Ivey Publishing

Leadership in Organizations

Yukl, G.,8/e (United States, Pearson, 2014)
Prepared By Eunika Sot,
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Introduction: The Nature of Leadership

Vivien K.G. Lim, Nikodemus Jaya

Product Number: 9B15C006
Publication Date: 2/19/2015
Revision Date: 2/12/2015
Length: 12 pages

In January 2012, Singapore Mass Rapid Transit (SMRT) Corporation’s chief executive officer resigned after two major breakdowns on the North-South Line in December 2011. SMRT was a public transport operator in Singapore, with a transportation network that comprised buses, trains and taxis. The two breakdowns were arguably the largest public transportation incidents in Singapore’s history, prompting public outrage and heavy criticism of the CEO’s qualifications and personal style. However, it was uncertain whether she, as CEO, bore primary responsibility for the train breakdowns. To what extent did her gender and unconventional style affect the public’s perception of her effectiveness as a leader? How much did the media influence the public’s perception? Could the train breakdowns have been averted if a CEO with an engineering background or industry-specific experience had been in charge?

Teaching Note: 8B15C006 (7 pages)
Industry: Other Services
Issues: Gender; power; women; crisis; Singapore
Difficulty: 4 - Undergraduate/MBA

Audrey Chia, Hwee Sing Khoo

Product Number: 9B13C030
Publication Date: 1/24/2014
Revision Date: 1/24/2014
Length: 10 pages

The Duke-NUS Graduate Medical School in Singapore was initially established with the intention of transplanting the Duke University School of Medicine curriculum to Singapore, where the British style of medical education had been dominant. A small team of pioneer faculty faced many challenges, including transplanting the U.S. model while trying to improve upon and adapt it to the local environment, facing skepticism from the local medical community, and securing support for an innovative educational approach both inside and outside the school. The public watched carefully as the first cohort of students prepared to graduate. How would these graduates perform? What would their performance say about the efforts of the Duke-NUS faculty and its supporters?

Teaching Note: 8B13C030 (6 pages)
Industry: Educational Services
Issues: Leadership; change management; teams; stakeholder engagement; Singapore
Difficulty: 5 - MBA/Postgraduate

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

Chapter 2:
Nature of Managerial Work

Fengli Mu, Tieying Huang, Jiao Li

Product Number: 9B14C054
Publication Date: 3/20/2015
Revision Date: 3/26/2015
Length: 10 pages

In September 2008, the CEO of Rainbow Group, a Chinese group of companies specializing in environmental protection services, was in Beijing, China, thinking about his experience that evening. A few hours ago, eight senior executives from Rainbow Group’s subsidiary in Hangzhou had come to Beijing requesting that the CEO fire their general manager, who had been appointed by the CEO only six months ago. This manager had taken control of the Hangzhou subsidiary with ambitious efforts to implement lean management and better cost control, but had met resistance from the other managers. The CEO was reviewing this appointment and thinking hard. What was the problem? What should he do?

Teaching Note: 8B14C054 (7 pages)
Industry: Manufacturing
Issues: Personnel selection; job analysis; leadership; team building; China
Difficulty: 4 - Undergraduate/MBA

Lucia F. Miree, John E. Galletly

Product Number: 9B12M007
Publication Date: 3/19/2012
Revision Date: 3/12/2012
Length: 15 pages

This case is about a software development company, Telerik, which was based in Bulgaria and had international offices. The company was founded in 2002 and had become a world leader in user interface (UI) components for Microsoft’s .NET framework. It was still managed by its original four founders and had grown to 400 employees. In 2006, in response to fast growth and to retain its rapid development product process, Telerik adopted agile development, which was a values-driven process that included decentralization, rapid development cycles, intense customer service, teamwork, and face-to-face communication.

Telerik had moved into a new and modern building and its physical environment was designed specifically to facilitate agile development. The company’s management style was informal, hands-on, consultative, and development-driven, with a youth-focused culture. Its recent innovations in benefits, including concierge services and stock options, had given Telerik an edge in human capital with an employee turnover rate of under five per cent. The founders’ success was based upon the rapid deployment of committed human capital in a culture of teamwork and custom. They were excited about the growth of Telerik, but wondered how the company could continue to be successful and innovate.

