Ivey Publishing

Organizational Behavior: Real Research for Real Managers

Pearce, J.L.,forthcoming (United States, Melvin & Leigh, 2010)
Prepared By Mehdi Hossein Nejad, Ph.D. Student
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Organizational Behavior is Useful

DELOITTE & TOUCHE: INTEGRATING ARTHUR ANDERSEN
Gerard Seijts, Ken Mark

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

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

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



KENEXA
Joerg Dietz, Chetan Joshi

Product Number: 9B07C004
Publication Date: 1/30/2007
Revision Date: 3/25/2008
Length: 15 pages

This case describes the measurement and evaluation of high performance principles of people management in a retail bank by a consulting company. This case serves as a platform for students to deliberate on what is involved in an organization's quest to achieve competitive success through its workforce. A unique strength of the case is that students are asked to quantitatively test their arguments with data provided in an Excel spreadsheet that accompanies the case (Ivey product #7B07C004). The case is intended as an integrated case across organizational behavior, management science and communication. The organizational behavior teaching approach is included to demonstrate that effective people management is associated with competitive advantages. For management science, the case serves to practice correlation and regression analyses. For communication, the case allows students to prepare a presentation that effectively communicates the complex and comprehensive results of their analyses.

Teaching Note: 8B07C04 (18 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Communications; Regression Analysis; Human Resources Management; Consulting
Difficulty: 4 - Undergraduate/MBA



WORLDWIDE EQUIPMENT (CHINA) LTD.: A SALES PERFORMANCE DILEMMA
June Cotte, Alan (Wenchu) Yang

Product Number: 9B02A028
Publication Date: 1/9/2003
Revision Date: 2/25/2003
Length: 15 pages

Worldwide Equipment Ltd. is one of the world's largest manufacturers of heating, ventilating and air conditioning equipment. The Beijing regional sales manager has just heard that the sales performance of his office ranked the lowest among the sales offices in China. The sales Beijing force will not receive their year-end bonus unless the situation can be turned around quickly. He must determine whether the sales management process or a recent new hire on the sales force, whose hiring was strongly suggested by the manager's boss, are to blame for the poor sales performance and how to keep the situation from recurring.

Teaching Note: 8B02A28 (7 pages)
Industry: Manufacturing
Issues: China; Organizational Behaviour; Sales Management; Sales Organization; Performance Evaluation
Difficulty: 4 - Undergraduate/MBA



GUAN HAN
James A. Erskine, Guan Han

Product Number: 9B04C047
Publication Date: 11/23/2004
Revision Date: 10/9/2009
Length: 10 pages

The administration director at an assembly plant for optical communication products in a US-Chinese joint venture in Shenzhen is wondering what he should do about a recent situation with one of his peers. The director was responsible for all non-production staff and his peer was responsible for production-related staff, both working on a pilot project for the company. Shortly after the project started, the director noticed his peer was becoming more aggressive and making comments about firing staff inside and outside his department. Tension was increasing between them and among other members of the project. He decided to discuss the issue with his peer but was unprepared for the response. He must decide if he should bring this to the attention of senior officers or continue with his approach in resolving the situation.

Teaching Note: 8B04C47 (4 pages)
Industry: Information, Media & Telecommunications
Issues: China; Organizational Behaviour; Intercultural Relations; Organizational Structure; Joint Ventures
Difficulty: 4 - Undergraduate/MBA



CINATRON COMPUTING
James A. Erskine, Sylvia Smellie

Product Number: 9B03C009
Publication Date: 4/2/2003
Revision Date: 10/17/2009
Length: 13 pages

Cinatron Computing is a leading producer and distributor of managing workload software. The newly hired marketing manager has just received a phone call from the travel department requesting authorization for an employee's trip to a workshop. She thought she had already addressed this issue with the employee and now it seems he is going over her head. Why did this occur and what is her next step?

Teaching Note: 8B03C09 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Management Training; Employee Attitude; Performance Measurement; Management of Professionals
Difficulty: 4 - Undergraduate/MBA


Chapter 2:
Why Managers?

