Ivey Publishing

Human Resources Management in Canada

Dessler, G., Chhinzer, N., Cole, Nina D.,12/e (Canada, Pearson, 2014)
Prepared By Eunika Sot,
Chapter and Title Chapter Matches: Case Information
Chapter 1:
The Strategic Role of Human Resources Management

Karen MacMillan, Meredith Woodwark

Product Number: 9B12C048
Publication Date: 11/15/2012
Revision Date: 11/15/2012
Length: 4 pages

The owner and general manager of a large retail establishment faced a dilemma about whether his long-time yard manager was still the right person for the job. The business increasingly depended on providing superior customer service in order to compete in the market. Recently, the owner had placed a personal friend in the operation as an assistant to the yard manager. This new addition had shown a real talent for developing employees and driving performance improvements. As a result, customer service feedback had drastically improved. The owner realized that the assistant had become the real leader of the yard. He wondered how to keep the momentum of the changes going while still showing due respect to a loyal employee.

Teaching Note: 8B12C048 (16 pages)
Industry: Retail Trade
Issues: Leadership; Performance Management; Employee Motivation; Human Resources, Canada
Difficulty: 4 - Undergraduate/MBA

Anne Snowdon, Hannah Standing Rasmussen

Product Number: 9B11D014
Publication Date: 1/31/2012
Revision Date: 2/6/2014
Length: 16 pages

Riverside District Memorial Hospital is a small rural hospital that must work within an operational budget that is determined by the Ministry of Health and Long Term Care. This case identifies the emergence of concerns for patient safety related to medication administration, and the challenges of ensuring that professional services are maintained by the pharmacy department to serve patients admitted to hospital. The chief nursing executive must decide what steps should be taken to reduce medication errors, in the context of the complex relationships at Riverside.

Teaching Note: 8B11D014 (8 pages)
Industry: Health Care Services
Issues: Health Care; Technological Change; Operations Analysis; Pharmacy; Drug Administration; Hospitals; Canada
Difficulty: 3 - Undergraduate

David W. Conklin, Jennifer Pun

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

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

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

Chapter 2:
The Changing Legal Emphasis: Compliance and Impact on Canadian Workplaces

Raymond Pirouz, Denise Brunsdon

Product Number: 9B14C011
Publication Date: 3/7/2014
Revision Date: 3/7/2014
Length: 12 pages

Social media behaviour and online consumer behaviour is different than much of what takes place offline. Though some legal concepts can be transferred, overall, managing human resources from a digital perspective is a new and complex field, and therefore requires additional skills and knowledge. Social media considerably blurs the line between the personal and the professional. It requires thoughtfulness and tact to navigate this new, murky aspect of human resources. The strongest and most effective social media human resource policy approaches will be those that focus above all on values, such as defining and adhering to a particular brand voice, rather than on details, such as exactly how to respond to a particular situation.

Issues: Social media; HR policies; best practices; Canada
Difficulty: 4 - Undergraduate/MBA

Lyn Purdy, Jason Ravesi

Product Number: 9B12M014
Publication Date: 3/16/2012
Revision Date: 3/16/2012
Length: 11 pages

In January 2000, World Championship Wrestling (WCW)’s executive VP was faced with a challenging decision. He had been appointed as executive VP just three months ago, and was tasked with restoring the company to a profitable position. However, WCW’s on-screen performance was suffering; ratings for the flagship WCW Monday Nitro television program had fallen to their lowest levels in nearly three-and-a-half years. WCW was losing its market leadership position, its viewing audience, and even some of its on-screen talent to its major competitor, the World Wrestling Federation (WWF). The executive VP faced problems on a number of fronts: a talent roster low on motivation and morale, turnover among both the writing staff and company leadership, and a rapidly shrinking audience. Furthermore, the current instability in leadership meant that another major change would seriously impact the already low morale among WCW’s on-screen talent and support staff.

Teaching Note: 8B12M014 (9 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Leadership; Strategic Direction; Employee Morale; Professional Wrestling; United States
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Human Resources Management and Technology

Cara C. Maurer

Product Number: 9B11C038
Publication Date: 12/13/2012
Revision Date: 9/21/2015
Length: 15 pages

This case describes in rich detail the change challenge the director of pharmacy services at London Health Sciences Centre (LHSC) faces in September 2011. She is responsible for implementing project HUGO, an acronym for Health Care UnderGoing Optimization. HUGO is a computerized system that requires a switch from paper and pencil to fully electronic patient records. This project is the most complex and comprehensive one that London area hospitals have ever undergone: the project includes a total of 11 healthcare organizations in London and surrounding region, with expected project costs in excess of $25 million. Implementing HUGO has the potential to save lives in the hospital, where critical errors are often linked to manual processes that involve multiple steps and people. Despite the strong reasons for implementing this project, the director expects significant resistance from nurses, doctors and staff who are used to their way of operating. It is clear that this change challenge involves not just the adoption of new technology but a significant cultural change.

Teaching Note: 8B11C038 (7 pages)
Industry: Health Care Services
Issues: Change Management, Resistance, Cultural Change, New Technology Implementation; Canada
Difficulty: 4 - Undergraduate/MBA

Edward D. Arnheiter

Product Number: 9B12D024
Publication Date: 12/4/2012
Revision Date: 12/4/2012
Length: 15 pages

PRIDE Industries made a $2.6 million capital appropriation request to replace older electronics surface mount technology with newer and more capable machinery. PRIDE, a non-profit enterprise that hired workers with disabilities, wished to earn business and reputation based on the universal measures used by customers worldwide — price, quality and delivery — while maintaining its social mission. The proposal looked good on paper, and the company predicted that it was the only way to keep PRIDE’s current electronic manufacturing services customers happy as well as capture new business. One of the other important pieces of the capital expenditure analysis was to study trends in the manufacturing sector, especially evidence that manufacturing was returning to the United States from offshore. Yet, the investment represented a risk for PRIDE if the projected new business opportunities did not materialize.

