Ivey Publishing

Organizational Behavior: A Diagnostic Approach

Gordon, J.R.,7/e (United States, Pearson, 2001)
Prepared By Yang Yang, Ph.D. Candidate (Organizational Behavior)
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Setting the Stage

SALESDRIVER (A): THE OFFER TO MARK SULLIVAN - SALESDRIVER'S PERSPECTIVE
Joerg Dietz, Ken Mark

Product Number: 9B01C010
Publication Date: 11/29/2002
Revision Date: 12/15/2009
Length: 9 pages

As a startup in the online sales incentives industry, SalesDriver had a unique product to offer: online sales contests. From its early stages, SalesDriver had a great product, e-tailer relationships and initial customers who were pleased with the service. What SalesDriver needed was personnel. SalesDriver's two co-founders were facing several challenges. They were both young and making their first independent leap into the dot-com industry. With limited funding and no hiring experience, they needed to put together a staff for their company and wanted to do so within a two-week time frame. Their first need was to hire a vice-president of sales, but their candidate of preference had 15 other job offers on his plate, so time was of the essence. How much should they offer? What incentives should they include? What kind of fit would they have as a working team and would they even have enough time to assess that fit? The two friends and business partners were faced with the difficult challenge of working out a winning offer that would persuade the right person to accept a position in their very young company.

Teaching Note: 8B01C10 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: E-Commerce; Employee Selection
Difficulty: 4 - Undergraduate/MBA



SALESDRIVER (B): THE SALESDRIVER OPPORTUNITY - MARK SULLIVAN'S PERSPECTIVE
Joerg Dietz, Ken Mark

Product Number: 9B01C011
Publication Date: 1/9/2003
Revision Date: 12/16/2009
Length: 7 pages

The co-founders of a startup, online sales contest management service needed to act quickly. They needed a vice-president of sales and believed they had found a suitable candidate, Mark Sullivan. A meeting is planned for the next day to go over the offer. Sullivan has a number of other jobs offer and must decide on his next career move. This is a supplement to SalesDriver: The Offer to Mark Sullivan: SalesDriver's Perspective, product 9B01C010.

Teaching Note: 8B01C10 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: E-Commerce; Employee Selection
Difficulty: 4 - Undergraduate/MBA


Chapter 2:
Perception, Attribution, and Learning

CINATRON COMPUTING
James A. Erskine, Sylvia Smellie

Product Number: 9B03C009
Publication Date: 4/2/2003
Revision Date: 10/17/2009
Length: 13 pages

Cinatron Computing is a leading producer and distributor of managing workload software. The newly hired marketing manager has just received a phone call from the travel department requesting authorization for an employee's trip to a workshop. She thought she had already addressed this issue with the employee and now it seems he is going over her head. Why did this occur and what is her next step?

Teaching Note: 8B03C09 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Management Training; Employee Attitude; Performance Measurement; Management of Professionals
Difficulty: 4 - Undergraduate/MBA



JULIE DEMPSTER (A)
Christine Pearson, Rachel M. Knight

Product Number: 9B03C011
Publication Date: 5/1/2003
Revision Date: 10/17/2009
Length: 5 pages

A black Canadian woman is hired as vice-president of marketing and brand positioning for an Amsterdam-based computer software company. Shortly after joining the firm she encounters a number of cross-cultural and equality issues. She must decide whether or not to renew her contract with the company. The supplement case, Julie Dempster (B), product 9B03C012 outlines her decision.

Teaching Note: 8B03C11 (6 pages)
Industry: Other Services
Issues: Cultural Customs; Management in a Global Environment; Personal Development; Corporate Culture
Difficulty: 4 - Undergraduate/MBA



JULIE DEMPSTER (B)
Christine Pearson, Rachel M. Knight

Product Number: 9B03C012
Publication Date: 5/1/2003
Revision Date: 10/17/2009
Length: 1 pages

This is a supplement to Julie Dempster (A), product 9B03C011. A newly hired vice-president of brand positioning must decide whether to renew her contract after experiencing cross-cultural and equality issues.