WE HAVE A TERRIBLE TRAGEDY HERE (A)
Gerard Seijts

Product Number: 9B05C022
Publication Date: 9/1/2005
Revision Date: 9/28/2009
Length: 13 pages

The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. The medical officer of health for Grey-Bruce was told that a number of people in the Walkerton area had developed serious illness. E.coli was confirmed and the medical officer suspected contaminated water as a source of the problem. However, the public utilities commission had assured him that the water was fine. Still he had a bad feeling that Walkerton was the verge of a very serious outbreak. He wondered what his next step should be in the complex situation he faced; he did not have much data to act on. Supplements We Have a Terrible Tragedy Here (B), (C), (D), (E) and (F), products 9B05C023, 9B05C024, 9B05C025, 9B05C026 and 9B05C027, follow the events as they take place.

Teaching Note: 8B05C22 (12 pages)
Industry: Health Care Services
Issues: Crisis Management; Communications; Leadership
Difficulty: 4 - Undergraduate/MBA



WE HAVE A TERRIBLE TRAGEDY HERE (B)
Gerard Seijts

Product Number: 9B05C023
Publication Date: 9/1/2005
Revision Date: 9/28/2009
Length: 3 pages

The Walker tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. A couple of days after the medical officer of Grey-Bruce was notified of a case of E.coli in the Walkerton area, he was still concerned about the source and of the outbreak and issues a boil water advisory. This is a supplement to We Have a Terrible Tragedy Here (A), product 9B05C022.

Teaching Note: 8B05C22 (12 pages)
Industry: Health Care Services
Issues: Leadership; Communications; Crisis Management
Difficulty: 4 - Undergraduate/MBA



METROPOLITAN MAINTENANCE: THE BELL CANADA CONTRACT
James A. Erskine, Mark Malerba

Product Number: 9B03D001
Publication Date: 4/2/2003
Revision Date: 10/19/2009
Length: 9 pages

Metropolitan Maintenance is a small, locally owned janitorial service. For some time the company has been pursuing a large commercial contract, and the president has just been notified that they have been awarded the contract. Shortly after finding out the company has received the contract, he discovers that a number of employees at the site are unhappy and threatening to walk out. He must act quickly to resolve the conflict among the employees as the contract start date was only a week away.

Teaching Note: 8B03D01 (4 pages)
Industry: Other Services
Issues: Labour Unions; Contracting; Employee Relations; Strikes
Difficulty: 4 - Undergraduate/MBA



WESTJET: SEPTEMBER 11TH, 2001
Christine Pearson, Ken Mark

Product Number: 9B03C026
Publication Date: 5/28/2003
Revision Date: 10/17/2009
Length: 7 pages

WestJet is a regional airline service. During the early afternoon of September 11, 2001, the director of customer service is on her way to an emergency meeting. For the first time ever, all civilian airline flights across North American airspace are suspended. WestJet guests and employees are stranded across the country without any indication as to when flights will resume. In addition, there are grounded employees that are dealing with a tremendous amount of anxiety; the airline industry is tightly knit and rumors run rampant across airlines. The director of customer service must decide what should be done first.

Teaching Note: 8B03C26 (5 pages)
Industry: Transportation and Warehousing
Issues: Stakeholder Analysis; Uncertainty; Crisis Management
Difficulty: 4 - Undergraduate/MBA


Chapter 3:
How to Hire

WUHAN ERIE POLYMERS JOINT VENTURE
Thomas Begley, Cynthia Lee, Kenneth Law

Product Number: 9B03C002
Publication Date: 4/2/2003
Revision Date: 10/15/2009
Length: 17 pages

The Erie Performance Polymers division manager in China and general manager of Wuhan Erie Polymers joint venture, has just received approval for his requested transfer to divisional headquarters in the United States. In preparing the division and joint venture for the change, a key decision concerns his successor. He has received information on six candidates under consideration and knows that his recommendation will carry heavy weight in the final decision. The general manager has attempted to inculcate in his mainly Chinese workforce an appreciation for Western business practices and ability to enact them. At the same time, acknowledging their substantial differences, he has tried to mix elements of both Chinese and Western values in creating a culture for the joint venture. He believes strongly that his successor must be responsive to the tensions between the relevant cultures. As he compares them, he wonders which candidate has the best set of qualities to succeed him as general manager.

