Ivey Publishing

Essentials of Organizational Behavior

Robbins, S.P., Judge, T.A.,10/e (United States, Pearson, 2010)
Prepared By Seung Hwan (Mark) Lee, Ph.D. Candidate
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Introduction to Organizational Behavior

BRETT SANDERS AT INGLEWOOD INSTRUMENT CO.
Michael Sider, Ken Mark

Product Number: 9B09M091
Publication Date: 12/11/2009
Length: 6 pages

The general manager, U.K. for Inglewood Instrument Co. (Inglewood) is sitting outside of his company's headquarters in Burnaby, B.C., waiting for a meeting with the founder of the company to clarify his future as the firm's general manager, U.K. The general manager suspects that the founder and the vice-president Business Development, are actively trying to find a replacement for the general manager, U.K. position. As the general manager is barely one year into a two year contract, he feels shortchanged by the fact that the opportunity, which he uncovered, is being taken away from him. He knows that he needs to strike the correct balance between fact-gathering and advocacy. He needs to uncover what the founder has in mind for his career at Inglewood. The general manager wonders how he should prioritize his issues and how he should approach the conversation.

Teaching Note: 8B09M91 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Communications; Management Behaviour; Corporate Responsibility; Crisis Management
Difficulty: 4 - Undergraduate/MBA



MILLWAY FABRICS CANADA
James A. Erskine, Erin Donovan

Product Number: 9B07C010
Publication Date: 3/16/2007
Length: 4 pages

The director of operations for Millway Fabrics Canada walked into her office and one of the customer service agents was waiting for her in tears. The customer service agent (agent) needed a week off to take care of her son who was about to have surgery to have his tonsils removed. The agent had already taken all her vacation and sick time due to her son's illness. The agent was a strong performer and was well-liked by her co-workers. The director of operations had to make a decision.

Teaching Note: 8B07C10 (6 pages)
Industry: Wholesale Trade
Issues: Family-Work Interaction; Absenteeism; Women in Management; Personnel Management; Organizational Behaviour
Difficulty: 4 - Undergraduate/MBA



RSM RICHTER LLP
John S. Haywood-Farmer, Simon Leith, Michelle Rosenstock

Product Number: 9B06D013
Publication Date: 8/30/2006
Revision Date: 9/16/2009
Length: 10 pages

The human resources manager of the Toronto office of RSM Richter LLP, reflected upon the company's efforts and outcomes in relation to recruiting junior accountants from the Richard Ivey School of Business at The University of Western Ontario. Although Richter had similar salary and benefits to those of the Big Four accounting firms, it offered a unique environment in which employees were able to get to know one another personally and junior accountants were likely to become exposed to different aspects of auditing that they would not encounter in larger firms. Yet, Ivey students seemed more likely to accept offers from one of the Big Four. The human resources manager considered various alternatives.

Teaching Note: 8B06D13 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Difficulty: 4 - Undergraduate/MBA



BAX GLOBAL LIMITED: STAFF TURNOVER IN MAINLAND CHINA
Jean-Louis Schaan, Nigel Goodwin

Product Number: 9B05C035
Publication Date: 11/28/2005
Revision Date: 9/28/2009
Length: 13 pages

The human resources manager for logistics and supply chain management at BAX China must consider her company's high rate of staff turnover. In her monthly report to the managing director, the turnover had reached 12 per cent in the first eight months of the year. The human resources manager must evaluate the company's current methods of dealing with turnover and consider what additional action should be taken. Logistics was a complex and rapidly growing industry, particularly in mainland China. Many multinational and domestic service providers were entering the marketing and expanding their operations; however, these companies had to respond to complex operational challenges and escalating customer demands. The resulting demand for skilled workers led to high turnover rates across the industry and at all organizational levels, and created margin pressure and other management challenges. The case offers a uniquely Chinese perspective on workforce recruitment, management and retention. The industry and the broader economy were growing rapidly. Skilled workers were in short supply because logistics was a new and developing discipline in the former command economy. Also, in the human resources manager's opinion, cultural attitudes resulted in low loyalty among the workers.

Teaching Note: 8B05C35 (9 pages)
Industry: Transportation and Warehousing
Issues: China; Employee Retention; Recruiting; Compensation; Nanyang
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


Chapter 2:
Personality and Values

QILING RESEARCH HOSPITAL
John S. Haywood-Farmer, Kevin Leung

Product Number: 9B09C002
Publication Date: 1/20/2009
Length: 17 pages

The QiLing Research Hospital (QiLing), located in Beijing, China, headed by Dr. Tien Tzu, CEO, is in a partnership with the China Research Network (CRN). This partnership was formed in an effort to mutually benefit both parties in terms of becoming a leader in health-care quality standards and creating more effective health-care techniques. Due to the intertwined nature of this relationship, the acquisition of human capital for specific positions within the hospital requires CRN to provide the candidates. Dr. Tien Tzu is increasingly concerned that CRN's hiring conditions are hindering QiLing's potential - specifically referencing the latest batch of candidates CRN has provided to fill a key spot in the neurology department. She is aware that the right people are the key to maintaining QiLing's growth and loyalty and has analyzed how the candidate selection process, overall compensation, and job retention efforts affect the quality of the human capital pool. She is entertaining thoughts about overhauling the process for the benefit of QiLing, and is unsure how CRN will respond to any proposals she might make.

