Casse Map for

Kreitne
er & Kinicki: Organizattional Behav
vior
(Mc
cGraw-Hill)

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aculty
at Harvardd Business School were no e textbook orr selecting the
ot involved in analyzing the e cases and
articles.

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evant items frrom HBS Pub blishing. To e
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es, or for morre information
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PART I: THE
T WORLD OF ORGANIIZATIONAL BEHAVIOR B
Chapter 1 Organizatio onal
Behaviorr: The Quest for People-
Centered d Organizatio ons and
Ethical Conduct Abs stract
Southwes st Airlines (A):: Charles A. In 1994 bo oth United Airllines and Con ntinental Airlin
nes launched low-cost
O'Reilly, Jeffrey
J Pfefferr airlines-witthin-an-airline
e to compete w with Southwe est Airlines. From 1991
Product #:
# HR1A until 1993 Southwest
S haad increased its market share of the crittical West
Length: Coast market from 26% % to 45%. Thiss case consid ders how Soutthwest had
Teaching Note: HR1T developed a sustainable e competitivee advantage a and emphasizzes the role
B case#: HR1B of human resources
r as a lever for thee successful implementation of
strategy. Asks
A whether competitors ccan successfu ully imitate the Southwest
approach.
Subjects Covered:
C Commpetitive advvantage; Corp porate strateggy; Human
resource management;
m Implementing g strategy; Organizational behavior
Motorola Corporation:
C The View Motorola, a leader in se emiconductorss and telecom mmunications, embarked
from the CEO
C Office: Janis L. on an amb bitious program m of renewal beginning in the early 198 80s, leading
Gogan, Shoshana Zub boff, Gloria to dramatic c improvemen nts in the com
mpany's qualitty, cycle time, and
Schuck growth. Mu uch of this proogress was atttributed to a major investm ment in
Product #:
# 494140 workers' sk kills and in meechanisms th hat encourage ed teams of employees to
Length: 15 5p work on co ontinuous imp provement pro ojects. In 1994 top manage ement
considered d whether to p promote a corrporate-wide empowermen nt initiative
that would encourage a n unpreceden nted downwa ard delegation n of
responsibillities. With veery ambitious global growth h goals, Moto orola aspired
to be "the finest
f corporaation in the wo orld," with an organization that was
both more flexible and p participative a
and dedicated d to continuou us
improveme ent. The case e focuses on tthe role of the e CEO office iin promoting
corporate initiatives whi le preserving the $17 billio on corporation n's
decentralizzed structure.
Subjects Covered:
C Co ntinuous imprrovement; Le eadership; Org ganizational
change; Pa articipative m anagement; T Teams; Technological cha ange; Total
quality
Suzanne de Passe at MotownM Illustrates: 1) the impactt of a manage er's leadership style on corporate
Productions (A): Linda A. Hill, Jaan culture, dirrection, and p performance; 2 2) the concep pt of fit between
Elias leadership style and the e requirementts of situations in which ma anagers find
Length: 16 6p themselves s; and 3) the need for man nagers to ada apt their styless as
Product #:
# 487042 situational requirementss change. Mo ore specificallyy, it provides an
Teaching Note: 487010 0 opportunity y to look at so
ome of the sp pecial issues o of: 1) being a black
B case#: 494014
4 woman ma anager, 2) the e advantages and disadvan ntages assocciated with a
"family corporate culture e," and 3) ma anaging in a ccreative business.
Subjects Covered:
C Bussiness growth h; Creativity; D
Diversity; Leaadership;
Manageme ent styles; Orgganizational cculture
The Peopple Who Make e Managers invariably use e their person nal contacts wwhen they nee ed to, say,
Organizattions Go--or Stop:
S Rob meet an immpossible dea adline or learnn the truth abo out a new bosss.
Cross, La
aurence Prusa ak Increasingly, it's throughh these inform mal networks---not just through
Product #:
# R0206G traditional organizationa
o al hierarchies---that informa ation is found and work
Length: 8p gets done. But to many senior execu utives, informa al networks are
unobservable and ungo overnable--and, therefore, not amenable e to the tools
of manage ement. As a re esult, executivves tend to w work around in nformal
networks or,
o worse, try tto ignore them m. When theyy do acknowle edge the
networks' existence,
e exeecutives fall b
back on intuition--scarcely a
dependable tool--to guid de them in nu urturing this social capital. It doesn't
have to be that way. It iss entirely posssible to develop and mana age informal
networks systematically
s y, say manage ement expertts Cross and P Prusak.
Specificallyy, senior execcutives need to focus theirr attention on four key
role-playerrs in informal networks: Ce entral connecttors link mostt employees
in an inform
mal network w with one anoth her; they provvide the critical
informationn or expertisee that the entirre network drraws on to gett work done.
Boundary spanners
s connnect an inforrmal network w with other parts of the
company or o with similarr networks in other organizzations. Inform mation
brokers link different su bgroups in an n informal nettwork; if they didn't, the
network wo ould splinter i nto smaller, less effective segments. And finally,
there are peripheral
p speecialists, who anyone in an n informal nettwork can
turn to for specialized
s exxpertise but wwho work apa art from most people in
the networrk. The authorrs describe th he four roles in detail, discuuss the use
of a well-esstablished toool called socia al network an nalysis for determining
who these role-players a are in the nettwork, and su uggest ways th hat
executives s can transform m ineffective informal netw works into prooductive
ones.
Subjects Covered:
C Com mmunication in organizatio ons; Intellectu
ual capital;
Knowledge e transfer; Neetworks; Orga anizational behavior; Organ nizational
structure; Social
S enterprrise; Virtual ccommunities
Chapter 2 Managing Diversity:
D
Releasing g Every Empployee's
Potential Absstract
Yvette Hyyater-Adams and
a Terry Yvette Hya ater-Adams, ssenior VP of CCoreStates Bank, and CEO O Terry
Larsen at CoreState Fiinancial Larsen reflect on their fiive-year menttor-protege re elationship. They
Corp. : Da
avid A. Thomaas, Emily D. describe ho ow building a relationship across both rrace and gend der was
Heaphy, Nancie
N Zane challenging g and ultimate warding. Theirr relationship develops in
ely highly rew
Product #:
# 401023 the contextt of a major cculture changee that Hyater--Adams and L Larsen were
Length: 155p leading the e organizationn through. This case discusses how the eir
relationship p impacted thhe organizatio
on and the change processs.
Learning Objective:
O Alllows studentts to develop a deep appre eciation for
the initiatio
on and develoopment of mentoring relatio onships. Alsoo explores
the dynamics of cross-ra ace and cross-gender worrk relationship ps.
Avon Prod ducts (A): Lyn
nn Sharp The genera al manager oof Avon Mexicco, Fernando Lezama, musst decide
Paine, Grregory C. Rog gers whether to promote a w woman to the p position of vicce president o of sales. If
Product #:
# 301059 appointed, the candidatte would be th he first femalee in all of Latin
n America to
Length: 222p hold an exe ecutive positi on and one o
of the first wommen 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 Avon Mexico organization had
on. Earlier in tthe year, the A
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 illustratee the use of ""appreciative inquiry" as
part of a cuultural changee process.

Monitor Co.:
C Personal Leadership Several me embers of a cconsulting firm
m work to devvelop ways to build and
on Diversity: Mary Genntile, Sarah nurture a more
m diverse wwork environm ment while re
eflecting on peersonal
B. Gant experiencees that help th
hem to becom me leaders aroound issues oof diversity.
