Ivey Publishing

Developing Management Skills

Whetten, D.A., Cameron, K.S.,7/e (United States, Pearson, 2007)
Prepared By David Kunsch, Ph.D. Student (General Management)
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Developing Self Awareness

Diana E. Krause, Reiner Piske

Product Number: 9B07C041
Publication Date: 1/4/2008
Length: 17 pages

The owner of a company with production plants in various regions in the world wants to standardize the methods of personnel selection for the Asian-Pacific region (APAC). A new system of personnel selection has to be developed for middle management positions in APAC. The owner delegates this task to a cross-functional, multinational project team that operates in Hong Kong headed by a human resources (HR) executive and expatriate from Germany. In terms of the new personnel selection system, he has two opposing goals in mind: the new personnel selection system should be highly specific for a particular country and simultaneously valid for different countries. A series of issues must be resolved in order for the project to be successful. Some of these issues are related to the personnel selection system; the job requirements to be assessed, the modules it must include, the stages and methods of each module, and the implementation of the system across countries in APAC. Other issues are interpersonal, such as the cultural differences and the heterogeneous perspectives that exist among the team members, and a conflict between the HR executive and the owner.

Teaching Note: 8B07C41 (9 pages)
Issues: Cross Cultural Management; Aptitude Diagnostics; International Personnel Selection; Teamwork
Difficulty: 4 - Undergraduate/MBA

Mitch Rothstein, Zahera Sheikh

Product Number: 9B04C035
Publication Date: 7/3/2007
Revision Date: 10/9/2009
Length: 4 pages

Michael Aniballi is facing a major career transition as he completes his executive MBA degree. He attempts to evaluate three very different job offers by engaging in a thorough self-assessment.

Teaching Note: 8B04C35 (3 pages)
Issues: Self-assessment; Career Transition
Difficulty: 4 - Undergraduate/MBA

Mitch Rothstein, Zahera Sheikh

Product Number: 9B04C036
Publication Date: 7/3/2007
Revision Date: 10/9/2009
Length: 2 pages

In this supplement to Michael Aniballi (A), product 9B04C035, Michael Aniballi describes how a thorough self-assessment helped him make a difficult career decision.

Teaching Note: 8B04C35 (3 pages)
Issues: Career Transition; Self-assessment
Difficulty: 4 - Undergraduate/MBA

Chapter 2:
Managing Personal Stress

John S. Haywood-Farmer, Phil Hospod, Abby Yew, James Ha

Product Number: 9B06M079
Publication Date: 9/12/2006
Revision Date: 9/21/2009
Length: 2 pages

Sadella Choy reflected upon her career at her dad's company Alan Choy's Engineering Incorporated. She had progressed far and had seen the company go through many of changes. However, she felt a great deal of stress and responsibility working for the family business. She was not satisfied with her social life which she believed was limited because of her work environment. Sadella had to make a decision soon and be ready to discuss it with her parents.

Teaching Note: 8B06M77 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: China; Family-Work Interaction; Small Business; Industry Analysis; Succession Planning
Difficulty: 4 - Undergraduate/MBA

John S. Haywood-Farmer, Phil Hospod, Abby Yew, James Ha

Product Number: 9B06M077
Publication Date: 9/12/2006
Revision Date: 9/21/2009
Length: 10 pages

Alan Choy, his wife Candace and their daughter Sadella met to decide the future of Alan Choy Engineering Incorporated. The company operates in an industry which offers largely undifferentiated services. In addition, price competition is intensifying due to a recession. In order to maintain a culture of family values, Alan often hired friends and family to fill positions in the company. This has resulted in communication problems within the company and with clients as most employees communicate in Mandarin or Cantonese. Alan, his wife and his daughter must decide how to address these issues and who should be in charge of the company if Alan and his wife decide to retire.

