Ivey Publishing

Fundamentals of Organizational Behaviour

Langton, N., Robbins, S.P., Judge, T.A. ,4/e (Canada, Pearson Education, 2011)
Prepared By Michael J.D. Roberts , Ph.D. Candidate
Chapter and Title Chapter Matches: Case Information
Chapter 1:
What is Organizational Behaviour?

Jeffrey Gandz, Stewart Thornhill, Ken Mark

Product Number: 9B11C039
Publication Date: 10/28/2011
Revision Date: 11/10/2011
Length: 8 pages

A.P. Nichols, a distributor of parts in the maintenance, overhaul, and repair industry, is facing the need to realign its strategy to cope with a competitive environment. A key component of this realignment involves changes to the culture and compensation of its sales force while simultaneously building sufficient sales capacity to take advantage of opportunities in key markets. The case focuses on the newly hired vice president (VP) of sales, who is tasked with leading the change initiative. Immediate issues facing the VP include: 1) alignment of the client service representative (CSR) team to the strategy and new model; 2) infrastructure and the need to make a commitment to invest in bringing it up to a best-in-class level; and 3) building a critical mass in the CSR group.

Industry: Manufacturing
Issues: Sales Organization; Change Management; Income Determination; Compensation; Sales Management
Difficulty: 4 - Undergraduate/MBA

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

Alexandra Hurst, Ken Mark

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

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

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

Chapter 2:
Perception, Personality, and Emotions

Jana Seijts, Paul Bigus

Product Number: 9B11C017
Publication Date: 9/8/2011
Length: 17 pages

Tracy Chan, managing director of the Student Learning and Writing Services (SLWS) at St. Charles University in Calgary, Alberta, was faced with a difficult situation. Her newest employee, Michael Hinske, had just e-mailed her a list of faculty members he had contacted to educate on the SLWS writing program offered to graduate students. Chan quickly noticed that the faculty names were of individuals who had already been contacted. There was no indication that Hinske had made any attempt to discuss the program with other faculties on campus. Since joining the team six months earlier, Hinske’s mandate for the academic year had been to create a series of writing workshops and liaise with different faculties on campus. Chan needed a plan of action before confronting Hinske about his inability to fulfill his job requirements, including his failure to create new contacts between the graduate writing program and faculties on campus.

Teaching Note: 8B11C017 (5 pages)
Industry: Educational Services
Issues: New Employee; University Administration; Job Requirements; English-language Training
Difficulty: 4 - Undergraduate/MBA

Brian Golden, Debra Rankin

Product Number: 9A99C011
Publication Date: 4/4/2000
Revision Date: 1/14/2010
Length: 8 pages

Norwest Labs provides agricultural and environmental testing services. While the agricultural market is seasonal and highly sensitive to the weather, the environmental market is relatively stable, as it is primarily developed because of regulatory compliance testing required of its clients. The company's CEO and founder is confronted with serious challenges: a substantial financial loss, cash flow problems, growing competition and a potential regulatory change that would eliminate mandatory testing by its clients. The purpose of the case is to consider whether the conditions and timing are appropriate for introducing employee gain sharing as a means to implement organizational change. Norwest Labs (B) and (C) are also available, cases 9A99C012 and 9A99C013.

Teaching Note: 8A99C11 (11 pages)
Industry: Other Services
Issues: Organizational Behaviour; Organizational Change; Employee Participation; Compensation
Difficulty: 4 - Undergraduate/MBA

Kathleen E. Slaughter, Donna Everatt, Xiaojun Qian

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

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

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

Chapter 3:
Values, Attitudes, and Their Effects on the Workplace

Hari Bapuji, Paul W. Beamish

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

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

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

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

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 4:
Motivating Self and Others

Dionne Pohler

Product Number: 9B11C042
Publication Date: 1/17/2012
Length: 16 pages

A new faculty member is engaged in a decision-making process surrounding the development of a points-based system designed to allocate merit pay at a business school. The process is forcing her to evaluate how she is structuring the allocation of her work, which is directly affecting her motivation toward coaching a student case competition team. Edwards has historically used a judgment-based approach to the allocation of merit. The case outlines the rationale used in the design of the new points-based system, discusses the potential advantages and disadvantages, and highlights the perspectives of different stakeholders throughout the process, including the union, the faculty, and senior administration. The union is opposed to merit, so has outlined fairly stringent criteria for the awarding of merit in the new collective agreement. Faculty opinion is mixed surrounding merit more generally, and the implementation of a points-based system versus a judgment-based system in particular. Senior university administration is committed to the continuation of the merit system at the university as a tool to reward outstanding performance and to retain star faculty. The individual departments at Edwards are in the midst of finalizing the standards and procedures for allocation of merit-based pay. The protagonist is uncertain about how her department will proceed in the design and allocation of points, and how it will result in her re-allocating her work tasks.