Teaching Note: 8B03C02 (13 pages)
Industry: Manufacturing
Issues: China; Cross Cultural Management; International Business; Human Resources Management; Employee Selection; Northeastern
Difficulty: 4 - Undergraduate/MBA



MOSS EARTHMOVING EQUIPMENT E-MAIL
Stephen R. Foerster, Mark Healy

Product Number: 9B04C038
Publication Date: 9/20/2004
Revision Date: 10/9/2009
Length: 3 pages

The human resources manager at Moss Earthmoving Equipment sends an e-mail to the director of career management at a business school outlining two incidents of lack of professionalism displayed by recent MBA new hires. These actions eroded the company's confidence in recruiting from the school. The director must decide what immediate action should be taken and what changes if any, should be made in the long term.

Teaching Note: 8B04C38 (2 pages)
Industry: Educational Services
Issues: Employee Relations; Career Planning; Employee Attitude; Career Development
Difficulty: 4 - Undergraduate/MBA



DEVELOPMENT OF A MULTINATIONAL PERSONNEL SELECTION SYSTEM
Diana E. Krause, Reiner Piske

Product Number: 9B07C041
Publication Date: 1/4/2008
Length: 17 pages

The owner of a company with production plants in various regions in the world wants to standardize the methods of personnel selection for the Asian-Pacific region (APAC). A new system of personnel selection has to be developed for middle management positions in APAC. The owner delegates this task to a cross-functional, multinational project team that operates in Hong Kong headed by a human resources (HR) executive and expatriate from Germany. In terms of the new personnel selection system, he has two opposing goals in mind: the new personnel selection system should be highly specific for a particular country and simultaneously valid for different countries. A series of issues must be resolved in order for the project to be successful. Some of these issues are related to the personnel selection system; the job requirements to be assessed, the modules it must include, the stages and methods of each module, and the implementation of the system across countries in APAC. Other issues are interpersonal, such as the cultural differences and the heterogeneous perspectives that exist among the team members, and a conflict between the HR executive and the owner.

Teaching Note: 8B07C41 (9 pages)
Issues: Cross Cultural Management; Aptitude Diagnostics; International Personnel Selection; Teamwork
Difficulty: 4 - Undergraduate/MBA



A DIFFICULT HIRING DECISION AT CENTRAL BANK
Mark S. Schwartz, Hazel Copp

Product Number: 9B06C004
Publication Date: 3/1/2006
Revision Date: 9/15/2009
Length: 21 pages

The case is designed to encourage readers to select among three highly qualified candidates for an important managerial position. In doing so, readers are required to establish the set of criteria that they believe should be taken into account when making an important hiring decision for the bank. Through the process of considering and prioritizing potential criteria with respect to the three potential candidates, readers are led to evaluate and reflect upon the vision, mission and core ethical values of the bank.

Teaching Note: 8B06C04 (13 pages)
Industry: Finance and Insurance
Issues: Ethical Issues; Corporate Culture; Human Resources Management; Employee Selection
Difficulty: 5 - MBA/Postgraduate



RSM RICHTER LLP
John S. Haywood-Farmer, Simon Leith, Michelle Rosenstock

Product Number: 9B06D013
Publication Date: 8/30/2006
Revision Date: 9/16/2009
Length: 10 pages

The human resources manager of the Toronto office of RSM Richter LLP, reflected upon the company's efforts and outcomes in relation to recruiting junior accountants from the Richard Ivey School of Business at The University of Western Ontario. Although Richter had similar salary and benefits to those of the Big Four accounting firms, it offered a unique environment in which employees were able to get to know one another personally and junior accountants were likely to become exposed to different aspects of auditing that they would not encounter in larger firms. Yet, Ivey students seemed more likely to accept offers from one of the Big Four. The human resources manager considered various alternatives.

Teaching Note: 8B06D13 (5 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Difficulty: 4 - Undergraduate/MBA



EMPLOYMENT SELECTION AT LERNER & ASSOCIATES LLP
Lyn Purdy, Paula Puddy

Product Number: 9B01C025
Publication Date: 4/1/2002
Revision Date: 12/16/2009
Length: 14 pages

The director of development at a large law firm and two other members of a selection committee will be interviewing three candidates for an articling position at the firm. The director must decide what questions to ask of the three law students applying, keeping in mind what questions she could not ask of the candidates. Through role play, students are given the opportunity to develop interview questions and interview the candidates.