Product #:
# 395049 Learning Objective:
O To
o open discusssion of definitions of diverrsity and
Length: 18
8p approache es to creating and managin ng a diverse w
workplace.
Teaching Note: 396021 1
Chapter 3 Organizatio onal
Culture,
Socializa
ation, and Me entoring Abs stract
Polycom, Inc.: Visualiz
zing Culture: Polycom is s a rapidly gro owing maker o of video confe erencing and
Clayton M.
M Christensen n teleconfere encing equipm ment. Manage ement is attem mpting to use e "natural
Product #:
# 601073 work group ps" as an orga anizing mech hanism, and to o build into the culture
Length: 16
6p implicit rule
es that will caause desired b behaviors to b be self-policin
ng.
Learning Objective:
O Too explore organizational fo orms that might robustly
handle con ntinued growt h.
The SAS Institute: A Different The SAS In nstitute is a la
arge, growing g software com mpany headq quartered in
Approach to Incentivess and People the Researrch Triangle i n North Carolina. Founded d more than 2 25 years
Managem ment Practicess in the ago, it has evolved a un nique approacch, given its in ndustry, to deeveloping
Software Industry: Jeffrey Pfeffer and retaining talent inclu uding using nno stock optioons or phantom m stock and
Product #:
# HR6 not paying its salespeop ple on commiission. The CEO and Vice President of
Length: 17
7p Human Re esources musst decide how w well their currrent manage ement
practices will
w continue to o serve them as the company gains gre eater
visibility an
nd faces an in ncreasingly co ompetitive lab bor market.
Subjects Covered:
C Appplications; Coompensation; Human resource
manageme ent; Incentive s; Manageme ent philosophhy; Organizational
behavior; Organizationa
O al culture
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 managing people, as a source of com mpetitive advantage. The m major
Product #:
# 801354 challenge faced
f by Ann Rhoades is tto grow this p people-centerred
Length: 200p 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 Too 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.
Getting th
he Truth into Workplace
W There's no doubt that co ompanies can n benefit from
m workplace ssurveys and
Surveys: Palmer
P Morre el-Samuels questionna aires. Good su urveys accura ately home in n on the problems the
Product #:
# R0202K company wants
w informa ation about. T
They are desig gned so that a as many
Length: 7p people as possible actu ually respond. And good su urvey design e ensures that
the spectru um of responsses is unbiase ed. In this artticle, the author, a former
research scientist at the e University of Michigan an nd currently th he president
 of a survey y design firm, explores som me glaring failures of surve ey design
and provides 16 guidelin nes to improvve workplace assessment tools.
Applied jud diciously, thesse rules will n
not only make e a tangible difference in
the quality and usefulne ess of the data a obtained, but will also prroduce an
increased response rate e. The guideliines--and the problems the ey address--
fall into five
e areas: conte ent, format, la
anguage, mea asurement, and
administrattion. Followin ng the guidelin nes in this artticle will help yyou get
unbiased, representativve, and usefull information ffrom your worrkplace
survey.
Subjects Covered:
C Attiitudes; Emplo oyee attitude; Employee prroblems;
Morale; Orrganizational behavior; Psyychology; Wo ork force management
Chapter 4 Internation nal OB:
Managing g Across Cultures Absstract
Acer Ame erica: Developpment of the Follows the e developmen nt, national laaunch, and glo obal rollout off the Aspire,
Aspire: Chhristopher A. Bartlett, Acer's first new productt developed o outside Taiwan n. Implementting a very
Anthony St.
S George promising new PC conccept proves ch hallenging to Mike Culver and his U.S.
Product #:
# 399011 team, who are plagued by coordinatiion problem w with experts aand resource
Length: 200p managers in Taiwan. Le eading the glo obal rollout prroves equally difficult,
Teaching Note: 300035 5 with local managers
m wa nting to make e local adapta ations. After 22.5 years of
missed fore ecasts and un nexpected lossses, CEO Sttan Shih musst decide
whether to abandon the e Aspire. More e profoundly, what change es does this
failure sugggest for his raadical "fast food" business concept and his "client
server" orgganization mo odel?
Learning Objective:
O Too discuss the development and implementation of
global strattegy, to explo ore new mode els of global oorganization, a and to
examine th he manageme ent of headqu uarter-subsidiary relations.
Avon Prod ducts (A): Lyn
nn Sharp The genera al manager o of Avon Mexicco, Fernando Lezama, musst decide
Paine, Grregory C. Rog gers whether to promote a w woman to the p position of vicce president o of sales. If
Product #:
# 301059 appointed, the candidatte would be th he first femalee in all of Latin
n America to
Length: 222p hold an exe ecutive positi on and one o of the first wommen in Mexicco to attain
B case#: 301060
3 o responsibilitty. Lezama's all-male execcutive team has doubts
this level of
about the candidate's
c eadiness, but Lezama is also cognizantt of Avon's
re
global visioon, which call s for the adva ancement of w women at all levels.
Earlier in th
he year, the A Avon Mexico organization had complete ed an
exercise ca alled "appreciiative inquiry"" aimed at enhancing gend der relations
in the workkforce.
Learning Objective:
O Too examine the e cultural asp
pects of mana aging in
Mexico and d to illustrate the use of "appreciative in nquiry" as parrt of a
cultural chaange processs.
Sealed Air Corporation
n: Global and Sealed Air Corp.'s CEO O and COO arre considering g what approa ach they
Corporate
e Culture (A): Lynn Sharp should take e to building a seamless ccorporate cultu ure worldwide e.
Paine, Ka
aren H. Wruckk Anticipatingg continuing g growth and expansion, esp pecially outsidde the
Product #:
# 398096 United States, they are concerned w with preserving g and promoting the
Length: 18
8p culture that has been on ne of the com mpany's key assets. Howevver, their
B case#: 398097
3 experience es in integratin ng acquired ccompanies, especially outsside the
United States, have heig ghtened theirr awareness o of differencess among the
regional cuultures of the world and the e challenges tthey face in m maintaining a
unified corporate culture e.
Learning Objective:
O To e challenges of building a single
o illustrate the
corporate culture
c in a gllobal enterprisse and to exp plore the tenssions
between U.S.
U culture an nd cultures off Europe and Asia.
PART II: INDIVIDUAL BEHAVIOR IN ORGANIZ ZATIONS
Chapter 5 Key Individ dual
Differencces and the Road
R to
Success Abs stract
Bob Fifer:: David A. Tho
omas, Doug Explores th he life and co oncerns of Bo b Fifer, HBS class of 1979 9 and CEO
Cohen of Kaiser Associates.
A Exxplores the m many influence es on Bob's d development
Product #:
# 495013 and his sub bsequent care reer choices. It is written ass a biographyy with
Length: 11p extensive quotes
q from in
nterviews with Bob. He de escribes the roole of his
Teaching Note: 498063 3 upbringing and ethnicityy in the forma ation of his self-concept. Hiighlights his
career-relaated choices, including colllege at Harva ard, attending business
school, and d entering co nsulting. Afte er years of succcess and driven
workaholic c behavior, Bo ob experience es disillusionm
ment and perssonal
tragedy. Re eaders are ab ble to examin ne Bob's proce ess of self-reddirection to
arrive at their own conc lusion about h how successfful and endurring it is
likely to be
e.
