Ivey Publishing

Organizational Behavior

Hellriegel, D., Slocum, J.W.,13/e (United States, South-Western Cengage Learning, 2011)
Prepared By Michael J.D. Roberts, Ph.D. Candidate
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Learning About Organizational Behavior

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

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

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

Gerard Seijts, Ken Mark

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

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

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

Chapter 2:
Individual and Organizational 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

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

Christina A. Cavanagh, Ken Mark

Product Number: 9B01C007
Publication Date: 4/23/2001
Revision Date: 5/18/2017
Length: 4 pages

OrangeWerks, an entrepreneurial company that creates software applications, is preparing to present to venture capital firms for its first major round of funding. However, during routine network maintenance, the network administrator becomes aware that the company may not have purchased the original software used to create the company's product, and that government workplace safety insurance was not in place. He must decide how to proceed with the knowledge by assessing available options and judging the stakeholder impact, as well as his career implications.

Teaching Note: 8B01C07 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Action Planning and Implementation; E-Commerce; Organizational Behaviour; Ethical Issues
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Understanding Individual Differences

Hemant Merchant

Product Number: 9B04C010
Publication Date: 8/18/2004
Revision Date: 10/6/2009
Length: 15 pages

A recent MBA graduate describes the joys and frustrations of an expatriate life - both at personal and professional levels - as experienced by a young, single woman. She has been living in Bangkok for three years and is slowly adjusting to the local way of life when she receives a job offer that will relocate her back to her home in Hawaii. Reaching a decision, however, is not easy given career-related uncertainties in both countries as well as the array of conflicting emotions that confront her. She must decide how to sort through these issues. Should she remain in Bangkok or return home? Her decision is complicated by the fact that she had not entertained the idea of returning to the United States.

Teaching Note: 8B04C10 (15 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Women in Management; Expatriate Management; Emerging Markets; Global Manager
Difficulty: 4 - Undergraduate/MBA

Henry W. Lane, Chantell Nicholls, Gail Ellement

Product Number: 9A97G029
Publication Date: 6/3/1998
Revision Date: 2/23/2017
Length: 16 pages

Ellen Moore, a systems consultant, was sent to Korea to manage a project involving a team of North American and Korean consultants representing a joint venture between a major Korean conglomerate and a significant North American information technology company. The Americans were to be involved for the first seven months in order to transfer expertise and knowledge to the South Koreans, who had little experience in this area. Ellen's superior had played an integral part in securing the contract in Korea due to his depth of knowledge on the subject. He chose Ellen to be the key North American project manager because she had significant project management skills and impressive international experience. Upon Ellen's arrival, she discovered that the Korean consultants were far less skilled than she had expected. In addition, Ellen had understood that she and the Korean manager were to be co-managers, but immediately tensions arose regarding who was giving direction to the team, and the scope of the project. Tensions escalated until it was clear that the project was behind schedule and the Koreans were not taking direction from Ellen. The Koreans insisted that Ellen was the problem. Ellen’s superior disagreed; he and Ellen needed to decide how to proceed. The challenge was to balance strategic goals with individual action.

Teaching Note: 8A97G29 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Group Behaviour; Cross-cultural Relations; Women in Management; Team Building; United States; Korea
Difficulty: 4 - Undergraduate/MBA

Chapter 4:
Perceptions and Attributions

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 5:
Learning Concepts to Improve Performance

Mary Han

Product Number: 9B07M036
Publication Date: 3/1/2007
Length: 11 pages

Geotech Telecom (Geotech) is a small but successful 14-year old company that provides telecom consulting to two main clients, Rogers Telecom and Bell Canada. The company is facing the upcoming transfer of a large multimillion-dollar telecom contract from one of its largest clients, Bell Canada, to another provider. Geotech's president doubts whether Geotech will be able to compete for the project and, hence, a potentially disastrous future lies ahead for the company. At the same time, the widow of the company's founder wants to sell the company, and Geotech has received acquisition offers from larger telecom consulting companies. The president needs to decide what steps to take next.

