategy: Michael Beerr; Alistair D.
Williamso
on
Product #:
# 491151

Abs
stract
Overview of
o a method fo
or diagnosing
g and develop
ping an organ
nization's
capability to
t achieve its goals and im
mplement its sstrategy, with exercises
for applicattion. A rewrittten version off an earlier exxercise.
Subjects Covered:
C
Hu man resource
es manageme
ent; Managem
ment of
change; Organizational change; Stra
ategic plannin
ng
Alberto Ma
arquez has to make a decission how to iniitiate layoffs. H
He must
struggle with how to ach
hieve his numb
bers to please
e stockholderss and also
be loyal to his employee
es. There are a number of ccrucial strateg
gic decisions
he must ma
ake moving fo
orward.
Learning Objective:
O
To
o teach skills n
necessary to e
ensure a profe
fessional and
ethical redu
uction in force
e.
John Mack
k, the newly a
appointed pressident of Morrgan Stanley, feels
strongly tha
at the firm ne
eeds to chang
ge in order to compete in a changing
investmentt banking envvironment. Th
his case descrribes the initia
atives that
Mack and his senior tea
am undertake
e in order to trransform the cculture and
working sty
yle of the firm
m from individu
ualistic to team-oriented. P
Provides
detailed infformation abo
out the existin
ng culture and
d systems as well as the
kinds of ch
hanges that th
he firm hopes to make. The
e case is an e
example of a
firm that vie
ews the huma
an resource m
management systems as a tool for
attaining sttrategic objecctives.
Learning Objective:
O
In
ntended to allo
ow students tto explore and
d evaluate
the principles of strateg ic human resources mana
agement.
Describes the challenge
es facing the Saturn Corp., General Mo
otor's (GM)
small-car company,
c
as iit enters a phase of transfe
erring its know
wledge,
technology
y, and experie
ence througho
out GM. Desccribes the urg
gency of
Saturnization at GM and
d the continuiing pressure tto retain tradiitional job
design and
d vertical integ
gration. Used
d to demonstrate the extrao
ordinary time
and expense required in
n some situattions to generrate competitiive
advantage.
Subjects Covered:
C
Auttomobiles; Co
ompetition; In
ndustry structu
ure;
Knowledge
e transfer; Lab
bor relations; Leadership; Strategy form
mulation
Looks at a change efforrt initiated by a human reso
ources manag
ger within a
division of TRW. The efffort utilizes a change proccess to try to d
deal with
some of the division's isssues around organizational effectivene
ess,
especially that of a long
g-term strateg
gy. In so doing
g, the situation portrays
some of the fundamenta
al hurdles in ccreating chan
nge.
Subjects Covered:
C
Hu man resource
es manageme
ent; Information services;
Manageme
ent of change
e; Online inforrmation servicces; Organiza
ational
change; Silicon Valley; S
Strategic plan
nning
This case series
s
introdu
uces the strate
egic human rresource man
nagement
(SHRM) prrocess. SHRM
M is an action
n research pro
ogram design
ned to align
the organiz
zation and ma
anagement off human reso
ources with strrategy. This
case descrribes the heallth care indusstry, Becton D
Dickinson's (B
BD)

Length: 22
2p
B case av
vailable

corporate history,
h
and th
he way the co
ompany is org
ganized and m
managed.
Does BD's corporate strrategy make ssense? Analyyzes the fit be
etween
strategy an
nd HRM.
Subjects Covered:
C
Hu man resource
es manageme
ent; Medical ssupplies;
Multination
nal corporatio ns; Strategy fformulation