Learning Objective:
O Caan be used a as part of a caareer module in courses
such as Inttroductory O. B., Career De evelopment, E Entrepreneurship, and
Leadership p. It is well-su
uited to teach concepts rela ated to adult
developme ent, career-ch hoice making, and entrepre eneurial beha avior.
Specialty Medical Chemicals: A new general managerr is supposed d to rekindle g
growth. Seven n months
Richard G.
G Hamermesh, Lucinda later, he quuestions the a abilities of hiss direct reports. An organizzational
Doran psychologist is brought in to assess his people. The general m manager now
Product #:
# 399094 has to decide who to ke eep and how tto structure his direct repo ort team.
Length: 233p Learning Objective:
O Too illustrate the e issues a general manage er faces
when asse embling his di rect report tea am.
Chapter 6 Values, Atttitudes,
Abilities, Job Satisfacction, and
Counterp productive Work
W
Behaviorrs Abs stract
Katharinee Graham: Katthleen L. Details thee career of Ka atharine Graha am of the Wa ashington Posst Co., a
McGinn, Lisa
L Gunther, Dina Witter pioneer in her field and one of the firsst high-profile e women to le ead a major
Product #:
# 801276 public com mpany. Her sto ory is a uniqu e example off how power a and
Length: 133p a built over time, and difffers from thosse of other bu
expertise are usiness
Teaching Note: 801281 1 leaders in that
t she was unexpectedlyy thrust into a leadership p position.
Though Grraham could h have been a ffigurehead leader of the W Washington
Post Co., she
s gradually became a po owerful nationnal player: a ppublisher
and CEO in more than ttitle.
Learning Objective:
O Deesigned to exxplore the role e of values in decision
making, as s well as the d drive to becom me a master iin a given field. Graham's
strong valuues impel man ny of her deccisions throughout the courrse of her
career and d help her thro ough times off uncertainty. Her values are a stark
contrast to strictly data- based decisio on making. Exxplores Graham's ability
to master the
t newspape er business and succeed in n a man's wo orld.
Additionally y, Graham's u unique abilityy to adapt her influence styyle in
different soocial and care eer networks is also explorred, as the disstinction
between Graham's
G empployees, menttors, and frien nds is often blurred.
Jonah Cre eighton (A): Anne
A How do yo ou manage yo ourself and yo our interaction
n with others w when you
Donnellonn, Joshua D. Margolis
M feel your personal value es challenged d? What shou uld you be aw ware of as
Product #:
# 490090 you procee ed with sensittive, ethical isssues? Jonah h Creighton co oordinates
Length: 11p the company's fast-trackk training pro ogram, and wh hen he tries too place
Teaching Note: 491094 4 some participants at two o of the comp pany's overse eas divisions, he learns of
B case#: 490091
4 their discrimminatory hirinng practices. H He finds this d
deeply troubling and
attempts too have the isssue addressed by his supe ervisor and others at the
company. As A he tries to o act in accorddance with hiss personal staandards and
convictions s, his relationsship with his supervisor de eteriorates, an
nd he feels
increasinglly uncertain a about his futurre at the company. People e do not
seem to be e responding to the problems he sees, a and Jonah wo onders how
to proceed.
Subjects Covered:
C Bussiness ethics;; Discriminatio on; Managing g up;
Organizatio onal behaviorr; Personal sttrategy & style e; Values
MacTemp ps: Building Commitment
C MacTemps s provides tem mporary workkers skilled in computer gra aphics and
in the Inte
erim Workforcce: Jeffrey L. database management.
m . Unlike manyy temporary a agencies that treat temps
Bradach, Nicole 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
Length: 20 0p and cons ofo this strategyy by presentin ng data on thhe underlying economics
Teaching Note: 497065 5 of the arran ngement and the characte eristics of the temp force.
Learning Objective:
O Too discuss the economics o of contingent wwork
arrangeme ents, strategie es for buildingg 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.
PPG: Dev veloping a Self-Directed PPG has built
b a state-off-the-art glasss plant in Berea, Kentuckyy. The plant
Work Forcce (A): David A. Garvin, is pursuingg the goal of a "self-directe ed workforce."" The case de escribes the
Norman Klein
K progress to o date and the e unresolved issues faced d by managem ment. These
Length: 18
8p include que estions aboutt shift rotationn, promotion oopportunities, employee
Product #:
# 693020 evaluation and supervission, the role o of employeess in policy settting, and
Teaching Note: 697095 5 whether orr not to introdu uce a system m of peer revieew. Explores tthe process
B case#: 693021
6 of creating a self-directe ed workforce, the underlyin ng theoreticall model, and
the difficultties and tensi ons inherent in that approach.
Subjects Covered:
C Emmployee empo owerment; Hu uman resource
manageme ent; Work forcce manageme ent

Chapter 7 Social Perc ceptions

and Attrib
butions Abs stract
Jensen Shoes: Jane Kravitz's
K Details the
e experiencess of Jane Kravvitz (Caucasia an female), sttrategic
Story: Mary Gentile, Pa
amela J. product ma anager, and L Lyndon Brookks (African Am merican male)), a member
Maus of her stafff at Jensen Sh hoes, a succe essful produccer and marke eter of
Product #:
# 395120 casual, athhletic, and chi ldren's footwe ear. They are e assigned to new
Length: 7p positions and
a to each otther at the sta art of the storyy. Presents th heir very
Teaching Note: 396017 7 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 studentss 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 thhird receiving one, and
one third reeceiving the oother (as is ap ppropriate). SShould be use ed with
Jenson Shoes: Lyndon Brook's Storyy.
Jensen Shoes: Lyndon n Brook's Details the
e experiencess of Jane Kravvitz (Caucasia an female), sttrategic
Story: Mary Gentile, Pa
amela J. product ma anager, and Lyndon Brooks (African Am merican male e), a member
Maus of her stafff at Jensen Sh hoes, a succe essful produccer and marke eter of
Product #:
# 395121 casual, athhletic, and chi ldren's footwe ear. They are e assigned to new
Length: 8p positions and
a to each otther at the sta art of the storyy. Presents th heir very
Teaching Note: 396017 7 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 studentss 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 thhird receiving one, and
one third reeceiving the oother (as is ap ppropriate). SShould be use ed with
Jensen Shoes: Jane Kra avitz's Story.
A Better Way
W to Deliveer Bad News: In an ideal world, a subo ordinate would accept critiical feedback from a
Jean-Franncois Manzon
ni manager with
w an open m mind. He or sshe would askk a few clarifyying
Product #:
# R0209J questions, promise to w work on certain performancce areas, and show signs
Length: 5p of improvement over tim me. But thingss don't alwayss turn out thatt way.
Fearing tha at the employyee will becom me angry and d defensive, thhe boss all
too often innadvertently ssabotages the e meeting by preparing forr it in a way
that stifles honest discu ssion. This u nintentional---indeed, unco onscious--
stress-indu uced habit ma akes it difficult to deliver co
orrective feedback
effectively. Insead profe essor Jean-Frrancois Manzzoni says that by changing
the mind-set with which they develop p and deliver negative feed dback,
managers can increase their odds off having produ uctive converrsations
without dam maging relatio onships. Man nzoni describe es two behavioral
phenomena that color th he feedback p process--the fundamental attribution
error and the false conssensus effect.. Managers te end to frame d difficult
situations and
a decisionss in a way tha at is narrow (aalternatives arren't
considered d) and binary (there are on nly two possib ble outcomes---win or
lose). And during the fee edback discu ussion, manag gers' framing of the
issues ofteen remains fro ozen. Manzon ni says that bo osses need to o consider
an employe ee's circumsttances rather than just attrribute weak pe erformance
to a person n's disposition
n.