Teaching Note: 8B12M007 (10 pages)
Industry: Information, Media & Telecommunications
Issues: Agile Management; Organizational Culture; Information Technology; Employee Engagement; Product Design/Development; Bulgaria
Difficulty: 3 - Undergraduate

Jane M. Howell, Ken Mark

Product Number: 9B11C024
Publication Date: 7/12/2011
Length: 4 pages

This role-play case involves a series of sessions in which the student (and each member of his or her team) will play the role of Benjamin Cheung, the vice president of HCM Asia Private Limited, a financial services firm based in Hong Kong. Cheung has an open-door policy where any manager can drop by to see him, on their own initiative, to ask for ideas, guidance, or a decision on an issue. He has only six minutes to see each manager in this informal coaching session since he has to leave for another important meeting at head office. Cheung knows the key details of each manager’s background and development needs, but does not know in advance what the manager’s specific concerns are. It will be necessary for Cheung to explore the manager’s concerns through active listening, asking questions, and summarizing. Each of the manager roles is typical of those you might meet in an Asian organization, such as a highly skilled, technically focused leader who defaults to top-down management, an associate who lacks self-confidence and avoids confrontation at all cost, an ambitious associate who wants an international assignment but struggles with his current workload, and a detail-oriented leader who focuses on processes while losing sight of the big picture.

Teaching Note: 8B11C024 (10 pages)
Industry: Finance and Insurance
Issues: Coaching; Asian Management
Difficulty: 5 - MBA/Postgraduate

Chapter 3:
Effective Leadership Behaviour

Mary Weil, Chitra P. Reddin

Product Number: 9B15C002
Publication Date: 2/3/2015
Revision Date: 1/20/2017
Length: 13 pages

AWARD WINNING CASE – This case won the Responsible Leadership category at the 2015 EFMD Case Writing Competition. The president and CEO of Providence Healthcare needs to devise a plan to sustain positive change at the health care company. In just four years, she has led the organization through massive change and turnaround, from potential crisis to financial health and innovation. She now needs to consider how to integrate and embed the values that helped her drive change and foster collaboration, both at Providence and with its key partners. What more can she do to sustain positive change at Providence Healthcare through her values-based leadership and to win the support of key stakeholders well into the future? Much of the success thus far has depended on her values and character as a leader.

Teaching Note: 8B15C002 (8 pages)
Industry: Health Care Services
Issues: Change management; leadership character; values; communications; Canada
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 derailment; leader character; Canada
Difficulty: 4 - Undergraduate/MBA

Sunita Mehta, Surya Kant Sharma

Product Number: 9B13C040
Publication Date: 1/8/2014
Revision Date: 12/20/2013
Length: 17 pages

An infrastructure conglomerate is facing serious challenges following its construction of a world-class airport. The group's leader possesses unique managerial skills, coherent leadership and clear vision, but the airport must contend with an unstable political and economic environment, both nationally and internationally, as well as a number of delays and bureaucratic hurdles. As a result of these external factors, revenues have been much lower than expected, in spite of the overall success of the group's groundbreaking airport project. The company's leader knows that it will take stringent steps and corrective action to confront these issues effectively.

Teaching Note: 8B13C040 (7 pages)
Industry: Transportation and Warehousing
Issues: Airports; leadership; India
Difficulty: 5 - MBA/Postgraduate

Chapter 4:
Leading Change and Innovation

Jean Lee, Rebecca Chung, Jianhua Zhu, Chun (Jane) Xie

Product Number: 9B14C012
Publication Date: 3/27/2015
Revision Date: 3/27/2015
Length: 6 pages

Case A describes the difficult situation facing the recently appointed plant manager of Shanghai Michelin Warrior Tire, a joint venture between a poorly performing Chinese state-owned enterprise and a France-based private company, Michelin Corporation. Michelin headquarters was pressing the plant manager to implement the Management System of Daily Production to improve the factory’s performance, but the plant manager sensed that the plant’s employees were not yet ready. He contemplates what changes to make in this factory and how best to do so. Case B, 9B14C013, reports on the plant manager’s actions to improve the joint venture’s performance.

Teaching Note: 8B14C012 (8 pages)
Industry: Manufacturing
Issues: Change leadership; authentic leadership; humanistic management; China
Difficulty: 5 - MBA/Postgraduate

Susan Fleming, Alyssa W. Goldman

Product Number: 9B14C022
Publication Date: 5/2/2014
Revision Date: 4/23/2014
Length: 12 pages

In fall 2009, the new president and chief executive officer of PAR Springer-Miller Systems, based in Stowe, Vermont, is tasked with leading the most significant innovation effort the company has undertaken since its founding in 1984. The company is a leading provider of property management, point-of-sale and spa management systems for high-end hotels, resorts, spas and casinos worldwide, but its legacy products are based on outdated technology and subject to increasing customer complaints; at the same time, the global recession has negatively affected the high-end market. In his first year, the new president has made significant progress in restructuring the organization and shifting its culture to a more entrepreneurial one. He is ready to begin the development of an entirely new product but has to decide on strategy, in particular deciding on the best market on which to focus the new software product and then mapping out a plan to execute its development and launch. How can he elicit a radical innovation from a team of management and employees so culturally rooted in their past accomplishments and legacy products? Should he look for a technology partner and develop the new product in a different location? Can the legacy products be kept up and running long enough for the new product to generate sufficient sales that they can be retired? These are the issues that must be addressed or the company may well face a dire future.

