Ivey Publishing

International Organizational Behavior

Francesco, A.M., Gold, A.B.,2/e (United States, Pearson, 2005)
Prepared By Cara Maurer, Ph.D. Student (Organizational Behaviour)
Chapter and Title Chapter Matches: Case Information
Chapter 1:
The Management of International Organizational Behavior

Rachel Doern, Carl F. Fey

Product Number: 9B01M020
Publication Date: 11/9/2001
Revision Date: 12/21/2009
Length: 14 pages

Pibrex is one of the world's largest developers of petrochemical-based polymers for the plastics market. The company has purchased a plant in Russia and after three years of serious operating losses has appointed a new general manager of the plant. The plant lacks a strong organizational culture; communications within and between departments are poor; inequity in wages, working conditions, and training exist but motivation and retention problems are prevalent, Pibrex headquarters is losing interest in the Russian operation; and two sub-cultures exist within the Pibrex Russia organization. The general manager must develop an action plan that can turn operations around with minimal expense to Pibrex. A supplement, Managing Pibrex Russia (B): Developing Organizational Strategies to Ensure Sustainable Profitability (product 9B01M021) discusses issues facing the company two years later.

Teaching Note: 8B01M20 (10 pages)
Industry: Manufacturing
Issues: Change Management; Corporate Governance; Subsidiaries
Difficulty: 4 - Undergraduate/MBA

Terence Tsai, Borshiuan Cheng, Donna Everatt

Product Number: 9A99M007
Publication Date: 4/1/1999
Revision Date: 5/23/2017
Length: 11 pages

The Acer Group was one of the world's largest PC and computer component manufacturers. Members of Acer's R&D management team were considering the location of a new R&D lab with a view to maximizing the effectiveness of their global R&D strategy. They must examine the strategic role the lab should take, based on country strengths in China, as well as how logistical, communication, and cross-cultural issues should be managed, taking into account the social, political and economic environment in China. The case also looks at how critical an effective intellectual property protection strategy is in the globalization of R&D strategy.

Teaching Note: 8A99M07 (15 pages)
Industry: Manufacturing
Issues: Intercultural Relations; Competitiveness; Globalization; Research and Development
Difficulty: 4 - Undergraduate/MBA

Chapter 2:
Culture and Organizational Behavior

James A. Erskine, Guan Han

Product Number: 9B04C047
Publication Date: 11/23/2004
Revision Date: 10/9/2009
Length: 10 pages

The administration director at an assembly plant for optical communication products in a US-Chinese joint venture in Shenzhen is wondering what he should do about a recent situation with one of his peers. The director was responsible for all non-production staff and his peer was responsible for production-related staff, both working on a pilot project for the company. Shortly after the project started, the director noticed his peer was becoming more aggressive and making comments about firing staff inside and outside his department. Tension was increasing between them and among other members of the project. He decided to discuss the issue with his peer but was unprepared for the response. He must decide if he should bring this to the attention of senior officers or continue with his approach in resolving the situation.

Teaching Note: 8B04C47 (4 pages)
Industry: Information, Media & Telecommunications
Issues: China; Organizational Behaviour; Intercultural Relations; Organizational Structure; Joint Ventures
Difficulty: 4 - Undergraduate/MBA

Joseph J. DiStefano, Tom Gleave

Product Number: 9A99C022
Publication Date: 7/9/1999
Revision Date: 1/14/2010
Length: 13 pages

The president must determine how to increase business development at the feedmill. The challenge facing him is to have the feedmill's managers adopt attitudes and behaviours that are consistent with a market driven enterprise. This is no easy task considering that the feedmill is a former state-owned enterprise which did not strive to achieve independent profitability.

Teaching Note: 8A99C22 (14 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: China; Change Management; Motivation; Employee Training
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Ethics and Social Responsibility

Joerg Dietz, Xin Zhang

Product Number: 9B01C029
Publication Date: 10/18/2001
Revision Date: 12/16/2009
Length: 9 pages

NES is one of Germany's largest industrial manufacturing groups. The company wants to set up a holding company to facilitate its manufacturing activities in China. They have authorized representatives in their Beijing office to draw up the holding company application and to negotiate with the Chinese government for terms of this agreement. In order to maximize their chances of having their application accepted, the NES team in Beijing hires a government affairs coordinator who is a native Chinese and whose professional background has familiarized her with Chinese ways of doing business. NES's government affairs coordinator finds herself in a difficult position when she proposes that gifts should be given to government officials in order to establish a working relationship that will better NES's chance of having its application approved. This method of doing business is quite common in China. The other members of the NES team are shocked at what would be considered bribery and a criminal offence in their country. The coordinator must find a practical way to bridge the gap between working within accepted business practices in China and respecting her employers' code of business ethics. The complementary (B) case (9B01C030) gives a brief summary of the eventual solution to this problem.