Teaching Note: 8B09C02 (4 pages)
Industry: Health Care Services
Issues: China; Manpower Planning; Employee Selection; Career Development; Intercultural Relations
Difficulty: 4 - Undergraduate/MBA



JINDI ENTERPRISES: FINDING A NEW SALES MANAGER
June Cotte, Alan (Wenchu) Yang

Product Number: 9B03A009
Publication Date: 8/6/2003
Revision Date: 10/15/2009
Length: 14 pages

Jindi Enterprises is a manufacturer of heat exchanger units for residential and commercial markets in China. Recently, the company's top sales representative, who is also the sales manager for one of the company's provincial offices, quit and joined a competitor. A replacement must be found, however, a delay in choosing a strategic direction is seriously complicating the hiring decision. The chief executive officer must determine the corporate strategy and ensure that the hiring strategy reflects these changes. Learning objectives include understanding that corporate strategy and sales hiring and selection strategy are inter-related and must be integrated, that hiring criteria may have to change to reflect strategy changes, and that sales and sales management practices in emerging markets can be different than those in mature markets.

Teaching Note: 8B03A09 (8 pages)
Industry: Manufacturing
Issues: China; Sales Management; Sales Organization; Strategic Change; Sales Strategy
Difficulty: 4 - Undergraduate/MBA



JACK HARRIS (A)
Mitch Rothstein

Product Number: 9B03C037
Publication Date: 11/5/2003
Revision Date: 10/17/2009
Length: 8 pages

A top student in an MBA program had been pursued by the top-tier consulting firms that were recruiting at his school. Impressed by the prestige of the industry, he decided to choose a career in management consulting. After less than a year in the profession, the recent graduate is disillusioned. He is offered a marketing position that pays much less, but may be a better fit for him in a number of ways. He considers whether he should leave his lucrative career, whether he should accept the offer for the lesser paying position and whether he could be making another faulty career decision. In the case supplement Jack Harris (B), product 9B03C038 the former consultant reflects on his career decision-making.

Teaching Note: 8B03C37 (5 pages)
Industry: Other Services
Issues: Career Planning; Career Development
Difficulty: 4 - Undergraduate/MBA



FRANS RYCKEBOSCH: AN INTERNATIONAL MANAGER (A)
Aimin Yan, Leslie Steinberg

Product Number: 9A99C030
Publication Date: 2/9/2000
Revision Date: 1/14/2010
Length: 12 pages

In a 30-year career, a recently retired international manager of Xerox Corporation played a major role in the company's international expansion to emerging economies, assumed key responsibilities for the negotiation and founding of several international joint ventures, and served as an expatriate manager of these ventures in several countries (e.g., Mexico, Brazil, and China). The case provides a learning opportunity at both the individual and the organizational levels. As a manager or future manager, the student can learn about critical career decisions, development through international assignments, and the joys and frustrations of the portable life of an expatriate family. At the organizational level, the case provides useful examples of international growth/expansion strategies, challenges for managing joint venture operations, and international human resource policies and practices. Importantly, the case presents these examples/issues in the context of doing business in emerging economies. Frans Ryckebosch: An International Manager (B) case, (9A99C031) may be used as a supplement to this case.

Teaching Note: 8A99C30 (9 pages)
Industry: Manufacturing
Issues: China; Career Development; Organizational Behaviour; International Business; Human Resources Management
Difficulty: 4 - Undergraduate/MBA


Chapter 3:
Perception and Individual Decision Making

HERITAGE BUSINESS GROUP
Lynda St. Clair, Lori A. Coakley, James C. Segovis

Product Number: 9B09C019
Publication Date: 1/25/2010
Length: 1 pages

What would you do if you witnessed an act of vandalism by one employee toward the property of another? This is the situation that Pat, an employee at The Heritage Business Group, faces when she witnesses a co-worker, Mark, keying a car belonging to another co-worker, Fran. Initially, Mark does not know that Pat saw him vandalize Fran's car. Pat is aware that Fran and Mark had been arguing over the past few months. Part A of the case ends with Pat wondering what she should do. Following Part A are three more parts to the story (found in the teaching note) that can be handed out or projected for the students to read. Each part sequentially adds information about the decision the individual actually made, and presents another decision required by one of the key players (Harry, the owner, in parts B and D) and Mark, the antagonist, in part C). There are three teaching objectives for this case: 1) demonstrate that limitations of a rational decision-making approach when confronted with a complex, emotionally-charged conflict situation 2) analyze a conflict situation in terms of the types of conflict observed, including antisocial work behaviour, and the conflict handling styles used by different individuals in the situation 3) evaluate the short- and long-term implications of making decisions related to antisocial workplace behaviour using different ethical frameworks.

Teaching Note: 8B09C19 (14 pages)
Industry: Health Care Services
Issues: Ethical Issues; Decision Making; Conflict Resolution; Human Behaviour
Difficulty: 4 - Undergraduate/MBA



ADAPTING TO CLIMATE CHANGE: THE CASE OF SUNCOR ENERGY AND THE ALBERTA OIL SANDS
Pratima Bansal, Jijun Gao

Product Number: 9B08M073
Publication Date: 9/22/2008
Revision Date: 11/18/2008
Length: 17 pages

The chief executive officer of an oil and gas company must decide whether he wants to invest heavily in reducing greenhouse gases. Specifically, Suncor Energy must evaluate whether it should invest $425 million in carbon capture and storage or wait until there is greater certainty in the political, social and business environment. The case will help students develop skills of analyzing business decisions under higher environmental uncertainty, especially when the outcome is a long-term goal. Further, the issues presented in the case open up discussions about climate change and the interaction between business actions and societal expectations. There is also an opportunity to speak about the interaction between business and public policy.