Teaching Note: 8B03C11 (6 pages)
Industry: Other Services
Issues: Cultural Customs; Management in a Global Environment; Personal Development; Corporate Culture
Difficulty: 4 - Undergraduate/MBA


Chapter 3:
The Diverse Workforce: Individual Differences, Personality, and Career Development

BEING DIFFERENT: EXCHANGE STUDENT EXPERIENCES
David T.A. Wesley, Henry W. Lane

Product Number: 9B04C005
Publication Date: 1/16/2004
Revision Date: 10/6/2009
Length: 4 pages

This case is about African-American, Latin American and Asian undergraduate, international business majors from a Boston-area university who traveled to Spain, France and Germany for a year-long period of study and work. Presented are their experiences being minority students in Europe. The experiences range from annoying stares to aggressive propositions from men. This case can be used with the note The Changing Face of Europe: A Note on Immigration and Societal Attitudes, product 9B03M050 to prepare business students for overseas study and internships.

Teaching Note: 8B04C05 (3 pages)
Industry: Educational Services
Issues: Human Behaviour; Discrimination; Intercultural Relations; Education; Northeastern
Difficulty: 4 - Undergraduate/MBA



EUROPEAN INVESTMENT BANK - LONDON (A)
Mitch Rothstein, Andrew Irvine

Product Number: 9B02C039
Publication Date: 11/29/2002
Revision Date: 12/3/2009
Length: 6 pages

An ambitious analyst in the graduate training program at an investment bank accepts a permanent job as an associate on the company's private equity team. When a new director is hired for the team, the associate senses an uncomfortable resistance in their working relationship. After the director is on the job for only a month, the associate receives a mediocre performance appraisal, followed by a disappointingly small pre-Christmas bonus. When he meets with the deputy head to discuss the situation, he is asked to consider moving to another team. The associate needs to decide whether to accept a parallel position in the company or whether it is time to move on. Supplement The European Investment Bank - London (B), product 9B02C040, discusses the associate's strategy for managing his career.

Teaching Note: 8B02C39 (2 pages)
Industry: Finance and Insurance
Issues: Career Planning; Organizational Behaviour; Career Development
Difficulty: 4 - Undergraduate/MBA



EUROPEAN INVESTMENT BANK - LONDON (B)
Mitch Rothstein, Andrew Irvine

Product Number: 9B02C040
Publication Date: 11/29/2002
Revision Date: 12/3/2009
Length: 2 pages

An ambitious analyst in the graduate training program at an investment bank accepts a permanent job as an associate on the company's private equity team. Despite what he feels is a strong performance, he receives a mediocre performance appraisal and a small pre-Christmas bonus. When he meets with the deputy head to discuss the situation, he is asked to move to another team. The associate realizes he needs to assess his career options. He determines that his background in investment banking could be an asset to the technology industry and decides to approach some Web-based businesses. This is a supplement to The European Investment Bank - London (A), product 9B02C039, which discusses the associate's background and the circumstances leading up to his decision to leave the investment bank.

Teaching Note: 8B02C39 (2 pages)
Industry: Finance and Insurance
Issues: Organizational Behaviour; Career Development; Career Planning
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Motivation and Rewarding Employees

ELISE SMART
Jeffrey Gandz, Elizabeth Spracklin

Product Number: 9B03C010
Publication Date: 5/31/2003
Revision Date: 9/4/2013
Length: 7 pages

Elise Smart must decide what performance assessment to give one of her employees who has, uncharacteristically, failed to meet one of her key objectives for the year. The situation is difficult for several reasons; the causes of the unacceptable performance are not clear; the employee has previously received excellent appraisals, including a recent one by the vice-president; and the employee was absent for a good part of the year on maternity leave. The various factors that influence sustained performance (ability, motivation, resources, role clarity, reinforcement) are examined, as well as steps leaders can take in improving performance of those for whom they are responsible.