Teaching Note: 8B11C042 (13 pages)
Industry: Educational Services
Issues: Motivation; Compensation; Performance Measurement/metrics; University Administration; Unions; Saskatchewan, Canada
Difficulty: 4 - Undergraduate/MBA

Tieying Huang, Junping Liang, Paul W. Beamish

Product Number: 9B04M033
Publication Date: 5/14/2004
Revision Date: 10/14/2009
Length: 6 pages

Jinjian Garment Factory is a large clothing manufacturer based in Shenzhen with distribution to Hong Kong and overseas. Although Shenzhen had become one of the most advanced garment manufacturing centres in the world, managers in this industry still had few effective ways of dealing with the collective and deliberate slow pace of work by the employees, of motivating workers, and of resolving the problem between seasonal production requirements and retention of skilled workers. However, the owner and managing director of the company must determine the reasons behind the deliberately slow pace of the workers, the pros and cons of the piecework system and the methods he could adopt to motivate the workers effectively.

Teaching Note: 8B04M33 (11 pages)
Industry: Manufacturing
Issues: China; Productivity; Employee Attitude; Piece Work; Performance Measurement; Work-Force Management; Peking University
Difficulty: 4 - Undergraduate/MBA

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

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 5:
Working in Teams

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

Lyn Purdy, Monica Kumar

Product Number: 9B02C020
Publication Date: 11/29/2002
Revision Date: 11/9/2009
Length: 6 pages

Two analysts have each been assigned to work on the conceptual and detail designs of two modules in a Web-based software solution. A week before the final design presentation, the analysts discover that their software designs are not integrated. The case focuses on the frustrations of one of the analysts and her concerns about the working relationship with the other analyst. They have had personal differences and are both prospects for early promotion. She considers how the project came to this point and how the situation might have been avoided. Supplement eProcure - Finishing the Project (B), product 9B02C021, discusses the analyst's strategies during the final week working on the design; supplement eProcure - Conversation with Claire (C), product 9B02C022 explores the analyst's decision to confront her co-worker and supplement eProcure - End of the Design Team (D), product 9B02C023, focuses on the outcomes for both analysts after the project is complete.

Teaching Note: 8B02C020 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Group Behaviour; Team Building; Interpersonal Relations
Difficulty: 4 - Undergraduate/MBA

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 6:
Communication, Conflict, and Negotiation

Christina A. Cavanagh, Ken Mark

Product Number: 9B04C039
Publication Date: 9/20/2004
Revision Date: 10/9/2009
Length: 2 pages

The managing partner of Charleston Management Consultants is overseeing the firm's integration of 10 new colleagues from former consulting rival Willard Group. He faces two difficult situations on the first day of the integration including whether or not he should intervene in the decision to fire the firm's receptionist. The supplement Charleston Management Consultants (B), product 9B04C040 focuses on the second situation.

Teaching Note: 8B04C39 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Conflict Resolution; Leadership; Communications
Difficulty: 4 - Undergraduate/MBA

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

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 7:
Power and Politics

Lyn Purdy, Nick Kuzyk

Product Number: 9B12C007
Publication Date: 2/13/2012
Revision Date: 2/13/2012
Length: 8 pages

John Cooper had spent the last five years working for Standard Holdings, an early-stage business development and private equity arm of the Standard Group of Companies (Standard). The job was one he took immediately after graduating from business school, and he took the position of business analyst to capitalize on the chance to work with Alan Kirkpatrick, an accomplished and well-respected entrepreneur and founder of Standard. During his years at Standard, Cooper had benefitted greatly from Kirkpatrick’s rich mentorship and devotion to the optimal development of professional relationships. Cooper acquired the confidence to fully exploit his potential and subsequently was invited to participate in many unique experiences and developed relationships with all of Standard’s key stakeholders. Cooper could not help but feel he was being groomed for a senior leadership position much earlier than expected. After receiving an interesting phone call from a recruiter, Cooper wondered how to achieve his goal of career fulfillment and began by investigating other opportunities available to him within Standard and, alternatively, incorporating his own independent consultancy.

