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Case Map forGeorge & Jones: Understanding and ManagingOrganizational Behavior

(Prentice Hall)

This map was prepared by an experienced editor at HBS Publishing, not by a teaching professor. Facultyat Harvard Business School were not involved in analyzing the textbook or selecting the cases andarticles.

Every case map provides only a partial list of relevant items from HBS Publishing. To explorealternatives, or for more information on the cases listed below, visit:hbsp.harvard.edu/educators

Chapter 1 Introduction toOrganizational Behavior AbstractGE's Two-Decade

Transformation: J ack Welch's

Leadership:

Christopher A.BartlettProduct #: 399150Length: 24p

Teaching Note: 300019

GE is faced with Welch's impending retirement and the question onmany minds is whether anyone can sustain the blistering pace of

change and growth characteristic of the Welch era. After brieflydescribing GE's heritage and Welch's transformation of the company'sbusiness portfolio of the 1980s, the case chronicles Welch'srevitalization initiatives through the late 1980s and 1990s. It focuses onsix of Welch's major change programs: The "Software" Initiatives,Globalization, Redefining Leadership, Stretch Objectives, ServiceBusiness Development, and Six Sigma Quality.Learning Objective: Can be used to develop multiple lessons,including corporate strategy development, transformational change,management and leadership, and corporate renewal.

Southwest Airlines: UsingHuman Resources forCompetitive Advantage (A):Charles A. O'Reilly, J effreyPfefferProduct #: HR1ALength:

Teaching Note: HR1TB case#: HR1B

In 1994 both United Airlines and Continental Airlines launched low-costairlines-within-an-airline to compete with Southwest Airlines. From 1991until 1993 Southwest had increased its market share of the critical WestCoast market from 26% to 45%. This case considers how Southwesthad developed a sustainable competitive advantage and emphasizesthe role of human resources as a lever for the successfulimplementation of strategy. Asks whether competitors can successfullyimitate the Southwest approach.Subjects Covered:Competitive advantage; Corporate strategy;Human resource management; Implementing strategy; Organizationalbehavior

Motorola Corporation: The Viewfrom the CEO Office:J anis L.Gogan, Shoshana Zuboff, GloriaSchuckProduct #: 494140Length: 15p

Motorola, a leader in semiconductors and telecommunications,embarked on an ambitious program of renewal beginning in the early1980s, leading to dramatic improvements in the company's quality,cycle time, and growth. Much of this progress was attributed to a majorinvestment in workers' skills and in mechanisms that encouraged teamsof employees to work on continuous improvement projects. In 1994 top

management considered whether to promote a corporate-wideempowerment initiative that would encourage an unprecedenteddownward delegation of responsibilities. With very ambitious globalgrowth goals, Motorola aspired to be "the finest corporation in theworld," with an organization that was both more flexible andparticipative and dedicated to continuous improvement. The casefocuses on the role of the CEO office in promoting corporate initiativeswhile preserving the $17 billion corporation's decentralized structure.
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Subjects Covered:Continuous improvement; Leadership;Organizational change; Participative management; Teams;

Technological change; Total quality

PART I INDIVIDUALS IN ORGANIZATIONSChapter 2 Indiv idualDifferences:Personalit y and Abilit y AbstractBob Fifer:David A. Thomas,Doug CohenProduct #: 495013Length: 11p


Explores the life and concerns of Bob Fifer, HBS class of 1979 andCEO of Kaiser Associates. Explores the many influences on Bob'sdevelopment and his subsequent career choices. It is written as abiography with extensive quotes from interviews with Bob. He describesthe role of his upbringing and ethnicity in the formation of his self-concept. Highlights his career-related choices, including college atHarvard, attending business school, and entering consulting. Afteryears of success and driven workaholic behavior, Bob experiencesdisillusionment and personal tragedy. Readers are able to examineBob's process of self-redirection to arrive at their own conclusion abouthow successful and enduring it is likely to be.Learning Objective: Can be used as part of a career module incourses such as Introductory O.B., Career Development,Entrepreneurship, and Leadership. It is well-suited to teach conceptsrelated to adult development, career-choice making, andentrepreneurial behavior.

Chapter 3:Values, Atti tudes, and Moodsand Emotions AbstractSpecialty Medical Chemicals:Richard G. Hamermesh, LucindaDoranProduct #: 399094

Length: 23p

A new general manager is supposed to rekindle growth. Seven monthslater, he questions the abilities of his direct reports. An organizationalpsychologist is brought in to assess his people. The general managernow has to decide who to keep and how to structure his direct report

team.Learning Objective: To illustrate the issues a general manager faceswhen assembling his direct report team.