Teaching Note: 8B03C10 (7 pages)
Industry: Finance and Insurance
Issues: Motivation; Performance Evaluation; Management Performance; Management Behaviour
Difficulty: 4 - Undergraduate/MBA



CINDY SANDERS
James A. Erskine, Joanna Shostack

Product Number: 9B03C007
Publication Date: 5/1/2003
Revision Date: 10/17/2009
Length: 25 pages

A consultant at a large consulting firm has found out that she will not be promoted even though her performance review was above average. She must determine what caused this situation and what her options are.

Teaching Note: 8B03C07 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Interpersonal Relations; Interpersonal Skills; Promotion Policy; Performance Evaluation
Difficulty: 4 - Undergraduate/MBA


Chapter 5:
Making Effective Decisions

JAMES HAGERMAN
James A. Erskine, Andrew Sloan

Product Number: 9B03C030
Publication Date: 8/6/2003
Revision Date: 10/17/2009
Length: 12 pages

A policy advisor in the Ministry of Industry, working on a summer job, has received an offer from the Minister of Industry to stay in his current position for another year, and to pay for his MBA degree at the end of it. He must decide whether to accept this offer, or leave as planned to continue his studies. He must consider whether short-term financial gain outweighs long-term career objectives.

Teaching Note: 8B03C30 (4 pages)
Industry: Public Administration
Issues: Career Development; Relationship Management; Career Planning; Interpersonal Relations
Difficulty: 4 - Undergraduate/MBA



BOMBARDIER AEROSPACE
James A. Erskine, Michael LeBoldus

Product Number: 9B03C016
Publication Date: 5/1/2003
Revision Date: 10/17/2009
Length: 5 pages

Bombardier Aerospace is a division of Bombardier Inc., the world's third largest airframe manufacturer. The manager of ground based training operations at the flight training school discovers an inconsistency in the relocation policy. Investigating the policy further, he feels the definition of the policy is not clear and therefore not fair to all employees. He must decide whether he should try to change the policy, and consider the consequences.

Teaching Note: 8B03C16 (4 pages)
Industry: Manufacturing
Issues: Employment Equity; Personnel Management; Human Resources Management; Benefits Policy
Difficulty: 4 - Undergraduate/MBA


Chapter 6:
Creation High-Performing Work Groups and Teams

LEO BURNETT COMPANY LTD.: VIRTUAL TEAM MANAGEMENT
Joerg Dietz, Fernando Olivera, Elizabeth O'Neil

Product Number: 9B03M052
Publication Date: 11/28/2003
Revision Date: 5/24/2017
Length: 16 pages

Leo Burnett Company Ltd. is a global advertising agency. The company is working with one of its largest clients to launch a new line of hair care products into the Canadian and Taiwanese test markets in preparation for a global rollout. Normally, once a brand has been launched, it is customary for the global brand centre to turn over the responsibility for the brand and future campaigns to the local market offices. In this case, however, the brand launch was not successful. Team communications and the team dynamics have broken down in recent months and the relationships are strained. Further complicating matters are a number of client and agency staffing changes that could jeopardize the stability of the team and the agency/client relationship. The global account director must decide whether she should proceed with the expected decision to modify the global team structure to give one of the teams more autonomy, or whether she should maintain greater centralized control over the team. She must recommend how to move forward with the brand and determine what changes in team structure or management are necessary.

Teaching Note: 8B03M52 (14 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Difficulty: 4 - Undergraduate/MBA


Chapter 7:
Improving Communication

JOHN STRONG; COMMUNICATING THROUGH CAREER TRANSITIONS
Michael Sider

Product Number: 9B03C031
Publication Date: 9/25/2003
Revision Date: 10/17/2009
Length: 15 pages

John Strong, writing program administrator at a major Canadian university, has to decide whether he should accept an offer to interview for a new job as a business communications professor at one of the world's best schools of business administration. Although he had dabbled in the teaching of business communications while developing and running the university's writing program, he's not sure he has the experience even to interview for the position, let alone win the job and pursue it successfully. John knows almost nothing about the job requirements of the position and has little background knowledge of what being a business professor entails. He is interested in the interview, but not sure how to discover what he needs to know about the job in order to interview well. He's also not sure how to prepare for the interview - how to sell the experience he has in this new context.