Teaching Note: 8B12C007 (5 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Mentoring; Career Choices; Managing Professionals; Employee Development; Consultancy; Canada
Difficulty: 4 - Undergraduate/MBA

Timothy A. Ogden

Product Number: 9B11C044
Publication Date: 12/15/2011
Length: 5 pages

In this case series Robert Harvey, a business professor at a small university in Iowa, United States, had arranged for Hopwood Manufacturing Company to come to the campus to interview his students for internship and management-in-training positions, only to learn that the recruiters appeared to be more interested in the ethnicities of the candidates than their qualifications. Harvey must now decide what action to take in response to the recruiters’ discriminatory statements.

Teaching Note: 8B11C044 (8 pages)
Industry: Educational Services
Issues: Workplace Diversity; Ethics; Discrimination; Hiring; Iowa, United States
Difficulty: 4 - Undergraduate/MBA

Margot Northey, Alice de Koning

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

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

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

Chapter 8:

Gerard Seijts, Leah Noble

Product Number: 9B12C002
Publication Date: 1/26/2012
Revision Date: 1/23/2012
Length: 10 pages

In 2008, a senior associate at Richard, Wood and Hulme LLP (RWH) was amazed at the speed with which the audit team for an important client of the firm was rapidly falling apart. Two members had just been fired presumably because they did not pass their chartered accounting qualification examinations; team morale had grown non-existent; there were difficulties in completing the engagement due to lack of preparation from both RWH and the client; there were doubts about the commitment of particular individuals; and with the audit falling behind schedule, the senior associate perceived an absence of strong leadership from the partners of the firm. He did not understand why the team had been so unfocused from the start of the engagement, as prior years’ engagements had been quite successful. He was unsure how to proceed. What would he tell the client? What should he do to keep this audit on track and keep the team together?

Teaching Note: 8B12C002 (18 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Teams; Leadership; Coaching; Conflict; Auditing; Canada
Difficulty: 4 - Undergraduate/MBA

Charles Dhanaraj, Oana Branzei, Satyajeet Subramanian

Product Number: 9B10M061
Publication Date: 1/27/2011
Length: 19 pages

AWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2012 European Foundation for Management Development (EFMD) Case Writing Competition. This case explores value-driven strategy formulation and implementation by bringing to the fore issues of ethics, responsible leadership, social intiatives in emerging markets, and the global-local tensions in corporate social responsibility. It examines how Bayer CropScience addressed the issue of child labor in its cotton seed supply chain in rural India between 2002 and 2008. Bayer had been operating in India for more than a century. In December 2002, the Bayer Group completed the acquisition of India-based Aventis CropScience. Bayer CropScience first learned about the occurrence and prevalence of child labor in its newly acquired India-based cotton seed operations a few months post-acquisition, in April 2003. The Aventis acquisition had brought onboard a well-known Indian company, Proagro, which already had operations in the cotton seed production and marketing - a new segment of the supply chain for Bayer. Child labor was widespread in cotton seed production — a traditional practice taken for granted not only by Indian farmers but also by several hundred Indian companies then accounting for approximately 90 per cent of the market share. The (A) case focuses on Bayer’s decision whether, when, and how to launch a self-run program that would take direct responsibility for tracking and eradicating child labor in rural India.

Teaching Note: 8B10M061 (11 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Emerging Markets; Strategy Implementation; Ethical Issues; Crisis Management; Corporate Responsibility; India
Difficulty: 4 - Undergraduate/MBA

Paul Croke, David T.A. Wesley

Product Number: 9B05M039
Publication Date: 5/30/2005
Revision Date: 10/1/2009
Length: 13 pages

Village Automotive is a rags to riches story that describes leadership from the perspective of an entrepreneur who has built a highly successful automobile retail business. As the owner reaches retirement age, he is faced with decisions about growth, succession and strategy. At the same time, the case considers the changes taking place in the automobile industry and the different business approaches taken by the owner and his son-in-law.