J et Blue Airways: Starting fromScratch:J ody Hoffer Gittell,Charles A. O'ReillyProduct #: 801354Length: 20p


J etBlue Airways shows how an entrepreneurial venture can use humanresource management, specifically a values-centered approach tomanaging people, as a source of competitive advantage. The majorchallenge faced by Ann Rhoades is to grow this people-centeredorganization at a rapid rate, while retaining high standards for employeeselection and a small company culture.Learning Objective: To consider the role of human resourcemanagement, leadership, and values in a start-up venture, and toaddress the tension between a strong organizational culture and rapidgrowth.

The SAS Institute: A DifferentApproach to Incentives andPeople-Management Practices inthe Software Industry:J effreyPfeffer

Product #: HR6Length: 17p

The SAS Institute is a large, growing software company headquarteredin the Research Triangle in North Carolina. Founded more than 25years ago, it has evolved a unique approach, given its industry, todeveloping and retaining talent including using no stock options orphantom stock and not paying its salespeople on commission. TheCEO and Vice President of Human Resources must decide how welltheir current management practices will continue to serve them as thecompany gains greater visibility and faces an increasingly competitive
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labor market.Subjects Covered: Applications; Compensation; Human resourcemanagement; Incentives; Management philosophy; Organizational

behavior; Organizational cultureBen & J erry's Homemade IceCream, Inc.: Keeping theMission(s) Alive:J ohn TherouxProduct #: 392025Length: 22p


Ben & J erry's is an anti-establishment, values-driven company. Thedominant founder, Ben Cohen, is not an effective manager, but hebrings creative marketing and product skills that have been important tothe company's success. He also is controlling shareholder and the forcebehind the company's socially-minded culture. One of the many policiesthat have reflected Ben's values but which has created difficulty inmanaging the organization is the 5 to 1 compensation differentialbetween the top and the bottom of the organization. Up to mid 1990,the company was growing explosively , but this has changed by thetime of the case in September 1990. The case opens as Chuck Lacy istaking over as president. He must decide what to do about the 5 to 1rule and the value of the company's counterculture style. Students mustconsider the importance of the general manager's responsibility inreconciling company values with commercial imperatives and toconsider the effect of compensation policy on organizationaleffectiveness and morale.Subjects Covered: Compensation; Entrepreneurial management;Management philosophy; Morale; Organizational culture;Organizational development; Social responsibility

HCM Beverage Co.:J . StewartBlack, Allen MorrisonProduct #: 98C003Length: 17p

Teaching Note: 898C03

Mark J ohnson, general manager of HCM Beverage Co., must decidewhat to do about the declining performance of Vietnam-based HCMBeverage. Employees seem unmotivated and lackadaisical about theirwork. These same workers blame the weather for the poor results.Figuring out the problem and solution is J ohnson's major challenge.Subjects Covered: Employee attitude; International business; Laborrelations

Mike Miller (A):Vijay V. Sathe, C.Paul DredgeProduct #: 482061Length: 23p

Mike Miller, Harvard MBA '78, resigned his first job out of HBS withinsix months because he believed his personal values and learningobjectives could not be accommodated. Students may discuss theproblems of anticipating corporate culture, learning the ropes, survivingentry into the organization, and getting things done.Subjects Covered:Executives; Interdepartmental relations; J obsatisfaction; Organizational culture; Personal strategy & style; Values

Chapter 4: Perception,At tr ibut ion, and theManagement of Diversity AbstractLaura Wollen and ARPCO, Inc.:Mary GentileProduct #: 393003

Length: 9pTeaching Note: 393031

Laura Wollen, a group marketing director for ARPCO, Inc., must decidewhether to recommend a high performance product manager for achoice position overseas. The supervisor overseas resists the hire

because of the candidate's race and Wollen fears that insisting will sether candidate up for failure. On the other hand, she believes she is thebest candidate and should not be denied the position.Subjects Covered: Business ethics; Career planning; Discrimination;Diversity

Monitor Co.: PersonalLeadership on Diversity:MaryGentile, Sarah B. Gant

Several members of a consulting firm work to develop ways to buildand nurture a more diverse work environment while reflecting onpersonal experiences that help them to become leaders around issues
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Product #: 395049Length: 18p


of diversity.Learning Objective: To open discussion of definitions of diversity andapproaches to creating and managing a diverse workplace.

Avon Products (A):

Lynn SharpPaine, Gregory C. RogersProduct #: 301059Length: 22pB case#: 301060

The general manager of Avon Mexico, Fernando Lezama, must decidewhether to promote a woman to the position of vice president of sales.If appointed, the candidate would be the first female in all of LatinAmerica to hold an executive position and one of the first women inMexico to attain this level of responsibility. Lezama's all-male executiveteam has doubts about the candidate's readiness but Lezama is alsocognizant of Avon's global vision which calls for the advancement ofwomen at all levels of the organization. Earlier in the year, the AvonMexico organization had completed an exercise called "appreciativeinquiry" aimed at enhancing gender relations in the workforce.Learning Objective:To examine the cultural aspects of managing inthe Mexican environment and to illustrate the use of "appreciativeinquiry" as part of a cultural change process.