Teaching Note: 8B12D024 (6 pages)
Industry: Manufacturing
Issues: Onshoring; social capital; contract manufacturing; capital appropriation; United States
Difficulty: 4 - Undergraduate/MBA

Nicole R.D. Haggerty, William Bonner

Product Number: 9B11E029
Publication Date: 9/15/2011
Revision Date: 8/26/2019
Length: 18 pages

The manager of Visitor Services with Saskatchewan Park Services was thinking ahead to next year, even though 2011 was still four months away. Park Services had experienced a number of turbulent years around the provincial park campground reservation system. While the problems experienced were largely invisible to the public, over the years the behind-the-scenes actions required to process campground reservations had placed an onerous burden on Park Services staff, both in Regina (in Saskatchewan, Canada) and in the local provincial parks. Additionally, the present system severely limited the type of services that could be developed for tourists and campers due to the lack of quality data on campers.

While steps had been taken in 2009 and 2010 to address some of the major problems surrounding the campground reservation system, serious issues remained that required action. This was particularly true when the system in place in Saskatchewan was compared to new campground reservation systems recently employed in Alberta, Manitoba, and the federal national park system. The manager reflected on the turbulent 2008 season, the relative calm in 2009 due to the success of temporary fixes, and the new issues that had arisen in 2010. She needed to decide on a more permanent solution that resolved the operational problems of the present reservation system while also laying the foundation for improved services for campers.

Teaching Note: 8B11E029 (15 pages)
Industry: Public Administration
Issues: Information Systems Development; Work Flow Systems; Camping; Hill
Difficulty: 4 - Undergraduate/MBA

Chapter 4:
Designing and Analyzing Jobs

Sarah Perchey, Diana E. Krause

Product Number: 9B12C026
Publication Date: 5/29/2012
Revision Date: 5/22/2012
Length: 12 pages

The CEO of a multinational company wanted the new human resource team of their subsidiary in Guangzhou, China, to recruit and select 85 individuals for different positions throughout the company. These positions included finance managers, production managers, factory workers, secretaries, and interns. The members of the human resource team were highly diverse in terms of educational backgrounds (marketing, law, human resources, public relations, general business administration) and countries of origin (Canada, China, Germany). The team had to deal with a series of challenges to ensure the project’s success. These included a decision about task-specific job requirements, methods to assess job requirements, strategies for recruitment, methods for personnel selection, and final decision-making. The team also had to deal with diversity within the team, cross-cultural issues, and the leadership behaviour of its CEO.

Teaching Note: 8B12C026 (10 pages)
Industry: Wholesale Trade
Issues: Recruitment; Personnel Selection; Leadership; Diversity; International Teams; China
Difficulty: 4 - Undergraduate/MBA

John S. Haywood-Farmer, Jeremy Isenberg

Product Number: 9B07C031
Publication Date: 8/15/2007
Length: 6 pages

Wayne Eisener has received two job offers. The first offer is an executive vice-president position at Richmond Hill Mortgages (RHM). The second offer is a junior lawyer position at Weiler and Simons LLP, Barristers and Solicitors. The mortgage company offers a small base salary but potentially large commissions in the long run. The law firm offers a higher base salary and the opportunity to be promoted to partner within five years. However, Eisener would need to update his knowledge of law substantially. As he reflects on the advantages and disadvantages of each job, Eisener must consider his past and how each job will help him accomplish the goals of providing for his family and creating a resurgence in his career.

Teaching Note: 8B07C31 (10 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Career Planning; Job Analysis; Job Satisfaction; Career Anchor; Career Choice; Professional Firms
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Human Resources Planning

Colleen Sharen

Product Number: 9B14C001
Publication Date: 2/13/2014
Revision Date: 2/12/2014
Length: 10 pages

In May 2013, the founder and executive director of the St. John the Compassionate Mission, a faith-based, non-profit social service organization located in Toronto, Ontario, Canada, needs to plan for his retirement. He has been the driving force behind the organization for the past 27 years, and it reflects his vision that meaningful work helps people get off welfare, attaining dignity and a sense of personal value in the process. To that end, the Mission provides opportunities for everyone in the community to work through employment in one of its two social enterprises — a thrift store and a bakery — or through volunteer opportunities. Because its organizational culture emphasizes collaboration and consultation not only with its staff leadership council and board of directors but also with all members of the community, its decision making has been fluid and in response to perceived needs rather than forward planning. Now he needs to ensure an effective succession that protects the organization's culture, values and beliefs and ensures the safety of a vulnerable population.

Teaching Note: 8B14C001 (10 pages)
Industry: Social Advocacy Organizations
Issues: Servant leadership; succession planning; organizational culture; leadership; Canada
Difficulty: 4 - Undergraduate/MBA

Ilan Alon, Kimberley Howard

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

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

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

Chapter 6:

Mark Julien, Cathy McCann

Product Number: 9B11C015
Publication Date: 6/6/2012
Revision Date: 5/29/2012
Length: 6 pages

The district manager of Sodexo was faced with the task of increasing the company’s staffing levels in its food-service operations within the Ontario Power Generation plant facilities. He knew his team was anxious about the prospect of hiring more food-service workers in order to deal with the anticipated increase in the number of customers served. Such a recruitment initiative would be challenging given the perception that all possible recruitment channels had already been explored.

