Ivey Publishing

Fundamentals of Organizational Behavior - What Managers Need to Know

Tosi, H.L., Mero, N.P. (Afghanistan, Blackwell Publishing, 2003)
Prepared By Ivy Kyei-Poku, Ph.D. Student (Organizational Behavior)
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Managing Organizational Behavior

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



NES CHINA: BUSINESS ETHICS (A)
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



WINDLE, CASTLEMAN LLP
James A. Erskine, Sean Kelly

Product Number: 9B04C019
Publication Date: 6/24/2004
Revision Date: 10/7/2009
Length: 6 pages

A partner at a law firm has been given a choice by one of the firm's assistants, either increase her salary or she would give her two-week resignation notice. The firm was extremely busy with clients and could not afford a reduction in staff, however, this employee's performance had not been up to standard and the partner must decide whether or not he should agree to this pay increase or if there are other options.

Teaching Note: 8B04C19 (4 pages)
Industry: Real Estate and Rental and Leasing
Issues: Organizational Behaviour; Negotiation; Services; Personnel Management
Difficulty: 4 - Undergraduate/MBA


Chapter 2:
Personality and Individual Differences

STEPHEN ZHANG'S OPPORTUNITY
John S. Haywood-Farmer, Alan (Wenchu) Yang

Product Number: 9B02D007
Publication Date: 4/25/2002
Revision Date: 11/9/2009
Length: 10 pages

A university graduate working as a project manager for a small Chinese consulting firm is in the middle of a very important project when he receives a call from a former colleague offering him an attractive package to move to a new company. His decision would affect many stakeholders and he wonders what might happen to the project he is working on. He has only three days to decide whether to stay with the firm or accept the offer.

Teaching Note: 8B02D07 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: China; Incentives; Motivation; Career Development; Ethical Issues
Difficulty: 4 - Undergraduate/MBA



OLLY RACELA IN BANGKOK
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 3:
Attitudes and Accommodation to Work

BARLING FINANCIAL: SEXUAL HARASSMENT (A)
Lyn Purdy, Joerg Dietz, Grace Kim

Product Number: 9B01C014
Publication Date: 8/31/2001
Revision Date: 12/16/2009
Length: 7 pages

Barling Financial is a subsidiary of U.S.-based Apple Financial and is the sixth largest asset-management company in Canada. The assistant supervisor of client services is confronted by a customer service representatives who has been experiencing ongoing sexual harassment from a co-worker. The assistant supervisor must investigate the situation and determine what to do next. Supplemental cases Barling Financial: Sexual Harassment (B), product 9B01C015, Barling Financial: Sexual Harassment (C), product 9B01C016 and Barling Financial: Sexual Harassment (D), product 9B01C017 follow the sequence of events.

Teaching Note: 8B01C14 (7 pages)
Industry: Finance and Insurance
Issues: Human Resources Management; Sexual Harassment; Organizational Behaviour; Management Behaviour
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Individual Perception, Judgment and Attribution

MARIE BOHM AND THE ASPECT GROUP
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



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 5:
Motivation and Performance

KATE ARCHER IN HAITI (A)
Joerg Dietz, Kate Archer

Product Number: 9B01C035
Publication Date: 4/25/2002
Revision Date: 12/17/2009
Length: 10 pages

Helped the Aged Canada, a non-profit organization, has hired Kate Archer to manage their prosthetic clinic in Haiti. After her arrival in Haiti she learns that its key employee does not meet her performance expectations. Communicating with the employee, a deaf-mute, however, was very difficult and required the use of another employee as translator. She must communicate her performance expectations to the employee. The supplement to this case, Kate Archer In Haiti (B), product number 9B01C036 describes how Kate develops a contract and finalizes the agreement with the employee.