Teaching Note: 8B01C25 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Interviewing Skills; Employee Selection
Difficulty: 4 - Undergraduate/MBA


Chapter 4:
Making Sense of Feelings at Work

WINDLE, CASTLEMAN LLP
James A. Erskine, Sean Kelly

Product Number: 9B04C019
Publication Date: 6/24/2004
Revision Date: 10/7/2009
Length: 6 pages

A partner at a law firm has been given a choice by one of the firm's assistants, either increase her salary or she would give her two-week resignation notice. The firm was extremely busy with clients and could not afford a reduction in staff, however, this employee's performance had not been up to standard and the partner must decide whether or not he should agree to this pay increase or if there are other options.

Teaching Note: 8B04C19 (4 pages)
Industry: Real Estate and Rental and Leasing
Issues: Organizational Behaviour; Negotiation; Services; Personnel Management
Difficulty: 4 - Undergraduate/MBA



BRUSSELS AND BRADSHAW
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



OP4.COM: A DYNAMIC CULTURE
Fernando Olivera, Ken Mark

Product Number: 9B00C030
Publication Date: 1/25/2001
Revision Date: 1/8/2010
Length: 11 pages

OP4.com, an Internet portal for teenagers, had just celebrated six months of existence. The co-founders of OP4.com knew that the internal culture had to reflect the identity of its Web site, so they wanted to cultivate a savvy, hip staff. They used unique methods to evaluate a prospect's fit into the company and some unorthodox training and feedback systems. With profitability being the next key step, they had to determine how to maintain this culture through the next stage of growth; one which would result in the creation of business units and formal reporting structures for staff.

Teaching Note: 8B00C30 (9 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Job Satisfaction; Organizational Behaviour; Organizational Structure; Leadership
Difficulty: 4 - Undergraduate/MBA



EUROPEAN INVESTMENT BANK - LONDON (A)
Mitch Rothstein, Andrew Irvine

Product Number: 9B02C039
Publication Date: 11/29/2002
Revision Date: 12/3/2009
Length: 6 pages

An ambitious analyst in the graduate training program at an investment bank accepts a permanent job as an associate on the company's private equity team. When a new director is hired for the team, the associate senses an uncomfortable resistance in their working relationship. After the director is on the job for only a month, the associate receives a mediocre performance appraisal, followed by a disappointingly small pre-Christmas bonus. When he meets with the deputy head to discuss the situation, he is asked to consider moving to another team. The associate needs to decide whether to accept a parallel position in the company or whether it is time to move on. Supplement The European Investment Bank - London (B), product 9B02C040, discusses the associate's strategy for managing his career.

Teaching Note: 8B02C39 (2 pages)
Industry: Finance and Insurance
Issues: Career Planning; Organizational Behaviour; Career Development
Difficulty: 4 - Undergraduate/MBA



EUROPEAN INVESTMENT BANK - LONDON (B)
Mitch Rothstein, Andrew Irvine

Product Number: 9B02C040
Publication Date: 11/29/2002
Revision Date: 12/3/2009
Length: 2 pages

An ambitious analyst in the graduate training program at an investment bank accepts a permanent job as an associate on the company's private equity team. Despite what he feels is a strong performance, he receives a mediocre performance appraisal and a small pre-Christmas bonus. When he meets with the deputy head to discuss the situation, he is asked to move to another team. The associate realizes he needs to assess his career options. He determines that his background in investment banking could be an asset to the technology industry and decides to approach some Web-based businesses. This is a supplement to The European Investment Bank - London (A), product 9B02C039, which discusses the associate's background and the circumstances leading up to his decision to leave the investment bank.

Teaching Note: 8B02C39 (2 pages)
Industry: Finance and Insurance
Issues: Organizational Behaviour; Career Development; Career Planning
Difficulty: 4 - Undergraduate/MBA


Chapter 5:
Managing Performance

A&S LEADERSHIP INNOVATIONS INC.: EDWIN JESPERSEN
Lyn Purdy, Ken Mark

Product Number: 9B01C001
Publication Date: 10/29/2002
Revision Date: 12/15/2009
Length: 8 pages

A presentation co-ordinator for a motivational speech and leadership seminar firm has been unfairly blamed for the failure of one the firm's programs. The operations director has realized that the program director was at fault and has taken action to remove him from the company. Now the operations director has to convince the presentation co-ordinator, who had recently been dejected, detached and frequently absent, to stay on and uncover the reasons for his recent behavior.