Learning Objective:
O Too learn how to o give critical, corrective fe
eedback to
employees s.
Chapter 8 Foundations of
Motivatio
on Abs stract
The Ritz-C
Carlton Hotel Company: In just seveen days, The Ritz-Carlton transforms ne ewly hired em mployees
Sandra J. Sucher, Stac
cy McManus into "Ladies and Gentle men Serving Ladies and G Gentlemen." T The case
Product #:
# 601163 details a neew hotel laun nch, focusing on the unique e blend of leaadership,
Length: 31p quality proccesses, and vvalues of selff-respect and dignity, to cre eate award-
Teaching Note: 602113 3 winning se ervice.
Learning Objective:
O Alllows studentts to examine innovation an nd
improveme ent in a servicce industry. RRaises questio ons of when a and how to
innovate inn a successfu l service operrating system m and the challenges of
innovation for a brand b built on custommer experiencce. Teaching points
include thee 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.
The SAS Institute: A Different The SAS In nstitute is a la
arge, growingg software com mpany in the Research
Approach to Incentivess and People Triangle in North Carolin na. Founded more than 25 5 years ago, it has
Managem ment Practicess in the evolved a unique
u appro oach, given itss industry, to d
developing an nd retaining
Software Industry: Jeffrey Pfeffer talent inclu
uding using no o stock optionns or phantom m stock and n not paying its
Product #:
# HR6 salespeoplle on commisssion. The CE EO and Vice P President of H Human
Length: 17
7p Resources s must decide e how well theeir current ma anagement practices will
continue too serve them as the compa any gains gre eater visibility and faces
an increasingly competiitive labor ma arket.
Subjects Covered:
C Appplications; Co
ompensation; Human resource
 manageme ent; Incentive s; Manageme ent philosoph hy; Organizational
behavior; Organizationa
O al culture
The Geneeral Manager's Highlights and exploress how a generral manager a adds value to the firm at
nal Challenge: Managing
Operation the operational level by managing th rough people e. Discusses h how
Through People
P assumption ns about hum man motivation n influence thhe employmen nt contract
(HBS bacckground note e): that the geeneral manage er implicitly enters into withh the workerss, and ends
Christopher A. Bartlett,, Ashish with speculation on how w the employm ment contractt is fundamen ntally
Nanda changing.
Product #:
# 396400 Learning Objective:
O Caan be used to o complemen nt a set of cases that
Length: 5p explore thee power and l imitations of tthe different kkinds of employment
contracts that general m managers ente er into with th
heir subordinaates.
Nordstromm: Dissension n in the In 1989, the performancce measurem ment systems and compenssation
Ranks? (A A): Robert L. Simons, policies of Nordstrom D epartment Sttores unexpecctedly came u under attack
Hilary A. Weston
W by employe ees, unions, aand government regulatorss. The case d describes the
Product #:
# 191002 "sales-per--hour" monito oring and com mpensation syystem which m many
Length: 244p believed too be instrume ntal in Nordsttrom's phenomenal successs.
Teaching Note: 692085 5 Illustrates how
h rapid com
mpany growth h, decentralizzed managem ment, and
B case#: 192027 unrelentingg pressure to perform can distort performance measurement
systems an nd lead to unddesirable con nsequences.
Subjects Covered:
C Co mpensation; Control syste ems; Goal settting;
Motivation;; Performance e measureme ent

Mary Kay Cosmetics, Inc.: Sales Describes the incentive system by w which Mary Ka ay Cosmetics motivates
Force Ince
entives (A): Robert
R L. the sales fo orce of 200,0 00 independe ent agents wh ho comprise tthe firm's
Simons, Hilary
H A. Weston only distrib
bution channe el. Illustrates tthe powerful eeffect on sales-force
Product #:
# 190103 behavior th hat results wh hen creative tyypes of emplo oyee recognittion are
Length: 16
6p combined withw financial incentives. F Focuses on th he challengess that
Teaching Note: 191198 8 managers face when th ey try to redu uce program ccosts by modifying the
B case#: 190122 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; Goal setting g; Incentives; Motivation;
Sales; Sale es compensa ation
Willamette
e Industries: "No
" Pay at Willamette Industries, a large wood p products and pulp and pap per
Risk" Com
mpensation: Jeffrey
J manufacturer, has tradittionally not ussed any shortt-term pay at risk as part
Pfeffer of its comp pensation app proach. That m means there are no sales
Product #:
# HR9 commissio ons, gainshari ng, or short-tterm bonus pa ayments to an nyone
Length: 13
3p anywhere in the firm. Da avid Morthlan nd, the vice prresident of peersonnel and
industrial reelations, has been asked tto reexamine these practicces in the
context of trends
t in induustry at large toward the grreater use of contingent
compensattion. The case e outlines the e rationale forr Willamette's current pay
practices inn light of its p articular cultu
ure, business strategy, and d other
manageme ent practices. Can be used d by itself or w
with other casses
illustrating different pay practices to sstimulate a diiscussion of th he pros and
cons of varrious approacches to pay.
Subjects Covered:
C Co mpensation; Human resou urce managem ment;
Manageme ent philosoph y; Organizatio onal behaviorr
Chapter 9 Improving Job
Performa ance
With Goa als, Feedback k, Extrinsic
Rewards,
and Posittive Reinforc cement Absstract
Compens sation and Performance Describes a company's sstruggles in im mplementing a subjective p performance
Evaluationn at Arrow Ele
ectronics: rating systeem for its emp ployees. In pa articular, it desscribes the diffficulties
Brian J. Hall,
H Carleen Madigan
M faced by thhe CEO in gettting managerrs to combat "ratings inflatio on"--that is,
Product #:
# 800290 to produce numerical rattings that are both differenttiated and "no ot too high."
Length: 266p Subjects Covered:
C Com mpensation; Incentives; Performance
measurement
Willamette
e Industries: "No
" Pay at Willamette Industries, a large wood p products and pulp and pap per
Risk" Com
mpensation: Jeffrey
J manufacturer, has tradittionally not ussed any shortt-term pay at risk as part
Pfeffer of its comp pensation app proach. That m means there are no sales
Product #:
# HR9 commissio ons, gainshari ng, or short-tterm bonus pa ayments to an nyone
Length: 13
3p anywhere in the firm. Da avid Morthlan nd, the vice prresident of pe ersonnel and
industrial reelations, has been asked tto reexamine these practicces in the
context of trends
t in indu ustry at large toward the grreater use of contingent
compensattion. The case e outlines thee rationale forr Willamette's current pay
practices inn light of its p articular cultu
ure, business strategy, and d other
manageme ent practices. Can be used d by itself or wwith other casses
illustrating different pay practices to sstimulate a diiscussion of th he pros and
cons of varrious approacches to pay.
Subjects Covered:
C Co mpensation; Human resou urce managem ment;
Manageme ent philosoph y; Organizatio onal behaviorr
The Firmwwide 360-degree Describes Morgan Stan nley's firmwidee, 360-degree e performance e evaluation
Performannce Evaluatio
on Process process. Evaluation
E form
ms are included as exhibitss.
at Morgann Stanley: M. Diane Learning Objective:
O Too introduce sttudents to a 3 360-degree pe erformance
Burton evaluation process.