Teaching Note: 8B01C35 (11 pages)
Industry: Health Care Services
Issues: Non-Profit Organization; Communications; International Management; Cross Cultural Management
Difficulty: 4 - Undergraduate/MBA



JINJIAN GARMENT FACTORY: MOTIVATING GO-SLOW WORKERS
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


Chapter 6:
Group and Team and Performance

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



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:
Culture: National and Organizational

OP4.COM: A DYNAMIC CULTURE
Fernando Olivera, Ken Mark

Product Number: 9B00C030
Publication Date: 1/25/2001
Revision Date: 1/8/2010
Length: 11 pages

OP4.com, an Internet portal for teenagers, had just celebrated six months of existence. The co-founders of OP4.com knew that the internal culture had to reflect the identity of its Web site, so they wanted to cultivate a savvy, hip staff. They used unique methods to evaluate a prospect's fit into the company and some unorthodox training and feedback systems. With profitability being the next key step, they had to determine how to maintain this culture through the next stage of growth; one which would result in the creation of business units and formal reporting structures for staff.

Teaching Note: 8B00C30 (9 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Job Satisfaction; Organizational Behaviour; Organizational Structure; Leadership
Difficulty: 4 - Undergraduate/MBA



INTEL IN CHINA
Kathleen E. Slaughter, Donna Everatt, Xiaojun Qian

Product Number: 9A99C007
Publication Date: 6/23/1999
Revision Date: 5/24/2017
Length: 8 pages

The newly appointed division head must examine organizational or communication problems within a division of a billion dollar semiconductor manufacturer. The manager made a decision, which an employee emotionally responded to, creating the potential for conflict within the department. Cross-cultural issues come into play given that the manager, although originally from China, was educated and gathered extensive experience in the West and was thus considered an expatriate by his employees. The manager must also examine the effect of organizational culture on an employee's behavior.

Teaching Note: 8A99C07 (8 pages)
Industry: Manufacturing
Issues: China; Interpersonal Relations; Intercultural Relations; Conflict Resolution; Management Communication
Difficulty: 4 - Undergraduate/MBA


Chapter 8:
Organizational Structure and Design

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



INFORMATION TECHNOLOGY DIVISION AT THE HONG KONG JOCKEY CLUB
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



BUILDING PRODUCTS INTERNATIONAL - A CRISIS MANAGEMENT STRATEGY (A)
Joseph J. DiStefano, Donna Everatt

Product Number: 9A99C001
Publication Date: 3/31/1999
Revision Date: 1/14/2010
Length: 15 pages

The regional HR manager of a multinational conglomerate that operates in over 100 countries had to make decisions regarding the evacuation of its senior management from a politically unstable country. In particular, the firm's expatriate and ethnic Chinese managers and their families faced considerable risk. The HR manager is charged with executing corporate policies and plans. Some of the challenges to consider relate to the development and initial execution of the evacuation plan. These challenges are heightened by a decentralized decision-making process entrenched in the firm's structure and culture, as well inconsistent information from numerous sources in the field operations. Moreover, the issue of which employees to evacuate poses a moral dilemma for the decision-maker. Specifically, he must decide what criteria - rank, ethnicity, tenure - should dictate whether an employee and/or his or her family is offered assistance, and of what sort.

Teaching Note: 8A99C01 (6 pages)
Industry: Manufacturing
Issues: Organizational Structure; Crisis Management; Corporate Responsibility; Corporate Culture
Difficulty: 4 - Undergraduate/MBA


Chapter 9:
Managing Performance: The Influence of Technology and Knowledge

MERIDCO MAGNESIUM: INTERNATIONAL TECHNOLOGY TRANSFER
Pratima Bansal, Ken Cole

Product Number: 9B01M006
Publication Date: 9/5/2001
Revision Date: 7/21/2008
Length: 14 pages

Meridco Magnesium is an international automotive parts supplier of magnesium die-cast components with manufacturing plants in Canada, the United States and France. The company has a strong market position in North America; however, two out of the three plants are not performing well. The vice-president of the company's Global Technologies Organization division believes the weaker performance in the two plants is due to resistance to technological innovations. He must determine the reasons for this resistance and develop a plan to resolve the weak performance in the plants before the upcoming annual board meeting. Three supplements further discuss the issues each of the plants have with new technology. Meridco Magnesium: The French Perspective, product 9B01M007; Meridco Magnesium: The Canadian Perspective, product 9B01M008, and Meridco Magnesium: The American Perspective, product 9B01M009. AWARD WINNING CASE - This case was a winner at the AIB Case Competition, Academy of International Business, 2001 and first place winner of the 2001 Indiana University Center for International Business Education and Research (IUCIBER) International Case Competition.