Teaching Note: 8B01C29 (9 pages)
Industry: Manufacturing
Issues: China; Ethical Issues; Cross Cultural Management; Management Behaviour; International Business
Difficulty: 4 - Undergraduate/MBA

Paul W. Beamish, Jean-Louis Schaan

Product Number: 9A98M022
Publication Date: 11/5/1998
Revision Date: 2/1/2010
Length: 8 pages

The case deals with a scam that has been run out of Nigeria since 1990. In it, foreign companies are approached for their assistance in facilitating an international transfer of funds in order to receive a very large but unearned commission. In the case, a Hong Kong-based manager who is travelling to Nigeria is unaware that he is walking into a situation where his company is about to be cheated. The objective of the case is to raise the issue of ethics in the conduct of international business. A follow-up case (9A98M023) is available.

Teaching Note: 8A98M22 (10 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Negotiation; Human Behaviour; Ethical Issues; Personal Values
Difficulty: 4 - Undergraduate/MBA

Chapter 4:

Henry W. Lane

Product Number: 9B05C019
Publication Date: 8/12/2005
Revision Date: 9/28/2009
Length: 5 pages

After the U.S. sales manager of a large multinational company emails his supervisor regarding the supply of a new product, the message is forwarded to two others. The final recipient, the president of the Franco-Japanese joint venture partner that is manufacturing the new product, is offended by what he perceives as unfair criticism. The supplemental case, Charles Foster Sends an Email (B), product number 9B05C020, includes the sales manager's response to the president, and the ensuing correspondence from the joint venture. Together, the (A) and (B) cases present a setting for discussing three issues; the relationship between a communication situation and the medium chosen to deliver it, the effects on business relationships when an inappropriate communications medium is chosen and the processes needed to communicate effectively in multicultural business relationships.

Teaching Note: 8B05C19 (6 pages)
Industry: Manufacturing
Issues: Interpersonal Relations; International Business; Management Communication; Northeastern
Difficulty: 4 - Undergraduate/MBA

Henry W. Lane, Kathleen E. Slaughter, Daniel D. Campbell

Product Number: 9A97L001
Publication Date: 6/3/1997
Revision Date: 2/4/2010
Length: 11 pages

A small team of Canadian managers from a large financial institution is faced with the challenges of managing a recently acquired Mexican operation. Managers must cope with a language barrier and cultural differences as they try to restructure the over-staffed Mexican financial institution. A second teaching note (5A97L01) discusses how to use this case from a cross-cultural orientation perspective.

Teaching Note: 5A97L01 (6 pages)8A97L01 (5 pages)
Industry: Finance and Insurance
Issues: Communications; Management in a Global Environment; Intercultural Relations; Restructuring
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Negotiation and Conflict Resolution

Kathleen E. Slaughter, Jiping Zhang, Donna Everatt

Product Number: 9A99C014
Publication Date: 6/4/1999
Revision Date: 1/14/2010
Length: 14 pages

Alpha Gearing Systems Shanghai Co., Ltd. (Alpha Shanghai), a joint-venture between Alpha Gearing Systems of Illinois, USA (a large producer of gearing products), and Kai Li Machine Systems (one of China's largest manufacturers of gearing systems for mopeds and motorcycles), had invested several millions of dollars in tooling in the hope of winning a major contract. The general manager of Alpha Shanghai had made the decision that the next round of negotiations would either significantly advance, or sever, the relationship between Alpha Shanghai and San Yu Mopeds, a large Chinese moped producer, and a customer which Alpha Shanghai had hoped would become one of its largest. The case decision revolves around Alpha Shanghai's senior management perspectives, strategy and assumptions which affected the negotiating process, and specifically how their communication patterns were affected by their experience and culture.