See B Case 9B14C023.

Teaching Note: 8B14C022 (16 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Innovation; technology; hospitality; leading culture change; United States
Difficulty: 4 - Undergraduate/MBA

Jim Kayalar

Product Number: 9B12C037
Publication Date: 9/26/2012
Revision Date: 9/24/2012
Length: 11 pages

The case presents a change initiative at a large health care facility that aims to maximize shareholder value by introducing lean health care. While change management performance can be measured in financial terms, what happens when a mishandled change initiative starts to endanger the lives of patients?

Teaching Note: 8B12C037 (6 pages)
Industry: Health Care Services
Issues: Change Management; organizational change; lean health care; restructuring; Asia
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Participative Leadership and Empowerment

Subrat Kumar, Asha Bhandarker

Product Number: 9B14C058
Publication Date: 4/7/2015
Revision Date: 3/25/2015
Length: 8 pages

As a leading name in the Indian tractor industry, New Holland Tractors India (CNH) is known for its participative employee culture and holds the distinction of having no employee union organization to date, a feat generally unheard of in this industry in India. Thanks to its excellent community-management policies, CNH has derived certain indirect benefits in the form of increased workplace productivity and improved employee behaviours. The company wants to roll out some aggressive plans for growth, but of late, a series of altercations between its blue-collar and white-collar employees threatens to disturb workplace harmony. In terms of its human resource policies, CNH’s management team must decide whether to maintain the status quo or put some new strategies in place.

Teaching Note: 8B14C058 (6 pages)
Industry: Manufacturing
Issues: Strategic HRM; people management; India
Difficulty: 4 - Undergraduate/MBA

Sonia Mehrotra, Oana Branzei

Product Number: 9B14C018
Publication Date: 9/3/2014
Revision Date: 1/26/2017
Length: 16 pages

AWARD WINNING CASE - Responsible Leadership category, 2014 European Foundation for Management Development (EFMD) Case Writing Competition.

In February 2014, a McKinsey Global Institute report proposed tracking an empowerment line that could enable India’s citizens to get out of poverty by providing the resources they needed to build better lives. This prompted Ela Bhatt, founder of the India-based Self-Employed Women’s Association, to take stock of her initiative to empower women working in India's informal sector. Since 1972, her organization has been widely acclaimed as a global first mover and active champion of grassroots development. Quickly approaching two million members in India and six neighbouring countries, and inspiring similar efforts in South Africa, Ghana, Mali and Burkina Faso, it exemplifies a unique form of positively deviant organizing by speaking to the centrality of human beings at work. Given resources, support and encouragement, its many members have used their own human agency even in the direst of circumstances to better their lives in ways most meaningful to them, for instance, by creating childcare, health care, banking, farming and education cooperatives. However, as she reaches retirement and contemplates the future, Bhatt wonders if the new generation of Indian leaders will take up the Gandhian socially minded path or follow the commercial careers opening up in the country’s multinational sector. Also see B case 9B14C019.

Teaching Note: 8B14C018 (15 pages)
Industry: Social Advocacy Organizations
Issues: Leadership; character; empowerment; social movements; India
Difficulty: 4 - Undergraduate/MBA

Dima Jamali

Product Number: 9B11C019
Publication Date: 8/25/2011
Revision Date: 11/21/2016
Length: 12 pages

Ruwwad was a youth-centric community development organization aimed at empowering and supporting marginalized and underdeveloped communities in the Arab world. It had launched numerous programs revolving around three main components: 1) youth empowerment, 2) community empowerment, and 3) child development. Samar Dudin, regional head and program manager of Ruwwad, was reflecting on the key strengths, weaknesses, opportunities, and challenges that Ruwwad faced in its home operation so that she could present her recommendations to the board of directors (BOD) on Friday. Her main concern was to present to the BOD a reasoned plan on how to expand the Ruwwad model and how to strengthen the partnerships required to scale up the impact of the model in the future.

Teaching Note: 8B11C019 (8 pages)
Industry: Educational Services
Issues: Community Development; Corporate Social Responsibility; Youth Empowerment; Arab World
Difficulty: 4 - Undergraduate/MBA

Chapter 6:
Leadership Traits and Skills

Cherlyn Granrose, Alison Konrad

Product Number: 9B12C033
Publication Date: 6/26/2012
Revision Date: 10/25/2012
Length: 11 pages

The purpose of this exercise is to assess students’ group leadership and followership skills. Participants prepare for the exercise individually by reading six mini-cases that describe people-management challenges and then selecting a solution for these challenges from the options provided at the end of each case. During the exercise, participants are randomly assigned to discussion groups of five to six members, where each person serves as a leader for one case and as a participant for the remaining five case discussions. The discussions give participants the opportunity to exhibit effective leader and follower group behaviours and to demonstrate their oral communication, judgment, and decision-making skills. Self-assessment and group observation forms are provided.