Teaching Note: 8B06M77 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: China; Industry Analysis; Succession Planning; Family-Work Interaction; Small Business
Difficulty: 4 - Undergraduate/MBA

James A. Erskine, Scott Davies

Product Number: 9B00D010
Publication Date: 7/6/2000
Revision Date: 1/8/2010
Length: 6 pages

A junior associate in a large law firm has been offered a promotion - an excellent opportunity but one that will require an even stronger commitment to her job. She must make her decision in a short period of time, and must consider time commitments, sacrifices, balancing work and home lives, and the stress placed on her marriage. In addition, she must consider how to manage the unrealistic expectations of her superiors.

Teaching Note: 8B00D10 (4 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Family-Work Interaction; Career Planning; Professional Firms; Personal Values
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Solving Problems Analytically and Creatively

John S. Haywood-Farmer, Jeremy Isenberg

Product Number: 9B07C031
Publication Date: 8/15/2007
Length: 6 pages

Wayne Eisener has received two job offers. The first offer is an executive vice-president position at Richmond Hill Mortgages (RHM). The second offer is a junior lawyer position at Weiler and Simons LLP, Barristers and Solicitors. The mortgage company offers a small base salary but potentially large commissions in the long run. The law firm offers a higher base salary and the opportunity to be promoted to partner within five years. However, Eisener would need to update his knowledge of law substantially. As he reflects on the advantages and disadvantages of each job, Eisener must consider his past and how each job will help him accomplish the goals of providing for his family and creating a resurgence in his career.

Teaching Note: 8B07C31 (10 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Career Planning; Job Analysis; Job Satisfaction; Career Anchor; Career Choice; Professional Firms
Difficulty: 4 - Undergraduate/MBA

Pratima Bansal, Tom Ewart

Product Number: 9B05M051
Publication Date: 9/22/2005
Revision Date: 10/1/2009
Length: 14 pages

AWARD WINNING CASE - This case won the 2007 Oikos Sustainability Case Writing Competition. Throughout the 1990s there was increasing competition for Ontario's forest land. The forest industry, including Tembec Inc., demanded from the Ontario government more certainty in the lands available to them. To reach a consensus on strategic land use, the government launched Lands for Life process and undertook extensive public consultations. Unfortunately the consultation process resulted in a polarization of stakeholders, and the 242 controversial recommendations threatened to spark a war in the woods, primarily between the forestry industry and environmentalists. Tembec's chief executive office foresaw this conflict and was determined to take a different course of action that would bring a real solution that would meet both the objectives of the forestry industry and environmentalists. He was cognizant that losing access to timber would have a devastating effect on his company, but confident that a consensus could be reach if a rational approach were followed. Students will learn to recognize the long-term opportunity associated with sustainability, and the short-term risks associated with ignoring it, to illustrate the opportunity for stakeholder consultation and partnerships, and to introduce the best practices on stakeholder collaboration and innovative problem solving. The supplement Tembec Inc. (B), product 9B05M052, presents the situation in 2005.

Teaching Note: 8B05M51 (24 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Negotiation; Human Resources Management; Stakeholder Analysis; Environmental Business Management
Difficulty: 4 - Undergraduate/MBA

Chapter 4:
Building Relationships by Communicating Supportively

Jane M. Howell

Product Number: 9B00C006
Publication Date: 1/31/2001
Revision Date: 1/7/2010
Length: 6 pages

Informal coaching opportunities occur in the course of daily life. In this workshop, students are provided with ways to improve their responsiveness to these opportunities. The format is a series of sessions in which students form teams and take turns playing the role of the director of operations for a software products business. Two staff members come to see the director, on their initiative, to ask for ideas, help, guidance, or a decision on an issue. The director knows key details about each staff member’s background and development needs, but does not know in advance what the specific issues or concerns are. It is necessary to explore these issues or concerns before any decision can be made. The students’ performances are videotaped and critiqued in terms of identifying each staff member’s problem(s); the effectiveness of responses to the immediate problems; and contribution to that staff member’s longer-term growth or awareness through coaching. The accompanying seven role-plays (products #9B00C007, #9B00C008, #9B00C009, #9B00C010, #9B00C011, #9B00C012, #9B00C013) provide background information on each of the staff members.