Teaching Note: 8A99C14 (10 pages)
Industry: Manufacturing
Issues: China; International Business; Communications; Negotiation; Interpersonal Relations
Difficulty: 4 - Undergraduate/MBA

Donald W. Barclay

Product Number: 9A94G002
Publication Date: 4/13/1994
Revision Date: 2/24/2010
Length: 13 pages

The president of a small Canadian high-tech firm needed a strategic partner to access global markets. The search took him to Korea where Samsung became his partner of choice. Issues emerge around the partner selection process and around negotiating and maintaining a relationship with such a large global enterprise.

Industry: Manufacturing
Issues: Market Entry; Negotiation; International Business; Generating Profit from New Technology
Difficulty: 4 - Undergraduate/MBA

James A. Erskine, Fabian Marks

Product Number: 9B00C015
Publication Date: 8/29/2000
Revision Date: 1/7/2010
Length: 13 pages

The newly-hired group product manager of Caribbean Foods Limited (a wholly owned subsidiary of Intasco Ltd, USA, and importer of Intasco's food, bakery and pet food products) was frustrated after just six weeks in his position. He felt his creativity was being stifled and that there was no way to please his new boss; he was beginning to doubt himself. He began to consider his alternatives: Should he try to work things out? Should he change his style and just work with the system to fit into the culture of the company? Should he resign?

Teaching Note: 8B00C15 (6 pages)
Industry: Manufacturing
Issues: Employee Relations; Interpersonal Relations; Conflict Resolution; Career Development
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Groups and Teams

Alexander Mikalachki, Roy McLennan

Product Number: 9A95C016
Publication Date: 6/13/1995
Revision Date: 2/12/2010
Length: 2 pages

A project manager in the Operational Research Department of an automobile assembly plant must decide how he can most effectively redirect his team to meet management's deadline and design expectations. For five months, he had been supervising the work of three young company employees who were developing a simulated assembly line. However, because his current responsibilities left him in charge of four or five projects at a time, all in varying stages of completion, he had left his assistants to work together with very little intervention from him. As a result, he was facing the pressure of an uncompleted project and an unnecessarily elaborate design. (This case should be used with Antar Automobile Company - Part I: The Automation Project and Antar Automobile Company - Part III: Conflicting Objectives.)

Teaching Note: 8A95C05 (5 pages)
Industry: Manufacturing
Issues: Management of Professionals; Group Behaviour; Conflict Resolution; Management Succession
Difficulty: 4 - Undergraduate/MBA

Khushwant K. Pittenger

Product Number: 9B04C012
Publication Date: 5/14/2004
Revision Date: 10/7/2009
Length: 7 pages

In May 1996, two world renowned climbers, along with some of their clients and guides, perished on Mount Everest in the mountain's deadliest tragedy to date. The accounts of survivors imply that biased decision making contributed to the tragedy. Did a decision lead to this tragedy or was it an unfortunate mountaineering accident? The case provides the opportunity to explore decision biases such as framing, escalation of commitment, anchoring, and over confidence and the issues of leadership style, group behaviour, team management and communication.

Teaching Note: 8B04C12 (6 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Decision Analysis; Management Decisions; Organizational Behaviour; Group Behaviour
Difficulty: 4 - Undergraduate/MBA

Chapter 7:

Tieying Huang, Junping Liang, Paul W. Beamish

Product Number: 9B04M033
Publication Date: 5/14/2004
Revision Date: 10/14/2009
Length: 6 pages

Jinjian Garment Factory is a large clothing manufacturer based in Shenzhen with distribution to Hong Kong and overseas. Although Shenzhen had become one of the most advanced garment manufacturing centres in the world, managers in this industry still had few effective ways of dealing with the collective and deliberate slow pace of work by the employees, of motivating workers, and of resolving the problem between seasonal production requirements and retention of skilled workers. However, the owner and managing director of the company must determine the reasons behind the deliberately slow pace of the workers, the pros and cons of the piecework system and the methods he could adopt to motivate the workers effectively.

Teaching Note: 8B04M33 (11 pages)
Industry: Manufacturing
Issues: China; Productivity; Employee Attitude; Piece Work; Performance Measurement; Work-Force Management; Peking University
Difficulty: 4 - Undergraduate/MBA

Jeffrey Gandz, Debra Savage

Product Number: 9A92C003
Publication Date: 7/9/1992
Revision Date: 12/18/2002
Length: 11 pages

The manager incentive compensation, human resources division is wondering what effect, if any, non-payment of the management incentive program (MIP) award would have on employees. She is also wondering whether the MIP is achieving the desired results, and what changes are needed to increase employee acceptance of the program. A supplement to this case bearing the same name, case 9A92C004, addresses the employee's acceptance of the MIP.

