Ivey Publishing

The Leadership Experience

Daft, R.L.,4/e (United States, Cengage Learning, 2008)
Prepared By Michael Roberts, Ph.D. Student (Organizational Behaviour)
Chapter and Title Chapter Matches: Case Information
Chapter 1:
What Does it Mean to be a Leader?

LEADERS WANTED: CHINESE ATHLETIC VANCOUVER ASSOCIATION
Seung Hwan (Mark) Lee, Francine Schlosser, Philip Law, Clement Chu

Product Number: 9B08C008
Publication Date: 3/11/2008
Length: 14 pages

After 10 years of rapid growth, the Chinese Athletic Vancouver Association (CAVA) was threatened with a leadership vacuum. To deal with the recent loss of their president, the vice-president had to devise a plan that would sustain CAVA's benefit to the Vancouver Chinese community, by locating and developing leaders who could carry this organization forward. As the vice-president was expected to assume the president's role at the end of 2005, he needed to develop and implement leadership and succession planning strategies for CAVA.

Teaching Note: 8B08C08 (10 pages)
Industry: Social Advocacy Organizations
Issues: Non-Profit Organization; Leadership; Board of Directors
Difficulty: 4 - Undergraduate/MBA



AMERICHEM INC.
Carol A. Tattersall

Product Number: 9B00C028
Publication Date: 10/20/2000
Revision Date: 1/8/2010
Length: 11 pages

An AmeriChem Inc. plant was maligned at a corporate board meeting with accusations of general abuse of alcohol and drunkenness on the job. The health and safety manager knew that the groundless claims could completely destroy the plant's already doubtful reputation and he had to decide whether to respond and how. The problems are analytically challenging and not clearly defined; they concern the difference between the inter-relation of individual and collective interests. The various aspects of the problem need to be separated and addressed, and the issues must be considered in all of their relevant contexts, making students aware that decisions are most often made in a complex environment requiring diverse thinking and balancing skills.

Teaching Note: 8B00C28 (5 pages)
Industry: Manufacturing
Issues: Corporate Culture; Morale; Management Style; Management Communication
Difficulty: 3 - Undergraduate


Chapter 2:
Traits, Behaviors, and Relationships

JOHN MEREDITH OF HUTCHISON PORT HOLDINGS
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


Chapter 3:
Contingency Approaches

CHRISTINA GOLD LEADING CHANGE AT WESTERN UNION
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



MARIMEKKO
Alison Konrad, Jordan Mitchell

Product Number: 9B06C014
Publication Date: 1/30/2007
Revision Date: 9/16/2009
Length: 19 pages

Kirsti Paakkanen has achieved a celebrity status in Finland for her enigmatic leadership of the Finnish design company Marimekko. Purchasing the company in a state of near bankruptcy in 1991, Paakkanen took several actions to restore profitability and realize growth. As of 2006, the company has sales of $64 million (of which 80 per cent are from Finland) and net profits of $8.4 million. Over the last few years, Paakkanen and her team have focused on growing international sales. Recently, the company has opened concept shops in Japan, United Arab Emirates, Iceland, Sweden and the United States owned by foreign partners. In light of the international expansion, Paakkanen is wondering if any changes to Marimekko's personnel policies and/or organization structure are necessary.

Teaching Note: 8B06C14 (12 pages)
Industry: Manufacturing
Issues: Succession Planning; Women in Management; Organizational Structure; Internationalization
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
The Leader as an Individual

JILL'S TABLE: SET TO SERVE
Kyle Murray, Ken Mark

Product Number: 9B06A001
Publication Date: 2/6/2006
Revision Date: 9/8/2009
Length: 11 pages

The founder and owner of Jill's Table, a specialty food and housewares store is thinking about the challenges ahead of her. As a small business operating in the same arena as the mass merchandising chains, she has to decide how to position her service offerings so as to survive and even thrive in a highly competitive environment. As a Retailer of the Year award winner (2004 Canadian Gift and Tableware Association, Housewares and Gourmet Division), she knows that her challenges go beyond competition and touch on areas such as customer service, associate training, buying and finance.