Teaching Note: 8B12C033 (10 pages)
Industry: Other Services
Issues: Assessment Centre; Group Leadership; Management Skills
Difficulty: 4 - Undergraduate/MBA

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

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

Chapter 7:
Contingency Theories and Adaptive Leadership

Rajiv Agarwal, Keith D'Souza, Arun Jacob Kumbluvelil

Product Number: 9B14C008
Publication Date: 6/18/2014
Revision Date: 6/18/2014
Length: 8 pages

A newly appointed state program manager for a non-governmental organization (NGO) has been given the responsibility of managing several health centres in rural India. The state program manager quickly found that his new business environment was full of interpersonal difficulties and unprofessional conduct, which were threatening to derail the organization’s goals. Despite being a newcomer to a well-established and structured NGO, the manager knew that he would have to find a way to persuade his staff to work as a team and to focus on the tasks at hand: the question was, how?

Teaching Note: 8B14C008 (16 pages)
Industry: Health Care Services
Issues: Social sector; leadership; uncertainty; public-private partnership (PPP); India
Difficulty: 5 - MBA/Postgraduate

Margaret Sutherland, Anthony Wilson-Prangley, Verity Hawarden

Product Number: 9B13C029
Publication Date: 10/1/2013
Revision Date: 8/12/2015
Length: 12 pages

The Wits Reproductive Health and HIV Institute (WRHI), a South African non-government organization, played a crucial role in turning the tide in the fight against HIV/AIDS in Africa. The organization significantly influenced the national response to the HIV/AIDS epidemic through its credibility, research output and multiple stakeholder engagement. The collaborative multiparty relationships between WRHI's stakeholders were a key component of the organization's success. However, WRHI’s sustainability faced serious challenges in the rapidly changing operating environment, particularly since the organization was totally dependent on funders. What strategic initiatives should WRHI pursue?

Teaching Note: 8B13C029 (11 pages)
Industry: Social Advocacy Organizations
Issues: Stakeholder management; power; influence; capacity building; public sector; evidence-based research; South Africa
Difficulty: 5 - MBA/Postgraduate

Stephen Grainger

Product Number: 9B09C021
Publication Date: 12/8/2009
Length: 8 pages

An Australian business professor has just arrived in China with a group of students, when one of the group members comes down with the H1N1 virus. The entire group is hospitalized or quarantined. The professor, who is also the tour director, must determine how to deal with the crisis, and quickly. This case is designed for use in a crisis management course, or in an early class in an international management course to illustrate the sorts of differences one may confront in international settings.

Teaching Note: 8B09C21 (7 pages)
Industry: Health Care Services
Issues: China; Health Care; Contingency Management; Crisis Management; Swine Flu
Difficulty: 4 - Undergraduate/MBA

Chapter 8:
Power and Influence Tactics

Gerard Seijts, Andy Holloway

Product Number: 9B13C037
Publication Date: 10/30/2013
Revision Date: 10/30/2013
Length: 7 pages

In a testament to the power of social media and the effect it can have on a business, the chief executive officer of a bank adopts the habit of taking to Twitter on a daily basis to promote his company’s services. But when the bank’s most recent ad campaign ignites a furor among TV audiences, Twitter quickly becomes a vehicle for crucifying the bank rather than promoting it. Within a week of the ad's air date, the bank is inundated with angry tweets, Facebook messages and media criticism. It becomes clear that the bank has made a mistake and will have to act quickly to decide on an appropriate response.

Teaching Note: 8B13C037 (10 pages)
Industry: Finance and Insurance
Issues: Leadership; character; apologies; communication; Twitter; Facebook; Canada
Difficulty: 4 - Undergraduate/MBA

Padhmanabhan Vijayaraghavan

Product Number: 9B10C030
Publication Date: 3/29/2011
Length: 5 pages

This case depicts how executives who are holding power in an organization can create chaos due to interpersonal conflict. Rao and Naik, two senior executives at TKC Consulting in India, scapegoated an innocent subordinate during the course of their rivalry. Their actions, not befitting the positions they held, created confusion and misunderstanding in the organization. The chairman of the company understood that their selfish, power-hungry actions could not be explicitly pointed out, as this would merely result in a cycle of blame. Yet he also knew that if the conflict was not addressed immediately, it would cause more discord within the organization.