Teaching Note: 8B00C06 (9 pages)
Industry: Manufacturing
Issues: Career Development; Interpersonal Skills; Conflict Resolution; Management Development
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Gaining Power and Influence

Derrick Neufeld, Zeying Wan

Product Number: 9B06E007
Publication Date: 2/16/2006
Revision Date: 9/17/2009
Length: 12 pages

The Canadian firearms program initially was established to set up a shared database. However, increasing costs of the firearms program is a concern for a number of Canadians. Should the federal government continue with the program, de-escalate or cancel the program. The case requires students to simultaneously evaluate the issues of the database design, software outsourcing, IS project management and change management. It can also be used to cover cost analysis, and political influences in decision-making.

Teaching Note: 8B06E07 (7 pages)
Industry: Public Administration
Issues: Politics; Cost Control; Information Systems; Project Management
Difficulty: 4 - Undergraduate/MBA

Alison Konrad, Ken Mark

Product Number: 9B06C003
Publication Date: 2/6/2006
Revision Date: 9/15/2009
Length: 5 pages

The senior project manager at Metropole Services is getting the sense that her business relationship with her software development group is taking a turn for the worse. According to her, she was their project manager and it seemed strange that her team members - all subordinates, were excluding her from an important client meeting. She must figure out what the issue is, and if something truly is wrong, take the appropriate steps to correct it immediately.

Teaching Note: 8B06C03 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Personnel Management; Leadership; Human Behaviour; Communications
Difficulty: 5 - MBA/Postgraduate

Alison Konrad, Jordan Mitchell

Product Number: 9B06M007
Publication Date: 1/13/2006
Revision Date: 9/17/2009
Length: 11 pages

The chief executive officer of Western Union had just begun implementing a new organization structure. Changing the structure set out a clear message of Gold's desire to change the company's mindset to a new more global culture. Already the CEO was finding that leaders in the United States were reluctant to give up control of product lines. At the regional level, she had keen leaders in place who wanted to push out the responsibility within their own regions and move towards a decentralized plan. While the CEO supported this notion in principle, she wanted to ensure that the right leaders could be placed in decentralized offices in order to execute on the six strategic pillars that she had laid out for the organization. One thing was certain - the CEO had made it clear that no revenue decreases would be forgiven amidst the change. Many considerations had arisen: What pace of change should she take? How would she deal with resistance to change? How could she ensure that the new structure would support Western Union's global expansion?

Teaching Note: 8B06M07 (13 pages)
Industry: Other Services
Issues: Organizational Change; Globalization; Organizational Design; Corporate Structure
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Motivating Others

John S. Haywood-Farmer, Eleni Mitsis

Product Number: 9B07C016
Publication Date: 5/15/2007
Length: 6 pages

Dr. Jack Perry, a sole practitioner dentist in a small town in Ontario, had a meeting with one of his employees who suggested that there were several problems in the office. These include: low morale, lack of motivation to grow the business, fill cancellations, follow up on collections, and engage in cross-sell procedures. He had noticed these problems previously but felt unsure about his personnel and business management skills. Using his notes from a presentation made by a business consultant at a dental conference, he must decide how to act in order to address these problems.

Teaching Note: 8B07C16 (5 pages)
Industry: Health Care Services
Issues: Morale; Motivation; Employee Attitude; Compensation
Difficulty: 4 - Undergraduate/MBA

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 7:
Managing Conflict

James A. Erskine, Unnat Kohli

Product Number: 9B07C033
Publication Date: 10/4/2007
Length: 11 pages

Prashant Lakhera, senior analyst at Credit Rating Agency Limited (CRA), has been working with Deepak Ghosh, project manager of the Construction Development Board, on a report that needs to be submitted within the next few days. Because Ghosh had been acting inappropriately in front of clients, Lakhera and Gagan Vedi, the other analyst working on the report, was concerned about how this might damage the image of CRA. Shortly before the report was due, Lakhera asked Ghosh for his contribution to the report. Ghosh indicated that he did not care and he walked away from the team. Now Lakhera had to decide what to do about the urgent deadline for the report.