Teaching Note: 8B01M06 (7 pages)
Industry: Manufacturing
Issues: Technology Transfer; International Business; Knowledge Management; Strategy Implementation
Difficulty: 4 - Undergraduate/MBA



HILL & KNOWLTON: KNOWLEDGE MANAGEMENT
Darren Meister, Ken Mark

Product Number: 9B04E003
Publication Date: 3/4/2004
Revision Date: 10/9/2009
Length: 15 pages

Hill & Knowlton is a division of one of the world's largest communication services group. Tagging e-mail communications to support knowledge management codification and connection strategies is an important issue for managers. Issues related to privacy and performance need to be considered. The worldwide director of knowledge management at Hill & Knowlton needs to assess the degree to which tagging should be enforced in a communication services organization that supports numerous clients around the world.

Teaching Note: 8B04E03 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Knowledge Based Systems; Communications; Knowledge Management; Leveraging Information Technology
Difficulty: 4 - Undergraduate/MBA


Chapter 10:
Conflict

ELLEN MOORE (A): LIVING AND WORKING IN KOREA
Henry W. Lane, Chantell Nicholls, Gail Ellement

Product Number: 9A97G029
Publication Date: 6/3/1998
Revision Date: 2/23/2017
Length: 16 pages

Ellen Moore, a systems consultant, was sent to Korea to manage a project involving a team of North American and Korean consultants representing a joint venture between a major Korean conglomerate and a significant North American information technology company. The Americans were to be involved for the first seven months in order to transfer expertise and knowledge to the South Koreans, who had little experience in this area. Ellen's superior had played an integral part in securing the contract in Korea due to his depth of knowledge on the subject. He chose Ellen to be the key North American project manager because she had significant project management skills and impressive international experience. Upon Ellen's arrival, she discovered that the Korean consultants were far less skilled than she had expected. In addition, Ellen had understood that she and the Korean manager were to be co-managers, but immediately tensions arose regarding who was giving direction to the team, and the scope of the project. Tensions escalated until it was clear that the project was behind schedule and the Koreans were not taking direction from Ellen. The Koreans insisted that Ellen was the problem. Ellen’s superior disagreed; he and Ellen needed to decide how to proceed. The challenge was to balance strategic goals with individual action.

Teaching Note: 8A97G29 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Group Behaviour; Cross-cultural Relations; Women in Management; Team Building; United States; Korea
Difficulty: 4 - Undergraduate/MBA



DAIMLERCHRYSLER: POST-MERGER NEWS
Pratima Bansal, Doug Airey, Andy Gepp, Cathy Harris, Yves Menard

Product Number: 9B03M049
Publication Date: 9/25/2003
Revision Date: 10/22/2009
Length: 17 pages

Daimler-Benz AG, a large automobile manufacturer in Europe and the Chrysler Corporation, one of the Big Three auto makers in North America have merged to create DaimlerChrysler. On the surface, everything seemed to be going as planned. In reality, all was not well. Organizational changes, conflicting information, and doubts about the future structure of the company resulted in the departure of numerous Chrysler employees, including many mid-level managers and engineers. While initially amalgamated into Daimler, the Chrysler Group ended up as one of three separate automotive divisions. In 2001, DaimlerChrysler recorded a $1.2 billion loss in operating profit (before one-time effects). Estimates for 2002 called for a break-even result, but the company was facing a $9 billion lawsuit filed by the fifth largest shareholder, who claimed that Daimler had deceived investors by touting the venture as a merger of equals.