Teaching Note: 8B10C030 (10 pages)
Industry: Finance and Insurance
Issues: Organizational Structure; Organizational Behaviour; Management Communication; Conflict Management; India
Difficulty: 4 - Undergraduate/MBA

Charlene Lew

Product Number: 9B10C008
Publication Date: 6/10/2010
Revision Date: 6/18/2010
Length: 16 pages

The case sketches the story of a charismatic and ambitious young business leader who, through value-adding commercial transactions, has helped set a South African pharmaceutical company, Adcock Ingram, on a trajectory of growth. In May 2009, he faces lack of closure and an ambiguous outcome to an offer to acquire a smaller pharmaceutical company. The case demonstrates the power of relationships, where the ambitions of different parties around the negotiations table and the incentives that shape their alliances can make or break a strategic business deal. The case presents students with an opportunity to analyze an unfavourable outcome of a business deal, and build a concept of behavioural requirements of success in business transactions. The case has been designed for class discussion and analysis of factors of leadership that underpin or influence acquisitions. It focuses on the behavioural components of leadership decision-making and their effect on business results. The case can provide a platform for the discussion of motives, interpersonal skills and relationships, and business activities in acquisitions.

Teaching Note: 8B10C08 (22 pages)
Industry: Manufacturing
Issues: Interpersonal Skills; Personal Values; Acquisition Strategy; Behaviours of effective negotiation; GIBS
Difficulty: 5 - MBA/Postgraduate

Chapter 9:
Dyadic Relations and Followers

Gerard Seijts, Jeffrey Gandz, Mary M. Crossan

Product Number: 9B14C016
Publication Date: 3/18/2014
Revision Date: 4/4/2018
Length: 5 pages

Business schools have done an admirable job of teaching competencies, and many business organizations have defined the framework of competencies that are required to be successful in the institution. However, much less attention has been spent on leadership character and the importance of commitment to the leadership role. There is no consistent understanding among executives about what character means, despite a concurrence that it is important. The movie Invictus portrays Nelson Mandela in his first year as the first black president of the newly desegregated South Africa as he persuades not only both black and white populations to support the national rugby team in its effort to win the World Cup but also the players themselves. It provides a truly brilliant illustration of not only the competencies required to lead but also the leadership character and commitment that are needed to lead during trying times.

Teaching Note: 8B14C016 (17 pages)
Industry: Public Administration
Issues: leadership development; character; competencies; commitment; South Africa
Difficulty: 4 - Undergraduate/MBA

Sunita Mehta, Surya Kant Sharma

Product Number: 9B12C016
Publication Date: 4/4/2012
Revision Date: 4/2/2012
Length: 8 pages

The case focuses on an agricultural institute, the International Crops Research Institute for the Semi-arid Tropics (ICRISAT), part of an international agricultural research consortium. Since its inception in 1972, ICRISAT had been a premier agricultural research institute with substiantial international and Indian funding. However, mismanagement and lack of initiative of senior leadership had resulted in multiple crises in organizational functioning and reduced funding by donors. In addition, ICRISAT had to cope with an unfortunate series of leadership changes. In the midst of the decline in staff morale and other daunting challenges, Dr. William Dar joined the institute as the director general. The case describes the various issues faced by Philippine-born Dar when he took over. It also discusses his previous stints in various roles and the style of leadership he displayed during those tenures. The case concludes by presenting the problem of revival of ICRISAT, including reinforcing its research focus.

Teaching Note: 8B12C016 (7 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: Organizational Change; Leadership Styles; Donor Funding; Agricultural Research; India; Ivey/ISB
Difficulty: 5 - MBA/Postgraduate

G. Ramesh, L. Prasad, G.S. Goutham

Product Number: 9B09C022
Publication Date: 7/29/2010
Length: 17 pages

The literature on change and transformation mostly focuses on for-profit organizations, even though not-for-profit organizations offer a richer context for study, and social entrepreneurs are most often at the forefront of large-scale change. The case is an attempt to examine the evolution of a development organization. It centres on a medical professional and his thirty-year struggle in ushering in social transformation in the BR Hills of Southern India, working for tribal and forest development based on a foundation of ethics, self-organization and the assertion of human and individual rights. In 1994, he was awarded the Right Livelihood Award (also known as the Alternative Nobel Prize) for his efforts.

This case can teach the evolution of a) a social entrepreneur into a leader; b) an amorphous service entity into an institution with a network of organizations and c) a low-profile, undemanding clientele with no voice to a demanding clientele expecting choices and rights. The case can also be used to explore the growth of a social enterprise (in terms of objectives, service delivery, roles, scale, etc.); concepts of change and social transformation; and the organizational life cycle and evolution of systems over the cycle. The case highlights the path civic service organizations (CSOs) and social actors tread over time in undertaking to provide public service.