Teaching Note: 8B07C33 (3 pages)
Industry: Finance and Insurance
Issues: Interpersonal Skills; Conflict Resolution; Interpersonal Relations; Crisis Management
Difficulty: 4 - Undergraduate/MBA

Gerard Seijts, Michael Sider

Product Number: 9B05C016
Publication Date: 7/15/2005
Revision Date: 9/28/2009
Length: 24 pages

This is a supplement to PETA's Kentucky Fried Cruelty, Inc. Campaign, product 9B03C045. PETA escalated its tactics to pressure Kentucky Fried Chicken to implement stronger animal welfare guidelines. KFC was once again embarrassed worldwide when an investigation for PETA captured video of chickens being kicked and stomped on by workers at a processing plant that the company used. The footage provided new ammunition for PETA to increase the pressure on KFC to make significant changes, including protesting of KFC executives at their homes and encouraging celebrities to organize a boycott of KFC. Both PETA and KFC testified to the Senate Judiciary Committee presenting their sides of the story. One had to wonder whether the campaign unleashed by PETA had gained enough momentum to pressure the decision-makers at Kentucky Fried Chicken into making meaningful changes in its animal welfare practices, and if so, how the conflicts between KFC and PETA could ever by resolved, given both the increasing escalation and philosophical differences between the two organizations.

Teaching Note: 8B03C45 (12 pages)
Industry: Accommodation & Food Services
Issues: Ethical Issues; Business and Society; Conflict Resolution; Management Communication
Difficulty: 4 - Undergraduate/MBA

James A. Erskine, Ebrahim El Kalza

Product Number: 9B04C013
Publication Date: 6/24/2004
Revision Date: 10/7/2009
Length: 11 pages

A summer assignment is turning into a nightmare for an intern at a large consulting firm. He has just receive his third reprimand from his boss, and is concerned how this relationship is distracting him from the project he needs to complete and how it could hurt his chances of obtaining full-time employment. He must decide how he can salvage the relationship with his boss and whether this organization is the best fit for him.

Teaching Note: 8B04C13 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Interpersonal Skills; Intercultural Relations; Management Style; Consulting
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Empowering and Delegating

Kathleen E. Slaughter, Jeffrey Gandz, Nigel Goodwin

Product Number: 9B07C027
Publication Date: 6/4/2007
Revision Date: 5/24/2007
Length: 18 pages

This case examines the life, career and leadership style of John Meredith, the group managing director of Hutchison Port Holdings (HPH). Meredith established the company in 1972 based on his vision for more efficient global trade. Under his leadership, the company grew to become the world's largest container port operator. The company grew from owning and managing a single container port to owning and managing 45 container ports by May 2007. This case also examines the importance of leadership at all levels of organizations. When a company grows quickly and sets up operations around the world, it must constantly train new leaders. However, HPH had difficulty finding and training enough leaders who were willing to lead the company's new port operations in far-off destinations. The case examines HPH's actions thus far and asks what other measures may be appropriate in the future.

Teaching Note: 8B07C27 (7 pages)
Industry: Transportation and Warehousing
Issues: Management in a Global Environment; Management Development; Leadership
Difficulty: 4 - Undergraduate/MBA

David W. Conklin

Product Number: 9A94R001
Publication Date: 3/28/1994
Revision Date: 2/25/2010
Length: 8 pages

A co-operative involves many unique business features, and these are illustrated by Mountain Equipment Co-op. Of particular interest is the way in which customers are shareholders, and so the firm faces customer empowerment that both strengthens its market presence and also influences its product mix and pricing structure. Management faces a unique set of success criteria. Apart from its co-op nature, Mountain Equipment demonstrates the creative ways that a service sector retailer participates today in the manufacturing sector. Its proactive role involves ongoing contributions to the design of products, and even participation in the ownership of manufacturing facilities.

Teaching Note: 8A94R01 (10 pages)
Issues: Competitiveness; Market Strategy; Corporate Strategy; Employee Participation
Difficulty: 4 - Undergraduate/MBA

Margot Northey, Alice de Koning

Product Number: 9A90L003
Publication Date: 1/1/1990
Revision Date: 3/7/2002
Length: 15 pages

The vice-president, corporate and public affairs, at an insurance company has to prepare the next year's internal communications program at a time when the company is undergoing a revolution - an effort to improve service and profits through a radical organizational and cultural change. The small communications department has played a key role and tried new methods in the company's move toward empowerment and increased accountability. At this point, creating a communications strategy on a limited budget means choosing among priorities, but a recent survey of employee attitudes has provided some input into needs.