Teaching Note: 8B06A01 (9 pages)
Industry: Retail Trade
Issues: Marketing Management; Leadership; Small Business; Services
Difficulty: 4 - Undergraduate/MBA



MAYOR RUDOLPH GIULIANI, KNIGHT OF THE BRITISH EMPIRE
Christina A. Cavanagh, Ken Mark

Product Number: 9B02C015
Publication Date: 2/27/2003
Revision Date: 11/9/2009
Length: 3 pages

Rudolph Giuliani was the mayor of New York City during the events of September 11, 2001, and became world renowned for his leadership. Outlined is a description of his background, his first few years in office, the troubles he faced in his last year in office and the sudden shift in his popularity post-September 11, 2001.

Teaching Note: 8B02C15 (3 pages)
Industry: Public Administration
Issues: Communications; Relationship Management; Leadership
Difficulty: 4 - Undergraduate/MBA


Chapter 5:
Leadership Mind and Heart

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 6:
Courage and Moral Leadership

MATTEL AND THE TOY RECALLS (A)
Hari Bapuji, Paul W. Beamish

Product Number: 9B08M010
Publication Date: 2/21/2008
Revision Date: 5/18/2017
Length: 14 pages

On July 30, 2007 the senior executive team of Mattel under the leadership of Bob Eckert, chief executive officer, received reports that the surface paint on the Sarge Cars, made in China, contained lead in excess of U.S. federal regulations. It was certainly not good news for Mattel, which was about to recall 967,000 other Chinese-made children's character toys because of excess lead in the paint. Not surprisingly, the decision ahead was not only about whether to recall the Sarge Cars and other toys that might be unsafe, but also how to deal with the recall situation. The (A) case details the events leading up to the recall and highlights the difficulties a multinational enterprise faces in managing global operations. Use with Ivey case 9B08M011, Mattel and the Toy Recalls (B).

Teaching Note: 8B08M10 (28 pages)
Industry: Manufacturing
Issues: Supply Chain Management; Offshoring; Outsourcing; Product Quality; Product Recall; Multinational Enterprise Stakeholders; the United States and China
Difficulty: 4 - Undergraduate/MBA



WE HAVE A TERRIBLE TRAGEDY HERE (A)
Gerard Seijts

Product Number: 9B05C022
Publication Date: 9/1/2005
Revision Date: 9/28/2009
Length: 13 pages

The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. The medical officer of health for Grey-Bruce was told that a number of people in the Walkerton area had developed serious illness. E.coli was confirmed and the medical officer suspected contaminated water as a source of the problem. However, the public utilities commission had assured him that the water was fine. Still he had a bad feeling that Walkerton was the verge of a very serious outbreak. He wondered what his next step should be in the complex situation he faced; he did not have much data to act on. Supplements We Have a Terrible Tragedy Here (B), (C), (D), (E) and (F), products 9B05C023, 9B05C024, 9B05C025, 9B05C026 and 9B05C027, follow the events as they take place.

Teaching Note: 8B05C22 (12 pages)
Industry: Health Care Services
Issues: Crisis Management; Communications; Leadership
Difficulty: 4 - Undergraduate/MBA



PRICE OF SPEAKING OUT AGAINST THE BETRAYAL OF PUBLIC TRUST: JOANNA GUALTIERI (A)
Gerard Seijts, Ken Mark

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

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

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



PEMBINA PIPELINE CORPORATION
Alexandra Hurst, Ken Mark

Product Number: 9B01C022
Publication Date: 11/9/2001
Revision Date: 12/16/2009
Length: 5 pages

Pembina Pipeline Corporation transports light crude oil and natural gas liquids in western Canada. The president of the company is abruptly awakened one night by a phone call from his operations manager. He is informed that one of Pembina's pipelines has burst and is spilling thousands of barrels of crude oil into a nearby river. Emergency crews have responded to the disaster but more help is needed. The president has to decide how the best way to handle this situation with the media and plan a strategy for the company in containing the spill.