Teaching Note: 8B01C01 (8 pages)
Industry: Educational Services
Issues: Crisis Management; Action Planning and Implementation; Employee Relations; Employee Grievances
Difficulty: 4 - Undergraduate/MBA



TECHNOSOFT RUSSIA
James A. Erskine, Fyodor Suzdalev

Product Number: 9B04C011
Publication Date: 6/24/2004
Revision Date: 10/6/2009
Length: 13 pages

A supervisor at a telesales office has received very low ratings on an employee survey and the marketing manager is concerned that this team leader is not performing well. The marketing manager must decide what actions are needed to improve the leadership skills of this supervisor.

Teaching Note: 8B04C11 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Human Resources Management; Contracting; Performance Evaluation; Leadership
Difficulty: 4 - Undergraduate/MBA



PERFORMANCE MANAGEMENT AT THE NATIONAL INSTITUTE OF MANAGEMENT (CENTRAL INDIA CAMPUS) (A)
Ranjeet Nambudiri, K.R. Jayasimha

Product Number: 9B08C020
Publication Date: 11/17/2008
Revision Date: 5/1/2009
Length: 25 pages

The case describes existing performance management systems at a leading business school in India, the National Institute of Management - Central India campus (NIM CI campus). The institution, which is ranked among the top 20 business schools in India, is facing critical issues of attracting and retaining faculty members. The director of the NIM CI campus has implemented a unit based performance measurement and incentive system, which has worked favorably and enabled the institute to recruit top academicians. However, the management committee believes that the system has outlived its utility and desires to replace it with more robust systems that are less vulnerable to misuse. The faculty members, however, support retention of the existing system. The key teaching objective of this case is to understand performance management systems from the perspectives of different stakeholders and develop a framework that meets all objectives of performance management. The case enables users to understand all steps in performance management and examine shortcomings at each stage. The role of incentive systems, both as a tool to enhance individual performance and as a management control mechanism, is also discussed. The case provides users an opportunity to evaluate the strategic significance of performance management.

Teaching Note: 8B08C20 (13 pages)
Industry: Educational Services
Issues: Management of Professionals; Incentives; Performance Measurement; Educational Administration
Difficulty: 5 - MBA/Postgraduate



PERFORMANCE MANAGEMENT AT THE NATIONAL INSTITUTE OF MANAGEMENT (CENTRAL INDIA CAMPUS) (B)
Ranjeet Nambudiri, K.R. Jayasimha

Product Number: 9B09C009
Publication Date: 5/22/2009
Revision Date: 9/22/2009
Length: 7 pages

The case describes existing performance management systems at a leading business school in India, the National Institute of Management (Central India campus) (NIM (CI campus)). The institution, which ranked among the top 20 business schools in India, is facing critical issues of attracting and retaining faculty members. The director of NIM (CI campus) has implemented a unit based performance measurement and incentive system that has worked favourably and enabled the institute to recruit top academicians. However, the management committee believes that the system has outlived its utility and desires to replace it with more robust systems that are less vulnerable to misuse. The faculty members, however, support retention of the existing system. The key teaching objective of this case is to understand performance management systems from perspectives of different stakeholders and develop a framework that meets all objectives of performance management. The case enables users to understand all steps in performance management and examine shortcomings at each stage. The role of incentive systems both as a tool to enhance individual performance and as a management control mechanism is also discussed. The case provides users an opportunity to evaluate the strategic significance of performance management. The case is to be used along with Performance Management at the National Institute of Management (Central India Campus) (A) No. 9B08C020.

Teaching Note: 8B08C20 (13 pages)
Industry: Educational Services
Issues: Performance Measurement; Educational Administration; Management of Professionals; Incentives
Difficulty: 4 - Undergraduate/MBA



DYNAMIC ENGINE INC.
James A. Erskine, Duane Snelgrove

Product Number: 9B01C023
Publication Date: 8/31/2001
Revision Date: 12/16/2009
Length: 9 pages

Dynamic Engine Inc. is one of 12 divisions of the automotive parts maker North American Auto Parts. With guidance from the parent company, Dynamic Engine has well-established human resources policies, training programs and employee assistance programs that are available to all employees. The materials and purchasing manager must deal with the poor attendance of an employee whose performance until recently was considered above average. He discusses the issue with the employee and believes the problem has been resolved. Shortly after this conversation, he discovers that the absenteeism problem with this employee is still occurring, and now must determine what his next step is to resolve this issue.