Teaching Note: 8B11C015 (8 pages)
Industry: Accommodation & Food Services
Issues: Recruitment; Retention; HR Planning; Branding; Canada
Difficulty: 4 - Undergraduate/MBA

John S. Haywood-Farmer, Jennifer Xu, Nicole Maisonville

Product Number: 9B10D007
Publication Date: 9/24/2010
Length: 17 pages

In February 2009,the human resources associate at the Toronto office of advertising agency Ambrose & Bisaro (A&B) had just finished interviewing a candidate for one of eight summer internship positions. Due to the economic downturn, A&B anticipated a larger number of qualified applicants for these positions, especially notable in 2009 as many of their direct competitors had scaled back their internship programs. Throughout the interview, the candidate impressed the human resources associate with their demeanor, enthusiasm and extra-curricular activities; however, the candidate had no previous marketing experience. At the end of the interview the candidate revealed she had secured interviews at five competing advertising agencies and had three firm offers. Somewhat taken aback, the human resources associate realized she had to make a very quick decision: extend an offer to the candidate, or wait and interview the remaining applicants and risk losing this one?

Teaching Note: 8B10D007 (7 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Employee Selection; Hiring; Professional Firms; Management of Professionals
Difficulty: 4 - Undergraduate/MBA

Fernando Olivera, Ann C. Frost, Ken Mark

Product Number: 9B01C020
Publication Date: 10/18/2001
Revision Date: 12/16/2009
Length: 9 pages

Blinds To Go is a manufacturer and retailer of customized window coverings. The company has been steadily expanding the number of stores across North America. The vice chairman is concerned with the lack of staff in some of these newly expanded stores. With plans of an initial public offering within the next two years, senior management must determine what changes need to be made to the recruitment strategy and how to develop staff that will help them achieve the company's growth objectives.

Teaching Note: 8B01C20 (6 pages)
Industry: Manufacturing
Issues: Human Resources Management; Corporate Culture; Action Planning and Implementation; Employee Retention
Difficulty: 4 - Undergraduate/MBA

Chapter 7:

Lyn Purdy, James O'Brien

Product Number: 9B12C024
Publication Date: 5/17/2012
Revision Date: 5/17/2012
Length: 4 pages

This case series describes a general manager’s decision of whether to fire an employee at a performing arts company. The scope of the case includes the organization of the company, the decision to hire the employee, his performance, and the decision to end the employment relationship. The general manager’s selection practices are described, and two role-playing exercises are included.

Teaching Note: 8B12C024 (6 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Firing; Performance Management; Employee Counselling; Employee Selection; Canada
Difficulty: 4 - Undergraduate/MBA

John S. Haywood-Farmer, Meredith Bacal

Product Number: 9B11D007
Publication Date: 6/30/2011
Length: 14 pages

Sam Silver, a law student, was near the end of a second visit to Mason & Klump LLP, a Bay Street law firm in Toronto, Canada. He was meeting Chuck Clayton, director of professional development. Silver was mentally exhausted from the interview process that had consumed much of his past three months, during which he had been seeking a position as a summer student at Bay Street firms. He had narrowed his selection to two leading national firms, Andrews, Mantle & Smithers LLP and Mason & Klump. On November 1 and 2, Silver had had interviews at six Bay Street firms, including his top two choices. Although he believed his first choice, Andrews, Mantle & Smithers, would offer him a position on November 3, when formal offers would be made, he was not certain that the firm would do so. As the meeting drew to a close, Clayton left the room for a minute, giving Silver a short time to decide if he should ask any more questions and to begin to reflect on the interview process.

Teaching Note: 8B11D007 (10 pages)
Issues: Employee Selection; Professional Firms; Job Choice; Ethics; Law
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Orientation and Training

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

June Cotte, Seung Hwan (Mark) Lee

Product Number: 9B07C029
Publication Date: 6/15/2007
Length: 5 pages

The recently hired human resources (HR) director had to come up with a program that would meet the needs of transferring knowledge from older, more experienced project consultants to the junior and newly hired inexperienced associates. The HR director designed a program called the Mentoring Management Project for Professionals (MP^2). The program met with great resistance from all levels of the organization, which made the development and the implementation process more difficult. The MP^2 program was implemented on a trial basis and after four months, due to mixed results, the HR director was more confused than ever. He had three days left to prove to the executive board that the program is worth the cost, the time and the resources to implement.

Teaching Note: 8B07C29 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Employee Training; Career Development; Employee Retention; Change Management
Difficulty: 2 - Intro/Undergraduate

Lyn Purdy, Ken Mark

Product Number: 9B01C004
Publication Date: 5/18/2001
Revision Date: 12/15/2009
Length: 3 pages

The newly promoted director of sales and marketing at CXP, a publishing company, has just inherited an employee conduct issue. In her previous position she became aware that a sales representative was having sexual relations with the company's clients, but the company's president was dealing with the issue. In her new role she discovers that issue still persists and this employee now reports to her. She realizes that this was a 'hot issue' and needed to determine the best way to handle the situation. There was more to consider than just dealing with the employee, there was the company's relationship with their clients and she did not want to put this in jeopardy.