Teaching Note: 8A90L03 (4 pages)
Industry: Finance and Insurance
Issues: Employee Relations; Management Communication; Employee Attitude; Communications
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Building Effective Teams and Teamwork

Donald W. Barclay, Joe Falconi

Product Number: 9B06A035
Publication Date: 2/26/2007
Length: 20 pages

In 2005, the vice-president of sales and marketing for the Canadian division of Spectrum Brands Inc. must determine his next steps regarding the structure of his sales force. Spectrum Brands (Spectrum), a global consumer products company formerly known as Rayovac Corporation, had made a number of acquisitions to diversify and expand its product and brand portfolio. With these changes, Spectrum had become a leading supplier of consumer batteries, lawn and garden care products, specialty pet supplies, and shaving and grooming products. The vice-president of sales and marketing was charged with the task of creating a national sales force from the teams of the newly merged companies. Knowing the importance of the sales function to each of these companies, he wanted to ensure; despite the differences among the diverse groups, that he still maintained a team which would effectively and efficiently continue to increase the sales of each business unit.

Teaching Note: 8B06A35 (13 pages)
Industry: Manufacturing
Issues: Sales Organization; Acquisitions; Change Management; Sales Management
Difficulty: 4 - Undergraduate/MBA

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

Henry W. Lane, Daniel D. Campbell

Product Number: 9A98C007
Publication Date: 8/18/1998
Revision Date: 10/3/2007
Length: 15 pages

The managing director's approach to team based selling, was not being received as well as he expected. It seemed that top executives, members of his Management Operating Committee, were suggesting stopping his changes before they got out of hand. He found himself starting to have doubts about what he was doing.

Teaching Note: 8A98C07 (10 pages)
Industry: Manufacturing
Issues: International Business; Team Building; Sales Organization; Organizational Change
Difficulty: 5 - MBA/Postgraduate

Chapter 10:
Leading Positive Change

Gerard Seijts, Ann C. Frost, Ken Mark

Product Number: 9B06C005
Publication Date: 4/11/2006
Revision Date: 9/17/2009
Length: 23 pages

Having overseen the oftentimes acrimonious merger of Canadian Airlines, witnessed the depression in the airline passenger market in the wake of September 11, 2001, been negatively affected by the war in Iraq and the SARS threat in the spring of 2003, Robert Milton, CEO of Air Canada, had only recently reached 11th hour settlements with Air Canada's major unions. It was these agreements that had saved Air Canada from liquidation. Public critics pointed fingers directly at Milton and his actions to date as a major reason why employees and union leaders alike were so reluctant to commit to the economic health and viability of the airline. Victor Li, owner of Trinity Time Investments Ltd., was poised to buy a controlling stake in Air Canada. The proposal deal would give him veto power over a list of 23 different matters, including hiring the CEO. Should Li be confident in Milton and his management team to lead Air Canada through its next phase? Or would Air Canada be best served if Milton were let go after having brought the airline to this point?

Teaching Note: 8B06C05 (17 pages)
Industry: Transportation and Warehousing
Issues: Leadership; Management Succession; Change Management; Labour Relations
Difficulty: 4 - Undergraduate/MBA

Gerard Seijts, Ken Mark

Product Number: 9B06C010
Publication Date: 10/12/2006
Revision Date: 9/16/2009
Length: 19 pages

The transfer of perinatal services at St. Joseph's Health Care Centre (SJHC) to the Women's and Children's Services at London Health Sciences Centre (LHSC), included the relocation of clinical programs, 500 staff and about 40 physicians. SJHC's perinatal program had been among the hospital's premier programs and was recognized as a world-class tertiary perinatal program for more than 30 years. The hospital's comprehensive care for newborns included providing care for very sick infants and extremely premature babies. The move to LHSC was a source of much concern to key stakeholders, leading scientists and specialists with much negative impact on recruitment, retention and staff morale. The vice-president, acute and ambulatory care at SJHC and the vice-president, women and children's clinical business unit at LHSC were appointed to help prepare leaders throughout all stages of the restructuring. On their agenda were the following issues: culture, safety procedures, team conflict, excessive turnover, structure, leadership orientation, among others. Where should they start; and how could they get physicians, patient care leaders and staff to think past six months, given that there are numerous issues that keep them busy on a daily, weekly and monthly basis?