Product #:
# 498053
Length: 16
6p
Teaching Note: 40007 78
PART III: GROUPD AN ND SOCIAL PROCESSES
S

Chapter 10
1 Group Dy ynamics Absstract
Mount Everest--1996 : Michael A. Describes the events th hat transpired during the M May 1996 Mou unt Everest
Roberto, Gina
G M. Cariooggia xamines the fflawed decisio
tragedy. Ex ons that climb bing teams m made before
Product #:
# 303061 and during the ascent.
Length: 22
2p Learning Objective:
O Too examine wh hy teams makke flawed deccisions in
Teaching Note:304043 3 high-stake situations
The Overhead Reductiion Task A middle manager
m is ab
bout to meet w with his boss to discuss he er request
Force: Joh
hn J. Gabarroo, Ruth that he hea
ad up a task fforce to deterrmine how ove erhead can b be reduced
Wageman n, J. Richard Hackman by 20%. He e must decide e what to add dress in that m
meeting and h how the task
Product #:
# 400026 force should be launche ed and led. Th he focus is onn team leaderrship at four
Length: 7p stages in a team's life cyycle: 1) prepa
aration, 2) inittial meeting, 3
3) mid-
Teaching Note: 400027 7 course connsultation, andd 4) post-perfformance deb briefing.
Video #: 400502
4 Learning Objective:
O Too learn aboutt the effective leadership off work
groups andd teams. A re written versio on of an earlie
er case.
Transform mation of Pratt & Whitney Business unit
u manager Tom Hutton h has empowerred a group o of hourly
North Hav ven (Abridgedd): Linda A. workers to purchase gri t blast equipm ment for two ccells. The cap pital
Hill, H. Ke
ent Bowen, Jeeffrey L. purchase decision
d runs into some prroblems when n the two cellss fail to
Bradach, Kristin C. Doughty reach an agreement
a on which equipm ment to purch hase.
Product #:# 499050 Subjects Covered:
C Grooup dynamicss; Leadership p; Organizatio onal change;
Length: 14 4p Process an nalysis; Restrructuring
Building thhe Emotional Intelligence The manag gement world d knows by no ow that to be effective in thhe
of Groups s: Vanessa Urrch Druskat, workplace,, an individua al needs high emotional intelligence. Wh hat isn't so
Steven B.. Wolff well undersstood is that tteams need itt, too. Citing ssuch companies as
Product #:# R0103E IDEO, Hew wlett-Packard , and the Hayy Group, the a authors show w that high
Length: 11p emotional intelligence iss at the heart of effective teeams. These teams
behave in ways
w that buiild relationships both inside e and outsidee the team
and that strengthen theiir ability to facce challengess. High group emotional
intelligence
e may seem l ike a simple m matter of puttting a group oof
emotionallyy intelligent in
ndividuals toggether. It's nott. For a team to have high
EI, it needs
s to create no orms that estaablish mutual trust among members, a
sense of group identity, and a sense of group efficcacy. These tthree
conditions are essentiall to a team's e effectiveness because theyy are the
foundation of true coope eration and coollaboration. Group EI isn't a question
of dealing with
w a necesssary evil--catcching emotion ns as they bubble up and
promptly suppressing th hem. It's abouut bringing emmotions delibe erately to the
surface and understand ding how theyy affect the teaam's work. Group
emotional intelligence iss about explo ring, embraciing, and ultim mately relying
on the emo otions that aree at the core of teams.
Learning Objective:
O Too discover ho ow team leade ers can regula ate the
emotions ofo individual teeam memberrs, the whole g group, and otther groups
to enhance e team perfor mance.
Chapter 11
1 Developin ng and
Leading Effective
E Tea
ams Abs
stract

Chapter 12
1 Individuall and Group
Decision Making Abs
stract
Launching g the War on Terrorism: Describes the decision--making proce ess employed d by Presidennt Bush's
Michael A.
A Roberto, Giina M. War Cabinet in the dayss following the e September 11th terroristt attacks.
Carioggiaa Examines how the pres ident and his advisers fram med the probllem,
Product #:
# 303027 exchanged d ideas, gene rated alternattives, and devveloped a pla
an of action.
Length: 233p Learning Objective:
O Too examine a h decision-making process
high-stakes d
Teaching Note: 304045 5 by a seniorr executive teeam.
Decision-Making at thee Top: The Describes a senior man nagement team's strategic decision makking
All-Star Sports Catalog
g Division: process. The division prresident facess three optionns for redesigning the
David A. Garvin,
G Michaael A. process to address seve eral key conccerns. The preesident has e
extensive
Roberto e and qualitattive data about the process to guide him
quantitative m as he and
Product #:
# 398061 the senior team attemptt to make imp provements.
Length: 21p Learning Objective:
O Too teach studeents about howw general ma anagers can
Teaching Note: 398103 3 design and d shape decission-making p processes, annd how these processes
affect the quality
q he implementation.
of the cchoice and th
Saturn Co
orporation's Module
M II In the Sprin
ng of 1994, S Saturn Corp. wwas setting saales records b
by attracting
Decision: Anita McGahhan, Greg more than 25,000 buyerrs per month.. Saturn officials believed tthere was a
Keller long-term opportunity
o to
o sell 400,0000 to 500,000 ccars per year in the
Product #:
# 795011 United States and seleccted internatio
onal markets. Saturn mana agers had
Length: 18
8p been reviewing options for a second assembly pla ant (known ass "Module
Teaching Note: 799021
1 eneral Motorss (GM) since tthe beginning
II") with Ge g of the year. One
possibility was
w to expan nd capacity att Saturn's exissting productiion facility in
Spring Hill,, Tennessee. A second se et of options in
nvolved refittin
ng one of
several plaants that had been mothba alled or was scheduled to cclose shortly.
Learning Objective:
O Acccess tradeofffs of strategicc investment options.
Chapter 13
1
Managing g Conflict an
nd
Negotiating Abs stract
USA TOD DAY: Pursuing g the Describes the evolution of USA TOD DAY Online, th he electronic version of
Network Strategy
S (A): Michael
M L. the newspa aper, within th he organizatioonal structure e of the newsp paper.
Tushman, Michael J. Roberts,
R Describes the tensions and issues th hat develop and the pressu ure from the
David Kiro
on Online division to be sp un off. At the same time, C CEO Tom Curley sees a
Product #:
# 402010 greater straategic need fo or integration
n. Poses the q question of wh hat
Length: 18
8p degree/typ pe of strategicc integration iss required, wh hat degree off
Teaching Note: 802229 9 organizatioonal integratio on this impliess, and how it can be achievved.
Learning Objective:
O Exxposes stude ents to difficultt issues surro
ounding
integration when two org ganizational uunits are so d different and eexplores the
ambidextro ous organizattion.
Basil "Buz
zz" Hargrove and Buzz Hargrove, nationa al president off the Canadia an Auto Worke ers, needs
de Havilla
and, Inc.: Angela Keros, to find a waay to secure a an agreemen nt from a nego otiated contraact with de
Kathleen L. McGinn Havilland, Inc. Local un ion leaders fe eel the deal iss not good enough, but
Product #:
# 899138 Hargrove is s convinced m management will close the e plant down o otherwise.
Length: 7p Learning Objective:
O M
Multi-level negotiations, dea aling with "holles" in one's
B case#: 899176
8 power base e, and using media to crea ate voice and power.