Teaching Note: 8B01C04 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Career Development; Organizational Behaviour; Ethical Issues; Employee Training
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Career Development

Alison Konrad, Victor Shaw

Product Number: 9B13C026
Publication Date: 7/8/2013
Revision Date: 7/8/2013
Length: 8 pages

In 2012, an investment banking summer intern in the head office of a leading international financial institution has received some stellar reviews. His manager hints that as long the intern keeps up the good work, his full-time return offer is all but guaranteed. However, the 120-hour work weeks would deprive him of any opportunity to spend time with his family. He must choose between taking advantage of the organization’s Summer Intern Mobility Program, which would allow him to apply to work full time at another office, closer to his family, versus staying put at the head office, where he has already established a good reputation and where a full-time job offer seems imminent.

Teaching Note: 8B13C026 (9 pages)
Industry: Finance and Insurance
Issues: I-Banking; Career Decision-making; Managing People; Canada
Difficulty: 4 - Undergraduate/MBA

Jamie Ladge, Cynthia Ingols, Jeanne McNett

Product Number: 9B12C049
Publication Date: 11/29/2012
Revision Date: 11/29/2012
Length: 16 pages

This case looks closely at the management of a branch of the YMCA in Boston during periods of growth and contraction and at the development of Wendy Zinn’s career, all in the context of the YMCA’s organizational culture. The roles of strategy, decision-making, leadership and organizational culture are described as critical both to the organization’s development and to the career development the organization affords. Social capital and networking skills are also critical success factors in the YMCA’s growth.

Teaching Note: 8B12C049 (8 pages)
Industry: Social Advocacy Organizations
Issues: Corporate Culture; Career Development; Staffing; Human Resources Management; United States
Difficulty: 4 - Undergraduate/MBA

John S. Haywood-Farmer, David Leith

Product Number: 9B10D014
Publication Date: 11/1/2010
Revision Date: 3/4/2011
Length: 11 pages

The managing partner of Cooke & Rodak LLP was devising a recommendation to be presented to the executive committee regarding a significant change to the firm's program for articling students. The current program had a structured rotation system, and after interviews with several current articling students it had been suggested that a move to a more entrepreneurial-based approach, thus allowing students flexibility in choosing their work, would be welcomed. Would this entrepreneurial-based approach be seen as an opportunity to find their niche, or would it be seen as too unstructured and scare off potential candidates? Could the firm maintain its current strong reputation among students by choosing this strategy? It was thought that eliminating the rotation system would enhance development of the firm's students, but since no other firm had taken this approach, it was unknown how this change in strategy might affect recruiting efforts towards future candidates.

Teaching Note: 8B10D14 (8 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Career Development; Management of Professionals; Industry Analysis; Corporate Strategy; Strategic Planning; Professional Firms; Employee Relations; Competitiveness
Difficulty: 4 - Undergraduate/MBA

Alison Konrad, Shannon Thomson

Product Number: 9B09C011
Publication Date: 6/26/2009
Length: 12 pages

An intern has completed her summer internship as Brussels and Bradshaw (B&B), an investment bank in Toronto, Ontario. She now faces her final performance review where she will be told whether or not she has been offered full-time employment following her graduation. After a grueling summer during which she received little training, no formal mentorship and worked tireless 100 hour weeks with no praise, she was frustrated, hurt and bitter about the experience. Despite enjoying finance and the actual work, the intern is unsure whether taking B&B's offer is a good idea, should B&B extend her the opportunity. Despite it being one of the most prestigious banks in the world, she had seen little to no improvement in the abusive approach of her superiors. As she walks to the business department manager's office, she reviews whether or not she should bring up the unresolved issues that transpired during the summer, the mounting frustration of working in teams that gossiped and did not respect her work, and finally her inability to understand why she had been treated so poorly despite her diligent work ethic. On the one hand, the intern could bring up such issues and try to explain herself before the business department manager decides whether or not to extend her the offer. Or, she could listen to the review and continue to take full responsibility for the problems which were not her making in the hopes that it might make her look more mature and professional and potentially aid her in obtaining her full-time offer.

Teaching Note: 8B09C11 (11 pages)
Industry: Finance and Insurance
Issues: Career Development; Work-Life Flexibility; Organizational Culture; Women in Management
Difficulty: 4 - Undergraduate/MBA

Gerard Seijts, Kanina Blanchard

Product Number: 9B14C053
Publication Date: 11/4/2014
Revision Date: 11/4/2014
Length: 7 pages

On July 16, 2014, the finance manager of the Powertrain Department in the Whitby, Ontario branch of Astra Automotive, a global automotive parts manufacturer, was summoned to a meeting. He had been with the company for 11 years, steadily rising through the ranks because of his analytical capabilities, grasp of business complexities and intense work ethic. He was ambitious and driven to succeed; as a result, he was sometimes perceived as unnecessarily harsh and somewhat disrespectful toward colleagues and those under him when mistakes were made. He had been in his present role for just over a year, and though the company was pleased with his results, they were insistent that he enrol in training to help him better lead his department and staff. Overcome with preparing for a major presentation, he neglected to do so. As a result, he was suspended with pay for one week for allegedly not treating a colleague with respect. Now, his director, the Canadian president of operations and the human resources manager were waiting to give him the bad news: he was being fired.

Teaching Note: 8B14C053 (9 pages)
Industry: Manufacturing
Issues: Leadership; development; career rerailment; leader character; Canada
Difficulty: 4 - Undergraduate/MBA

Lyn Purdy, Ken Mark

Product Number: 9B14M057
Publication Date: 11/27/2014
Revision Date: 11/24/2014
Length: 13 pages

In March 2010, a newly promoted engineering area manager at Military Arsenal Systems, a Vancouver-based defence contractor, has just become team leader for a key program at the firm. His biggest challenge is how to lead his team, given that he is dealing with a range of personalities and the fact that he was a peer before he became their leader. How can he prove himself to be an effective leader not only to his team but to senior management? Can he rally the team quickly enough to meet the stringent deadlines for supplying the sophisticated armoured vehicles contracted by the U.S. Army for its mission in Afghanistan? See supplement 9B14M058.