Teaching Note: 8B08M73 (8 pages)
Industry: Mining, Quarrying, and Oil and Gas Extraction
Issues: Decision Making; Tradeoff Analysis; Uncertainty
Difficulty: 4 - Undergraduate/MBA



AGCHEMCO COMPANY
William J. Russell

Product Number: 9B08C001
Publication Date: 10/31/2008
Length: 14 pages

This case involves a personnel matter at an agricultural chemical industry mining complex. A middle-level supervisor has been accused of gender-based and other discrimination. The complaint has come primarily from one employee who works under that supervisor's direction, but is supported at least in part by the testimony of other employees. The evidence is typical of the sorts of evidence that usually attend human resource disputes. Company policy manuals bear on the propriety of the mill coordinator's conduct apart from the issue of discrimination. Ultimately, an appellate process is also integrated into the procedural tools. This case considers the process by which the employment discrimination complaint is investigated, considered and resolved, including the weighing and evaluation of information gathered from those in the workplace. Various practical, legal and ethical issues typical to such cases are apparent.

Teaching Note: 8B08C01 (12 pages)
Issues: Perception; Work-Force Management; Risk Management; Morale; Mining; Ethical Issues; Employee Grievances
Difficulty: 4 - Undergraduate/MBA



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



STAMFORD MACHINE CORPORATION: ALLEGATIONS OF RACISM
Christina A. Cavanagh, Ken Mark

Product Number: 9B02C004
Publication Date: 4/29/2002
Revision Date: 10/29/2009
Length: 2 pages

Stamford Machine Corporation is a market leader in the manufacturing of photocopiers and office equipment. The director of corporate business ethics and compliance has been notified that the company is being served with a discrimination lawsuit. A newspaper announcement was released to the public outlining details of the charges and before the director could leave his office, he receives a call from a journalist asking for the company's comments. He must determine if there has been a breach in the company's policy on discrimination and plan how the company will deal with the media.

Teaching Note: 8B02C04 (3 pages)
Industry: Manufacturing
Issues: Communications; Relationship Management
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Job Attitudes

WAYNE EISENER'S CAREER CHOICE
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



MOSS EARTHMOVING EQUIPMENT E-MAIL
Stephen R. Foerster, Mark Healy

Product Number: 9B04C038
Publication Date: 9/20/2004
Revision Date: 10/9/2009
Length: 3 pages

The human resources manager at Moss Earthmoving Equipment sends an e-mail to the director of career management at a business school outlining two incidents of lack of professionalism displayed by recent MBA new hires. These actions eroded the company's confidence in recruiting from the school. The director must decide what immediate action should be taken and what changes if any, should be made in the long term.

Teaching Note: 8B04C38 (2 pages)
Industry: Educational Services
Issues: Employee Relations; Career Planning; Employee Attitude; Career Development
Difficulty: 4 - Undergraduate/MBA



CINATRON COMPUTING
James A. Erskine, Sylvia Smellie

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

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

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



ROAD MACHINERY MANUFACTURING COMPANY
Michiel R. Leenders, James A. Erskine, John R. Phillips

Product Number: 9B02D012
Publication Date: 7/22/2002
Revision Date: 11/9/2009
Length: 3 pages

A manufacturer of construction parts spends $150,000 annually on courier services. When the courier threatens to stop shipments because the required $10,000 deposit has not been maintained, one of the company's owners decided to switch couriers. The new courier is late in delivering a vital component, nearly causing a production shutdown. The materials manager wants to recommend that the company return to the previous courier service. He needs to consider that the owner is a principled person, who favored the new courier. As well, the company has had layoffs and pay cuts. Although he had been a long-term employee and is satisfied with his work, the manager needs to determine whether he should approach the issue at the next management meeting or simply allow the situation to be the sole responsibility of the owner.

Teaching Note: 8B02D12 (2 pages)
Industry: Transportation and Warehousing
Issues: Job Satisfaction; Customer Relations; Financial Planning; Operations Management
Difficulty: 4 - Undergraduate/MBA



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


Chapter 5:
Motivation Concepts

DR. JACK PERRY, DDS
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



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



ELISE SMART
Jeffrey Gandz, Elizabeth Spracklin

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

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

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



DEXTER ST. JACQUES, CROSS-DOCK CO-ORDINATOR
James A. Erskine, Brodie McClellan

Product Number: 9B02C017
Publication Date: 4/29/2002
Revision Date: 11/9/2009
Length: 8 pages

A recently hired co-ordinator of a cross-docking facility has been assigned the task of designing an efficient layout for the facility, assessing the equipment requirements and workflows, and training and supervising the floor staff. Since this is his first managerial position, he is eager to prove himself. He wants to show senior management that they were correct in their decision to hire him, despite his young age. A long-term employee seems determined to thwart the co-ordinator's efforts at every turn. The much-older man never misses a chance to point out that the old company's system was superior to the one the co-ordinator is trying to implement. When a costly shipping error occurs twice in two days, the co-ordinator and the employee have a heated exchange the forces the co-ordinator to do some serious thinking about what his next move should be. Should he fire the employee? Should he rethink his system? Or should he simply try a more diplomatic approach to managing the employee?