Teaching Note: 8B09C22 (11 pages)
Industry: Social Advocacy Organizations
Issues: Organizational Change; Evolution of Social Organization; Leadership Development; Social Entrepreneurship
Difficulty: 5 - MBA/Postgraduate

Chapter 10:
Leadership in Teams and Decision Groups

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

Syed Salman Ahmad, Santosh Kumar, Sheetanshu Mishra

Product Number: 9B13C010
Publication Date: 5/7/2013
Revision Date: 5/6/2013
Length: 7 pages

This case revolves around the experiences of an MBA student at an Indian business school. The student is dynamic, capable and intent on high achievement, but his pursuit of recognition eventually hampers his and his team’s learning and performance. The case is based on an event that happens within a course on organizational behaviour where the student makes a major mistake in his analysis of a case due to his need to demonstrate his competence and validate himself. This hurts his and his team’s performance on an assigned task. After the event, the student and his team members reflect on the events that led to this mistake. They also take the Myers-Briggs Type Indicator (MBTI) and the Fundamental Interpersonal Relations Orientation - Behavior (FIRO-B) assessments to determine their personality preferences and interpersonal needs that might have influenced the team’s functioning.

Teaching Note: 8B13C010 (26 pages)
Industry: Educational Services
Issues: Personality motivation; perception decision-making; group dynamics leadership; learning performance; India
Difficulty: 4 - Undergraduate/MBA

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

Chapter 11:
Strategic Leadership in Organizations

Maxine Jaffit, Caren Scheepers, Jabu Maphalala

Product Number: 9B15C003
Publication Date: 3/23/2015
Revision Date: 3/20/2015
Length: 12 pages

Comair Limited was South Africa’s largest private airline and consisted of British Airways SA and the low-cost airline kulula.com. After acquiring more fuel-efficient aircraft, Comair decided to adopt Sabre, a reservation and scheduling technology platform. Initially, some Comair executives thought that the Sabre implementation was an IT project, but they soon realized that all employees were affected and that a culture change was required to successfully implement the new standardized way of working. An organizational transformation company was hired and “Operation Crossover” was created as a reference point for employees and metaphor for change in order to enable the change process, starting with a change readiness assessment and culture change roadmap. How could Comair’s CEO capitalize on the positive changes from this project and maintain the profitability and growth of the last 68 years?

Teaching Note: 8B15C003 (11 pages)
Industry: Transportation and Warehousing
Issues: Transformation; change leadership; organizational culture; technology implementation; South Africa
Difficulty: 5 - MBA/Postgraduate

Vidhi Chaudhri, Asha Kaul

Product Number: 9B14C020
Publication Date: 5/22/2014
Revision Date: 5/15/2014
Length: 10 pages

In 1999, IBM India became a wholly owned subsidiary of IBM Corporation and established a presence in 14 cities across the country. True to its integrated philosophy of corporate citizenship, as the parent company expanded business operations to growth markets around the world, it rolled out citizenship initiatives in those markets. In 2011, IBM International Foundation awarded a grant of US$100,000 to IBM India for Smarter Villages, an India-specific project whose goal was to bring rural Indian villages to technological parity with cities by setting up supply chains and introducing micro financing and other services to create opportunities for an increase in farmer incomes. IBM India management hoped that, if successful, the project could be embedded in the organizational fabric of the global company and thus would reflect its own responsible leadership. The question was whether it would be possible to inculcate a spirit of stakeholder engagement and inspire volunteerism among the company’s young workforce.

Teaching Note: 8B14C020 (7 pages)
Industry: Information, Media & Telecommunications
Issues: corporate citizenship; corporate culture; employee engagement; responsible leadership; India
Difficulty: 5 - MBA/Postgraduate

Mary M. Crossan, Mark Reno

Product Number: 9B12M031
Publication Date: 3/26/2012
Revision Date: 2/5/2014
Length: 1 pages

This six-part video case series features social entrepreneur Craig Kielburger as he faces pivotal moments in his life and the remarkable evolution of his organization. The primary dilemmas are strategic in nature and their solutions rely on leadership and social entrepreneurship. Students assume the role of Craig Kielburger in each case, which begins with a video set-up, followed by a short one- or two-page case and a discussion, and concludes with Craig describing what happened in a video clip. (This product consists of one of the six cases. Use product #9B12M031B to order the remaining five cases.)

Teaching Note: 8B12M031 (8 pages)
Industry: Social Advocacy Organizations
Issues: Strategic Renewal; Leadership Character; Social Entrepreneurship; Canada
Difficulty: 4 - Undergraduate/MBA

W. Glenn Rowe, Sean Tucker

Product Number: 9B13C018
Publication Date: 5/27/2013
Revision Date: 11/1/2013
Length: 13 pages

The new executive director is reflecting on her first two months at Carmichael Outreach, a non-profit organization that helps homeless people and others in need in Regina, Saskatchewan. She has already identified several risks to staff and client safety but must also address longer-term issues. Many believe the organization should do more to address the city’s chronic shortage of safe and affordable housing. Although clients, volunteers, staff and the board of directors expect her to develop and express her longer-term vision for Carmichael Outreach, she also needs to manage the day-to-day operations, which include ensuring the safety of clients and staff.