Teaching Note: 8B14M057 (8 pages)
Industry: Manufacturing
Issues: Teamwork; operations; leadership; decision-making; culture; project management; Canada
Difficulty: 4 - Undergraduate/MBA

Chapter 10:
Performance Management

Michael Taylor, Syed Saad Karim

Product Number: 9B14A033
Publication Date: 9/4/2014
Revision Date: 7/16/2014
Length: 18 pages

Headquartered in Mississauga, Ontario, Kat Rose was founded in 2009 to produce small strategic business conferences and corporate hospitality events. After mixed success, it was presented with an opportunity in 2011 to organize a cricket match in Toronto. Although sports were not on its radar, the company decided to use the project as a base for expansion. It put in place an aggressive advertising plan, largely aimed at South Asian and West Indian communities in the city who were fans of the game, and contracted Universal Productions, an ethnic marketing agency, to procure sponsorships. However, with only 10 weeks to go before the International Cricket All-Star T20 Match was scheduled to kick off on May 12, 2012 at the Rogers Centre, Toronto, only $60,000 had been raised; $750,000 was needed to break even. Management had four choices: give Universal Productions more time, offer it a financial incentive to step up performance, switch to another agency with a proven track record in this field or increase its own in-house sales force to focus on countertrade barter agreements. Each option required different skills, knowledge, experience and risk. Given the severe time constraint, any change must be implemented immediately. What should Kat Rose do?

Teaching Note: 8B14A033 (16 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: External sales agencies; performance management; organizational buying behaviour; knowledge versus skill; Canada
Difficulty: 4 - Undergraduate/MBA

Anne Snowdon, Alexander Smith, Kevin Bernard, Hannah Standing Rasmussen

Product Number: 9B14M053
Publication Date: 7/10/2014
Revision Date: 7/10/2014
Length: 14 pages

Cancer Care Ontario, the organization that oversees cancer treatment in Ontario, is challenged with establishing an innovative approach to reducing wait times for breast cancer and prostate cancer therapy across Ontario after wait times increased to more than two months. The special advisor on cancer issues to the Ontario Minister of Health and Long-Term Care needs to report his recommendation to Cancer Care Ontario’s board of directors, who manage all regional cancer centres in the province. The major challenge is to balance the needs and values of all the various stakeholders, while developing short-, medium- and long-term solutions to the wait list dilemma.

Teaching Note: 8B14M053 (9 pages)
Industry: Health Care Services
Issues: Health care; stakeholder; performance management; privatization; Canada
Difficulty: 4 - Undergraduate/MBA

Alison Konrad, Ken Mark

Product Number: 9B14C024
Publication Date: 10/15/2014
Revision Date: 10/15/2014
Length: 7 pages

In July 2009, C&F Consulting, Inc., based in Toronto, sends a team of five brand strategists to work with a client in China on marketing and advertising for a car brand specific to the North American market. The team, consisting of four men and one woman, often meet for dinner after their day’s work, which consists of conducting a crash course in North American-style marketing for the Chinese client’s cohort of new recruits. The woman feels that one of the men on the team treats her with great disrespect, bordering on sexual assault. If she brings up the issue, will all four of her male colleagues take offence? Will they gossip about her at the office and isolate her at work? What might be the impact on her career if she is perceived as anti-social or thin-skinned? How will her superiors react to her accusations? What is the definition of sexual assault in Canadian law, and can she pursue a civil case against her alleged assailant although the acts happened in a foreign country?

Teaching Note: 8B14C024 (6 pages)
Industry: Information, Media & Telecommunications
Issues: Gender issues; sexual harassment; leadership; coaching; difficult conversations; Canada
Difficulty: 4 - Undergraduate/MBA

Chapter 11:
Strategic Pay Plans

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

Stephen Sapp, Ramasastry Chandrasekhar

Product Number: 9B10N002
Publication Date: 2/11/2010
Length: 17 pages

The case presents the situation faced by the board of directors at Hydro One, a government-owned Canadian electric utility, as they discuss updating the current executive compensation packages because of the pending privatization of Hydro One. As a government owned enterprise, compensation was moderated by the job security and prospects of career advancement in the public sector, but the imminent privatization required the compensation system to be revisited. The case presents details of the current compensation system for Hydro One's key officers and the comparative data for their counterparts at similar firms. The case allows for discussion of the interplay between corporate governance processes, the corresponding responsibilities of directors and the decisions they make, in particular chief executive officer and executive compensation. The postscript to the case allows for a lively class room discussion of corporate governance, fiduciary responsibility and communication among major stakeholders.

Teaching Note: 8B10N02 (13 pages)
Industry: Utilities
Issues: Fiduciary Responsibility; Corporate Governance; Executive Compensation; Privatization
Difficulty: 4 - Undergraduate/MBA

Scott L. Schneberger, Ken Mark

Product Number: 9B01E016
Publication Date: 8/31/2001
Revision Date: 12/18/2009
Length: 7 pages

Lucent Technologies is a worldwide company that delivers systems and software for next-generation communication networks. The company is restructuring to try to improve its stock value after significant losses. A key component of the company's restructuring is the retention of their information technology employees. There is an industry wide shortage of IT workers, causing a large number of these workers to job-hop for better pay. The chief executive officer needs to decide what employee compensation programs should be in place, determine if workplace conditions and rules need to be changed and if the company's recruiting program is attracting the best talent.