Teaching Note: 8B02C17 (3 pages)
Industry: Transportation and Warehousing
Issues: Interpersonal Skills; Motivation; Discipline
Difficulty: 4 - Undergraduate/MBA


Chapter 6:
Motivation: From Concepts to Applications

KYLE EVANS AT RUFFIAN APPAREL: STAFFING A RETAIL ESTABLISHMENT
Ann C. Frost, Kevin Hewins

Product Number: 9B09C008
Publication Date: 1/27/2010
Length: 11 pages

Ruffian Kelowna, one of 19 British Columbia Ruffian Apparel locations, is underperforming. Recent management turnover and low unemployment in the region have left Kelowna short-staffed and in need of a new store manager to take over for the interim manager. Both sales and performance results are far below acceptable levels, and the store appears to be floundering. The newly hired B.C. regional manager for Ruffian Apparel is looking into the problem and needs to report back to Vancouver with his recommendations. This case can be used to demonstrate how different theories of motivation might apply to goal-setting and compensation plans. The case illustrates how an inappropriate or poorly structured compensation plan and motivational goals can lead to ineffective and detrimental results. Students who immediately attribute the problems of the case to the lack of a store manager will fail to explore the potential for increasing employee motivation and productivity across the board.

Teaching Note: 8B09C08 (5 pages)
Industry: Retail Trade
Issues: Staffing; Compensation; Pay for Performance; Motivation
Difficulty: 3 - Undergraduate



TRANSKIN INCOME FUND: LEADING ENTREPRENEURIAL TEAMS
Gerard Seijts, Jana Seijts, Ken Mark

Product Number: 9B09C016
Publication Date: 9/1/2009
Length: 10 pages

Transkin Income Fund provided freight transportation services in Canada and the United States. In mid February 2009, in response to a sharp fall in demand for transportation services due to the economic crisis, the chief operation officer had suggested that each of his six freight divisions and six support divisions and the corporate division should all implement a salary rollback. The chief operating officer (COO) believed that a strong message needed to be sent to customers, shareholders, banks, owner-operators, drivers and suppliers that Transkin was being proactive by taking action internally to ride out the crisis. Two of the 13 general managers resented the COO's plan. The two dissenters were from Transkin's two most profitable divisions; they were also the most senior executives. Both had their own reasons to resist the COO's idea. The COO wondered how he should respond to both dissenters - he wanted the support of every general manager for the salary rollback.

Teaching Note: 8B09C16 (7 pages)
Industry: Transportation and Warehousing
Issues: Leading Change; Motivation; Recession
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 7:
Emotions and Moods

HEALTH NUT
Colleen Sharen, Vanessa M. Strike

Product Number: 9B08M053
Publication Date: 8/25/2008
Revision Date: 8/11/2009
Length: 13 pages

Late in the afternoon on January 20, 2006, one of the owners of The Health Nut hung up the phone. Her account manager had just called to tell her that the bank was not going to extend any further credit to her small retail natural health products (NHP) store located in Grand Bend, Ontario. She and her life and business partner had owned The Health Nut since May 2003. While they had successfully grown sales, the business was not generating enough cash to sustain itself and provide the partners with adequate compensation. As a result, the business relied heavily on borrowing from the bank. Now that the bank was no longer a source of financing, the owners had a major problem on their hands. What should they do now? Something was going to have to change. They had about four weeks left before the business ran out of cash. The students will learn: 1. The role of emotion in decision making. 2. The nature and importance of due diligence. 3. When to let go of the business. 4. The importance of having enough working capital. 5. The dangers of over reliance on debt. 6. The challenges of cash flow management.

Teaching Note: 8B08M53 (11 pages)
Industry: Retail Trade
Issues: Decision Theory; Bankruptcy; Cash Flow; Organizational Behaviour; Human Resources Management; Opportunity Recognition
Difficulty: 4 - Undergraduate/MBA



S.P.E.E.D. CONSULTING
John S. Haywood-Farmer

Product Number: 9B05D017
Publication Date: 2/6/2006
Revision Date: 9/28/2009
Length: 11 pages

A consultant at an executive search and training firm must decide how to deal with the loss of seven of the firm's highly trained consultants who have decided to start their own consulting firm. As the consultants discuss the loss of their peers, there is a great deal of emotion including a sense of humiliation. Students are asked to take the position of the consultant, although they might also take the role of the firm's managers.

Teaching Note: 8B05D17 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Professional Firms; Employee Training; Ethical Issues; Management of Professionals
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



WESTWOOD SECURITIES (A)
James A. Erskine, Joanna Shostack

Product Number: 9B03C017
Publication Date: 5/1/2003
Revision Date: 10/17/2009
Length: 7 pages

A junior broker at a securities firm has mixed emotions. He enjoys the success his sales have brought him, however, he is concerned about misleading clients to obtain those sales. He has been offered a promotion to senior broker and must decide whether to accept the promotion, continue in his current position or leave the firm. The supplement Westwood Securities (B), product 9B03C018 discusses his decision.

Teaching Note: 8B03C17 (5 pages)
Industry: Finance and Insurance
Issues: Career Development; Sales Strategy; Securities; Ethical Issues
Difficulty: 4 - Undergraduate/MBA


Chapter 8:
Foundations of Group Behavior

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



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



CARELESS COLLABORATORS
Sara Keck, Anne Marie Francesco

Product Number: 9A99C036
Publication Date: 3/30/2000
Revision Date: 1/14/2010
Length: 9 pages

An American professor is delighted and proud to be asked to join a prestigious international group of academic researchers. A series of negative experiences - cultural, professional and personal - strain relationships within the group, and the professor's feelings turn to anger and self-doubt. She must decide whether to continue with the group.