Industry: Finance and Insurance
Issues: Management Performance; Motivation; Compensation; Incentives
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
International Human Resources Management

J. Michael Geringer, Joyce Miller

Product Number: 9A92G004
Publication Date: 7/9/1992
Revision Date: 5/6/2002
Length: 16 pages

The Japanese-American Seating Inc. (JASI) case series involves a 65-35 joint venture in southwestern Ontario formed by Japanese and U.S. automotive parts companies which are leaders in their respective geographic markets. After the venture has been in operation for nearly two years, this case describes the perspective of the newly-appointed American general manager. The case addresses the strategic and operational issues which may arise in a cross-cultural venture, particularly (a) how the venture will be managed (traditional Japanese, North American or combination thereof), (b) what will be the appropriate roles and responsibilities of the president (from Japan), the general manager (from the U.S.), and the management team (mainly from Japan, with a few Canadian managers) and (c) how to overcome the cultural conflicts which are likely to occur as a result of these issues. A follow-up case Japanese-American Seating Inc. (B) is also available.

Teaching Note: 8A92G04 (15 pages)
Industry: Manufacturing
Issues: Joint Ventures; International Business; Business Policy; Intercultural Relations
Difficulty: 4 - Undergraduate/MBA

James A. Erskine, Fyodor Suzdalev

Product Number: 9B04C011
Publication Date: 6/24/2004
Revision Date: 10/6/2009
Length: 13 pages

A supervisor at a telesales office has received very low ratings on an employee survey and the marketing manager is concerned that this team leader is not performing well. The marketing manager must decide what actions are needed to improve the leadership skills of this supervisor.

Teaching Note: 8B04C11 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Human Resources Management; Contracting; Performance Evaluation; Leadership
Difficulty: 4 - Undergraduate/MBA

Hemant Merchant

Product Number: 9B04C010
Publication Date: 8/18/2004
Revision Date: 10/6/2009
Length: 15 pages

A recent MBA graduate describes the joys and frustrations of an expatriate life - both at personal and professional levels - as experienced by a young, single woman. She has been living in Bangkok for three years and is slowly adjusting to the local way of life when she receives a job offer that will relocate her back to her home in Hawaii. Reaching a decision, however, is not easy given career-related uncertainties in both countries as well as the array of conflicting emotions that confront her. She must decide how to sort through these issues. Should she remain in Bangkok or return home? Her decision is complicated by the fact that she had not entertained the idea of returning to the United States.

Teaching Note: 8B04C10 (15 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Women in Management; Expatriate Management; Emerging Markets; Global Manager
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Organizational Commitment, Organizational Justice, and Work-Family Interface

Alison Konrad

Product Number: 9B05C017
Publication Date: 6/14/2005
Revision Date: 9/28/2009
Length: 10 pages

The Aspect Group is a small entrepreneurial marketing company that focuses on brand management. Having worked in the industry for a number of years both as permanent employee and freelancer, Marie Bohm founded the Aspect Group with a goal of developing a humane work environment with work-life flexibility. To grow the business, she is faced with two choices: she could partner with a small local firm or link with a high-profile firm in Toronto. The latter would provide greater visibility and credibility but she is concerned that the demands could alter the work-life flexibility qualities she valued. A video is available, product # 7B05C017.

Teaching Note: 8B05C17 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Strategic Alliances; Family-Work Interaction; Women in Management; Human Resources Management
Difficulty: 4 - Undergraduate/MBA

Joseph J. DiStefano, Tom Gleave

Product Number: 9A98F002
Publication Date: 3/4/1998
Revision Date: 1/29/2010
Length: 8 pages

The general manager faces a difficult decision whether to sell the family business to a publicly listed company with the needed resources and experience to bring the firm to the next level of success. Complicated by complex family relations, including the death of his uncle who ran an Indonesian subsidiary and his father's departure to attend to the large losses from this business, he wonders what the best course of action is. Not the least of his concerns is the increased importance of mainland China business to his Hong Kong company and the problematic nature of some of these activities. In addition, he has a personal ambition to practice law, after suspending these interests for several years to serve the family's needs. (A supplement to this case under the same name, case 9A98F003, addresses a number of social and emotional complexities.)