J ulia Stasch (A):Kirk O. Hanson,J onathan EisenbergProduct #: 993015Length: 5p

Teaching Note: 993017B case#: 993016

A successful woman executive attempts to integrate women into theconstruction trade in Chicago. J ulia Stasch rose from office assistant topresident and chief operating officer of a major Chicago real estate firm,Stein & Co. This case describes her campaign to create expandedopportunities for women and minority-owned businesses as suppliers toconstruction projects, and for women and minority workers onconstruction sites. Discusses entrenched discrimination in a particularindustry, and the creative change strategies implemented by oneexecutive.Learning Objective: To help students explore: 1) the design ofaffirmative action and diversity programs to address entrencheddiscrimination; 2) the role of business in encouraging diversity; 3) howone individual can create social change; and 4) strategies for increasingthe acceptance of diversity of the workplace.

Lotus Development Corp.:Spousal Equivalents (A):MaryGentile, Sarah B. GantProduct #: 394197Length: 18p


A group of Lotus employees propose extending all health care andother benefits to the spousal equivalents of lesbian and gay employees.

The vice president of human resources considers the proposal during areorganization and period of financial uncertainty.Learning Objective: Provides an opportunity to discuss the limits andcompetitive implications of a business's appropriate role in respondingto diverse employee needs

Managing Conflict in a DiverseWorkplace:Mary Gentile, SarahB. GantProduct #: 395090Length: 25p


Consists of several vignettes and discussion points around issues ofconflict in the workplace. Issues presented are differences of race,gender, nationality, culture, religion; access to power, training,advancement; tolerance of style of management, language, politics;implications of involvement in these issues.Subjects Covered: Conflict; Cross cultural relations; Grievances;

Group dynamics; J ob satisfaction; Work force management

Chapter 5: Learning andCreativity Abstract

Chaparral Steel: Rapid Productand Process Development:Dorothy Leonard-Barton, Gil

One of the nation's foremost mini-mills' core competence is the rapidrealization of technology into products. This case describes thedevelopment of a highly innovative casting technique and features the
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PreussProduct #: 692018Length: 17p


role of the company's culture in achieving its goals. The companyexemplifies a learning organization.Subjects Covered:Innovation; Organizational culture; Product

development; Production planning; R&D; TechnologySUPERVALU, Inc.: ProfessionalDevelopment Program:Francis

J . AguilarProduct #: 900019Length: 21p


SUPERVALU examines the creation and implementation of a trainingprogram for attracting and retaining college graduates for the nation'slargest wholesale food distribution company. It addresses: 1) programdesign and 2) the management of the design effort and programimplementation. The case is appropriate for courses in organizationalbehavior, human resources management, and general management.Learning Objective: To learn how to manage the creation,introduction, and perpetuation of a complex training program in a large,dynamic business organization with a strong culture.

Motorola (A):Kathleen Meyer,Matt Kelemen, Stephen WeissProduct #: 996051Length: 4p


In the late 1970s, Motorola CEO Bob Galvin knew that the electronicsindustry was growing increasingly competitive. Though Motorola wasfaring well in the battle, technology was sprinting ahead. In fact, mosttechnical knowledge was obsolete within a five-year time frame. In anattempt to embrace the change, Galvin proposed to his board ofdirectors an extraordinary commitment to the training of Motorola'sentire workforce--from executives to shop floor employees. He was metwith strong resistance, however, due to the time and financial resourcessuch training would require. Galvin was faced with a dilemma: if heaccepted the board's counsel, the company might fall behind as thevelocity of technological change increased; if he pushed for theinvestment in training, he might jeopardize short-term performance andcompetitive position.Learning Objective: Allows students to think strategically about thestruggle of maintaining a competitive edge in a fast-changing industryand to discuss the real-life benefits that can result from investing inemployees.

Yvette Hyater-Adams and TerryLarsen at CoreState FinancialCorp.:David A. Thomas, EmilyD. Heaphy, Nancie ZaneProduct #: 401023Length: 15p

Yvette Hyater-Adams, senior VP of CoreStates Bank, and CEO TerryLarsen reflect on their five-year mentor-protege relationship. Theydescribe how building a relationship across both race and gender waschallenging and ultimately highly rewarding. Their relationship developsin the context of a major culture change that Hyater-Adams and Larsenwere leading the organization through. This case discusses how theirrelationship impacted the organization and the change process.Learning Objective: Allows students to develop a deep appreciationfor the initiation and development of mentoring relationships. Alsoexplores the dynamics of cross-race and cross-gender workrelationships.