Teaching Note: 8B01E16 (7 pages)
Industry: Information, Media & Telecommunications
Issues: Personnel Management; Information Systems; Employee Retention; Management of Technology
Difficulty: 4 - Undergraduate/MBA

Chapter 12:
Pay-for-Performance and Financial Incentives

Michael Taylor, Rocky Campana

Product Number: 9B12A041
Publication Date: 10/17/2012
Revision Date: 10/17/2012
Length: 9 pages

This case concerns the bonus structure for a representative sales team. Pharma Talent, a contract sales company for pharmaceutical companies across Canada, promised its clients that its representatives would drive sales at a lower cost than what the client would incur if it had its own sales force. Historically, it had contracts with products that targeted physicians (e.g., prescription drugs or medical devices); however, a new contract in Ontario involved an over-the-counter (OTC) product. Pharma Talent currently had a pay-for-performance bonus structure that had already been revised three times. Nevertheless, due to the structure of the different territories in Ontario, many sales team members thought the bonus was unfair and very discouraging, while its pay-for-performance structure did not meet the clients' needs.

Teaching Note: 8B12A041 (7 pages)
Industry: Health Care Services
Issues: Sales Force Compensation; Resource Management; Sales Process; Retail Merchandising; Canada
Difficulty: 4 - Undergraduate/MBA

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

John S. Haywood-Farmer, Eleni Mitsis

Product Number: 9B07C016
Publication Date: 5/15/2007
Length: 6 pages

Dr. Jack Perry, a sole practitioner dentist in a small town in Ontario, had a meeting with one of his employees who suggested that there were several problems in the office. These include: low morale, lack of motivation to grow the business, fill cancellations, follow up on collections, and engage in cross-sell procedures. He had noticed these problems previously but felt unsure about his personnel and business management skills. Using his notes from a presentation made by a business consultant at a dental conference, he must decide how to act in order to address these problems.

Teaching Note: 8B07C16 (5 pages)
Industry: Health Care Services
Issues: Morale; Motivation; Employee Attitude; Compensation
Difficulty: 4 - Undergraduate/MBA

Chapter 13:
Employee Benefits and Services

Alison Konrad, Amy Shuh

Product Number: 9B13C046
Publication Date: 12/20/2013
Revision Date: 5/3/2019
Length: 9 pages

Deloitte Dads is a firm-sponsored diversity and inclusion initiative aimed at supporting working fathers within Deloitte (Canada) LLP, an independent member of the Deloitte Touche Tohmatsu Limited global network. With support from senior management, Deloitte Dads was founded in 2010 by a junior consultant in the management consulting division in the company’s Greater Toronto Area office and quickly gained both members and media attention. The group not only had to be distinctly separate from other parenting initiatives already in place but had to negotiate with the company’s performance management practices, which historically had not considered flexibility in appraising employees. In 2013, the founder was wondering not only if the group could be rolled out to other divisions within the company across the country and perhaps across the world but also how best to handle its success while managing his own career and the demands of being a father of two small children. He had mastered the quarterly events within his office, but how could he create a formal governance model? Already working 80 to 90 hours per week, with no end in sight, how was he going to make Deloitte Dads sustainable and successful?

Teaching Note: 8B13C046 (11 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Gender; diversity; human resource management; change management; family-work interaction; Canada
Difficulty: 4 - Undergraduate/MBA

Norma Nielson, Lisa Surmon

Product Number: 9B13N002
Publication Date: 4/22/2013
Revision Date: 4/22/2013
Length: 8 pages

This case examines retirement and pension-related decisions from a financial perspective, using the example of a university professor, Dr. Carl Pettigrew. Dr. Pettigrew has a comprehensive pension plan through his employer, but needs to take into consideration his obligations to his ex-spouse and his existing life insurance policy. Due to all of the different elements under consideration, the case represents a moderately complex situation for the pension holder. Students are asked to take the role of a financial planner, to help Dr. Pettigrew work through all of the factors he needs to take into account and make the best decision about when and how to retire.

Teaching Note: 8B13N002 (19 pages)
Industry: Finance and Insurance
Issues: Personal finance; pensions; insurance; divorce; Canada
Difficulty: 4 - Undergraduate/MBA

Edward Akhentoolove Corbin, Betty Jane Punnett

Product Number: 9B04C053
Publication Date: 4/11/2005
Revision Date: 10/9/2009
Length: 9 pages

The merger of the Caribbean holdings of Barclays Bank Plc. and the Canadian Imperial Bank of Commerce (CIBC) is going ahead, and the reality of integration of very diverse systems and procedures has to be faced. The case deals with understanding the current situation in terms of existing policies and designing policies that would be acceptable to employees from both banks in the organization - FirstCaribbean International Bank - which would be created by the merger. A critical aspect of the merger is the harmonization of compensation and benefits that must be resolved as a matter of priority. This case may be taught on a stand alone basis, or in combination with any of four additional cases that deal with various functional issues: 1) General Management - CIBC and Barclays: Should Their Operations be Merged, product 9B04M067. 2) Information Systems - Information Systems at FirstCaribbean: Choosing a Standard Operating Environment, product 9B04E032. 3) Accounting and Finance: CIBC Barclays: Accounting for Their Merger, product 9B04B022 4) Technical note: Note on Banking in the Caribbean, product 9B05M015.