Amelia Roogers at Tasssani Describes a conflict thatt has arisen b between an account mana ager and a
Communications (A): Linda
L A. Hill, creative dirrector at Tasssani Commun nications, a CChicago-based d advertising
Melinda B.
B Conrad agency wh hich is making g the transition from entrep preneurial to pprofessional
Product #:
# 492034 manageme ent. The cliennt, the marketing director of a muffler rep pair chain,
Length: 155p has called the account m manager to ccomplain abou ut the creativee director's
Teaching Note: 494098 8 behavior. The
T account m manager musst figure out w what to do. Th he object is
to provide students with h an opportun nity to grapplee with the challenges of
managing relationships with peers an nd superiors. Students can n discuss
managing 1) cross-depa artmental relaationships, 2) interpersona al conflicts,
and 3) crea ativity.
Subjects Covered:
C Advvertising; Con nflict; Creativity; Entrepreneurship;
Interdeparttmental relatio ons; Interperssonal relationns; Organizational
behavior; Power
P and inffluence
Six Habits
s of Merely Efffective Most execu utives know t he basics of n negotiation; ssome are spectacularly
Negotiato
ors: James K. Sebenius adept. Yet even experie enced negotia ators routinelyy leave money on the
Product #:
# R0104E table, end up in deadlocck, damage re elationships, or allow confllicts to
Length: 9p spiral. They fall prey to ccommon misttakes that kee ep them from m solving the
right negottiation problem m. In any neg gotiation, eachh side ultimattely chooses
between tw wo options: acccepting a de eal or taking itts best no-dea al option--
that is, the course of acttion if a deal w were not possible. As a ne egotiator,
you seek to o advance yo our interests bby persuading g the other sidde to say
yes to a prroposal that m meets your intterests better than your be est no-deal
option. Bec cause the oth her side will sa
ay yes only to o a proposal tthat meets
its own inteerests better tthan its best nno-deal option, you must u understand
and shape your counterrpart's decisio on so that it chhooses in its own interest
 what you want.
w Far from m being exerccises in manip pulation, unde erstanding
your counterpart's intere ests and shap ping the decission so that th he other side
agrees to a proposal forr its own reassons are the kkeys to jointly creating
and claimin ng sustainabl e value from a negotiation n. In this article, James
Sebenius compares
c goo
od negotiating g practice witth bad, providding
examples from
f the busi ness world an nd insights fro
om 50 years o of research
and analys sis on negotia ation. The autthor describess six common n mistakes
that result in merely effeective negotiaation: neglectiing your coun nterpart's
problem, leetting price buulldoze other interests, lettting positions drive out
interests, searching
s too hard for commmon ground, neglecting no-deal
alternativess, and failing to correct forr skewed visio on.
Learning Objective:
O To
o identify andd avoid six com mmon mistakkes that can
hamper bu usiness negottiations and damage working relationships among
bargainers s.
PART IV: ORGANIZAT
TIONAL PRO
OCESSES

Chapter 14
1 Communiicating
in the Dig
gital Age Abs stract
BMWFilm ms: Youngme Moon, Kerry Jim McDow well, VP of ma arketing at BM MW North Am merica, is deb bating how to
Herman follow up th
he success off his latest ma arketing camp paign, "BMWFilms." This
Product #:
# 502046 campaign features
f five sshort films forr the Internet,, directed by ssome of the
Length: 26
6p hottest you
ung directors in Hollywood. By all indica ations, the non ntraditional
Teaching Note: 503073
3 campaign has been a h uge success.. Now the que estion is, whaat to do for
an encore? ?
Learning Objective:
O Too explore the consumer be ehavior dynam mics
associatedd with nontrad ditional marke eting techniqu ues. Also allow ws for a
discussion of the link be etween deep consumer un nderstanding a and the
design of a new advertissing genre.
Alpha Gea aring Systems Shanghai Examines the relationsh hip between m management at Alpha Sha anghai and
Co. Ltd.: Kathleen
K E. Slaughter,
S San Yu Mo opeds, a large e Chinese mo oped produce er, and a custo omer which
Zhang Jiee, Donna Everatt Alpha Shanghai had ho oped would be ecome one off their largest..
Product #:
# 99C014 Specifically
y, the case fo ocuses on the e general man nager's influennce on the
Length: 188p organizatio
on's communiications strate egy and the e extent to which it was a
Teaching Note: 899C14 departure from
f "typical" supplier rela ationships in C China. The ca ase poses
the issue of
o to what exte ent the failuree in the relatio
onship was a function of
the generaal manager's l ack of exposure to doing b business in C China, and/or
an insensittivity to local ccustoms and business pra actices. By examining
these issuees, the studen nts will learn tto appreciate how culturallly specific
communica ation patternss are, as well as what societal and cultu ural
assumption ns affect the b behavior, attittudes, and co ommunication n patterns
within the organization,
o and between n the organiza ation and its lo
ocal
partners, suppliers,
s andd strategic alliaances.
Subjects Covered:
C Commmunication;; Cross culturral relations; International
business; Interpersonal
I relations; Ne
egotiation
Chapter 15
1 Influence Tactics,
Empowerrment, and Politics
P Abs stract
Jack Thommas: John P. Kotter, This redisg guised version n of an earlierr case, Tom L
Levick, provid
des an
Andrew Burtis
B updated se etting but doees not change e the teaching
g objectives. C
Chronicles
Product #:
# 494062 the first six
x weeks of ex perience on tthe job for a recent businesss school
Length: 13
3p graduate. Emphasis
E is o
on managing upwards--particularly with h respect to
errors discovered by the e protaganist for which his boss was ressponsible.
 Provides background
b daata.
Subjects Covered:
C Ma anaging up; O Organizational behavior; Po ower and
influence
Jeanne Leewis at Staple
es, Inc. (A) Jeanne Lewis, after six years with Sttaples, Inc., iss promoted to o senior vice
(Abridged
d): Linda A. Hiill, Jennifer president ofo marketing. She is to worrk for fifteen m months alongside her
M. Suessee predecesso or, a legacy in n the organization, "learnin ng the ropes" before he
Product #:
# 400065 moves on. This case is set nine mon nths after she begins working with the
Length: 14
4p marketing department. A At this time, SStaples has ju ust emerged ffrom a
B case#: 499042
4 period of prolonged
p litig ation around an FTC antitrust suit challlenging
Staples' atttempted merg ger with Officce Depot. Posst-merger, Lew wis must
determine how the markketing department can most effectively and
efficiently help
h the comp pany maintain n its competitive edge in an n
increasinglly competitive e and complex market. Loo oks at the chaallenges a
middle manager faces ""taking charge e" and manag ging change in a
revitalizatio
on situation in n which a morre evolutionarry approach is
appropriate e.
Learning Objective:
O To e challenges of managing change in a
o illustrate the
revitalizatio
on (as oppose ed to turnarou und) situation
n in which a mmore
evolutionarry approach iss appropriate e. To explore tthe challenge es of
managing change as a middle mana ager. To mana age the netwo ork of
relationshipps. To highlig ght the challen nges of the "taking charge" process.
Heidi Roiz
zen: Nicole Te
empest, Heidi Roize en, a venture capitalist at S SOFTBANK V Venture Capittal and a
Kathleen L. McGinn former entrrepreneur, ma aintains an exxtensive perssonal and proffessional
Product #:
# 800228 network. She
S leveragess this networkk to benefit bo oth herself and d others.