Learning from Projects: Note onConducting a Postmortem

Analysis(HBS background note): Stefan

Thomke, Steven J ay SinofskyProduct #: 600021Length: 11p

Describes how firms can learn from projects through postmortemanalysis. Focuses on the step-by-step process of preparing and running

a postmortem meeting as it is done at Microsoft and other softwaredevelopers.Subjects Covered:Product development; Project evaluation; Projectmanagement

Chapter 6: The Nature of WorkMotivation Abstract
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N/AChapter 7: Creating aMotivating Work Setting Abstract

The Ritz-Carlton Hotel Company:Sandra J . Sucher, StacyMcManusProduct #: 601163Length: 31p


In just seven days, The Ritz-Carlton transforms newly hired employeesinto "Ladies and Gentlemen Serving Ladies and Gentlemen." The casedetails a new hotel launch, focusing on the unique blend of leadership,quality processes, and values of self-respect and dignity, to createaward-winning service.Learning Objective: Allows students to examine innovation andimprovement in a service industry. Raises questions of when and howto innovate in a successful service operating system and the challengesof innovation for a brand built on customer experience. Teaching pointsinclude the role of leadership and values in creating a culture of serviceand the need to manage the tension between standardized qualityprocedures and the cultivation of empowered employees who cancustomize each interaction to meet the needs of their customers.

The SAS Institute: A DifferentApproach to Incentives andPeople Management Practices inthe Software Industry:J effreyPfefferProduct #: HR6Length: 17p

The SAS Institute is a large, growing software company in theResearch Triangle in North Carolina. Founded more than 25 years ago,it has evolved a unique approach, given its industry, to developing andretaining talent including using no stock options or phantom stock andnot paying its salespeople on commission. The CEO and VicePresident of Human Resources must decide how well their currentmanagement practices will continue to serve them as the companygains greater visibility and faces an increasingly competitive labormarket.Subjects Covered: Applications; Compensation; Human resourcemanagement; Incentives; Management philosophy; Organizationalbehavior; Organizational culture

J ack Stack (A):Kirk O. Hanson,David Bollier



Describes J ack Stack's efforts to revive a diesel engineremanufacturing plant owned by International Harvester. Stack

engineers a leveraged buyout of the factory by its managers. He thenimplements a radical system for managing the company, through whichevery employee is trained to read complete financial reports of thecompany and given weekly operating data. In this way, they can see indetail how the company is progressing.Learning Objective: May be used in Human Resources,Organizational Behavior, Strategic Management, and Entrepreneurshipcourses to help students explore: 1) worker empowerment and relatedhuman resources issues; 2) the impact of the disclosure of companydata on corporate strategy; 3) how an entrepreneur engineers aleveraged buyout; 4) the revitalization of "rust-belt" facilities; and 5) therole of worker empowerment in entrepreneurship.

MacTemps: Building

Commitment in the InterimWorkforce:J effrey L. Bradach,Nicole SackleyProduct #: 497005Length: 20p


MacTemps provides temporary workers skilled in computer graphics

and database management. Unlike many temporary agencies that treattemps as a commodity, MacTemps has attempted to build relationshipswith temps through offering benefits and training. This case exploresthe pros and cons of this strategy by presenting data on the underlyingeconomics of the arrangement and the characteristics of the tempforce.Learning Objective: To discuss the economics of contingent workarrangements, strategies for building relationships with workers/temps,
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strategies for staffing firms in highly competitive environments, and thechanging social contract between people and organizations.

Chapter 8: Pay, Careers, and

Changing EmploymentRelationships Abstract

Nordstrom: Dissension in theRanks? (A):Robert L. Simons,Hilary A. WestonProduct #: 191002Length: 24p(B) case#: 192027


In 1989, the performance measurement systems and compensationpolicies of Nordstrom Department Stores unexpectedly came underattack by employees, unions, and government regulators. The casedescribes the "sales-per-hour" monitoring and compensation systemwhich many believed to be instrumental in Nordstrom's phenomenalsuccess. Illustrates how rapid company growth, decentralizedmanagement, and unrelenting pressure to perform can distortperformance measurement systems and lead to undesirableconsequences.Subjects Covered:Compensation; Control systems; Goal setting;Motivation; Performance measurement

Mary Kay Cosmetics, Inc.: SalesForce Incentives (A):Robert L.Simons, Hilary A. WestonProduct #: 190103Length: 16p(B) case#:190122


Describes the incentive system by which Mary Kay Cosmeticsmotivates the sales force of 200,000 independent agents who comprisethe firm's only distribution channel. Illustrates the powerful effect onsales-force behavior that results when creative types of employeerecognition are combined with financial incentives. Focuses on thechallenges that managers face when they try to reduce program costsby modifying the VIP automobile program that awards the use of pinkCadillacs and other cars to successful sales agents. A detaileddescription of the parameters and formulas that drive the recognitionand reward programs is provided.Subjects Covered: Control systems; Goal setting; Incentives;Motivation; Sales; Sales compensation