Teaching Note: 8B01C22 (5 pages)
Industry: Manufacturing
Issues: Action Planning and Implementation; Ethical Issues; Organizational Behaviour
Difficulty: 4 - Undergraduate/MBA


Chapter 7:
Followership

CARIBBEAN FOODS LIMITED, TRINIDAD (REVISED)
James A. Erskine, Fabian Marks

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

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

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



MOEZ KASSAM: CONSULTING INTERN
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



CHUCK MACKINNON
Jane M. Howell, Kate Hall-Merenda

Product Number: 9A98C002
Publication Date: 3/23/1998
Revision Date: 1/25/2010
Length: 17 pages

A bank supervisor must contend with various personnel problems, specifically highlighting individuals- both subordinates and superiors. his immediate supervisor said that the new group was supposed to be great, his new position fun. In the view of his boss' boss, the group had major problems. He soon discovered that he had more problems than he had anticipated. How was he to deal with a dysfunctional group when his superiors disagreed about whether or not there were problems and were also personally antagonistic.

Teaching Note: 8A98C02 (7 pages)
Industry: Finance and Insurance
Issues: Management of Professionals; Alcoholism; Team Building; Management of Change
Difficulty: 4 - Undergraduate/MBA


Chapter 8:
Motivation and Empowerment

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 9:
Leadership Communication

ANITA JAIRAM AT METROPOLE SERVICES
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



PETA: ESCALATION
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



WEATHERING THE STORM: AWARDING AN HONORARY DEGREE TO CANADA'S PIONEER ABORTION DOCTOR (A)
Gerard Seijts, Michael Sider, Ken Mark

Product Number: 9B05C033
Publication Date: 1/13/2006
Revision Date: 9/28/2009
Length: 15 pages

The president of the University of Western Ontario was contemplating how to best handle a potentially explosive issue: the planned award of an honorary degree to Dr. Henry Morgentaler, a prominent abortion-rights activist and operator of six abortion clinics in Canada. The pressure from various interest groups opposing the award continued to grow and attracted considerable local and national media attention. The chair of the university's board of governors went on record stating his disagreement with award decision. With university's reputation at stake, the president knew that he had to plan for the worst, yet hope for the best. The supplement Weathering the Storm: The Fallout of the Decision to Award an Honorary Degree to Canada's Pioneer Abortion Doctor (B), product 9B05C034, looks at the events on the day of convocation.

Teaching Note: 8B05C33 (4 pages)
Industry: Educational Services
Issues: Communications; Stakeholder Analysis; Ethical Issues; Contingency Planning
Difficulty: 4 - Undergraduate/MBA



PETA'S KENTUCKY FRIED CRUELTY, INC. CAMPAIGN
Gerard Seijts, Michael Sider

Product Number: 9B03C045
Publication Date: 11/5/2003
Revision Date: 10/17/2009
Length: 20 pages

A year and a half after calling off their campaign against fast-food giant McDonald's, the vegan campaign coordinator of People for the Ethical Treatment of Animals (PETA), contacted Kentucky Fried Chicken (KFC) to warn them that they would be the next target. He pointed out in his letter that while many of KFC's competitors had convened advisory panels to help them investigate the welfare of animals raised and slaughtered for their businesses, KFC appeared completely uninterested in the issue. PETA would rather not engage KFC in a campaign, but if the company refused to put together an animal welfare panel and to begin to look into the issue of how to raise and slaughter their chickens more humanely, all the leaflets, action alerts, posters, billboards, T-shirts and press releases PETA was now preparing would be dedicated to KFC and its cruel treatment of chickens. In January 2003, PETA, fed up with what it saw as KFC's lack of open communication, public misinformation, and outright stonewalling on change, announced a campaign against the company to the media in a news event replete with bloody descriptions of the cruelties of KFC's animal factories. Now it was time for Kentucky Fried Chicken to respond.

