Ivey Publishing

Fundamentals of Management

Robbins, S.P., Coulter, M., Langton, N.,6/e (Canada, Pearson Education, 2011)
Prepared By Seung Hwan (Mark) Lee, PhD Candidate
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Introduction to Management and Organizations

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



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



RESEARCH IN MOTION: MANAGING EXPLOSIVE GROWTH
Rod E. White, Paul W. Beamish, Daina Mazutis

Product Number: 9B08M046
Publication Date: 5/15/2008
Revision Date: 5/24/2017
Length: 19 pages

Research in Motion (RIM) is a high technology firm that is experiencing explosive sales growth. David Yach, chief technology officer for software at RIM, has received notice of an impending meeting with the co-chief executive officer regarding his research and development (R&D) expenditures. Although RIM, makers of the very popular BlackBerry, spent almost $360 million in R&D in 2007, this number was low compared to its largest competitors, both in absolute numbers and as a percentage of sales (e.g. Nokia spent $8.2 billion on R&D). This is problematic as it foreshadows the question of whether or not RIM is well positioned to continue to meet expectations, deliver award-winning products and services and maintain its lead in the smartphone market. Furthermore, in the very dynamic mobile telecommunications industry, investment analysts often look to a firm's commitment to R&D as a signal that product sales growth will be sustainable. Just to maintain the status quo, Yach will have to hire 1,400 software engineers in 2008 and is considering a number of alternative paths to managing the expansion. The options include: (1) doing what they are doing now, only more of it, (2) building on their existing and satellite R&D locations, (3) growing through acquisition or (4) going global.

Teaching Note: 8B08M46 (19 pages)
Industry: Manufacturing
Issues: Telecommunication Technology; Change Management; Globalization; Staffing; Growth Strategy
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


Chapter 2:
Environmental Constraints on Managers

EXPATICA.COM: 10 YEARS OF A DUTCH BORN-GLOBAL
Christopher Williams

Product Number: 9B10M029
Publication Date: 5/5/2010
Length: 12 pages

In December 2009, the management team at Expatica.com was undertaking a strategic review of the progress of the company and of the future opportunities for growth. The management team needed to take stock: the external environment was rapidly changing and threats from competitors were on the rise. Expatica.com was founded 10 years earlier to provide English language information and news to the expatriate community in Europe, delivering its services primarily over the Internet. Over the course of the 10 years, Expatica.com had experienced significant challenges in its organization and environment. The central issue was how to make its core business effective across multiple markets. The company had made tremendous progress over the decade but now needed to re-evaluate its position and identify new opportunities for growth. The management team realized that it needed to make a number of critical decisions, especially in the areas of internationalization and product development. 1) How should Expatica.com now internationalize into new markets? Which markets should it consider? How should it select new markets? Should it pull out of any existing markets? 2) What product development strategy should it adopt? What line extensions should it make to existing products? What kinds of more radical innovation could be appropriate? Should it phase out any existing products? 3) What else should the company do to drive success?

Teaching Note: 8B10M29 (8 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Product Development; Media; Internet; Internationalization
Difficulty: 4 - Undergraduate/MBA



WAL-MART PUERTO RICO: PROMOTING DEVELOPMENT THROUGH A PUBLIC-PRIVATE PARTNERSHIP
Myrna Comas, Julia Sagebien

Product Number: 9B10M024
Publication Date: 5/5/2010
Length: 14 pages

Sowing the Development of the Country (SDC) was a public-private partnership between Wal-Mart Puerto Rico (Wal-Mart PR), the island's Department of Agriculture as well as its Economic Development Bank (EDB), two NGOs Caborroje's Pro Salud y Ambiente (Caborroje's Pro Health and Environment) and ConectaRSE (a corporate social responsibility (CSR) promotion non-governmental organization(NGO)), and a group of local farmers. The objective of the project was to promote sustainable development on the island by encouraging farmers to become entrepreneurs by developing small agro-businesses. Wal-Mart acted as the primary buyer. The project faced many challenges, such as farmers' difficulties in meeting quality standards and delivery schedules, the lack of an existing vehicle through which to access funding from the EDB, and, most importantly, changes in the political party in power. Project partners had to develop a position from which to negotiate a new alliance with the incoming government administration. Since Wal-Mart was determined to guarantee the continuity and expansion of the SDC project, Wal-Mart had to step into the project champion role.