Willamette Industries: "No Pay at

Risk" Compensation:J effreyPfefferProduct #: HR9Length: 13p

Willamette Industries, a large wood products and pulp and paper

manufacturer, has traditionally not used any short-term pay at risk aspart of its compensation approach. That means there are no salescommissions, gainsharing, or short-term bonus payments to anyoneanywhere in the firm. David Morthland, the vice president of personneland industrial relations, has been asked to reexamine these practices inthe context of trends in industry at large toward the greater use ofcontingent compensation. The case outlines the rationale forWillamette's current pay practices in light of its particular culture,business strategy, and other management practices. Can be used byitself or with other cases illustrating different pay practices to stimulatea discussion of the pros and cons of various approaches to pay.Subjects Covered: Compensation; Human resource management;Management philosophy; Organizational behavior

Compensation and PerformanceEvaluation at Arrow Electronics:Brian J . Hall, Carleen MadiganProduct #: 800290Length: 26p

Describes a company's struggles in implementing a subjectiveperformance rating system for its employees. In particular, it describesthe difficulties faced by the CEO in getting managers to combat "ratingsinflation"--that is, to produce numerical ratings that are bothdifferentiated and "not too high."Subjects Covered: Compensation; Incentives; Performance
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measurement

The Firmwide 360-degreePerformance Evaluation Processat Morgan Stanley:M. DianeBurtonProduct #: 498053Length: 16p

Teaching Notes: 400078 &400101

Describes Morgan Stanley's firmwide, 360-degree performanceevaluation process. Evaluation forms are included as exhibits.Learning Objective: To introduce students to a 360-degreeperformance evaluation process.

Verizon Communications, Inc.:Implementing a HumanResources Balanced Scorecard:Srikant M. Datar, Marc J .Epstein, J eremy CottProduct #: 101102Length: 23p

In early 2000, Verizon Communications implemented a HumanResources Balanced Scorecard to evaluate the effectiveness of andpayoffs from human resource management. This case describes thebenefits of the scorecard and the challenges of measurement andimplementation.Learning Objective: To help students understand: 1) how toimplement a Balanced Scorecard, 2) how to measure and improve theeffectiveness of support functions, and 3) how to link nonfinancialmeasures to financial measures of support functions when financialbenefits are difficult to quantify.

Chapter 9: Stress and Work -Life Balance Abstract

Donna Klein and MarriottInternational, Inc. (A):KathleenMeyer, Laura Pochop, DavidBollierProduct #: 996057Length: 4p


In the early 1990s, Donna Klein, Director of Work/Life programs forMarriott International, surveyed hotel and resort managers and foundthey increasingly were relied upon to help employees cope with thestresses of their personal lives. Immigration, child custody, spousalabuse--numerous personal issues were requiring up to 50% ofmanagers' time and fueling extremely high turnover. Shocked by the

survey results, senior management asked Klein to devise a solution tothe problem.Learning Objective: Encourages discussion of work/life issues,particularly those specific to lower-wage employees. Allows students tothink creatively about different approaches to real-life human resourcedilemmas.

Kathryn McNeil (A):J oseph L.Badaracco J r., J erry UseemProduct #: 394111Length: 14p


Charles Foley, vice president of the computer retailing firm SayerMicroWorld, must decide whether or not to fire his employee KathrynMcNeil, a 37-year-old product manager who has been unable to workas many hours as her colleagues due to her status as a single parent ofa six-year-old boy. The company's recent risk-laden acquisition ofanother ailing firm has intensified the office's already high-pressureenvironment by necessitating that all employees work 13- and 14-hour

days. Although McNeil appears to be doing her best to fulfill both herparental and professional responsibilities, her immediate supervisorinsists that McNeil has not been able to complete her share of the work.Learning Objective: To raise issues of work-family balance in thecontext of an ethical dilemma.

PART II GROUP AND TEAM PROCESSES
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Chapter 10: The Nature ofWork Groups and Teams andChapter 11: Effective Work

Groups and Teams AbstractThe Overhead Reduction TaskForce:J ohn J . Gabarro,RuthWageman, J . Richard HackmanProduct #: 400026Length: 7p

Teaching Note: 400027Video #400502

A middle manager is about to meet with his boss to discuss her requestthat he head up a task force to determine how overhead can bereduced by 20%. He must decide what to address in that meeting andhow the task force should be launched and led. The focus is on teamleadership at four stages in a team's life cycle: 1) preparation, 2) initialmeeting, 3) mid-course consultation, and 4) post-performancedebriefing.Learning Objective: To learn about the effective leadership of workgroups and teams.