Teaching Note: 8B05M39 (6 pages)
Industry: Retail Trade
Issues: Automotive; Women in Management; Succession Planning; Northeastern
Difficulty: 4 - Undergraduate/MBA

Christina A. Cavanagh

Product Number: 9B00C025
Publication Date: 12/8/2000
Revision Date: 1/8/2010
Length: 12 pages

The leader of a newly formed small business banking division of the Canadian Imperial Bank of Commerce (CIBC) decided on the necessity of creating a unifying vision for its 2,000 employees. She knew that a critical success factor in corporate reorganizations was to focus the team, through a corporate vision, on new shared goals they all believed were achievable. If the leadership team believed, then this winning attitude would cascade throughout the division and mobilize the workforce. In turn, this energy would be felt by the customers and become the most competitive weapon she could provide. The process of creating a vision and determining what actions make visions successful is presented within the context of the financial services industry and the challenges facing a new business unit.

Teaching Note: 8B00C25 (6 pages)
Industry: Finance and Insurance
Issues: Management Communication; Management Decisions; Visioning; Management by Objectives
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Decision-Making, Creativity and Ethics

Stacey R. Fitzsimmons, Paul Shantz

Product Number: 9B10C027
Publication Date: 1/21/2011
Length: 5 pages

Bert took a position to teach English in South Korea after graduating with his business degree from a Canadian university. It was his second time teaching English in South Korea, and because he had a fantastic experience the first time, he took a second position without doing a lot of due diligence before arrival. Soon, however, he realized that a city tax was being deducted from his pay, and he had suspicions that his boss was making up the city tax, in order to deduct money from the English teachers’ pay. Since Bert’s visa to stay in the country was tied to his employer, he could not look for a new employer, nor could he effectively find legal recourse against his employer, because foreign teachers had few rights in South Korea.

Teaching Note: 8B10C027 (12 pages)
Industry: Educational Services
Issues: Organizational Culture; International Management; Ethical Issues; Teachers; Expatriates; South Korea
Difficulty: 2 - Intro/Undergraduate

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

Joerg Dietz, Xin Zhang

Product Number: 9B01C029
Publication Date: 10/18/2001
Revision Date: 12/16/2009
Length: 9 pages

NES is one of Germany's largest industrial manufacturing groups. The company wants to set up a holding company to facilitate its manufacturing activities in China. They have authorized representatives in their Beijing office to draw up the holding company application and to negotiate with the Chinese government for terms of this agreement. In order to maximize their chances of having their application accepted, the NES team in Beijing hires a government affairs coordinator who is a native Chinese and whose professional background has familiarized her with Chinese ways of doing business. NES's government affairs coordinator finds herself in a difficult position when she proposes that gifts should be given to government officials in order to establish a working relationship that will better NES's chance of having its application approved. This method of doing business is quite common in China. The other members of the NES team are shocked at what would be considered bribery and a criminal offence in their country. The coordinator must find a practical way to bridge the gap between working within accepted business practices in China and respecting her employers' code of business ethics. The complementary (B) case (9B01C030) gives a brief summary of the eventual solution to this problem.

Teaching Note: 8B01C29 (9 pages)
Industry: Manufacturing
Issues: China; Ethical Issues; Cross Cultural Management; Management Behaviour; International Business
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
Organizational Culture and Change

Shaista E. Khilji, Chang Hwan Oh, Nisha Manikoth

Product Number: 9B11C010
Publication Date: 8/2/2011
Length: 13 pages

This case examines how Samsung has grown to become one of the world’s leading companies. It presents a detailed description of Samsung’s “top priority to the people” philosophy and its strong cultural values, both of which have been instrumental in ensuring its continued success in recent decades. Since 1982, the Samsung Human Resource Development Center (SHRDC) has played a critical role in supporting Samsung’s corporate strategy of achieving global competitiveness through programs that focus on maintaining Samsung values and developing a cadre of effective next-generation leaders. New Employee Orientation (NEO), an intensive four-week in-house program for all Samsung employees, is one example of an SHRD program. NEO aligns employees across Samsung affiliates to its strategic direction, thereby fostering a stronger “Single Samsung” culture.