Teaching Note: 8A99C36 (10 pages)
Industry: Educational Services
Issues: Interpersonal Relations; Communications; Intercultural Relations; Group Behaviour
Difficulty: 4 - Undergraduate/MBA


Chapter 9:
Understanding Work Teams

DEVELOPMENT OF A MULTINATIONAL PERSONNEL SELECTION SYSTEM
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



THE BARRY ROSENBLOOM SPEAKING ENGAGEMENT
Stephen R. Foerster, Mark Healy

Product Number: 9B04C033
Publication Date: 8/10/2004
Revision Date: 10/9/2009
Length: 3 pages

A young manager at a consultancy firm is faced with the lack of business professionalism at a speaking event of a well-known guest speaker. The event is poorly attended by staff and a series of disrespectful actions on the part of the attendees - occurs. The manager must decide how to handle similar situations in the future.

Teaching Note: 8B04C33 (2 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Employee Relations; Management Communication; Management of Professionals; Group 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



ART AND PRACTICE OF LEARNING AT OAK VALLEY INC.
Allen Morrison, Cyril Bouquet

Product Number: 9A99M047
Publication Date: 5/9/2000
Revision Date: 1/21/2010
Length: 9 pages

Oak Valley Inc. is a $2.1 billion Toronto-based company operating in various consumer markets. In early 1993, the company launched a management development program with the objective of promoting a culture that thrived on best practices. Five years later, the chief executive officer is attempting to evaluate the impact of the program on participants. Hoping to generate new insights that could be applied to similar events in the future, he has asked a team of five past participants to meet to discuss what they learned. This short case deals with the attitudes and behaviors most conducive to individual and group-based learning. The case provides an excellent vehicle for discussing how people learn, how teams can accelerate the learning process, and how companies can create positive learning environments.

Teaching Note: 8A99M47 (8 pages)
Industry: Manufacturing
Issues: Employee Training; Management Training; Personal Development; Group Behaviour
Difficulty: 4 - Undergraduate/MBA


Chapter 10:
Communication

JIM LANDER AT THAMESFORD LOGISTICS
Michael Sider, Ken Mark

Product Number: 9B09M090
Publication Date: 12/11/2009
Length: 5 pages

An operating manager who as an equity stake in Thamesford Logistics is preparing himself for what he believes will be a difficult conversation with Thamesford Logistic's chief financial officer (CFO) on a current project despite the fact that the operating manager has a legal dispute with the CFO on another deal. In the recent past, the operating manager and the CFO were partners trying to package and sell a mining project on behalf of the mine owners. The agreement between the two expired and the CFO continued to push the project ahead, cutting the operating manager out of the proceeds. A disagreement over the ownership of the success fee led to the operating manager's lawsuit against the CFO. Meanwhile, Thamesford Logistics is trying to acquire a rival in Montreal. This pending transaction requires the operating manager and the CFO to cooperate on the deal. The operating manager is thinking about how he should approach a meeting with the CFO, what he should say, what he would not say and what he wanted to achieve by the end.

Teaching Note: 8B09M90 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Conflict Resolution; Management Behaviour; Communications
Difficulty: 4 - Undergraduate/MBA



ROARING DRAGON HOTEL
Stephen Grainger

Product Number: 9B08M004
Publication Date: 3/5/2008
Length: 7 pages

The case looks at the takeover of the Roaring Dragon Hotel (RDH), a state owned enterprise in south-west China, by global hotelier Hotel International (HI) and discusses the cultural collision and organizational adoptions resulting from the intersections of two significantly different business cultures. Specifically in this case, the focus is on the challenge involved with downsizing, redundancy, communication, cultural sensitivity, strategic planning and in developing strategy. In south-west China in 2002, the RDH business environment was just emerging from the shadow of the planned economy and had retained its guanxi-based organizational culture. At RDH, relationship development and the exchange of favors were still important and occurring on a daily basis and there was little system or efficiency in the hotel's domestic management style and processes. In comparison, Hotel International had a wealth of international experience in providing accommodation, marketing and professional management in servicing the needs of a global market steeped in corporate governance. At the commencement of the management contract there was a deep division separating the organizational cultures of RDH and HI.

Teaching Note: 8B08M04 (8 pages)
Industry: Accommodation & Food Services
Issues: China; Cross Cultural Management; Strategic Planning; Cross Cultural Communication; Cultural Sensitivity
Difficulty: 4 - Undergraduate/MBA



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



COMMUNICATIONS CHALLENGES AT UWO
Michael Sider, Jenni Denniston

Product Number: 9B04C028
Publication Date: 9/20/2004
Revision Date: 10/9/2009
Length: 10 pages

The director of communications at a large university has reviewed results of a communication survey completed by employees. He is pleased that the overall results were favourable, but is concerned with comments in a recent employee newsletter that provided negative feedback of the survey. It is the director's responsibility to take the results of the research and develop a formal communications plan, but as he compares the study findings to the article is confused as to how he should tackle the problem.