Slade Plating Department:LindaA. HillProduct #: 496018Length: 11p

Describes a conflict between the values and norms of a segment of aninternal social system and those of management and the wider culture.Includes decision opportunity. A rewritten version of an earlier case.Subjects Covered: Compensation; Conflict; Group dynamics; Humanresource management; Labor relations; Organizational culture; Teams

Buck & Pulleyn's TeamManagement:Louis B. BarnesProduct #: 497007Length: 9p

In 1993, the firm began to move from a traditional hierarchical structureto client-focused teams. The case describes the process and someconsequences of this restructuring. Performance seems to beimproving, but some employees preferred the structure certainty andclient variety of the old days. How does management deal with theseissues?Learning Objective: Team management has become very popular,but transitions from traditional structures to teams are not easy. Thediscussion will center on how to deal with these issues.

Datavision (A):Michael Beer,Gregory C. RogersProduct #: 495046

Length: 15pTeaching Note: 498030B case#: 495047C case#: 495048

Depicts a "team-building" intervention by an organizational consultantat a small computer company.Learning Objective: Should promote discussion surrounding such

techniques.

USA TODAY: Pursuing theNetwork Strategy (A):Michael L.

Tushman, Michael J . Roberts,David KironProduct #: 402010Length: 18p


Describes the evolution of USA TODAY Online, the electronic versionof the newspaper, within the organizational structure of the newspaper.Describes the tensions and issues that develop and the pressure fromthe Online division to be spun off. At the same time, CEO Tom Curleysees a greater strategic need for integration. Poses the question ofwhat degree/type of strategic integration is required, what degree oforganizational integration this implies, and how it can be achieved.Learning Objective: Exposes students to difficult issues surrounding

integration when two organizational units are so different and exploresthe ambidextrous organization.

Brinkerhoff International, Inc. (A):Louis B. BarnesProduct #: 494110Length: 15p


Presents a study of two oil rigs and their team relationships within acontext of dissension in lower management ranks and a president whois trying to expand the business in a changing economy.Learning Objective: To show the importance of teamwork at thebottom of a high-skill, dangerous business.
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Chapter 12: Leaders andLeadership

Abst ract

Albert Dunlap and CorporateTransformation (A):Ross Petty,Virginia Soybel, PhyllisSchlesinger, Sam Perkins, DavidWylie, Al AndersonProduct #: BAB032Length: 17p

Teaching Note: BAB532B case#: BAB033

After restructuring Scott Paper with a 34% reduction in head count andsuccessfully selling the company to Kimberly Clark, Al Dunlap is hiredas CEO by Sunbeam. This case describes the management principlesof this corporate turnaround expert and his actions at Sunbeam.Subjects Covered:Accounting standards; Business ethics; Corporatereorganization; Fraud; Legal aspects of business; Restructuring

Mary Kay Cosmetics, Inc.:J ohnP. Kotter, J ohn M. StengrevicsProduct #: 481126Length: 13p

Introduces the student to Mary Kay Cosmetics, Inc., its business, itsstrategy, and its organization. Provides the necessary background forunderstanding the contributions of Mary Kay Ash, the company'sfounder and chairman.Subjects Covered: Entrepreneurship; Leadership; Power andinfluence

Bill Gates and the Managementof Microsoft:Philip M.RosenzweigProduct #: 392019Length: 19p


In J uly 1991, Microsoft has achieved record growth and profitability inthe PC software industry. The case focuses on Microsoft's founder andCEO, Bill Gates, and his top management team, as they seek to retainthe innovation and spirit of a small company in a rapidly growing andchanging environment. Specific issues include the management oforganizational complexity, cultural change, CEO and COO interaction,compensation, and leadership.Subjects Covered: Business growth; CEO; Compensation;Leadership; Organizational change; Organizational culture;Organizational management

GE's Two-DecadeTransformation: J ack Welch's

Leadership:Christopher A.BartlettProduct #: 399150Length: 24p


GE is faced with Welch's impending retirement and the question onmany minds is whether anyone can sustain the blistering pace of

change and growth characteristic of the Welch era. After brieflydescribing GE's heritage and Welch's transformation of the company'sbusiness portfolio of the 1980s, the case chronicles Welch'srevitalization initiatives through the late 1980s and 1990s. It focuses onsix of Welch's major change programs: The "Software" Initiatives,Globalization, Redefining Leadership, Stretch Objectives, ServiceBusiness Development, and Six Sigma Quality.Learning Objective: Can be used to develop multiple lessons,including corporate strategy development, transformational change,management and leadership, and corporate renewal.