Teaching Note: 8B03C31 (4 pages)
Industry: Educational Services
Issues: Career Development; Communications
Difficulty: 4 - Undergraduate/MBA



BROOKFIELD PROPERTIES: CRISIS LEADERSHIP FOLLOWING SEPTEMBER 11TH, 2001
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


Chapter 8:
Leading Effectively

RED CROSS CHILDREN'S HOME: BUILDING CAPABILITIES IN GUYANA (A)
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



RED CROSS CHILDREN'S HOME: BUILDING CAPABILITIES IN GUYANA (B)
Joerg Dietz, Michelle Goffin, Alan Marr

Product Number: 9B02C047
Publication Date: 11/29/2002
Revision Date: 11/9/2009
Length: 3 pages

This is a supplement to Red Cross Children's Home: Building Capabilities in Guyana (A), product 9B02C042. 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 decided to implement new rules and a system of accountability. When the local public hospital staff went on strike, the director of the children's home was asked to run the hospital with its volunteers. After eight weeks, she returned to the children's home to discover that it was thriving, despite her absence. She decided that her work was completed and she returned to Canada. 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.

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



RED CROSS CHILDREN'S HOME: BUILDING CAPABILITIES IN GUYANA (C)
Joerg Dietz, Michelle Goffin, Alan Marr

Product Number: 9B02C048
Publication Date: 11/29/2002
Revision Date: 11/9/2009
Length: 4 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 notational holiday, however, none of the staff reported for work. The director decided to implement new rules and a system of accountability. When the local public hospital staff went on strike, the director of the children's home was asked to run the hospital with its volunteers. After eight weeks, she returned to the children's home to discover that it was thriving, despite her absence. She decided that her work was completed and she returned to Canada. Nearly two years later, the former director visited the children's home and reflected on her management efforts. This is a supplement to Red Cross Children's Home: Building Capabilities in Guyana (A), product 9B02C042 and Red Cross Children's Home: Building Capabilities in Guyana (B), product 9B02C047.

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



WESTJET: SEPTEMBER 11TH, 2001
Christine Pearson, Ken Mark

Product Number: 9B03C026
Publication Date: 5/28/2003
Revision Date: 10/17/2009
Length: 7 pages

WestJet is a regional airline service. During the early afternoon of September 11, 2001, the director of customer service is on her way to an emergency meeting. For the first time ever, all civilian airline flights across North American airspace are suspended. WestJet guests and employees are stranded across the country without any indication as to when flights will resume. In addition, there are grounded employees that are dealing with a tremendous amount of anxiety; the airline industry is tightly knit and rumors run rampant across airlines. The director of customer service must decide what should be done first.

Teaching Note: 8B03C26 (5 pages)
Industry: Transportation and Warehousing
Issues: Stakeholder Analysis; Uncertainty; Crisis Management
Difficulty: 4 - Undergraduate/MBA


Chapter 9:
Diagnosing Power and Managing Conflict and Stress

HARRISON-LOCKINGTON (A)
James A. Erskine, Sylvia Smellie

Product Number: 9B03C019
Publication Date: 5/1/2003
Revision Date: 8/8/2014
Length: 3 pages

A partner at a leading Canadian law firm discovers that one of the firm's employees has been stealing from the business. After a discussion with the employee, he must decide how to handle the crisis in a short time frame: How did this happen? What steps are needed to prevent this from happening again? And how should he deal with the employee? The supplement Harrison-Lockington (B), product 9B03C020 highlights how the partner addresses the issue with staff at the office.

Teaching Note: 8B03C19 (3 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Ethical Issues; Crisis Management; Action Planning and Implementation; Management Communication
Difficulty: 4 - Undergraduate/MBA



HARRISON-LOCKINGTON (B)
James A. Erskine, Sylvia Smellie

Product Number: 9B03C020
Publication Date: 5/1/2003
Revision Date: 8/8/2014
Length: 1 pages

This supplement to Harrison-Lockington (A), product 9B03C019 follows the partner of a law firm and how he responds to crisis in the office - he has found out that an employee has been stealing from the firm.