Teaching Note: 8B04C28 (3 pages)
Industry: Educational Services
Issues: Human Resources Management; Human Behaviour; Communications
Difficulty: 4 - Undergraduate/MBA



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


Chapter 11:
Leadership

STRATEGIC LEADERSHIP AT COCA-COLA: THE REAL THING
W. Glenn Rowe, Suhaib Riaz

Product Number: 9B08M040
Publication Date: 11/4/2008
Length: 15 pages

Muhtar Kent had just been promoted to the CEO position in Coca-Cola. He was reflecting upon the past leadership of the company, in particular the success that Coca-Cola enjoyed during Robert Goizueta's leadership. The CEOs that had followed Goizueta were not able to have as positive an impact on the stock value. When his promotion was announced, Kent mentioned that he did not have immediate plans to change any management roles but that some fine-tuning might be necessary.

Teaching Note: 8B08M40 (8 pages)
Industry: Manufacturing
Issues: Performance Evaluation; Management Style; Leadership; Corporate Strategy
Difficulty: 4 - Undergraduate/MBA



THERE IS NOTHING PERMANENT EXCEPT CHANGE... EVEN AT THE ICELANDIC POLICE DEPARTMENT
Gerard Seijts

Product Number: 9B08C009
Publication Date: 8/14/2008
Revision Date: 2/25/2010
Length: 21 pages

The Minister of Justice for the Republic of Iceland is contemplating how to work with the various stakeholders to implement the recommendations for the structure of policing. The main issue to address is how to consolidate the number of region-based police forces. The minister's views on restructuring the police force are shared by the police association; however, a number of municipalities and police commissioners are not as enthusiastic about the proposed changes to the structure of the police organization. He understands that change is never a pain-free process. Formal reports have been submitted and now is the time to make some decisions.

Teaching Note: 8B08C09 (6 pages)
Industry: Public Administration
Issues: Implementation; Leadership
Difficulty: 4 - Undergraduate/MBA



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



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



TECHNOSOFT RUSSIA
James A. Erskine, Fyodor Suzdalev

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

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

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


Chapter 12:
Power and Politics

CHARLES FOSTER SENDS AN EMAIL (A)
Henry W. Lane

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

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

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



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



TELECOM
James A. Erskine, Michael Sartor

Product Number: 9B04C008
Publication Date: 4/5/2004
Revision Date: 10/6/2009
Length: 20 pages

In less than six months, a telecommunications company has faced two incidents of alleged violations of the Canadian Human Rights Act. The general manager spent considerable time interviewing employees about the first incident. He then reported his findings, and the Canadian Human Rights Commission confirmed that no discrimination had occurred. Just a few months later, an employee approached her supervisor, alleging sexual harassment by a colleague. The company's general manager must not only deal with the second incident, he wonders whether he needs to draft a human resources policy to outline employee rights and responsibilities under the Canadian Human Rights Act.

Teaching Note: 8B04C08 (9 pages)
Industry: Information, Media & Telecommunications
Issues: Human Resources Management; Discrimination; Human Rights; Sexual Harassment
Difficulty: 4 - Undergraduate/MBA



LINCOLN DINER (A)
Janice Foley, John Melnyk

Product Number: 9B03C032
Publication Date: 11/28/2003
Revision Date: 10/17/2009
Length: 9 pages

Rachel Turner works as a cook in the largest restaurant of the Lincoln Diner chain. There are a variety of human resources problems in this company and the staff association representing the employees is weak. In this context, Rachel stands up for her co-workers, almost as an unofficial steward. The situation culminates with Rachel's abrupt, unsubstantiated suspension by her difficult boss, leaving her wondering whether or not she should file a grievance. Her decision is complicated by the fact that she is romantically involved with the computer operations manager at Lincoln Diner head office, who also faces a decision as to how to react to this development. The supplement (B), (C) and (D) cases, product numbers 9B03C033, 9B03C034 and 9B03C035 follow the matter through two more decision points to its resolution.

Teaching Note: 8B03C32 (12 pages)
Industry: Accommodation & Food Services
Issues: Employee Grievances; Service Operations; Supervisory Practice; Interpersonal Relations
Difficulty: 4 - Undergraduate/MBA



CINDY SANDERS
James A. Erskine, Joanna Shostack

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

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

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


Chapter 13:
Conflict and Negotiation

BRITISH COLUMBIA AUTOMOBILE ASSOCIATION: POST-STRIKE AND LOOKING TOWARDS THE FUTURE
Charlene Zietsma, Ken Mark

Product Number: 9B06M085
Publication Date: 11/6/2006
Revision Date: 9/21/2009
Length: 10 pages

The vice-president of human resources of the British Columbia Automobile Association (BCAA) had just concluded negotiating the first collective agreements for two separate bargaining units with the association's union, who represented about 25 per cent of BCAA's workforce. BCAA's senior management wanted to find a way to reconcile with its unionized employees while still carrying on with the biggest cultural change in the company's century-long history. They wondered how best to proceed. The case serves as a discussion vehicle for how companies can manage labor relations post-strike, while attempting to implement strategic change.

Teaching Note: 8B06M85 (9 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Strategy and Resources; Services; Small Business; Competitive Advantage
Difficulty: 4 - Undergraduate/MBA



SADELLA CHOY'S DECISION
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



CHAINMAIL CASTING SERVICES, INC. (A)
James A. Erskine, Lee Merovitz

Product Number: 9B04M014
Publication Date: 4/5/2004
Revision Date: 10/13/2009
Length: 7 pages

The co-owner of a video production studio must decide what to do about the partnership of the business. He has not heard from his partner in several days, there have been phone calls from a lawyer's office looking for his partner and issues keep occurring relating to the absence of his partner. The supplement Chainmail Casting Services Inc. (B), product 9B04M015, looks at the co-owner's attempts to discuss his concerns with his partner and his decision whether or not to buy out his partner's share of the company.