Teaching Note: 8B13C018 (7 pages)
Industry: Social Advocacy Organizations
Issues: Leadership; Strategy; Non-profit Organization; Canada
Difficulty: 4 - Undergraduate/MBA

Chapter 12:
Charismatic and Transformational Leadership

Caren Scheepers, Sonja Swart

Product Number: 9B15C004
Publication Date: 3/3/2015
Revision Date: 3/3/2015
Length: 18 pages

The merger of Momentum and Metropolitan into MMI Holdings Limited, one of South Africa’s largest insurers, played out against the setting of South Africa’s volatile currency and post-apartheid environment, with sensitive employees and a Competition Tribunal that prohibited the retrenchment of around 2,000 employees. The two companies with very different cultures were merged, with only one of the CEOs attaining the Group CEO position. The leaders’ clear vision and focus on change management enabled a successful merger process. How can the Group CEO derive synergies and grow capital from the integration’s next phase to prevent MMI from becoming another merger that fails to provide returns for shareholders?

Teaching Note: 8B15C004 (11 pages)
Industry: Finance and Insurance
Issues: Transformational leadership; merger; organizational change; insurance companies; South Africa
Difficulty: 5 - MBA/Postgraduate

Caren Scheepers, Jabu Maphalala, Chantel van der Westhuizen

Product Number: 9B14C027
Publication Date: 6/18/2014
Revision Date: 6/18/2014
Length: 14 pages

In 2013, the chief executive officer of South Africa’s fourth largest bank, the Nedbank Group Limited, is considering the past and future of his organization. The company is in the process of transformation from a low point in 2003 of poor staff morale and falling share prices, with the threat of losing its licence because of poor capital liquidity, to the best bank in Africa, winning praise for its efforts in environmental sustainability and promoting the post-Apartheid government’s broad-based black economic empowerment policy. Through acquisitions and joint ventures, the company is expanding into neighbouring countries with the result that, after a period of retrenchment, the number of branches and staff has grown. Clearly, his and his predecessor’s clear vision, measurement and focus on culture have enabled the turnaround and subsequent organizational transformation. Yet, in the midst of the global financial crisis, the company is facing increasing competition not only from other banks throughout Africa but from telecommunications companies and retailers that operate financial services. The question now is: Can these transformation efforts be sustained?

Teaching Note: 8B14C027 (16 pages)
Industry: Finance and Insurance
Issues: Transformational leadership; turnaround; organizational culture; management succession; South Africa
Difficulty: 5 - MBA/Postgraduate

W. Glenn Rowe, Sharda Prashad

Product Number: 9B13C005
Publication Date: 11/20/2013
Revision Date: 12/2/2013
Length: 8 pages

The interim president and chief executive officer (CEO) of Ontario’s air ambulance service is reflecting on the first challenging months of his tenure. Previously a deputy minister in the provincial government, he now has to deal with ongoing issues of accountability within the organization and the safety of its fleet of helicopters. In the middle of a media storm of accusations of mismanagement, questionable business and spending practices that had wasted millions of dollars of public funding, problematic hiring of unqualified staff and extravagant salaries, along with possible personal improprieties of the previous CEO, he is wondering what new allegations might surface and how he might not only remedy the internal management problems but regain the public’s trust in the organization.

Teaching Note: 8B13C005 (5 pages)
Industry: Health Care Services
Issues: Ethics; leadership; non-profit organization; Canada
Difficulty: 4 - Undergraduate/MBA

Chapter 13:
Ethical, Servant, Spiritual, and Authentic Leadership

Himanshu Dhaka, Rajen Gupta, Tanuja Sharma

Product Number: 9B14C062
Publication Date: 5/7/2015
Revision Date: 5/7/2015
Length: 8 pages

The Friends of Western Buddhist Order, an organization dedicated to spreading the teachings of Buddha in modern context, started a giftware company called Windhorse, with a two-part vision of making work a context for spiritual growth and raising money for charity. After operating for more than 20 years, Windhorse experienced challenges in keeping up with its rapid business growth. To bridge this gap, the company recruited non-Buddhists to the organization; however, many of the Buddhist members felt that the purpose and meaning that had bonded the members to the organization was fading. As a result, an increasing number of Buddhists started leaving the organization, while many new members were unwilling to work for the low remuneration. Was it viable for such a value-based organization to continue to pursue financial prosperity?

Teaching Note: 8B14C062 (9 pages)
Industry: Wholesale Trade
Issues: Buddhist business; culture; values; socialization; mentoring; United Kingdom
Difficulty: 5 - MBA/Postgraduate

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

Valerie Wallingford, Sharon Gritzmacher

Product Number: 9B11M063
Publication Date: 8/11/2011
Length: 3 pages

This case focuses on a significant problem faced by county-owned Prairie Health Service’s administrators: What could be done to reduce multiple billings and other redundancies among the four divisions of the organization? The administrators’ goal was to implement an integrated records management system that would streamline the registration and billing processes for patients, thereby increasing efficiency and timeliness, as well as reduce financial losses. While this was a fiscally responsible goal for the organization, the records management software package selected by the CEO was inadequate for the task. Rather than listen to the recommendations of his division administrators who had spent considerable time researching potential software, the CEO seemed to be basing his selection decision on the personal relationship he had developed with sales representatives from one of the software firms.