Teaching Note: 8B03C20 (2 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Action Planning and Implementation; Management Communication; Ethical Issues; Crisis Management
Difficulty: 4 - Undergraduate/MBA



JUAN PEDRO'S SHRIMP FARM: OR THE 48-HOUR EXAM NIGHTMARE (A)
Gerard Seijts, Paul Szabunio

Product Number: 9B02C057
Publication Date: 11/29/2002
Revision Date: 11/9/2009
Length: 6 pages

A learning team of five students must work together to complete a 48-hour team exam. One of the students has a reputation for being unreliable, disruptive and confrontational. When the team members convene to write their report, this student calls to say he will be late. He shows up eight hours later. The level of team tension and animosity reached a point of near-violence and the team member was expelled. The team wonders how to deal with this team member whose behaviour is dysfunctional to effective team performance, and what to do next given that there are several more team projects to come. Supplemental case Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, discusses the first hour after the student arrives to work on the report. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C), product 9B02C059, describes the student's attempt to contribute to the report and the subsequent confrontation. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D), product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

Teaching Note: 8B02C57 (5 pages)
Industry: Educational Services
Issues: Group Behaviour; Case Method; Private Placement; Organizational Behaviour
Difficulty: 4 - Undergraduate/MBA


Chapter 10:
Managing Intergroup Behavior and Negotiating Effectively

JUAN PEDRO'S SHRIMP FARM: OR THE 48-HOUR EXAM NIGHTMARE (B)
Gerard Seijts, Paul Szabunio

Product Number: 9B02C058
Publication Date: 11/29/2002
Revision Date: 11/9/2009
Length: 2 pages

A learning team of five students must work together to complete a 48-hour team exam. When the team members convene to write their report, one of the students shows up eight hours late. The report outline is nearly complete, yet he insists on questioning the work and offering uninvited comments. As the irritation level builds, another student takes him out to fetch refreshments for the team. Away from the rest of the team, the student starts discussing the exam with other students, divulging some of his own team's strategies. This is a supplement to Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (A), product 9B02C057, which discusses the process of the competitive 48-hour exam, the reputation of the fifth student and the initial meeting of the team. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C) product 9B02C059, describes the student's attempt to contribute to the report and the subsequent confrontation. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D) product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

Teaching Note: 8B02C57 (5 pages)
Industry: Educational Services
Issues: Organizational Behaviour; Group Behaviour; Case Method; Private Placement
Difficulty: 4 - Undergraduate/MBA



JUAN PEDRO'S SHRIMP FARM: OR THE 48-HOUR EXAM NIGHTMARE (C)
Gerard Seijts, Paul Szabunio

Product Number: 9B02C059
Publication Date: 11/29/2002
Revision Date: 11/9/2009
Length: 6 pages

A learning team of five students must work together to complete a 48-hour team exam. When the team members convene to write their report, one of the students shows up eight hours late. The report outline is nearly complete, yet he insists on questioning the work and offering uninvited comments. When he is left alone to work on the editing process, his progress is slow, the master copy of the report is corrupted and many spelling and grammatical errors are missed. The irritation level builds to loud arguments in the middle of the night. This is a supplement to Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (A), product 9B02C057, which discusses the process of the competitive 48-hour exam, the reputation of the fifth student and the initial meeting of team. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, describes the first hour after the student arrives to work on the report and supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D), product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

Teaching Note: 8B02C57 (5 pages)
Industry: Educational Services
Issues: Case Method; Private Placement; Group Behaviour; Organizational Behaviour
Difficulty: 4 - Undergraduate/MBA



JUAN PEDRO'S SHRIMP FARM: OR THE 48-HOUR EXAM NIGHTMARE (D)
Gerard Seijts, Paul Szabunio

Product Number: 9B02C060
Publication Date: 11/29/2002
Revision Date: 11/9/2009
Length: 3 pages

A learning team of five students must work together to complete a 48-hour team exam. When the team members convene to write their report, one of the students shows up eight hours late. The report outline is nearly complete, yet he insists on questioning the work and offering uninvited comments. The irritation level builds to loud arguments in the middle of the night. In this supplement, the fifth student is interviewed to provide his perspective on the events. This is a supplement to Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (A), product 9B02C057, which discusses the process of the competitive 48-hour exam, the reputation of the fifth student and the initial meeting of the team. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, describes the first hour after the student arrives to work on the report, and supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C) product 9B02C059 describes the student's attempt to contribute to the report and the subsequent confrontation.