Teaching Note: 8B04M14 (4 pages)
Industry: Other Services
Issues: Negotiation; Interpersonal Relations; Valuation; Partnership
Difficulty: 4 - Undergraduate/MBA



GRANDVIEW EXCAVATORS LTD.
James A. Erskine, Michael LeBoldus

Product Number: 9B03M020
Publication Date: 5/1/2003
Revision Date: 10/22/2009
Length: 7 pages

Grandview Excavators Ltd. is a privately owned company that prepares and excavates land for construction development. A recently promoted project estimator has prepared a quote for a project. He receives a phone call from the customer stating that the quote was too low and to resubmit a new quote for a suggested higher amount. He makes the adjustment and submits the second quote. A few days later the company is awarded the project and work begins immediately. After the project is completed, the project estimator receives payment and discovers the payment is less than the original quote amount. It is not clear why the payment has been reduced and he must decide whether to contact the client directly for an explanation or advise his boss.

Teaching Note: 8B03M20 (4 pages)
Industry: Construction
Issues: Contracting; Conflict Resolution; Ethical Issues
Difficulty: 4 - Undergraduate/MBA



DOCUMENT REPRODUCTIONS
James A. Erskine, Leslie Ly

Product Number: 9B03C021
Publication Date: 5/1/2003
Revision Date: 10/17/2009
Length: 6 pages

Document Reproductions is a leading provider of outsourced content management and customer communication solutions. A scanner operator with the company has found out about a dispute between two co-workers while at work. One of the co-workers involved is her husband and she is concerned that this may cause him to lose his job. She must decide whether to tell the manager of operations what happened or persuade another co-worker who witnessed the incident to come forward.

Teaching Note: 8B03C21 (5 pages)
Industry: Other Services
Issues: Cross Cultural Management; Employee Relations; Conflict Resolution; Interpersonal Relations
Difficulty: 4 - Undergraduate/MBA


Chapter 14:
Foundations of Organization Structure

ALICE SADDY: CARING FOR THE COMMUNITY
Colleen Sharen

Product Number: 9B08C016
Publication Date: 8/11/2008
Revision Date: 5/6/2014
Length: 10 pages

The human resources manager at the Alice Saddy Association (Alice Saddy), a non-profit agency in London, Ontario, Canada, supporting people with developmental disabilities who lived independently rather than in group homes, informed the executive director that some of the support workers believed that the current organizational structure caused confusion, slowed decision making and created potential risk for the people served by Alice Saddy. The executive director agreed that there were some problems related to the structure of the organization. However, the structure reflected the mission of Alice Saddy and changes were likely to be resisted by the management team for that reason. The executive director had to decide how to proceed.

Teaching Note: 8B08C16 (8 pages)
Industry: Social Advocacy Organizations
Issues: Organizational Structure; Corporate Culture; Mission Statements; Organizational Change
Difficulty: 4 - Undergraduate/MBA



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

Product Number: 9B08M037
Publication Date: 4/15/2008
Revision Date: 5/18/2017
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: 8B08M37 (7 pages)
Industry: Manufacturing
Issues: Growth Strategy; Organizational Structure; Leadership; Decentralization
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



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

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

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

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



TALBOT UNIVERSITY: THE SUPPLY DEPARTMENT
Joerg Dietz, James A. Erskine, Michiel R. Leenders

Product Number: 9B00C024
Publication Date: 2/5/2001
Revision Date: 1/8/2010
Length: 12 pages

Budget pressures were forcing Talbot University's supply department to reduce its costs. While the workload remained high, the department head wondered how to reorganize the department and the work processes so that the work could be done within a reduced budget. Working towards a solution, he needed to apply principles of organization design to improve the efficiency of the department and then develop an action plan for the required organizational changes.

Teaching Note: 8B00C24 (10 pages)
Industry: Educational Services
Issues: Organizational Design; Organizational Change; Organizational Structure
Difficulty: 4 - Undergraduate/MBA


Chapter 15:
Organizational Culture

WESTJET: BUILDING A HIGH-ENGAGEMENT CULTURE
Gerard Seijts, Ken Mark

Product Number: 9B09C012
Publication Date: 9/1/2009
Length: 24 pages

WestJet Airlines had achieved a lot. The airline had taken to the skies only 13 years earlier, with three airplanes flying to five destinations. Now, with a market value at more than $2 billion, the carrier had more than 70 Boeing Next Generation 737s, employed 7,000 people and had played host to more than 12 million guests. WestJet's ambition was to become the dominant airline in Canada by 2013 and one of the five most successful international airlines in the world by 2016. Achieving these goals would mean continued expansion in the WestJet organization. How could WestJet continue to build a high engagement culture as it experienced high rates of growth? In April 2009, in light of the company's rosy predictions of further growth and success, WestJet's pilots seemed dissatisfied with elements of the new contract offer. The leadership team had met a crossroad.