Teaching Note: 8B06C10 (10 pages)
Industry: Health Care Services
Issues: Personal Development; Consolidations and Mergers; Leadership; Organizational Change
Difficulty: 4 - Undergraduate/MBA

Chapter Suppl:
Making Oral and Written Presentations

Michael Sider

Product Number: 9B04C002
Publication Date: 1/16/2004
Revision Date: 10/6/2009
Length: 4 pages

As one of the terms of its merger in Canada, a large U.S.-based multimedia corporation is required to support the arts in Canada through a $221 million fund. The first university to approach the company is encouraged by its initial meetings with the company's representatives. The director of faculty fundraising must prepare a proposal that conveys the university's understanding of the company's business interests, recognizes the diverse needs of the proposal's audience, aligns the company's interests with the university needs, all in a clear, well-researched, well-written document. The supplement, AOL Time Warner (B), product 9B04C003, reports on the company's response to the proposal and the follow-up work required to secure the funding partnership.

Teaching Note: 8B04C02 (14 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Communications; Proposal Writing; Non-Profit Organization; Funding
Difficulty: 4 - Undergraduate/MBA

Michael Sider

Product Number: 9B04C003
Publication Date: 1/16/2004
Revision Date: 10/6/2009
Length: 1 pages

As one of the terms of its merger in Canada, a large U.S.-based multimedia corporation is required to support the arts in Canada through a $221 million fund. The first university to approach the company receives gifts-in-kind and $15 million in scholarship funds. The director of faculty funding must now draft a donor agreement letter to summarize the company's commitment and to convey the university's gratitude. This is a supplement to AOL Time Warner (A), product 9B04C002.

Teaching Note: 8B04C03 (5 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Proposal Writing; Non-Profit Organization; Funding; Communications
Difficulty: 4 - Undergraduate/MBA

Michael Sider

Product Number: 9B03C042
Publication Date: 11/5/2003
Revision Date: 10/17/2009
Length: 6 pages

The coordinator of the First Nations Services at a large university wants to find funding for a diploma or certificate program in Native Public Administration. Despite what she believes to be a strong argument of need for the program, she has been unsuccessful in past attempts to find money for it. Now the government's seven-year dedicated funding period for programs and other initiative in native education is about to expire, and she is eager to obtain a grant for the program before the deadline. The entire proposal writing process is examined.

Teaching Note: 8B03C42 (5 pages)
Industry: Educational Services
Issues: Report Writing; Communications
Difficulty: 4 - Undergraduate/MBA

Kathleen E. Slaughter, Christina A. Cavanagh

Product Number: 9B00C005
Publication Date: 3/29/2000
Revision Date: 11/8/2000
Length: 10 pages

This note is designed as detailed supplemental material for management communication courses. It contains information on creating effective business documents in the workplace. Categories covered are: report writing, e-mails and memos, and Internet writing.

Issues: Communications; Report Writing
Difficulty: 5 - MBA/Postgraduate

Chapter Suppl:
Conducting Interviews

Lyn Purdy, Paula Puddy

Product Number: 9B01C025
Publication Date: 4/1/2002
Revision Date: 8/1/2019
Length: 13 pages

The director of development at a large law firm and two other members of a selection committee will be interviewing three candidates for an articling position at the firm. The director must decide what questions to ask of the three law students applying, keeping in mind what questions she could not ask of the candidates. Through role play, students are given the opportunity to develop interview questions and interview the candidates.

Teaching Note: 8B01C25 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Interviewing Skills; Employee Selection
Difficulty: 4 - Undergraduate/MBA

Chapter Suppl:
Conducting Meetings

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