Teaching Note: 8B02C57 (5 pages)
Industry: Educational Services
Issues: Case Method; Private Placement; Organizational Behaviour; Group Behaviour
Difficulty: 4 - Undergraduate/MBA



WUHAN ERIE POLYMERS JOINT VENTURE
Thomas Begley, Cynthia Lee, Kenneth Law

Product Number: 9B03C002
Publication Date: 4/2/2003
Revision Date: 10/15/2009
Length: 17 pages

The Erie Performance Polymers division manager in China and general manager of Wuhan Erie Polymers joint venture, has just received approval for his requested transfer to divisional headquarters in the United States. In preparing the division and joint venture for the change, a key decision concerns his successor. He has received information on six candidates under consideration and knows that his recommendation will carry heavy weight in the final decision. The general manager has attempted to inculcate in his mainly Chinese workforce an appreciation for Western business practices and ability to enact them. At the same time, acknowledging their substantial differences, he has tried to mix elements of both Chinese and Western values in creating a culture for the joint venture. He believes strongly that his successor must be responsive to the tensions between the relevant cultures. As he compares them, he wonders which candidate has the best set of qualities to succeed him as general manager.

Teaching Note: 8B03C02 (13 pages)
Industry: Manufacturing
Issues: China; Cross Cultural Management; International Business; Human Resources Management; Employee Selection; Northeastern
Difficulty: 4 - Undergraduate/MBA


Chapter 11:
Building an Organizational Culture

GTI IN RUSSIA
Mikhail Grachev, Peggy C. Smith, Mariya A. Bobina

Product Number: 9B03C008
Publication Date: 2/27/2003
Revision Date: 10/17/2009
Length: 14 pages

GTI is Global Traffic Inc., a U.S.-based sign manufacturer. The vice-president of the company is asked to recommend a human resources strategy for possible entry in the Russian market. He must develop a plan for expatriate assignment, the selection and compensation of personnel and the training needs, as well as outline the organizational culture.

Teaching Note: 8B03C08 (6 pages)
Industry: Manufacturing
Issues: Expatriate Management; Compensation; Management Training; Cross Cultural Management
Difficulty: 4 - Undergraduate/MBA



TEQSWITCH INC.: BUSINESS IN BUENOS AIRES
Christina A. Cavanagh, Ken Mark

Product Number: 9B02C001
Publication Date: 6/21/2002
Revision Date: 10/29/2009
Length: 4 pages

Two engineers formed Teqswitch Inc. to design and produce faster networking equipment. Five years after they began, the company has 120 employees in Canada, England and Australia and sales in the tens of millions. The company decided to expand into Latin America and has worked out a $15 million joint venture with Unitas in Argentina to sell components. Teqswitch establishes an office in Buenos Aires and works with Unitas to develop sales personnel and business processes. As the company is about to launch its next generation of products, the vice-president international of Teqswitch receives information from the joint venture partner about terminating the agreement. He must determine what has gone wrong.

Teaching Note: 8B02C01 (9 pages)
Industry: Manufacturing
Issues: Communications; Cross Cultural Management; Relationship Management; Joint Ventures
Difficulty: 4 - Undergraduate/MBA


Chapter 12:
Structuring High-Performance Organizations

YAHOO V. SURVIVORS OF THE HOLOCAUST
Henry W. Lane, David T.A. Wesley

Product Number: 9B02C051
Publication Date: 10/29/2002
Revision Date: 11/9/2009
Length: 15 pages

Yahoo Inc. was the second largest Internet portal worldwide and the leading Internet portal in France. After Nazi-era memorabilia was posted on one of its English-language auction sites, the company was ordered under a French law to block access to neo-Nazi content. Yahoo filed a countersuit, alleging that compliance would violate free speech, as guaranteed under U.S. and international laws. Angered by the company's response, survivors of the Holocaust charged the chief executive officer with war crimes, for supporting the atrocities of the Nazi regime through its Web site. The borderless nature of the Internet raises many issues for the company: conflicting laws and cultures of other countries, differing views on freedom of speech and suppression of objectionable material, ethical considerations and the impact of extraterritoriality.