Teaching Note: 8B07M36 (10 pages)
Industry: Information, Media & Telecommunications
Issues: Social Capital; Sustainability; Entrepreneurial Mindset; Network Ties
Difficulty: 4 - Undergraduate/MBA

Henry W. Lane, David T.A. Wesley

Product Number: 9B05C036
Publication Date: 11/28/2005
Revision Date: 9/28/2009
Length: 3 pages

Less than one year after being awarded a contract to develop one of the world's largest offshore petroleum fields, Statoil's future in Iran appeared to be in jeopardy. Statoil was at the center of a corruption investigation that had resulted in the resignations of three of the company's top executives, including its CEO. The issue was alleged bribes paid by Horton Investments, on Statoil's behest, to secure lucrative petroleum development contracts. According to the Iranian government, Statoil used Horton to channel $15 million in secret bribes to unnamed government officials. Statoil's country manager, who had considerable experience in the region and was unaware of the secret deals, is left with the difficult task of trying to salvage the operation and rebuild the social capital he had established between Statoil and its Iranian counterparts.

Teaching Note: 8B05C36 (5 pages)
Industry: Mining, Quarrying, and Oil and Gas Extraction
Issues: Management Behaviour; Ethical Issues; Energy; International Management; Northeastern
Difficulty: 4 - Undergraduate/MBA

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 6:
Motivating Employees

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

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

Allen Morrison, J. Stewart Black

Product Number: 9A98C003
Publication Date: 3/20/1998
Revision Date: 1/25/2010
Length: 14 pages

The general manager of a beverage company must decide what to do about the declining performance of its' Vietnam-based operation. Employees seem unmotivated and lackadaisical about their work and these same workers blame the weather for the poor results.

Teaching Note: 8A98C03 (9 pages)
Industry: Manufacturing
Issues: Labour Relations; Employee Attitude; Management in a Global Environment; Employment Equity
Difficulty: 4 - Undergraduate/MBA

Chapter 7:
Motivation: Goal Setting and Reward Programs

Mary Conway Dato-on, Margaret Linnane

Product Number: 9B11C023
Publication Date: 7/7/2011
Length: 13 pages

Margaret Linnane had just arrived home from a funders’ meeting where she had been asked questions that nearly challenged the very purpose of her nonprofit organization, Rollins College Philanthropy and Nonprofit Leadership Center (PNLC). She had been unprepared for the tough questions the funders had asked and she knew that she would need to be much better prepared for the next meeting in one month. She needed answers to the funders’ questions in four short weeks, so Linnane and the PNLC staff put other efforts on hold while they worked intensely to prepare. They gathered all the documents on the PNLC’s mission, vision, and strategic plan. They needed to determine what information to compile to convince the funders that the PNLC’s services (such as networking among established chief executive officers and foundation directors, and introducing newcomers to the nonprofit community) contributed to the professionalization of nonprofit leaders and organizations while addressing critical community issues — even if such services had not yet generated any revenue. What outcome measures were appropriate for assessing the success of non-income-generating activities such as networking? To start to search for answers to such questions, Linnane decided to review PNLC’s performance from the last two years and build a strategy for 2011-2012. Time was of the essence because without the support of funders, PNLC would be hard-pressed to continue offering its well-established networking activities.

Teaching Note: 8B11C023 (10 pages)
Industry: Educational Services
Issues: Networking; Organizational Performance Evaluation; Measuring Program Effectiveness; Florida, United States
Difficulty: 4 - Undergraduate/MBA

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

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

Chapter 8:
Workplace Stress and Aggression

James A. Erskine, Michael Sartor

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

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

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

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

Gerard Seijts, Paul Szabunio

Product Number: 9B02C057
Publication Date: 11/29/2002
Revision Date: 11/9/2009
Length: 6 pages

A learning team of five students must work together to complete a 48-hour team exam. One of the students has a reputation for being unreliable, disruptive and confrontational. When the team members convene to write their report, this student calls to say he will be late. He shows up eight hours later. The level of team tension and animosity reached a point of near-violence and the team member was expelled. The team wonders how to deal with this team member whose behaviour is dysfunctional to effective team performance, and what to do next given that there are several more team projects to come. Supplemental case Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, discusses the first hour after the student arrives to work on the report. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C), product 9B02C059, describes the student's attempt to contribute to the report and the subsequent confrontation. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D), product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

Teaching Note: 8B02C57 (5 pages)
Industry: Educational Services
Issues: Group Behaviour; Case Method; Private Placement; Organizational Behaviour
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Interpersonal Communication in Organizations

Michael Sider, Ken Mark

Product Number: 9B08C002
Publication Date: 3/11/2008
Length: 6 pages

A director within the leadership development program of a large multinational organization must decide how to manage a very difficult conversation she must have with her assistant director. The assistant director, who is older and more experienced (although less educated), interviewed for the director's position and didn't get it. The assistant director has never been happy reporting to her much younger boss, and has felt consistently left out of major decisions. The assistant director had confronted the director about her feelings and threatened to resign. How should the director handle this difficult conversation?