In recent years, however, NEO has been faced with new challenges. First, Samsung’s pool of new employees has become more diverse, with the recruitment of more experienced and foreign (non-Korean) employees in addition to the fresh college graduates whom Samsung has always relied upon. Second, Samsung has become aware of stark value differences between the older employees, who are obedient and easily follow rules, and the younger “digital native” employees, who are more individualistic and prefer egalitarian and open policies. Managers at SHRDC are concerned that the “Single Samsung” spirit, which forms the core of Samsung culture, is being threatened from within.

Students must address issues related to the need for maintaining a unified organizational culture among diverse groups of employees with conflicting values, and propose ways for Samsung to effectively employ and utilize all of its employees.

Teaching Note: 8B11C010 (15 pages)
Industry: Manufacturing
Issues: Corporate Culture; Generational Differences; Human Resource Development; Consumer Electronics; South Korea
Difficulty: 4 - Undergraduate/MBA

Amit Gupta, Kshitij Saxena

Product Number: 9B11C036
Publication Date: 10/6/2011
Revision Date: 2/22/2012
Length: 23 pages

Sumeru Software Solutions was a software development consultancy firm headquartered in Bangalore, India, with offices in Washington, D.C., Dubai, and London. It began operations in July 2001 as a single project with two employees, and grew over 10 years into an organization with approximately 200 employees. The founding objective of Sumeru Software Solutions was to support Art of Living’s social development initiatives through profits earned from delivering high-quality services. Art of Living (AOL) was founded in 1981 by Sri Sri Ravi Shankarji as a not-for-profit, educational, humanitarian non-governmental organization engaged in stress-management programs, including yoga and meditation. Sumeru had developed a unique culture that combined corporate culture with the Art of Living principles of Seva, Satsang, Sadhana, and positivity even in the face of adversity. In line with the AOL principles, the four pillars of Sumeru culture were ethics, caring, sharing and trust. It purported to follow a peaceful yet aggressive way of doing business called “Serene Dynamism.” Harish Ramachandran, CEO of Sumeru Software Solutions, had created an enterprise that was different from other IT organizations. He was wondering how he would sustain the culture of the organization and make Sumeru a high-performing company over the next 10 years as it expanded its business and hired new employees.

Teaching Note: 8B11C036 (15 pages)
Industry: Information, Media & Telecommunications
Issues: Corporate Culture; Corporate Social Responsibility; Management Philosophy; Value-based Management; Work-life Balance; India; IIM-Bangalore/Ivey
Difficulty: 4 - Undergraduate/MBA

Anita Ollapally, Asha Bhandarker

Product Number: 9B11C022
Publication Date: 7/27/2011
Length: 20 pages

The Indian business landscape is marked by uncertainty, turbulence, hyper-competition, and non-linear growth, as exemplified by the automobile sector. Increasing competition from foreign automobile organizations and homegrown ones such as Tata Motors are posing a threat to the market leader, Maruti Suzuki India Ltd. A fierce battle for market share is ensuing among these automobile giants. However, Maruti Suzuki has succeeded in maintaining its leadership position. Yet with more companies venturing into the territory of Maruti Suzuki — the small car segment — the threat to Maruti Suzuki’s market share is looming larger than before.

This case illustrates Maruti Suzuki’s journey and depicts the changes in its organizational strategy, HR strategy, and work culture in response to new challenges. Maruti Suzuki had to change from a government-owned organization and a monopoly, to a firm capable of competing with world-class automobile companies. This case describes the various challenges faced by the organization and how HR has assisted in bringing about much-needed transformation. The challenges include having to create a performing workforce, changing the mindset of the employees, coping with cross-cultural issues and, most significantly, engaging in breakthrough innovation. HR needs to create an organizational culture that not only supports breakthrough innovation but also helps retain employees.

Teaching Note: 8B11C022 (16 pages)
Industry: Manufacturing
Issues: Human Resource Management; Organizational Culture; Talent Management; Cultural Differences; Automobile Industry; India; Ivey/ISB
Difficulty: 5 - MBA/Postgraduate

Alison Konrad

Product Number: 9B11C020
Publication Date: 7/13/2011
Length: 6 pages

Determining what employees want from their jobs has long been important to employers who wish to motivate them. This note explains the concepts of work values, organizational culture, and person-organization fit. Students will complete a personal values profile and an organizational culture profile to allow assessment of person-organization fit.

Issues: Motivation; Job Choice; Job Fit
Difficulty: 4 - Undergraduate/MBA