Teaching Note: 8A98F02 (11 pages)
Industry: Wholesale Trade
Issues: Decision Analysis; Growth; Family-Work Interaction; Value Analysis
Difficulty: 4 - Undergraduate/MBA

Joseph J. DiStefano, Gordon Brannan

Product Number: 9A86C051
Publication Date: 1/1/1986
Revision Date: 1/22/2010
Length: 9 pages

A nephew in an Indian family business has prepared a consulting report advocating changes in organizational structure and practices. His North American MBA training has influenced both the content of his recommendations and the process of suggesting them. Both the content and the process violate norms of the Indian culture as well as those of the African culture in which the family business has flourished for 40 years. The problem is what to do given that his actions and report have stirred up deep feelings and conflicts within the family business.

Teaching Note: 8A86C51 (13 pages)
Industry: Wholesale Trade
Issues: Family-Work Interaction; Intercultural Relations; Consulting
Difficulty: 4 - Undergraduate/MBA

Gerard Seijts, Ken Mark

Product Number: 9B04C029
Publication Date: 9/20/2004
Revision Date: 10/9/2009
Length: 4 pages

A real estate analyst has been hired as a government employee to manage Canada's overseas property holdings, including its embassies and diplomatic residences. Despite strict government regulations regarding the procurement of overseas accommodations and policies relating to fiscal accountability, the analyst has witnessed the luxurious accommodations enjoyed by diplomatic staff posted abroad. She documents the abuses and reports the finding to her supervisor, who does nothing. The analyst must decide whether to take her finding further. The supplements Price of Speaking Out Against the Betrayal of Public Trust: Joanna Gualtieri (B), (C) and (D), products 9B04C030, 9B04C031 and 9B04C032 looks at her decision and the events that follow.

Teaching Note: 8B04C29 (9 pages)
Industry: Public Administration
Issues: Whistleblower; Accountability in the Public Service; Ethical Issues; Leadership
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
Managing Diversity

Alison Konrad, Ken Mark

Product Number: 9B04C006
Publication Date: 1/26/2004
Revision Date: 10/6/2009
Length: 9 pages

Wal-Mart Stores, Inc. is a large Fortune 500 retail chain. The distinction of being the top-ranked company comes with intense scrutiny from the public and, especially, critics. Wal-Mart, a company lauded for its rapid response capability and stated commitments to gender equality is shown to be deficient in some glaring areas - the percentage of women compared to men at all levels of the company, and the compensation paid to women versus men at all levels of the company, to cite two examples. An executive vice-president must examine why these inequalities exist when the company seems to be doing everything else right. The company is the target of several gender discrimination lawsuits and the executive vice-president has the opportunity to obtain information that would be useful in the current situation, and must determine what information is needed. In the supplement, Staffing Wal-Mart Stores, Inc. (B), product 9B04C007, the executive vice-president receives information and must determine how to address the situation.

Teaching Note: 8B04C06 (7 pages)
Industry: Retail Trade
Issues: Management Decisions; Pay Equity
Difficulty: 4 - Undergraduate/MBA

James C. Rush, Eileen D.J. Watson

Product Number: 9B04C041
Publication Date: 9/20/2004
Revision Date: 10/9/2009
Length: 17 pages

A manager must decide among seven candidates to recommend for a management promotion. The company has developed a new focus on equal opportunity for its female employees, so the manager is struggling with the decision of which to choose from five male and two female candidates, particularly in light of some company statistics that indicated women were not proportionally represented in management.

Industry: Information, Media & Telecommunications
Issues: Employee Selection; Human Resources Management; Promotion Policy; Women
Difficulty: 4 - Undergraduate/MBA

Chapter 11:

Kathleen E. Slaughter, Elizabeth O'Neil

Product Number: 9B02C065
Publication Date: 2/6/2003
Revision Date: 11/9/2009
Length: 21 pages

Brookfield Properties is a publicly held, North American commercial real estate company focused on the ownership, management and development of premier office properties located in the downtown core of selected North American markets. Most of Brookfield's assets are in the United States with headquarters in New York and an executive office in Toronto. Four of the properties that Brookfield owns are adjacent to the World Trade Center site and on September 11, 2001 the terrorist attacks had an immediate impact on Brookfield employees, tenants and physical property. With little reliable information and in the face of chaos and human tragedy, the president and chief executive officer must develop an action plan that will ensure the safety of all employees and tenants, deal with grief and suffering, assess the damage, enable the company to return to 'business as usual' and reassure investors and the media of the company's commitment to restore Brookfield's position of market strength.