Teaching Note: 8B08C02 (6 pages)
Industry: Manufacturing
Issues: Conflict Resolution; Career Development; Communications
Difficulty: 4 - Undergraduate/MBA

James A. Erskine, Dan Nir

Product Number: 9B07C009
Publication Date: 4/2/2007
Length: 6 pages

Steve Jones, senior investment analyst at Stonehill Capital, among other responsibilities, had to ensure that his team prepared a pitch book which presented all the numbers and graphs necessary to acquire a client's business. Jones was already overworked so he enlisted his intern, Joe Livingston, to help with the task. As the deadline approached, Jones and Livingston worked 18-hour days preparing the pitch book and were very tired and sleep deprived. The morning after the day of the pitch, Jones received an email from the vice-president of Investment Banking telling him that the bank's deal team had been embarrassed by having to explain an error in the pitch book during their meeting to try to secure the deal. Jones is now being asked to explain what happened.

Teaching Note: 8B07C09 (3 pages)
Issues: Management Style; Management of Professionals; Interpersonal Skills; Relationship Management
Difficulty: 4 - Undergraduate/MBA

Jane M. Howell

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

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

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

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 10:
Leadership Effectiveness: Foundations

Juanita Cajiao

Product Number: 9B11C040
Publication Date: 12/19/2011
Length: 20 pages

The case reviews the main facts related to the merger process of three financial institutions — Bancolombia, Conavi, and Corfinsura — in Colombia in 2005 and 2006. The merger decision emerges from directors and senior executives foreseeing a major upcoming market transformation, including adjustment in industry regulation, improvement in international competence, and consolidation of main players, and their response in order to adapt to the new economic conditions. Considering the fact that the success rate of merger processes is not above 30 per cent, the sustained financial results achieved by Bancolombia from the very beginning of the integration process are robust indicators that invite exploration into what was done and how it was done.

Teaching Note: 8B11C040 (10 pages)
Industry: Finance and Insurance
Issues: Mergers & Acquisitions; Human Resources Management; Corporate Culture; Change Management; South America; Colombia
Difficulty: 5 - MBA/Postgraduate

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

Klaus Meyer

Product Number: 9B09M001
Publication Date: 1/9/2009
Revision Date: 5/3/2017
Length: 13 pages

The case outlines the conflicting ethical demands on a Danish pharmaceuticals company, Novo Nordisk, that is operating globally and is aspiring to high standards of corporate social responsibility. A recent report alleges that multinational pharmaceutical companies routinely conduct trials in developing countries under alleged unethical conditions. The company's director reflects on how to respond to a request from a journalist for an interview. This triggers a discussion on the appropriate ethical principles and how to communicate them. As a company emphasizing corporate responsibility, the interaction with the media presents both opportunities and risks to Novo Nordisk. The case focuses on clinical trials that are required to attain regulatory approval in, for example, Europe and North America, and that are conducted at multiple sites around the world, including many emerging economies. Novo Nordisk has implemented numerous procedures to protect its various stakeholders, yet will this satisfy journalists and non-governmental organizations, and how should the company communicate with these stakeholders?

Teaching Note: 8B09M01 (11 pages)
Industry: Manufacturing
Issues: Location Strategy; Ethical Issues; Emerging Markets; Research and Development
Difficulty: 4 - Undergraduate/MBA

Chapter 11:
Leadership Effectiveness: New Perspective

Alison Konrad, Jordan Mitchell

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

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

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

Christine Pearson, Rachel M. Knight

Product Number: 9B03C011
Publication Date: 5/1/2003
Revision Date: 10/17/2009
Length: 5 pages

A black Canadian woman is hired as vice-president of marketing and brand positioning for an Amsterdam-based computer software company. Shortly after joining the firm she encounters a number of cross-cultural and equality issues. She must decide whether or not to renew her contract with the company. The supplement case, Julie Dempster (B), product 9B03C012 outlines her decision.