J an Carlzon: CEO at SAS (A):Christopher A. Bartlett, KentonW. Elderkin, Barbara Feinberg


Describes J an Carlzon's actions on assuming the CEO's responsibilityat SAS in a time of financial and organizational difficulty. After tracingCarlzon's development as a manager, it focuses on the way in which he

developed, then communicated a clear and motivating strategic missionto become "the world's best businessman's airline." After a spectacularturnaround, organizational problems re-emerge, and the caseconcludes with Carlzon wondering if his "second wave" can provide thesame impetus that he gained on his first wave. Highlights the power ofa clear and well-communicated strategic mission (strategic intent), butalso explores problems and limits that can arise. Specifically, focuseson the common problem of motivating middle managers who often feel
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disenfranchised by front line empowerment.Subjects Covered: Business policy; Human resource management;Implementing strategy; Leadership; Strategy formulation

J ack Stack (A):

Kirk O. Hanson,David BollierProduct #: 993009Length: 8p


Describes J ack Stack's efforts to revive a diesel engineremanufacturing plant owned by International Harvester. Stackengineers a leveraged buyout of the factory by its managers. He thenimplements a radical system for managing the company, through whichevery employee is trained to read complete financial reports of thecompany and given weekly operating data. In this way, they can see indetail how the company is progressing.Learning Objective: May be used in Human Resources,Organizational Behavior, Strategic Management, and Entrepreneurshipcourses to help students explore: 1) worker empowerment and relatedhuman resources issues; 2) the impact of the disclosure of companydata on corporate strategy; 3) how an entrepreneur engineers aleveraged buyout; 4) the revitalization of "rust-belt" facilities; and 5) therole of worker empowerment in entrepreneurship.

Meg Whitman at eBay, Inc. (A):Linda A. Hill, Maria T. FarkasProduct #: 401024Length: 32pB case#: 400047

Meg Whitman takes over as CEO of eBay from the founder. She mustfigure out how to lead the company through a stage of phenomenalgrowth without compromising eBay's unique external customer cultureand internal culture--its key success factors.Learning Objective: Leadership, managing change, managinggrowth, and organizational culture. A rewritten version of an earliercase.

Chapter 13: Power, Politics,Conflict , and Negotiation Abstract

J ack Thomas:J ohn P. Kotter,Andrew BurtisProduct #: 494062

Length: 13p

This redisguised version of an earlier case, Tom Levick, provides anupdated setting but does not change the teaching objectives.Chronicles the first six weeks of experience on the job for a recent

business school graduate. Emphasis is on managing upwards--particularly with respect to errors discovered by the protaganist forwhich his boss was responsible. Provides background data.Subjects Covered: Managing up; Organizational behavior; Power andinfluence

J eanne Lewis at Staples, Inc. (A)(Abridged):Linda A. Hill, J enniferM. SuesseProduct #: 400065Length: 14pB case#: 499042

J eanne Lewis, after six years with Staples, Inc., is promoted to seniorvice president of marketing. She is to work for fifteen months alongsideher predecessor, a legacy in the organization, "learning the ropes"before he moves on. This case is set nine months after she beginsworking with the marketing department. At this time, Staples has justemerged from a period of prolonged litigation around an FTC antitrustsuit challenging Staples' attempted merger with Office Depot. Post-merger, Lewis must determine how the marketing department can most

effectively and efficiently help the company maintain its competitiveedge in an increasingly competitive and complex market. Looks at thechallenges a middle manager faces "taking charge" and managingchange in a revitalization situation in which a more evolutionaryapproach is appropriate.Learning Objective: To illustrate the challenges of managing changein a revitalization (as opposed to turnaround) situation in which a moreevolutionary approach is appropriate. To explore the challenges of
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managing change as a middle manager. To manage the network ofrelationships. To highlight the challenges of the "taking charge"process.

J effrey Smith:

Herminia Ibarra,J ennifer M. SuesseProduct #: 498043Length: 6p

J effrey Smith and David J ohnson have apparently irreconcilabledifferences over their firm's strategy, which have led J effrey to concludethat he must fire David. Focuses on whether J effrey has used hisinfluence in such a way as to avoid conflict. If he has no other option,how should J effrey go about firing David? A rewritten version of anearlier case.Subjects Covered: Conflict; Dismissing employees; Investmentmanagement; Leadership; Managerial behavior; Organizationalbehavior; Power and influence; Superior & subordinate

Heidi Roizen:Nicole Tempest,Kathleen L. McGinnProduct #: 800228Length: 19p


Heidi Roizen, a venture capitalist at SOFTBANK Venture Capital and aformer entrepreneur, maintains an extensive personal and professionalnetwork. She leverages this network to benefit both herself and others.

The case considers the steps she's taken to build and cultivate anetwork that is both broad and deep.Learning Objective: Provides students with an example of aneffective social network; facilitates discussion of network types, content,costs, and benefits.