Teaching Note: 8B11M063 (7 pages)
Industry: Health Care Services
Issues: Management Behaviour; Records Management Software; Board/management Relations; Ethics
Difficulty: 3 - Undergraduate

Chapter 14:
Cross-cultural Leadership and Diversity

Cara C. Maurer, Andrew Cornies

Product Number: 9B12C027
Publication Date: 10/26/2012
Revision Date: 10/25/2012
Length: 8 pages

This case concerns the implementation and strategic direction of LGBTA (lesbian, gay, bisexual, transgendered and ally) initiatives at TD Bank Financial Group (TD). In order to maintain its position as the “employer of choice” for the LGBTA community, TD must expand the measures it had taken since its Diversity Leadership Council was created in 2006 to promote a comfortable, barrier-free and inclusive work environment for all employees. TD’s corporate diversity group had been providing a growing number of resources, events and LGBTA-related sponsorships for the past six years, resulting in an exponential growth of engagement by LGBTA employees, but lately the bank’s competitors and other large companies were catching up. Moreover, a recent review showed that there was a large variance in the quality of experience between the different subgroups of TD’s LGBTA community. The bank’s senior manager of corporate diversity must report within a week to the Diversity Leadership Council on how to solve these issues.

Teaching Note: 8B12C027 (8 pages)
Industry: Finance and Insurance
Issues: Change Management; Corporate Social Responsibility; Diversity Management; Social Values and Economic Value; Canada
Difficulty: 4 - Undergraduate/MBA

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

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

Chapter 15:
Developing Leadership Skills

Shaozhuang Ma, Virginia Trigo

Product Number: 9B13C002
Publication Date: 3/7/2013
Revision Date: 3/4/2013
Length: 14 pages

The generation born in China in the 1980s has become an important force in the country’s labour market. Members of this generation were the first to grow up in a market economy with daily access to the Internet, and are considered to have different work values than past generations. Also, most were born and raised in single-child families and generally demonstrate more individualistic behaviours and less willingness to follow the norms of previous generations. This case describes the promotion story of Zhu Dandan, a member of the 1980s generation, and illustrates the different work values, behaviours and management style of her generation, as well as the challenges of managing it.

Teaching Note: 8B13C002 (7 pages)
Industry: Retail Trade
Issues: Career development; human resource management; 1980s generation; managing upward; China
Difficulty: 5 - MBA/Postgraduate

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

Kathleen E. Slaughter, Jeffrey Gandz, Nigel Goodwin

Product Number: 9B07C027
Publication Date: 6/4/2007
Revision Date: 5/24/2007
Length: 18 pages

This case examines the life, career and leadership style of John Meredith, the group managing director of Hutchison Port Holdings (HPH). Meredith established the company in 1972 based on his vision for more efficient global trade. Under his leadership, the company grew to become the world's largest container port operator. The company grew from owning and managing a single container port to owning and managing 45 container ports by May 2007. This case also examines the importance of leadership at all levels of organizations. When a company grows quickly and sets up operations around the world, it must constantly train new leaders. However, HPH had difficulty finding and training enough leaders who were willing to lead the company's new port operations in far-off destinations. The case examines HPH's actions thus far and asks what other measures may be appropriate in the future.

Teaching Note: 8B07C27 (7 pages)
Industry: Transportation and Warehousing
Issues: Management in a Global Environment; Management Development; Leadership
Difficulty: 4 - Undergraduate/MBA

Chapter 16:
Overview and Integration

Gerard Seijts, Murray J. Bryant, William T. Watson

Product Number: 9B13C034
Publication Date: 10/11/2013
Revision Date: 10/11/2013
Length: 9 pages

Landsbankinn hf. was the market leading financial institution in Iceland. The chief executive officer took on his role in mid-2010. At a time when employee morale and customer satisfaction was essentially non-existent, and bankers were widely seen as nation-destroying criminals, he was hired to build a sustainable operation with a reputable brand and restore trust among employees, politicians, regulators, industry peers and customers. Building a positive relationship with Icelanders would be particularly difficult for Landsbankinn because it was moving forward using the decimated brand of its failed predecessor. The Icelandic people would want to know and see what exactly had changed that made the bank a trustworthy institution.

Teaching Note: 8B14C015 (10 pages)
Industry: Finance and Insurance
Issues: Leadership; trust; financial crisis; leading change; banking; Iceland
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

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