Teaching Note: 8B02C65 (8 pages)
Industry: Real Estate and Rental and Leasing
Issues: Action Planning and Implementation; Management Communication; Leadership; Crisis Management
Difficulty: 4 - Undergraduate/MBA

Iris Berdrow

Product Number: 9B00M007
Publication Date: 5/16/2001
Revision Date: 1/8/2010
Length: 8 pages

Velsicol Chemical Corporation, a global company focused on producing specialty chemicals, has formed a joint venture with the Estonian government called Velsicol Eesti AS that would produce benzoic acid. The plant that will produce this chemical was previously part of a conglomerate owned and controlled by the Russian government. When Estonia became an independent state this plant was passed on to the country which then privatized and sold a percentage of it to Velsicol. The newly appointed plant manager came from a benzoic plant outside the country and was responsible for government relations, cost management, liaison with the board of directors, performance standards and staffing. He must quickly put together a management team that would be familiar with the current operations and capable of working together to achieve the company's goals. In order to do this, he needed to better understand the employees with whom he was working. A follow-up case, Velsicol Eesti AS (B), is available, (product 9B00M008), as well as a cultural note on Estonia, (product number 9B00M014).

Teaching Note: 8B00M07 (16 pages)
Industry: Manufacturing
Issues: Leadership; Joint Ventures; International Business; Organizational Behaviour
Difficulty: 4 - Undergraduate/MBA

Chapter 12:
Organizational Structure

Anne Marie Francesco, Bee-Leng Chua

Product Number: 9B05C005
Publication Date: 3/22/2005
Revision Date: 9/28/2009
Length: 10 pages

The Hong Kong Jockey Club, a non-profit gaming organization and social club founded in 1884, was unusual, for through its payment of taxes and donations to the community, it had over the years funded a sizeable portion of Hong Kong government expenses and charitable work. The newly hired director of the information technology department is concerned about inefficient operation. The IT division had been an established part of the club for many years, and throughout time, had been organized and reorganized to meet the changing needs of the club. A task force is put together and an external consultant is brought in to review the division's organization. Upon completion of the review, the director of the division learns that the person heading the review plans to resign and must decide what to do.

Teaching Note: 8B05C05 (8 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Organizational Structure; Group Behaviour; Corporate Culture; Change Management
Difficulty: 4 - Undergraduate/MBA

Joseph J. DiStefano, Donna Everatt

Product Number: 9A99C002
Publication Date: 3/31/1999
Revision Date: 1/14/2010
Length: 7 pages

The regional HR manager of a multinational conglomerate faces increasing pressure to evacuate management as the crisis intensifies in the politically unstable country. Concurrently, it becomes increasingly clear that individual managers are making evacuation plans independent of central control, making implementation of a prearranged plan very difficult. The decision to evacuate ethnic Chinese managers and family members is made, and the offer of assistance is extended to all employees. Further logistical challenges in the evacuation plan become more problematic by increased pressure felt by the decision-maker due to the deteriorating situation in the country, as well as an increased sense of desperation among managers both in the country and those abroad with families present. Making matters even more difficult for the decision-maker is the loss of communication with his evacuation team, insufficient cash available to the evacuees, mounting costs to the firm, and an inability to clarify exit documentation requirements of evacuation employees and their families. This is a supplement to the A case, 9A99C001.

Teaching Note: 8A99C02 (3 pages)
Industry: Manufacturing
Issues: Corporate Culture; Organizational Structure; Crisis Management; Corporate Responsibility
Difficulty: 4 - Undergraduate/MBA

Alexander Mikalachki

Product Number: 9A94C005
Publication Date: 6/8/1994
Revision Date: 2/22/2010
Length: 5 pages

An introduction to a series of cases with a small, international high technology company. The subsequent cases deal with marketing S-S Technologies Inc. (B) - Marketing, measurement issues S-S Technologies Inc. (C) - Measurement Issues(C), and organizational design S-S Technologies Inc. (D) - Organizational Design.

Industry: Manufacturing
Issues: Organizational Structure; Management of Change; Management Accounting; Market Strategy
Difficulty: 4 - Undergraduate/MBA

Chapter 13:
Organizational Culture

Gerard Seijts, Ken Mark

Product Number: 9B01C024
Publication Date: 9/27/2001
Revision Date: 12/16/2009
Length: 11 pages

WestJet Airlines, is a regional carrier that provides low fare flights with exceptional service, has achieved remarkable success. Its market capitalization has surpassed that of Canada's national airline. The founders believe that the company's culture is the key to continued success, and that they cannot afford to mismanage it. In light of the tremendous growth, one of the founders must determine how WestJet could grow while maintaining its unique and vibrant culture.