Teaching Note: 8B03C11 (6 pages)
Industry: Other Services
Issues: Cultural Customs; Management in a Global Environment; Personal Development; Corporate Culture
Difficulty: 4 - Undergraduate/MBA

Christina A. Cavanagh, Ken Mark

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

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

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

Chapter 12:
Developing and Leading Teams

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

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 13:
Managing Conflict and Negotiating Effectively

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 14:
Managerial Decision Making

Michael A. Roberto

Product Number: 9B11C035
Publication Date: 10/18/2011
Length: 19 pages

On the night of April 20, 2010, a series of explosions rocked the Deepwater Horizon oil rig in the Gulf of Mexico. Gas in the Macondo well had surged upward unexpectedly, causing a mix of drilling mud and seawater to spew uncontrollably into the air, much like a volcanic eruption. Eleven crew members died during the explosion. The nation mourned their loss, and people watched as BP struggled to contain the environmental damage. Millions of barrels of oil spilled into the Gulf of Mexico in the weeks that followed. The federal government relied on BP to manage the accident’s aftermath, in part because government officials lacked the expertise required to stop the spill. Meanwhile, BP downplayed its responsibility for the failure. As the firm failed repeatedly to stop the spill, the public became angry. This industrial disaster became the largest offshore oil spill in U.S. history.

The case provides a detailed description of the events leading up to this catastrophe. Readers examine the key decisions that BP and its partners made as they drilled this well. They discover the alternative choices that could have been made and learn about the disagreements that took place (as well as those that failed to surface). Moreover, the case provides an opportunity to examine how BP’s history and organizational culture shaped the way those decisions were made. The case describes how Tony Hayward and his predecessor, John Browne, led the firm and shaped the culture during the past two decades. In addition, the case explains how the regulatory environment and political forces shaped decision-making in the oil industry. The case concludes by examining the aftermath of the accident, particularly BP’s public relations miscues as it tried to manage the crisis.

Teaching Note: 8B11C035 (18 pages)
Industry: Manufacturing
Issues: Decision Making; Safety; Organizational Change; Risk Analysis; Ethics; Oil Industry; United States
Difficulty: 3 - Undergraduate

Karen MacMillan

Product Number: 9B11C034
Publication Date: 9/7/2011
Revision Date: 10/10/2018
Length: 5 pages

The owner of a large hardware, furniture, and building centre faced a dilemma regarding how to manage the upcoming wage review process. After two consecutive years of frozen wages, employees were impatient for financial progress, but there was no extra money in the budget. It was possible to pump savings from upcoming process improvement initiatives into wage increases. However, the owner had limited motivation to channel hard-won funds to underperforming employees. On the other hand, he was eager to reward the people who added value. Yet a plan that rewarded only some employees could result in an angry backlash. He had to decide if he wanted to divert the savings into compensation and, if so, he needed an effective distribution plan.

Teaching Note: 8B11C034 (8 pages)
Industry: Retail Trade
Issues: Motivation; Compensation; Organizational Justice; Bounded Rationality
Difficulty: 4 - Undergraduate/MBA

Jean-Louis Schaan, Ramasastry Chandrasekhar

Product Number: 9B11M106
Publication Date: 12/1/2011
Revision Date: 3/15/2012
Length: 17 pages

Mahindra & Mahindra Ltd. (M&M) is a manufacturing leader in the utility vehicles (UVs) segment in the Indian automotive industry. Since 2004, M&M has been exporting UVs to South Africa, the only country in the African continent with a significant middle-class population. M&M has set up a fully owned subsidiary in South Africa, which enjoyed the growth wave in the South African automotive industry up to 2007, then fell into a three-year slump, largely as a result of a recession in the global automotive industry. Now on the verge of industry renewal in 2011, the subsidiary needs to plan its next steps. The case is positioned in May 2011, when M&M’s subsidiary must choose from four alternatives. M&M can continue with its prevailing business model of importing completely built units (CBUs) from its Indian operations to meet local demand while using South Africa as a re-export hub for the burgeoning markets in sub-Saharan Africa. It can also choose to collaborate with a local vendor to assemble vehicles locally from completely knocked down (CKD) components imported from India. Alternatively, M&M may choose to set up its own manufacturing facility in South Africa, like many of its competitors. Lastly, M&M can choose to wait and watch until it notes definitive signs of revived demand. The case provides an opportunity for students to examine each alternative and make a decision on M&M’s way forward in South Africa.