Length: 19
9p The case considers
c the steps she's ttaken to build and cultivate e a network
Teaching Note: 801278 8 that is bothh broad and d deep.
Learning Objective:
O Prrovides stude ents with an eexample of an n effective
social netwwork; facilitate es discussion of network tyypes, content, costs, and
benefits.
Power Is the
t Great Mo otivator (HBR Nowadays, with organizzations growin ng ever flatterr and responssibility being
Classic): David
D C. McC
Clelland, pushed furrther down the e ranks, admitting to a dessire for powerr is a little out
David H. Burnham
B of fashion. But as the re esearch in thiss 1976 classic HBR article e shows,
Product #:
# R0301J power is es ssential to go ood managem ment. In fact, wwhen it comess to
Length: 9p managing big companie es, the desire for power--th hat is, a manaager's desire
to have an impact, to be e strong and iinfluential--is more importa ant than the
need to ge et things done e or the wish tto be liked. Th he need to acchieve, while
important in small comp panies, actuallly becomes ccounterproducctive in
large, complex organiza ations, leading g managers tto try to do thiings
themselves s rather than spread taskss among manyy people. And d managers
who need to t be liked ten nd to make exceptions for particular subordinates'
needs, und dermining mo orale. But seeking power iss not the same e as seeking
glory. Peop ple who want power only to o further theirr own careerss, rather than
the goals ofo the organizzation, tend to o have subord dinates who a are loyal to
them but not to the com mpany, making g them less eeffective on the whole.
And wantin ng power is no ot the same a as throwing it around. Corrrelations
between employee morrale and saless figures show w that individu
uals who
manage by y fiat are less effective than n those whosse style is more
democratic c. As the man ny examples sshow, top exe ecutives can learn to tell
who the go ood managerss are likely to be and to tra ain existing on
nes to be
more effec ctive. McKinse ey Award Win nner.
Learning Objective:
O Bee introduced tto three typess of managerss
 distinguished by what m
motivates each, and discovver that "institutional
managers""--who relish u
using their po
ower to beneffit their organiization--are
the most effective.

Chapter 16
1 Leadership Absstract
GE's Twoo-Decade Tran nsformation: GE is faced d with Welch''s impending retirement an nd the questio on on many
Jack Welcch's Leadershhip: minds is whether anyon ne can sustainn the blistering pace of cha ange and
Christopher A. Bartlett growth cha aracteristic of the Welch erra. After brieflly describing GE's
Product #:
# 399150 heritage annd Welch's tra ansformation of the compa any's business portfolio of
Length: 24
4p the 1980s, the case chrronicles Welch's revitalization initiatives through the
Teaching Note: 300019 9 late 1980s and 1990s. I t focuses on six of Welch'ss major chang ge
programs: The "Softwarre" Initiatives,, Globalization n, Redefining g Leadership,
Stretch Obbjectives, Servvice Businesss Developmen nt, and Six Siigma
Quality.
Learning Objective:
O Caan be used too develop mu ultiple lessonss, including
corporate strategy
s deveelopment, trannsformational change, man nagement
and leaderrship, and corrporate renew wal.
Jan Carlzon: CEO at SAS
S (A): Describes Jan Carlzon'ss actions on a assuming the e CEO's respo onsibility at
Christopher A. Bartlett,, Kenton W. SAS in a time of financia al and organiizational difficculty. After tra
acing
Elderkin, Barbara Feinberg Carlzon's development
d as a manage er, it focuses oon the way in which he
Product #:
# 392149 developed, then commu unicated a cle
ear and motivvating strategic mission to
Length: 166p become "th he world's besst businessm man's airline." After a specta acular
turnaround d, organizationnal problems re-emerge, a and the case concludes
with Carlzoon wondering if his "second d wave" can provide the same
impetus tha at he gained on his first waave. Highlightts the power of a clear
and well-coommunicated d strategic misssion (strateggic intent), butt also
explores problems and limits that can n arise. Speccifically, focuses on the
common problem of mo otivating middle managers who often fee el
disenfranchised by frontt line empowe erment
Subjects Covered:
C Bussiness policy;; Human reso ource manage ement;
Implementing strategy; Leadership; S Strategy formmulation
Albert Dunlap and Corporate After restru
ucturing Scottt Paper with a 34% reductiion in head co ount and
Transformmation (A): Rooss Petty, successfully selling the company to K Kimberly Clarrk, Al Dunlap is hired as
Virginia Soybel, Phyllis
s CEO by Su unbeam. Thiss case describ bes the mana agement princciples of this
Schlesingger, Sam Perk kins, David corporate turnaround
t exxpert and his actions at Su unbeam.
Wylie, Al Anderson
A Subjects Covered:
C Acccounting stanndards; Business ethics; Corporate
Product #:
# BAB032 reorganizaation; Fraud; LLegal aspectss of business;; Restructuring
Length: 177p
Teaching Note: BAB53 32
B case#: BAB033
Crucibles of Leadership: Warren G. What make es a great lea ader? Why do o some people e appear to kknow
Bennis, Robert
R J. Thommas instinctively
y how to insppire employee es--bringing out their confid dence,
Product #:
# R0209B loyalty, and
d dedication---whereas othe ers flounder a
again and aga ain? No
Length: 7p simple formmula can expllain how grea at leaders comme to be, but Bennis and
Thomas be elieve it has ssomething to d do with the w
ways people handle
adversity. The
T authors' recent researrch suggests that one of th he most
reliable ind
dicators and p predictors of ttrue leadershiip is the abilityy to learn
from even the most neg gative experieences. In interrviewing more e than 40
leaders in business and d the public se ector over the
e past 3 yearss, the
authors disscovered thatt all of them--yyoung and old d alike--had e endured
 intense, oftten traumaticc, experiencess that transforrmed them an nd became
the source of their distin
nctive leadersship abilities. Bennis and T
Thomas call
these shapping experiencces "crucibless," after the vvessels medieeval
alchemistss used in theirr attempts to tturn base metals into gold. For the
intervieweees, their cruciibles were the
e points at wh hich they weree forced to
question who
w they were e and what wa as important tto them. Thesse
experiencees made them m stronger and d more confid dent and channged their
sense of purpose in som me fundamen ntal way.
Learning Objective:
O Too discover hoow leaders can learn from n negative
events so that
t they emeerge from thosse events stro onger, more cconfident,
and more committed
c to their purposee.

Chapter 181 Organizattional

Design, Effectiveness
E s, and
Innovatioon Abs stract
SMA: Mic cro-Electronic Products Describes a division of S SMA with fina ancial and org ganizational pproblems.
Division: Michael
M Beer, Michael L. Conflict and lack of coo rdination exisst between fun nctional groupps.
Tushman Employees s lack a sense e of direction and morale iss low. The ca ause of these
Product #:
# 400084 problems is s found in a cchange in bussiness environ nment followe ed by
Length: 199p change in organization
o aand managem ment.
Teaching Note: 910413 3 Learning Objective:
O Caan be used fo or analysis off organization-
environment relationshi ps and action n planning forr change and
environment. A rewritten n version of a an earlier case.
Andersen Consulting - EMAI: Vernon Ellis, managing p partner of And dersen Consu ulting - Europee, Middle
Reorganizzation for Rev
vitalization: East, Africaa, and India (A AC - EMEAI) is considering g how best to reorganize.