Teaching Note: 8B01C24 (9 pages)
Industry: Transportation and Warehousing
Issues: Human Resources Management; Corporate Culture; Organizational Behaviour; Leadership
Difficulty: 4 - Undergraduate/MBA

Paul W. Beamish, Anthony Goerzen

Product Number: 9A98M034
Publication Date: 10/30/1998
Revision Date: 9/19/2017
Length: 11 pages

A year had elapsed since Mabuchi Motor Co., Ltd. of Japan, the world's most successful producer of small electric motors, had implemented a new management training program at one of its foreign operations in China. The program had two objectives. First, it was intended to enable the corporation to maintain its strategy of cost minimization by making it possible to reduce Japanese expatriate levels by improving the management skills of local managers in foreign subsidiaries. Second, by overcoming the shortage of qualified Japanese managers, the program would also allow the continued aggressive expansion of production that had become a cornerstone of corporate strategy. The teaching purpose is to illustrate the difficulties associated with transferring a management style and corporate culture into a different national culture.

Teaching Note: 8A98M34 (11 pages)
Industry: Manufacturing
Issues: China; Organizational Change; Corporate Culture; Management Training; Subsidiaries
Difficulty: 4 - Undergraduate/MBA

Chapter 14:
Organizational Change

Gerard Seijts, Ken Mark

Product Number: 9B04C004
Publication Date: 1/16/2004
Length: 14 pages

In 2002, approximately 1,000 Arthur Andersen employees joined Deloitte & Touche, effectively creating the largest professional services organization in Canada. The combined entity employed 6,600 people and represented annual billings of over $1 billion. A co-chair for the national integration team was faced with a huge challenge: to develop a company-wide plan to create support materials to aid the Deloitte staff in integrating the Andersen staff in the organization. The integration process was monitored through a monthly survey and would be used by the team to benchmark unit to unit over time, and to take remedial action at specific stages if the integration goals were not attained. The most recent survey indicated that Deloitte employees felt that in the company's haste to finalize the deal with Andersen, it was forgetting about its own employees. Some within the Deloitte organization did not understand the amount of attention given to Andersen employees, whom they viewed as damaged goods. The co-chair and integration team must determine the best way to deal with the feedback and the cultural differences that are surfacing.

Teaching Note: 8B04C04 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Change Management; Mergers & Acquisitions; Employee Attitude; Corporate Culture
Difficulty: 4 - Undergraduate/MBA

Anne Marie Francesco, C. Bonnie Chen

Product Number: 9A99C035
Publication Date: 3/30/2000
Revision Date: 1/14/2010
Length: 8 pages

A senior human resources manager at the YUAN Group, a medium-sized, multi-industry company, is reflecting on her first year on the job. She had implemented many new human resource systems, involving salary surveys, performance evaluations, bonus sharing and benefits, but these changes were not always received enthusiastically by the top management team and other employees. This case illustrates the effects of trying to rapidly implement large numbers of human resource system changes in a traditional organization.

Teaching Note: 8A99C35 (4 pages)
Industry: Finance and Insurance
Issues: Human Resources Management; Corporate Culture; Change Management; Continuous Improvement
Difficulty: 4 - Undergraduate/MBA

Joerg Dietz, Michelle Goffin, Alan Marr

Product Number: 9B02C042
Publication Date: 11/29/2002
Revision Date: 11/9/2009
Length: 10 pages

An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's national holiday, however, none of the staff reported for work. The director considered her options: resignation, asking for additional resources, giving the staff more responsibility or disciplining the staff. Supplement case Red Cross Children's Home: Building Capabilities in Guyana (B), product 9B02C047 describes the actions taken by the director and their outcome. In supplemental case Red Cross Children's Home: Building Capabilities in Guyana (C), product 9B02C048, the former director visits the children's home after an absence of nearly two years and reflects on her management efforts. A 22 minute video is available, product 7B02C042 and a PowerPoint slide presentation, product 5B02C42.

Teaching Note: 8B02C42 (10 pages)
Industry: Social Advocacy Organizations
Issues: International Business; Non-Profit Organization; Organizational Change
Difficulty: 4 - Undergraduate/MBA