Teaching Note: 8B01C23 (3 pages)
Industry: Manufacturing
Issues: Discipline; Absenteeism; Employee Termination; Human Resources Management
Difficulty: 4 - Undergraduate/MBA



ELISE SMART
Jeffrey Gandz, Elizabeth Spracklin

Product Number: 9B03C010
Publication Date: 5/31/2003
Revision Date: 9/4/2013
Length: 7 pages

Elise Smart must decide what performance assessment to give one of her employees who has, uncharacteristically, failed to meet one of her key objectives for the year. The situation is difficult for several reasons; the causes of the unacceptable performance are not clear; the employee has previously received excellent appraisals, including a recent one by the vice-president; and the employee was absent for a good part of the year on maternity leave. The various factors that influence sustained performance (ability, motivation, resources, role clarity, reinforcement) are examined, as well as steps leaders can take in improving performance of those for whom they are responsible.

Teaching Note: 8B03C10 (7 pages)
Industry: Finance and Insurance
Issues: Motivation; Performance Evaluation; Management Performance; Management Behaviour
Difficulty: 4 - Undergraduate/MBA


Chapter 6:
Managing Incentives

DEXTER ST. JACQUES, CROSS-DOCK CO-ORDINATOR
James A. Erskine, Brodie McClellan

Product Number: 9B02C017
Publication Date: 4/29/2002
Revision Date: 11/9/2009
Length: 8 pages

A recently hired co-ordinator of a cross-docking facility has been assigned the task of designing an efficient layout for the facility, assessing the equipment requirements and workflows, and training and supervising the floor staff. Since this is his first managerial position, he is eager to prove himself. He wants to show senior management that they were correct in their decision to hire him, despite his young age. A long-term employee seems determined to thwart the co-ordinator's efforts at every turn. The much-older man never misses a chance to point out that the old company's system was superior to the one the co-ordinator is trying to implement. When a costly shipping error occurs twice in two days, the co-ordinator and the employee have a heated exchange the forces the co-ordinator to do some serious thinking about what his next move should be. Should he fire the employee? Should he rethink his system? Or should he simply try a more diplomatic approach to managing the employee?

Teaching Note: 8B02C17 (3 pages)
Industry: Transportation and Warehousing
Issues: Interpersonal Skills; Motivation; Discipline
Difficulty: 4 - Undergraduate/MBA



STEPHEN ZHANG'S OPPORTUNITY
John S. Haywood-Farmer, Alan (Wenchu) Yang

Product Number: 9B02D007
Publication Date: 4/25/2002
Revision Date: 11/9/2009
Length: 10 pages

A university graduate working as a project manager for a small Chinese consulting firm is in the middle of a very important project when he receives a call from a former colleague offering him an attractive package to move to a new company. His decision would affect many stakeholders and he wonders what might happen to the project he is working on. He has only three days to decide whether to stay with the firm or accept the offer.

Teaching Note: 8B02D07 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: China; Incentives; Motivation; Career Development; Ethical Issues
Difficulty: 4 - Undergraduate/MBA



OPENING THE BOOKS FOR CHANGE AT NORWEST LABS (A)
Brian Golden, Debra Rankin

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

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

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



OPENING THE BOOKS FOR CHANGE AT NORWEST LABS (B)
Brian Golden, Debra Rankin

Product Number: 9A99C012
Publication Date: 4/4/2000
Revision Date: 1/14/2010
Length: 12 pages

A gain sharing plan was introduced at Norwest Labs. However, because of a number of serious problems with its implementation, the plan is being redesigned. While working towards redesigning the plan, the company suffered a financial crisis after losing 20 per cent of its business from the elimination of mandatory environmental testing by its clients. The purpose of the case is to consider whether open book management, which involves the sharing of financial information and forecasts with everyone in the company, would be appropriate to affect behavioral change across the organization. This is a follow-up to Norwest Labs (A), case 9A99C011. A Norwest Labs (C) supplement is also available, case 9A99C013.