Teaching Note: 8B04C53 (6 pages)
Industry: Finance and Insurance
Issues: Consolidations and Mergers; Benefits Policy; Compensation; Change Management; University of West Indies
Difficulty: 4 - Undergraduate/MBA

Chapter 14:
Occupational Health and Safety

Mary Weil, Paul Bigus

Product Number: 9B12M117
Publication Date: 12/18/2012
Revision Date: 12/18/2012
Length: 14 pages

The director of the Infection Prevention and Control Unit at the University Health Network (UHN), in Toronto, Canada, is working to reduce healthcare acquired infections (HAIs) by using a different way to communicate with hospital staff. Through positive deviance (PD), participants are gaining new perspectives to help identify the changes that are needed to reduce HAIs. The initiative has been successful at UHN. Now the director needs to figure out how to spread the success of positive deviance to more health care regions and facilities in Canada and the United States to improve patient lives and the quality of health care.

Teaching Note: 8B12M117 (8 pages)
Industry: Health Care Services
Issues: Communications; Employee Engagement; Organizational Culture; Sustainability; Canada
Difficulty: 4 - Undergraduate/MBA

James A. Erskine, Ryan Doornbos

Product Number: 9B02C019
Publication Date: 4/25/2002
Revision Date: 11/9/2009
Length: 13 pages

A university student has taken a summer job as the manager of a house painting franchise. He is determined to offer customers quality work and to hire painters who can work long hours to help him achieve his high production goals. Six employees were hired and trained by the end of May. By mid-June, however, he is faced with a crisis situation: three of the employees have resigned and another has had a job-related accident. The manager must deal with the injured employee and the owner of the home where the accident occurred. He also needs to hire new employees and to consider whether his management played a role in the number of resignations.

Teaching Note: 8B02C19 (6 pages)
Industry: Other Services
Issues: Safety; Liability; Employee Retention; Human Resources Management
Difficulty: 4 - Undergraduate/MBA

Chapter 15:
Managing Employee Separations: Foundations of Employee Engagement Communication, and Turnover Management

Alexandra Roth, David T.A. Wesley

Product Number: 9B11C032
Publication Date: 7/27/2011
Revision Date: 6/11/2012
Length: 4 pages

The case discusses an American food processor that embraced faith in the workplace, which helped to increase employee satisfaction and reduce turnover. Recently, Tyson Foods had sought to broaden its religious accommodation to reflect the changing demographics of its employees. At the time of the case, Christian fundamentalism was the predominant religion of Tyson and many employees and community members reacted negatively to the company’s efforts to accommodate Islam in a factory that employed a significant number of Muslims. The company was faced with a decision of how to react to the backlash against its Muslim employees.

Teaching Note: 8B11C031 (7 pages)
Industry: Manufacturing
Issues: Human Resource Management; Employee Relations; Discrimination; Holidays; Islam; United States
Difficulty: 4 - Undergraduate/MBA

Lynda St. Clair, Lori A. Coakley, James C. Segovis

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

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

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

David J. Sharp, Ken Mark

Product Number: 9B02C014
Publication Date: 4/8/2002
Revision Date: 10/29/2009
Length: 7 pages

Northeastern Mutual Life is a large insurance company. As a result of falling profitability, the chief executive officer has to evaluate the rights of various stakeholders as he plans to reduce staff. He must quantify in dollar terms the moral claims of shareholders and various other stakeholders, and apply ethical analysis where legal requirements are unclear. In particular, he must decide how to manage the layoffs and the implications to the company of the payout of pension benefits.

Teaching Note: 8B02C14 (4 pages)
Industry: Finance and Insurance
Issues: Ethical Issues; Employee Termination; Productivity; Human Resources Management
Difficulty: 4 - Undergraduate/MBA

Timothy Ewest, David W. Miller, Kacee Garner, Holly Huser

Product Number: 9B14C056
Publication Date: 2/5/2015
Revision Date: 2/4/2015
Length: 5 pages

Religion in the workplace is of growing interest as more individuals desire to express their spirituality and incorporate their whole selves there. Expression can take a variety of forms as employees and employers attempt to integrate their personal beliefs into their daily work.

This case considers two organizational sides of integrating faith into the workplace: the employee and employer perspectives. The first part of the case takes the perspective of the owner of Hobby Lobby, a privately held arts and crafts company whose founder has always endeavoured to incorporate his Christian beliefs within business practices. The company must react to changes imposed by the Affordable Care Act of 2010 that it perceives as contrary to its values. The second part of the case considers religious discrimination experienced by an employee of AutoZone, a distributor and retailer of automobile parts. What is the place of religion in the workplace? How important is it for organizations to adapt to various forms of religious expression?

Teaching Note: 8B14C056 (7 pages)
Industry: Retail Trade
Issues: Religion; workplace; diversity; management; United States
Difficulty: 4 - Undergraduate/MBA

Chapter 16:
Labour Relations

Gerard Seijts, Jana Seijts, Paul Bigus

Product Number: 9B13C024
Publication Date: 7/9/2013
Revision Date: 10/11/2013
Length: 18 pages

The relationship between Aboriginal peoples and the Canadian government has been characterized by conflict and change. Although the Conservative government seemed to support Aboriginal objectives when it issued an historic apology in 2007 for the abuses suffered under the residential schools program and signed the United Nations Declaration on the Rights of Indigenous People in 2008, it included changes to the Indian Act in its 2012 omnibus Bill C-45 that put economic development ahead of environmental protection and violated numerous First Nations treaties. In response, a group of First Nations activists initiated the Idle No More movement, which used social media to organize demonstrations around the country, including teach-ins, flash mob round dances and blockades of major transportation routes. Although supported by many non-Aboriginal environmental and human rights groups both in Canada and abroad, the movement appeared to lose steam after the prime minister met Aboriginal leaders to outline eight key items of consensus for action to address Aboriginal and treaty rights, health care, education and employment issues and Chief Theresa Spence suspended the hunger strike that had galvanized support. How could Idle No More organizers maintain the momentum and awareness they had worked so hard to achieve?