Teaching Note: 8B09C12 (12 pages)
Industry: Transportation and Warehousing
Issues: Employee Engagement; Leadership; Culture; Employee Relations; Organizational Design
Difficulty: 4 - Undergraduate/MBA



A DIFFICULT HIRING DECISION AT CENTRAL BANK
Mark S. Schwartz, Hazel Copp

Product Number: 9B06C004
Publication Date: 3/1/2006
Revision Date: 9/15/2009
Length: 21 pages

The case is designed to encourage readers to select among three highly qualified candidates for an important managerial position. In doing so, readers are required to establish the set of criteria that they believe should be taken into account when making an important hiring decision for the bank. Through the process of considering and prioritizing potential criteria with respect to the three potential candidates, readers are led to evaluate and reflect upon the vision, mission and core ethical values of the bank.

Teaching Note: 8B06C04 (13 pages)
Industry: Finance and Insurance
Issues: Ethical Issues; Corporate Culture; Human Resources Management; Employee Selection
Difficulty: 5 - MBA/Postgraduate



NORTEL NETWORKS COMES TOGETHER
Christina A. Cavanagh

Product Number: 9B04C018
Publication Date: 5/14/2004
Revision Date: 10/7/2009
Length: 6 pages

Nortel, a supplier of digital network solutions, was a successful company for over 100 years. The company prided itself on low staff turnover and had recently focused on global markets. When Nortel acquired Bay Networks, a leader in the worldwide networking market, a new company, Nortel Networks was created. The leadership team for the new company has decided that within four months, Nortel Networks must develop a brand identify that will create a global presence and unite the employees with the company's vision. An advertising agency has presented a concept that features music from the Beatles. It is simple and has universal appeal. The concept, however, is a radical shift from Nortel's former corporate culture. The merger's leadership team must consider the implications of pursuing the new image.

Teaching Note: 8B04C18 (5 pages)
Industry: Information, Media & Telecommunications
Issues: Brand Management; Global Offering; Negotiation; Communications
Difficulty: 4 - Undergraduate/MBA



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

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

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

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



PARAGON INFORMATION SYSTEMS
W. Glenn Rowe, John R. Phillips

Product Number: 9B02M038
Publication Date: 1/9/2003
Revision Date: 3/4/2011
Length: 9 pages

Paragon Information Systems is a small business unit owned by NewTel Enterprises Limited that manufacturers hardware for information technology and systems integration. The newly appointed chief executive officer is faced with a crisis. Days after his appointment, two vice-presidents resign and start a new company. The new company recruits the entire sales team, members of the technical unit and support staff from Paragon Information Systems, a loss of almost one third of Paragon's staff within two months. The new chief executive officer must meet short-term stakeholder needs, assess, formulate and implement long-term strategies, deal with the competitive threat of the new company, and consider the leadership style and control systems required to make the necessary level of change.

Teaching Note: 8B02M38 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Leadership; Strategy Development; Strategy Implementation; Organizational Change
Difficulty: 4 - Undergraduate/MBA


Chapter 16:
Organizational Change

SUCCESSION PLANNING: SURVIVING THE NEXT GENERATION
Ilan Alon, Kimberley Howard

Product Number: 9B09C015
Publication Date: 7/16/2009
Length: 9 pages

In late May 2009, Albert Bohemier, CEO of Survival Systems Limited (SSL), located in Dartmouth, Nova Scotia, paced the deck of the training pool at Survival Training Simulation Theatre wondering how best to transition the company to new leadership. During the past five years, attempts at succession planning had been unsuccessful. As the leader of the company for over 25 years, Bohemier was ready to retire, but there were many aspects of succession planning to consider. Bohemier's personal criteria for incoming leadership were threefold: it had to be good for SSL's existing clients, a positive move for the company as a whole and good for the current team.

Teaching Note: 8B09C15 (6 pages)
Industry: Educational Services, Manufacturing
Issues: Succession Planning; Organizational Change; International Business
Difficulty: 4 - Undergraduate/MBA



ISTOCKPHOTO.COM: TURNING COMMUNITY INTO COMMERCE
Rebecca A. Grant, Meghan Stothers

Product Number: 9B07E013
Publication Date: 1/26/2007
Revision Date: 5/28/2007
Length: 12 pages

When the founder of iStockphoto.com started the company in 2000, his objective was to share his vast collection of stock photography with graphic designers worldwide, and, in the process, help others do the same. By 2002, the organization was a respected and successful online community, but the founder and his partners now had to consider the profitability of their company. iStock was founded on community and collaboration - not commerce. Should the model change and if so, what would it take to make a significant culture change work? The case examines the culture and business opportunities for this start-up. It demonstrates the challenges of generating profit from an online community, as well as the key factors needed to build a community that can be turned into a profitable business.

Teaching Note: 8B07E13 (8 pages)
Industry: Manufacturing
Issues: Organizational Change; E-Business Models; Strategy Implementation; E-Commerce
Difficulty: 4 - Undergraduate/MBA



BOMAN COMMUNICATIONS
John S. Haywood-Farmer, Erika Lundholm

Product Number: 9B06D016
Publication Date: 8/30/2006
Revision Date: 9/16/2009
Length: 11 pages

The owner and founder of Boman Communications, was proud of the company's business concept which utilized technology to allow flexibility and efficiency in the production of marketing materials. However, despite this strategic advantage, the company had been unable to attract more than one large client. More importantly, recent events had led the owner to believe that many of his own employees did not understand the company's business concept. If they did not understand the company's business concept, how could they sell it to customers? Bowman knew he had to address these issues soon but was unsure how to do so.

Teaching Note: 8B06D16 (8 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Corporate Strategy; Advertising; Technology; Personnel Management; Management of Change; Marketing Communication; Management of Technology
Difficulty: 4 - Undergraduate/MBA



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