Teaching Note: 8B10M24 (9 pages)
Industry: Agriculture, Forestry, Fishing and Hunting, Retail Trade, Wholesale Trade
Issues: Government and Business; Corporate Social Responsibility; Developing Countries; Partnership; Public Administration
Difficulty: 4 - Undergraduate/MBA



PAY ZONE CONSULTING: A GLOBAL VIRTUAL ORGANIZATION
Malcolm Munro, Sid L. Huff

Product Number: 9B08C004
Publication Date: 1/14/2008
Revision Date: 2/16/2008
Length: 11 pages

Pay Zone Consulting is a small, highly specialized global consulting group providing information management solutions for the exploration and production sector of the oil and gas industry. The company operates entirely virtually with consultants and software developers in different parts of the world. The principals are considering growth options but are intent on preserving the quality of life provided by their virtual business model. The case examines the communication technologies employed by the principals in support of their virtual teamwork and describes the administrative information technology infrastructure that enables the firm to operate with no administrative staff or office. The case also discusses the organizational and personal factors underlying the company’s ability to operate successfully virtually.

Teaching Note: 8B08C04 (9 pages)
Industry: Mining, Quarrying, and Oil and Gas Extraction
Difficulty: 4 - Undergraduate/MBA



AMERICAN CYANAMID
W. Glenn Rowe, Ken Mark

Product Number: 9B04M006
Publication Date: 8/10/2004
Revision Date: 10/8/2009
Length: 14 pages

Originally a chemical company with its focus on agriculture, American Cyanamid has expanded into three other industry segments: medical, chemical and consumer products. The executive vice-president for agriculture must decide what to do with the floundering chemical division. The supplement Cytec Industries, Inc., product 9B04M007 looks at the progress of the chemical division.

Teaching Note: 8B04M06 (9 pages)
Industry: Manufacturing
Issues: Action Planning and Implementation; Stakeholder Analysis; Strategic Scope; Uncertainty
Difficulty: 4 - Undergraduate/MBA



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


Chapter 3:
Planning and Strategic Management

NETFLIX
Sayan Chatterjee, Elizabeth Carroll, David M. Spencer

Product Number: 9B09M093
Publication Date: 2/3/2010
Length: 20 pages

This case describes how Netflix created the business model of delivering DVDs using mail services. Essentially, Netflix exploited a whitespace that other players, such as Blockbuster, could not engage in primarily because they were constrained by their own business models. The case allows the instructor to develop the details of the capabilities that have allowed Netflix to deliver the values its customers desire. The case can then explore the competitive dynamics between Blockbuster, Netflix and Wal-Mart, a new entrant, in this space. Finally, the case describes future technologies, such as Video on Demand (VOD), that in turn pose a threat to Netflix's business model.

There are two follow-up cases: "Netflix Inc.: The Second Act - Moving into Streaming," 9B16M080 and "Netflix: Proving the Skeptics Wrongs," 9B16M081.


Teaching Note: 8B09M93 (19 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Planning; Business Model Design; Competitive Strategy
Difficulty: 4 - Undergraduate/MBA



SIX SIGMA IMPLEMENTATION AT MAPLE LEAF FOODS
P. Fraser Johnson

Product Number: 9B05D016
Publication Date: 1/5/2007
Length: 12 pages

Six Sigma has become a popular management philosophy adopted by several large companies including Maple Leaf Foods as a means of reducing waste systematically. The plant manager at the Rivermede plant is preparing for a meeting with the senior manager to discuss the new initiative Six Sigma @ the Edge. Based on the success of Six Sigma at this plant, it was chosen as a pilot for this new initiative. Students will develop a deeper understanding of Six Sigma and the challenges associated with embedding it in the organization.

Teaching Note: 8B05D16 (4 pages)
Industry: Manufacturing
Issues: Continuous Improvement; Job Enrichment; Work-Force Management; Quality
Difficulty: 4 - Undergraduate/MBA



ARLA FOODS AND THE CARTOON CRISIS (A)
Henry W. Lane, Mikael Sondergaard, David T.A. Wesley

Product Number: 9B08M005
Publication Date: 1/31/2008
Revision Date: 2/26/2010
Length: 12 pages

After a Danish newspaper publishes cartoons depicting the Prophet Muhammad, consumers across the Middle East decide to boycott Danish goods. Arla Foods (Arla) is one of Europe's largest dairy companies. Suddenly, it finds itself caught in the middle of a crisis that appears to be beyond its control. Prior to the boycott, the Middle East was Arla's fastest growing region and represented an important component of the company's long-term growth strategy. As the largest Danish company in the region, it stands to lose up to $550 million in annual revenues. Students are asked to take the role of the communication director for Arla, who, along with other members of the newly formed Crisis and Communication Group, must decide on a course of action to deal with the crisis. The case addresses a variety of topics, including culture and religion, international management, risk management, crisis communications, and managing in a boycott situation. It also creates an opportunity to discuss doing business in the Middle East and management in an Islamic context.