Teaching Note: 8B11M106 (13 pages)
Industry: Manufacturing
Issues: Globalization; Market Expansion; Contract Assembly; Re-export Hub; Customer Segmentation; Automotive; India; South Africa
Difficulty: 5 - MBA/Postgraduate

Chapter 15:
Organization Design

Bo Bernhard Nielsen, Torben Pedersen, Jacob Pyndt

Product Number: 9B08M014
Publication Date: 5/29/2008
Revision Date: 5/10/2017
Length: 21 pages

ECCO A/S (ECCO) had been very successful in the footwear industry by focusing on production technology and assuring quality by maintaining full control of the entire value chain from cow to shoe. As ECCO grew and faced increased international competition, various value chain activities, primarily production and tanning, were offshored to low-cost countries. The fully integrated value chain tied up significant capital and management attention in tanneries and production facilities, which could have been used to strengthen the branding and marketing of ECCO's shoes. Moreover, an increasingly complex and dispersed global value chain configuration posed organizational and managerial challenges regarding coordination, communication and logistics. This case examines the financial, organizational and managerial challenges of maintaining a highly integrated global value chain and asks students to determine the appropriateness of this set-up in the context of an increasingly market-oriented industry. It is suitable for use in both undergraduate and graduate courses in international corporate strategy, international management, international marketing, supply-chain management, cross-border strategic management and international business studies in general.

Teaching Note: 8B08M14 (15 pages)
Industry: Manufacturing
Issues: Marketing Management; Operations Management; Global Strategy; Vertical Integration; Value Chain; Competitor Analysis
Difficulty: 4 - Undergraduate/MBA

Allen Morrison, Donna Everatt

Product Number: 9B01M011
Publication Date: 4/30/2001
Revision Date: 5/18/2017
Length: 15 pages

Quest Foods International is one of the world's largest manufacturers of fragrances, flavors and textures for the food, beverage and consumer products industries. Quest Foods' regional vice-president is in the process of implementing a business process re-engineering project for the company. His current efforts focus on developing an information technology-based customer relationship management (CRM) system that he believes could give the company a sustainable competitive advantage with customers in the region and throughout the world. His ultimate goal is to bring Quest to the next phase of e-business. Despite high ambitions, his initiatives are making little headway. Internal opposition to change is significant and some key customers are growing concerned that Quest's CRM plans might miss the mark. Faced with considerable time and resource pressures, he is wondering how to set priorities and where to focus his energies.

Teaching Note: 8B01M11 (13 pages)
Industry: Manufacturing
Issues: International Business; Leveraging Information Technology; Business Process Re-Engineering; Customer Relations
Difficulty: 5 - MBA/Postgraduate

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 16:
Cultivating Organizational Culture

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

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

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

Chapter 17:
Managing Organizational Change

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

Charles Dhanaraj, Paul W. Beamish, Nikhil Celly

Product Number: 9B04M016
Publication Date: 5/14/2004
Revision Date: 3/13/2017
Length: 18 pages

Eli Lilly and Company is a leading U.S. pharmaceutical company. The new president of intercontinental operations is re-evaluating all of the company's divisions, including the joint venture with Ranbaxy Laboratories Limited, one of India's largest pharmaceutical companies. This joint venture has run smoothly for a number of years despite their differences in focus, but recently Ranbaxy was experiencing cash flow difficulties due to its network of international sales. In addition, the Indian government was changing regulations for businesses in India, and joining the World Trade Organization would have an effect on India's chemical and drug regulations. The president must determine if this international joint venture still fits Eli Lilly's strategic objectives.

Teaching Note: 8B04M16 (18 pages)
Industry: Manufacturing
Issues: Joint Ventures; Emerging Markets; International Management; Strategic Alliances
Difficulty: 4 - Undergraduate/MBA

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