Teaching Note: 8B03M49 (10 pages)
Industry: Retail Trade
Issues: Consolidations and Mergers; Mergers & Acquisitions; International Accounting
Difficulty: 4 - Undergraduate/MBA


Chapter 11:
Decision Making

WORLDWIDE EQUIPMENT (CHINA) LTD.: A SALES PERFORMANCE DILEMMA
June Cotte, Alan (Wenchu) Yang

Product Number: 9B02A028
Publication Date: 1/9/2003
Revision Date: 2/25/2003
Length: 15 pages

Worldwide Equipment Ltd. is one of the world's largest manufacturers of heating, ventilating and air conditioning equipment. The Beijing regional sales manager has just heard that the sales performance of his office ranked the lowest among the sales offices in China. The sales Beijing force will not receive their year-end bonus unless the situation can be turned around quickly. He must determine whether the sales management process or a recent new hire on the sales force, whose hiring was strongly suggested by the manager's boss, are to blame for the poor sales performance and how to keep the situation from recurring.

Teaching Note: 8B02A28 (7 pages)
Industry: Manufacturing
Issues: China; Organizational Behaviour; Sales Management; Sales Organization; Performance Evaluation
Difficulty: 4 - Undergraduate/MBA


Chapter 12:
Power and Politics in Organizations

JOHN MCCULLOCH - UNITED BEEF PACKERS
James A. Erskine, Eric Dolansky

Product Number: 9B03C022
Publication Date: 6/26/2003
Revision Date: 10/17/2009
Length: 10 pages

John McCulloch takes a job as assistant general manager at a meat packing plant. After a short time in the job, he discovers it was nothing like he expected, worker safety is constantly compromised, the safety of the public from consuming tainted food is compromised and everything is subordinated to the production line's constant movement. He must decide whether or not he will stay with the company.

Teaching Note: 8B03C22 (4 pages)
Industry: Manufacturing
Issues: Working Conditions; Conflict Resolution; Ethical Issues
Difficulty: 4 - Undergraduate/MBA


Chapter 13:
Leadership

MANAGING PIBREX RUSSIA (B): DEVELOPING ORGANIZATIONAL STRATEGIES TO ENSURE SUSTAINABLE PROFITABILITY
Rachel Doern, Carl F. Fey

Product Number: 9B01M021
Publication Date: 11/9/2001
Revision Date: 12/21/2009
Length: 12 pages

Pibrex is one of the world's largest developers of petrochemical-based polymers for the plastics market. In the Managing Pibrex Russia (A) case, (9B01M020) a new general manager inherits serious problems and develops an action plan to address the issues. This supplement illustrates what the management team has done to begin a turnaround of the firm and also highlights the many problems that remain. In particular, the company must reassess its management strategies and take steps to maintain its competitive position.

Teaching Note: 8B01M21 (11 pages)
Industry: Manufacturing
Issues: Goalsetting; Change Management; Leadership
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 14:
Organizational Change

BOMBARDIER TRANSPORTATION AND THE ADTRANZ ACQUISITION
Allen Morrison, David Barrett

Product Number: 9B04M023
Publication Date: 5/14/2004
Revision Date: 9/21/2011
Length: 18 pages

Bombardier Transportation, one of the world's largest manufacturers of passenger rail cars, has successfully negotiated the purchase of Adtranz, a large European manufacturer of rail equipment. The newly appointed chief executive officer has been brought in to manage the acquisition. The new CEO faces many challenges including decisions about the pace of integration, location of headquarters, organization structure, personnel retention and personal management style. Students may use this case to discuss post-acquisition strategy and how fast companies should move to integrate acquisitions.

Teaching Note: 8B04M23 (13 pages)
Industry: Transportation and Warehousing
Issues: Management Decisions; Management in a Global Environment; Mergers & Acquisitions; Change Management
Difficulty: 4 - Undergraduate/MBA



GUAN HAN
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



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