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


Chapter 10:
Leading Teams

SPECTRUM BRANDS, INC. - THE SALES FORCE DILEMMA
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



THE 1996 EVEREST TRAGEDY
Khushwant K. Pittenger

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

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

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



COACHING FOR EXCEPTIONAL PERFORMANCE WORKSHOP
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



GLOBAL MULTI-PRODUCTS CHILE
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 11:
Developing Leadership Diversity

AN INDISCREET CONVERSATION ON HIRING
Alison Konrad, Ken Mark

Product Number: 9B05C032
Publication Date: 11/28/2005
Revision Date: 9/28/2009
Length: 3 pages

A group of four friends, all married men and in their late 20s, meet for coffee in a major city. One of the men has received a job application from a young woman he considers to be a stellar candidate for his job opening. The discussion turns into a debate about the feasibility of hiring young women for professional and managerial positions, given that they become pregnant and go on maternity leave.

Teaching Note: 8B05C32 (9 pages)
Issues: Discrimination; Human Resources Management; Women in Management
Difficulty: 4 - Undergraduate/MBA



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


Chapter 12:
Leadership Power and Influences

PRONIX, INC.
Paul Croke, David T.A. Wesley

Product Number: 9B03M032
Publication Date: 8/6/2003
Revision Date: 10/22/2009
Length: 14 pages

After an ill-fated acquisition of a Linux development company, Pronix finds itself in a financial crisis that could lead to bankruptcy. The board has decided to recruit a new chief executive officer from outside the company who has experience turning around enterprise software companies and strategic business units. Despite its flagging performance, Pronix produced some of the most advanced enterprise software available and was one of the few suppliers of real-time software capable of integrating entire corporations. By refocusing software development on a single integrated platform, the new chief executive officer hoped to transform the company's prospects. Others, however, were less enthusiastic. Some recommended that the entire Pronix product line be sold piecemeal. The case describes the process of implementing a turnaround during an economic downturn and the leadership issues associated with managing resistance to change among senior members of a management team.

Teaching Note: 8B03M32 (10 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Board of Directors; Management Information Systems; Leadership; Crisis Management; Northeastern
Difficulty: 4 - Undergraduate/MBA


Chapter 13:
Creating Vision and Strategic Direction

ING INSURANCE ASIA/PACIFIC
Rod E. White, Paul W. Beamish, Andreas Schotter

Product Number: 9B06M083
Publication Date: 1/9/2007
Length: 15 pages

The new chief executive officer (CEO) of ING Insurance Asia/Pacific wants to improve the regional operation of the company. ING Group was a global financial services company of Dutch origin with more than 150 years of experience. As part of ING International, ING Insurance Asia/Pacific was responsible for life insurance and asset/wealth management activities throughout the region. The company was doing well, but the new CEO believed that there were still important strategic and operational improvements possible. This case can be used to discuss the local versus regional or global management issue and will yield best results if the class has already been introduced to different strategic and organizational alternatives in the international business context.

Teaching Note: 8B06M83 (12 pages)
Industry: Finance and Insurance
Issues: Subsidiaries; Organization; Leadership; International Management
Difficulty: 4 - Undergraduate/MBA



VIC YOUNG AND FISHERY PRODUCTS INTERNATIONAL (A)
John Melnyk, W. Glenn Rowe, Tami Hynes

Product Number: 9B03M011
Publication Date: 2/27/2003
Revision Date: 10/21/2009
Length: 21 pages

Fishery Products International Ltd. is one of the largest seafood companies in North America. In January 2000, Vic Young marked his 15th anniversary as the only chief executive officer of the company. Under his leadership, the company overcame the collapse of the North Atlantic fishery to become an international seafood company and an important contributor to the Newfoundland and Labrador economy. However, its share price has languished and the company was recently the target of a hostile takeover bid. The bid was unsuccessful, due partly to government regulation on the company's stock ownership, but Young realizes another attempt is possible, and wonders how to maintain shareholder confidence in its current board and management team.