Ashish Naanda, Michaeel Y. Yoshino AC - EMEA AI has grown rapidly over th he past five ye ears to becomme Europe's
Product #:
# 396007 largest connsulting operattion. However, Ellis feels th hat the organization needs
Length: 20
0p to be recon nfigured if it ha
as to continue e on its trajecttory of rapid growth. Each
B case#: 899035
8 of the vario
ous alternative es that he is cconsidering offfers intriguingg potential
benefits buut also carries considerable e risks.
Learning Objective:
O Exxposes studen nts to the challlenge of man naging a
multi-line in
nternational prrofessional se ervice organizzation. Specifically, the
students grrapple with ide entifying the aappropriate orrganization de esign and
leading org ganizational ch hange in such h a setting.
VeriFone:: The Transacction Describes VeriFone's ne ew organizatiional model a and its role in catapulting
Automatioon Company (A): Donna VeriFone to o a market le adership possition. Examin nes the impacct of
B. Stodda
ard, Richard L.
L Nolan, information n technology a and informatiion access on n the ability to
o leverage
Hossam Galal
G global reso ources, marke et responsiveness, and org ganizational sstructure and
Product #:
# 195088 behavior.
Length: 31p Subjects Covered:
C Info
ormation tech hnology; Intern national businness;
Teaching Note: 196100 0 Organizatio onal design
B case#: 195245
Do You Have
H a Well-D
Designed For most companies,
c orrganization de esign is neither a science n nor an art;
Organizattion?: Michael Goold, it's an oxym
moron. Organ nizational stru
uctures evolve e in fits and sttarts,
Andrew Campbell
C shaped mo ore by politicss than by policcies. Althoughh most execu utives can
Product #:
# R0203K sense whe en their organ ization design ns are not woorking well, few take
Length: 7p meaningful action, partlyy because the ey lack a pracctical framew work to guide
them. The authors of th is article provvide just such a frameworkk; they
present ninne tests that ccan be used e either to evaluuate an existing
organizatioon design or ccreate a new one. Four "fitt" tests offer a an initial
screen: The market advvantage test a asks whether a design dire ects
 sufficient management
m a
attention to th he company'ss sources of ccompetitive
advantage; the parentin ng advantage test determin nes whether tthe design
gives enou ugh attention tto the corpora ate-level activvities that pro
ovide real
value to the e company; t he people tesst shows whe ether the desiggn reflects
the employ yees' strength hs; and the fe easibility test looks at consttraints that
may imped de implementa ation. Five "g good design" ttests can help p a company
refine its prospective de esign. The spe ecialist culturres test ensurres that
there's suffficient insulattion for units tthat need to b be different fro
om the
prevailing culture;
c the d ifficult-links te
est determine es whether a d design offers
solutions foor potentially problematic u unit-to-unit lin
nks; the redun ndant-
hierarchy test asks whe ether the desig gn has too many parent levels; the
accountability test lookss at whether e every unit hass suitable con ntrols; and
the flexibility test ensurees that the de esign lets the company ada apt to
change. Once a design is altered, the e tests should d be repeated d.
Organizatio onal decision s are inevitab bly complex, a and tweaking one part of
the design may produce e unanticipate ed consequen nces elsewhe ere.
Subjects Covered:
C Bussiness units; Corporate reo organization;
Manageme ent controls; MMatrix organizzation; Organ nizational design;
Organizatio onal structure e
Chapter 18
1
Managing g Change an nd Stress Absstract
Andy Cheew at Siemens s Nixdorf: Andy Chew w, a British m anager reasssigned to Germany by a larrge German
Change frrom the Middle: Rosabeth computer company,
c is in
n the middle oof carrying ouut a project ass a
Moss Kannter, John F. McGuire
M designated d "change age ent" in a program to reshape the culture e toward one
Product #:
# 396204 that is morre entreprene urial for succe ess as a nimb ble global commpetitor. He
Length: 12
2p is still unce
ertain of his suupport.
Subjects Covered:
C Cha ange manage ement; Entrep preneurship; Innovation;
Organizatio onal behaviorr; Power and influence
Merck Lattin America (A
A): Michael Introduces Grey Warne r, the vice pre esident of Me erck's Latin Ammerica
Beer, Jam
mes Weber region, and d his efforts too improve thee organization nal effectiveneess of the
Product #:
# 401029 region and to introduce a more globa al business cu ulture and vallues.
Length: 12
2p Discusses Merck's ethiccs and valuess, its Latin Am merican organ nization, the
B case#: 401030
4 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 too achieving th he strategic vision.
Subjects Covered:
C Cha ange manage ement; Organ nizational behhavior;
Organizatio onal change; Organization nal culture; Orrganizational learning;
Strategic planning;
p Valuues

Charlotte Beers at Ogilvy & Mather Examines Beer's action s on assumin ng leadership of Ogilvy & MMather
Worldwidee (A): Hermin
nia Ibarra, Worldwide, the world's ssixth-largest a advertising aggency, during
g a period of
Nicole Sa
ackley rapid indus stry change a nd organizatiional crisis. Focuses on ho ow Beers,
Product #:
# 495031 the first outsider CEO, e engages and leads a senio or team through a vision
Length: 18
8p formulation n process. Ch hronicles closely the debattes among se enior
Teaching Note: 495033 3 executives s struggling to
o reconcile creeative, strateg
gic, and globa
al vs. local
priorities. Sixteen
S month hs later, with a vision state
ement agreed upon,
Beers face es a series of implementatiion problems.. Turnaround has begun,
but organiz zational structtures and sysstems are nott yet aligned wwith the
firm's new direction. Co ncludes as Beers must de ecide how to w
work best
 with her se enior team to achieve align nment in 1994 4.
Subjects Covered:
C Advvertising; Lea adership; Multtinational corp porations;
Organizatio onal change
Whitbreadd Hotel Co. (A
A): Michael Follows Ala an Parker and d his efforts too develop an effective organization
Beer, Jam
mes Weber using organizational fitn ness profiling and other cha ange methodologies.
Product #:
# 403102 Parker kne ew that as Wh hitbread continued to grow w, both interna ally and
Length: 27
7p through ac cquisitions, thee company w would have to change its orrganization
B case#: 403103
4 structure and
a managem ment practicess. Describes h how Parker m managed the
change pro ocess and invvolved a large e number of e employees in discovering
the barriers s holding the company bacck from achie eving its strate
egic vision
and in devising ways to overcome th hem.
Learning Objective:
O Alllows studentts to examine managing orrganizational
change and managing tthe integration n of an acquirred business.. Includes
color exhib bits.
Peter Browning and Co ontinental Presents a new division nal vice presid dent's entry innto a well-esta ablished and
White Capp (A): Todd D.
D Jick, Mary still successsful manufaccturing organization that is neverthelesss facing an
Gentile impending competitive ccrisis. Demon nstrates his ch hallenge and his efforts,
Product #:
# 486090 under pres ssure from co rporate headq quarters, to cconvince his sstaff that the
Length: 8p crisis is rea
al and to makke changes in n the organiza ation's family cculture and
Teaching Note: 491110 0 practice, inn order to bettter position th hem to face th he onslaught of price
wars and newn technolog gy. Concludes with severa al complex choices facing
the new vic ce president a as he conside ers whether o or not to replace some
key but pro oblematic sen nior managerss, and what strategy to ado opt in his
relations with
w the retired d but still visib
ble descendan nt of the firm'ss founder.
Subjects Covered:
C Cha ange manage ement; Crisis managemen nt; Human
resource management;
m Managemen nt styles; Manufacturing;
Organizatio onal culture