Teaching Note: 8B13C024 (10 pages)
Industry: Other Services
Issues: Aboriginal Rights; Social Media; Change Leadership; Large Movements; Canada; Indigenous Peoples; Aboriginal Peoples
Difficulty: 4 - Undergraduate/MBA

Matthew Thomson, Jesse Baker

Product Number: 9B10A012
Publication Date: 5/18/2010
Revision Date: 6/16/2010
Length: 16 pages

This case looks at the Ultimate Fighting Championships (UFC) and its parent company, Zuffa LLC (Zuffa), through the role of the recently hired chief marketing officer (CMO). As the CMO of the largest organization in the world's fastest growing sport, mixed martial arts, he faces many decisions about the future of the organization. The CMO must determine the best way to both manage the organization's ambitious international expansion initiatives and protect the UFC brand in new markets, while also preserving the experience for the league's core North American fan base. The CMO must evaluate the company's sponsorship relationships and develop a strategy to cope with increasing competition in both domestic and international markets.

Teaching Note: 8B10A12 (10 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Brand Meanings; Equity; International Expansion; Celebrity CEO; Labour Relations
Difficulty: 4 - Undergraduate/MBA

Gerard Seijts, Ann C. Frost, Ken Mark

Product Number: 9B06C005
Publication Date: 4/11/2006
Revision Date: 9/17/2009
Length: 23 pages

Having overseen the oftentimes acrimonious merger of Canadian Airlines, witnessed the depression in the airline passenger market in the wake of September 11, 2001, been negatively affected by the war in Iraq and the SARS threat in the spring of 2003, Robert Milton, CEO of Air Canada, had only recently reached 11th hour settlements with Air Canada's major unions. It was these agreements that had saved Air Canada from liquidation. Public critics pointed fingers directly at Milton and his actions to date as a major reason why employees and union leaders alike were so reluctant to commit to the economic health and viability of the airline. Victor Li, owner of Trinity Time Investments Ltd., was poised to buy a controlling stake in Air Canada. The proposal deal would give him veto power over a list of 23 different matters, including hiring the CEO. Should Li be confident in Milton and his management team to lead Air Canada through its next phase? Or would Air Canada be best served if Milton were let go after having brought the airline to this point?

Teaching Note: 8B06C05 (17 pages)
Industry: Transportation and Warehousing
Issues: Leadership; Management Succession; Change Management; Labour Relations
Difficulty: 4 - Undergraduate/MBA

Chapter 17:
Managing Human Resources in a Global Business

Mary Weil, Julia Cutt

Product Number: 9B14C045
Publication Date: 10/15/2014
Revision Date: 10/28/2014
Length: 9 pages

By the spring of 2014, the founder of EarthWear Face & Body is in desperate need of part-time employees to help run her successful skin care retail business, which she runs out of her home in North Battleford, Saskatchewan. After eight years of hard work, she has turned her part-time hobby making all-natural skin care products into a thriving business. She sells her products online, through retail stores, at craft and trade shows and at the Saskatoon Farmers' Market. But her successful business has become too much work for her to manage on her own. A failed attempt to bring on a part-time employee made it clear that she needs to develop a targeted recruitment strategy. How can she effectively communicate her corporate culture to attract the best candidates? See supplement 9B14C046.

Teaching Note: 8B14C045 (7 pages)
Industry: Retail Trade
Issues: Corporate culture; human resources; communication; Canada
Difficulty: 3 - Undergraduate

Jannifer David, Ahmed Maamoun

Product Number: 9B08C019
Publication Date: 10/20/2008
Length: 5 pages

The growing globalization of many industries has led many U.S.-based companies to open facilities overseas. In the process, researchers have counselled U.S. companies to adopt many local customs and policies to increase their probability of success in these new locations. During this same time period, many foreign-owned companies have moved into the United States and either purchased existing facilities or started new operations. The purpose of this case is to investigate how a non-American company (Toivonen) has adapted to the U.S. environment. It assesses the role of the parent company culture in the day-to-day operations of the American subsidiary.

Teaching Note: 8B08C19 (8 pages)
Industry: Manufacturing
Issues: Cultural Customs; Acquisition Strategy; Management in a Global Environment; Human Resources Management
Difficulty: 4 - Undergraduate/MBA

Andreas Schotter

Product Number: 9B14C041
Publication Date: 8/29/2014
Revision Date: 10/20/2017
Length: 5 pages

International Services Group (ISG) serves global and local clients with accounting solutions. ISG has grown substantially over the last few decades, thanks to a very pro-active management culture at the local subsidiary level. While this growth has been good, it has also introduced certain inefficiencies. ISG’s chief executive officer now wants to change the organization from a locally responsive structure to a globally integrated one by introducing a global accounting software program. The case describes how the implementation meeting, which was conducted in a video-conferencing format, failed. The case deals with boundary-spanning leadership issues across functional, cultural, hierarchical and geographic domains, and it highlights the managerial side of change.

Teaching Note: 8B14C041 (9 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Boundary spanning; cross culture; change management; global versus local
Difficulty: 4 - Undergraduate/MBA