Teaching Note: 8B08M05 (16 pages)
Industry: Manufacturing
Issues: Intercultural Relations; Boycott; Crisis Management; Women in Management; Northeastern
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


Chapter 4:
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



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



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



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



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


Chapter 5:
Organizational Structure and Design

LUNDBECK KOREA: MANAGING AN INTERNATIONAL GROWTH ENGINE
Paul W. Beamish, Michael Roberts

Product Number: 9B10M012
Publication Date: 2/11/2010
Revision Date: 2/12/2010
Length: 16 pages

In 2005, the vice-president of Lundbeck, a Danish based pharmaceutical firm, needed to decide what to do with one of his most promising subsidiaries, Lundbeck Korea. Over its short lifetime, under the leadership of the country manager and the Asia regional manager, the subsidiary had grown well beyond the original goals set for it. The vice-president wanted to create a reporting structure and management mix that would balance the local demands that Lundbeck Korea required for growth with Lundbeck's overall strategy of specialization, speed, integration and results. The case also traces Lundbeck's internationalization efforts in Asia over the past 20 years. The company had grown from pure licensing arrangements to establishing its own country level subsidiaries. This case introduces the dynamic tensions between taking advantage of local management expertise and executing a corporate strategy developed for an entire global group. In addition, it illustrates the importance, but difficulties, of being sensitive to local management goals, while promoting a global corporate culture.

Teaching Note: 8B10M12 (19 pages)
Industry: Manufacturing
Issues: MNE Reporting Structures; International Strategy; Emerging Markets
Difficulty: 4 - Undergraduate/MBA



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



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 6:
Communication and Information Technology

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



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



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



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



CERTICOM
Christina A. Cavanagh

Product Number: 9B02C005
Publication Date: 3/11/2002
Revision Date: 10/29/2009
Length: 20 pages

Certicom is a supplier of digital information products and services to original equipment manufacturers of information technology products. As wireless electronic commerce spread worldwide, the company worked to develop a highly efficient and secure method of encryption. Two years after successfully completing a Canadian initial public offering, they made two acquisitions that increased their product breadth and the company moved to Silicon Valley. Knowing that their continued growth in a highly competitive market was dependent on their ability to respond to new products and changing technologies, the chief executive officer decided to pursue a listing on the Nasdaq. During the mandatory series of informational meetings to line up institutional investors, the company had received considerable investor interest. The day before Certicom was to make its Nasdaq debut, however, the Nasdaq suffered one of its largest single day losses in history. The chief executive officer considered the hard work and optimism that had brought him to the Nasdaq listing and what options, if any, he could now pursue.

Teaching Note: 8B02C05 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Technology; Management Communication; Management Decisions; Investment Dealers
Difficulty: 5 - MBA/Postgraduate


Chapter 7:
Human Resource Management

HUMAN RESOURCE MANAGEMENT IN MULTINATIONAL BANKS IN TANZANIA
Paul W. Beamish, Aloysius Newenham-Kahindi

Product Number: 9B07C040
Publication Date: 10/30/2007
Length: 18 pages

The case examines how the best practices of two banks were organized and managed to provide financial services to a small niche of foreign customers in the mining, tourism and construction sectors in Tanzania. The two banks claimed to be similar in many ways. They both were from countries whose economies were run broadly on neo-liberal lines, in that there was little state intervention in either economy, however, differences existed with respect to how they managed their operations. The case is ideally suited to illustrate the on-going tension and different types of best practices in cross-market integration. It provides opportunities to explore the challenges faced by multinational company banks in managing global workforces, the evolution of the banking sector, and the influence of technology in shaping work in organizations.

Teaching Note: 8B07C40 (16 pages)
Industry: Finance and Insurance
Issues: International Management; Expatriate Management; Trade Unions; Management Training; Emerging Markets; Performance Evaluation; Recruiting; Subsidiaries; Career Development; Employee Selection
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



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



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



BRUCE CRUICKSHANK
Joerg Dietz, Anoop Malhotra

Product Number: 9B01C031
Publication Date: 12/6/2001
Revision Date: 12/16/2009
Length: 8 pages

As a family man and the president of a small consulting company, Bruce Cruickshank has a lot of hats to wear. Bruce is passionate about his business and enjoys his work, but the pressures of balancing professional life and family life are beginning to take a physical and mental toll. Bruce has a plan in mind for streamlining and expanding his business, but, as it is, he already feels pressed for time to get things accomplished at the office. His assistant is just as busy with her own duties, and it's difficult to make the time to find, hire and train a new employee. At home, Bruce's wife wishes they could spend more time together. As well, Bruce is a devoted father, and being with his children is important to him. The challenges involved in successfully combining his professional life with his family life and leisure time are uppermost in Bruce's thoughts, and he wants to find a healthier balance for the future.

Teaching Note: 8B01C31 (21 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Family-Work Interaction; Personal Values; Organizational Behaviour
Difficulty: 4 - Undergraduate/MBA


Chapter 8:
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


Chapter 9:
Motivating Employees

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



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 10:
Understanding Groups and 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



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 11:
Foundations of Control

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



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



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 12:
Managing 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



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



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



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