Teaching Note: 8B02C51 (8 pages)
Industry: Information, Media & Telecommunications
Issues: Competitiveness; International Law; Ethical Issues; International Business; Northeastern
Difficulty: 4 - Undergraduate/MBA



CIBC: OUTSOURCING THE HUMAN RESOURCES DEPARTMENT (A)
David W. Conklin, Jennifer Pun

Product Number: 9B02C062
Publication Date: 11/29/2002
Revision Date: 2/12/2003
Length: 23 pages

The Canadian Imperial Bank of Commerce (CIBC) is one of the 10 largest full-service financial institutions in North America. Its human resources department wanted to reinvent HR service delivery and increase automation and self-service operations. A number of options were being considered, including continuing with the status quo while undertaking patchwork operations, developing new HR capabilities in-house, outsourcing the development of HR capabilities, and exploring the opportunity to outsource entire functions. Each option presents benefits and challenges, and the senior lead on the project must begin to develop a business case to go forward. The supplemental case CIBC: Outsourcing the Human Resources Department (B), product 9B02C063 discusses the human resources outsourcing agreement.

Teaching Note: 8B02C62 (19 pages)
Industry: Finance and Insurance
Issues: Human Resources Management; Business Policy; Organizational Structure
Difficulty: 4 - Undergraduate/MBA


Chapter 13:
Influences on Organizational Structure

CIBC: OUTSOURCING THE HUMAN RESOURCES DEPARTMENT (B)
David W. Conklin, Jennifer Pun

Product Number: 9B02C063
Publication Date: 11/29/2002
Revision Date: 11/9/2009
Length: 9 pages

The Canadian Imperial Bank of Commerce was the first major financial institution in Canada and among the first in North America to team up with an external supplier to manage its human resource operations and technology services. As such, the company required a carefully structured contract that included the necessary requirements and at the same time left room for flexibility and change. This is a supplement to CIBC Human Resources (A), product 9B02C062.

Teaching Note: 8B02C62 (19 pages)
Industry: Finance and Insurance
Issues: Human Resources Management; Business Policy; Organizational Structure
Difficulty: 4 - Undergraduate/MBA



SALCO (CHINA)
Joerg Dietz, Alan (Wenchu) Yang

Product Number: 9B03C025
Publication Date: 8/19/2003
Revision Date: 10/17/2009
Length: 12 pages

Salco (China) is a global manufacturer of burners for hot-water boilers and industrial furnaces and ovens. The company has recently hired a new operations manager for their plant in China whose mandate is to improve the efficiency of the Beijing office, to eliminate Salco's Chinese distributors' poaching behavior and to elevate Salco's brand equity in the Chinese market. After implementation, the initiative to eliminate distributors' poaching had failed and the company's operations manager must determine why this initiative failed and prepare a report for senior management.

Teaching Note: 8B03C25 (11 pages)
Industry: Manufacturing
Issues: China; Management in a Global Environment; Personnel Management; Organizational Behaviour; Change Management
Difficulty: 4 - Undergraduate/MBA


Chapter 14:
Managing change in Organizations

SELKIRK GROUP IN ASIA (CONDENSED)
Paul W. Beamish, Lambros Karavis

Product Number: 9B02M041
Publication Date: 11/29/2002
Revision Date: 12/3/2009
Length: 10 pages

Selkirk Group is a family-owned brick manufacturer which has built an export business to Japan and other Asian markets from zero to 10% of its volume in seven years. The managing director of the company raises the question of whether it is time to change their regional export strategy and organizational structure in light of the Asian economic crisis and the reasons for their competitive success in both Australia and Asia.

Teaching Note: 8A99M03 (9 pages)
Industry: Manufacturing
Issues: International Business; Exports; Organizational Structure; International Marketing
Difficulty: 4 - Undergraduate/MBA