The Chattanooga Ice CreamDivision:Carl S. SloaneProduct #: 498001Length: 11p

Senior functional officers (marketing, manufacturing, research &development, control, and human resources) clash over alternativeideas for turning around a business in decline. The general manager isfaced not only with choosing between competing ideas, but alsomanaging conflict and determining whether his consensus-orientedstyle is appropriate to the needs of the situation.Learning Objective: To introduce students to issues and dilemmas ofleadership of teams, especially cross-functional teams operating underpressure for results.

Amelia Rogers at Tassani

Communications (A):Linda A.Hill, Melinda B. ConradProduct #: 492034Length: 15p

Describes a conflict that has arisen between an account manager and a

creative director at Tassani Communications, a Chicago-basedadvertising agency which is making the transition from entrepreneurialto professional management. The client, the marketing director of amuffler repair chain, has called the account manager to complain aboutthe creative director's behavior. The account manager must figure outwhat to do. The object is to provide students with an opportunity tograpple with the challenges of managing relationships with peers andsuperiors. Students can discuss managing 1) cross-departmentalrelationships, 2) interpersonal conflicts, and 3) creativity.Subjects Covered: Advertising; Conflict; Creativity; Entrepreneurship;Interdepartmental relations; Interpersonal relations; Organizationalbehavior; Power and influence

Chapter 14: CommunicatingEffective in Organizations Abstract

J ensen Shoes: LyndonTwitchell"s Story:Mary Gentile,Pamela J . MausProduct #: 395121Length: 8p


Details the experiences of J ane Kravitz (Caucasian female), strategicproduct manager, and Lyndon Twitchell (African American male), amember of her staff at J ensen Shoes, a successful producer andmarketer of casual, athletic, and children's footwear. They are assignedto new positions and to each other at the start of the story. Presentstheir very different points of view on their first couple of months working
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together.Learning Objective: Raises how stereotypes and self-fulfillingprophesies influence performance feedback. Can be taught in a variety

of ways: with all students receiving both cases; half receiving one andhalf receiving the other; or a third of the class receiving both, one thirdreceiving one, and one third receiving the other (as is appropriate).Should be used with J ensen Shoes: J ane Kravitz's Story.

J ensen Shoes: J ane Kravitz'sStory:Mary Gentile, Pamela J .MausProduct #: 395120Length: 7p


Details the experiences of J ane Kravitz (Caucasian female), strategicproduct manager, and Lyndon Twitchell (African American male), amember of her staff at J ensen Shoes, a successful producer andmarketer of casual, athletic, and children's footwear. They are assignedto new positions and to each other at the start of the story. Presentstheir very different points of view on their first couple of months workingtogether.Learning Objective: Raises how stereotypes and self-fulfillingprophesies influence performance feedback. Can be taught in a varietyof ways: with all students receiving both cases; half receiving one andhalf receiving the other; or a third of the class receiving both, one thirdreceiving one, and one third receiving the other (as is appropriate).Should be used with J enson Shoes: Lyndon Twitchell's Story.

Intel in China:Kathleen E.Slaughter, Donna Everatt, QianXiaojunProduct #: 99C007Length: 11p

Teaching Note: 899C07

Intel PRC was a division of Intel Corp., a U.S. $20 billion semiconductormanufacturer. A newly appointed division head makes a decision thatan employee responds to emotionally, with a deep resentment, creatingthe potential for conflict within the department. The incident forces themanager to examine whether there are deeper organizational orcommunication problems he needs to consider. Cross-cultural issuescome into play given that the manager, although originally from China,was educated and gathered extensive experience in the west and wasthus considered an expatriate by his employees. The case examinesthe effect of organizational culture on an employee's behavior.

Subjects Covered:Conflict; Cross cultural relations; Interpersonalrelations; Management communication

Chrysler: Iacocca's Legacy:NitinNohria, Sandy E. GreenProduct #: 493017Length: 19p


Describes the changes fashioned by Iacocca during his tenure as CEOof the Chrysler Corp. Pays particular attention to the rhetoric heemployed in mobilizing change and the actions he took to implementchange.Subjects Covered:Change management; Leadership; Managementcommunication; Organizational change

Cofidis:Luc WathieuProduct #:501055Length: 19p


An offspring of French catalog marketer 3 Suisses, and a popularsponsor of Tour de France, Cofidis sells consumer credit over thephone, defying conventional banking with a product policy and acommunication strategy that perfectly fits the company's comparative(dis)advantages. This case describes: 1) Cofidis' product and value

proposition; 2) the evolving competitive context and cultural complexityof the European credit market; 3) the adaptive marketing strategy of thecompany, which evolved from bundling with the 3 Suisse catalog, todirect mail, to print advertising in TV guides, to bicycling sponsorship, 4)the results of the strategy; and 5) the challenge and opportunitiesposed by the Internet. Based on the lessons of the past, can we adviseMichel Guillois, CEO of Cofidis, on the best way for him to preserveCofidis' competitive edge?
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