Teaching Note: 8B03M11 (22 pages)
Industry: Manufacturing
Issues: Value-based Management; Performance Overview; Government and Business; Take-over Bids
Difficulty: 4 - Undergraduate/MBA



COMPASSION CANADA
W. Glenn Rowe, Hari Bapuji

Product Number: 9B03M008
Publication Date: 4/2/2003
Revision Date: 10/21/2009
Length: 12 pages

Compassion Canada is a non-profit ministry focusing on the holistic development of poor children in developing countries. Over the past 10 years, the Ontario-based organization has only doubled its sponsorships. The chief executive officer must analyze the organization's performance and develop a strategic plan that will enable Compassion Canada to reach its goal of five fold growth over the next 10 years.

Teaching Note: 8B03M08 (12 pages)
Industry: Social Advocacy Organizations
Issues: Growth Strategy; Emerging Markets; Non-Profit Organization; Leadership; Strategy Development
Difficulty: 4 - Undergraduate/MBA



GENERAL MOTORS DEFENSE
Paul W. Beamish, Changwha Chung

Product Number: 9B03M002
Publication Date: 2/6/2003
Revision Date: 10/21/2009
Length: 10 pages

General Motors Defense, a division of General Motors, one of the world's largest automobile manufacturers, designs and manufactures light armored vehicles. The company is approached by General Dynamics to jointly pursue the U.S. Army's Brigade Combat Team program. However, General Dynamic made it clear that they would also submit a bid on their own. Contrary to past practices, the chief of staff of the U.S. Army planned to award the multi-billion dollar contract within only 11 months. The executive director of General Motors Defense has to decide whether the company should bid-it-alone or submit a joint venture bid with General Dynamics.

Teaching Note: 8B03M02 (9 pages)
Industry: Manufacturing
Issues: Joint Ventures; Doing Business in the U.S.; Political Environment; Leadership
Difficulty: 4 - Undergraduate/MBA



VICTORIA HEAVY EQUIPMENT LIMITED - 2001
Tom A. Poynter, Paul W. Beamish

Product Number: 9B01M004
Publication Date: 1/25/2001
Revision Date: 12/21/2009
Length: 12 pages

Victoria Heavy Equipment (Victoria) was a family owned and managed firm which had been led by an ambitious, entrepreneurial chief executive officer who now wanted to take a less active role in the business. Victoria had been through two reorganizations in recent years, which contributed to organizational and strategic issues which would need to be addressed by a new president.

Teaching Note: 8B01M04 (8 pages)
Industry: Manufacturing
Issues: Growth Strategy; Decentralization; Organizational Structure; Leadership
Difficulty: 4 - Undergraduate/MBA


Chapter 14:
Shaping Culture and Values

ORGANIZING FROM SCRATCH: THE LEARNING LAB DENMARK EXPERIENCE (A)
Claus Rerup, John Lafkas

Product Number: 9B06C006
Publication Date: 4/11/2006
Revision Date: 9/16/2009
Length: 14 pages

Learning Lab Denmark, a research and development institute, encountered many of the difficulties typically experienced by start-ups, especially obstacles that involve developing a set of routines for getting things done. In other respects LLD faced several distinct challenges that are specific to its charter. This case describes in detail the history behind the formation of Learning Lab Denmark, the goals and the organizing principles underlying LLD and its sub-components, the various personnel roles and issues, including performance problems, criticism and paradoxes that arose in the first couple of years. The supplement, Organizing from Scratch: The Learning Lab Denmark Experience (B) case, product 9B06C007, picks up the story and discusses significant organizational changes.

Teaching Note: 8B06C06 (18 pages)
Industry: Educational Services
Issues: Visioning; Leadership; Entrepreneurial Business Growth; Organizational Design
Difficulty: 4 - Undergraduate/MBA



DELOITTE & TOUCHE: INTEGRATING ARTHUR ANDERSEN
Gerard Seijts, Ken Mark

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

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

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



WESTJET AIRLINES (A): THE CULTURE THAT BREEDS A PASSION TO SUCCEED
Gerard Seijts, Ken Mark

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

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

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


Chapter 15:
Leading Change

STEERING AIR CANADA THROUGH TROUBLED TIMES
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



LEADING CHANGE AT SJHC AND LHSC: BURR UNDER THE SADDLE OR A GRAIN OF SAND IN THE OYSTER
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