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



JINJIAN GARMENT FACTORY: MOTIVATING GO-SLOW WORKERS
Tieying Huang, Junping Liang, Paul W. Beamish

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

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

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


Chapter 7:
How to Fire

CHARLESTON MANAGEMENT CONSULTANTS (A)
Christina A. Cavanagh, Ken Mark

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

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

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



CHARLESTON MANAGEMENT CONSULTANTS (B)
Christina A. Cavanagh, Ken Mark

Product Number: 9B04C040
Publication Date: 9/20/2004
Revision Date: 10/9/2009
Length: 2 pages

The managing partner of a consulting firm is faced with difficult decisions on the first day of an integration of staff. He must decide how to deal with a colleague's question about an alleged pay discrepancy between consultants in the merged firm. This is a supplement to Charleston Management Consultants (A), product 9B04C039.

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



MARY HINDLE, PRODUCTION MANAGER
James A. Erskine, Heather Kitchen

Product Number: 9A99C027
Publication Date: 9/23/1999
Revision Date: 1/14/2010
Length: 11 pages

The production manager of a professional theatre company must deal with a situation involving a stagehand's increasingly deteriorating behaviour and performance. After speaking to some colleagues about the situation, she determined that the theatre would run more smoothly without the stagehand, but she did not want to disrupt the end of the theatre season. The issue is brought to a head, however, when she observes the individual working scheduled overtime while intoxicated.

Teaching Note: 8A99C27 (4 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Alcoholism; Interpersonal Relations; Employee Attitude; Employee Termination
Difficulty: 4 - Undergraduate/MBA


Chapter 8:
Navigating the Social Scene

CARNEGIE INDUSTRIAL: THE LEADERSHIP DEVELOPMENT CENTRE
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



ANITA JAIRAM AT METROPOLE SERVICES
Alison Konrad, Ken Mark

Product Number: 9B06C003
Publication Date: 2/6/2006
Revision Date: 9/15/2009
Length: 5 pages

The senior project manager at Metropole Services is getting the sense that her business relationship with her software development group is taking a turn for the worse. According to her, she was their project manager and it seemed strange that her team members - all subordinates, were excluding her from an important client meeting. She must figure out what the issue is, and if something truly is wrong, take the appropriate steps to correct it immediately.

Teaching Note: 8B06C03 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Personnel Management; Leadership; Human Behaviour; Communications
Difficulty: 5 - MBA/Postgraduate



SOURED MILK
James A. Erskine, Kristyn Eisenschmid

Product Number: 9B03C006
Publication Date: 4/2/2003
Revision Date: 6/16/2003
Length: 11 pages

A new server at an established franchise restaurant is finishing her shift and has to decide how respond to a situation that happened with a customer earlier that day. The customer had found a lemon wedge in his milk. She resolved the problem with the customer but was concerned that this was another of many incidents that happened since she started. Should she deal with the person she believed was responsible directly or discuss the issue with the restaurant manager?

Teaching Note: 8B03C06 (5 pages)
Industry: Accommodation & Food Services
Issues: Service Operations; Quality; Employee Relations; Interpersonal Relations
Difficulty: 4 - Undergraduate/MBA



CARELESS COLLABORATORS
Sara Keck, Anne Marie Francesco

Product Number: 9A99C036
Publication Date: 3/30/2000
Revision Date: 1/14/2010
Length: 9 pages

An American professor is delighted and proud to be asked to join a prestigious international group of academic researchers. A series of negative experiences - cultural, professional and personal - strain relationships within the group, and the professor's feelings turn to anger and self-doubt. She must decide whether to continue with the group.

Teaching Note: 8A99C36 (10 pages)
Industry: Educational Services
Issues: Interpersonal Relations; Communications; Intercultural Relations; Group Behaviour
Difficulty: 4 - Undergraduate/MBA


Chapter 9:
Understanding Cultures

HARMONIZATION OF COMPENSATION AND BENEFITS FOR FIRSTCARIBBEAN INTERNATIONAL BANK
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



WESTJET AIRLINES (A): THE CULTURE THAT BREEDS A PASSION TO SUCCEED
Gerard Seijts, Ken Mark

Product Number: 9B01C024
Publication Date: 9/27/2001
Revision Date: 12/16/2009
Length: 11 pages

WestJet Airlines, is a regional carrier that provides low fare flights with exceptional service, has achieved remarkable success. Its market capitalization has surpassed that of Canada's national airline. The founders believe that the company's culture is the key to continued success, and that they cannot afford to mismanage it. In light of the tremendous growth, one of the founders must determine how WestJet could grow while maintaining its unique and vibrant culture.

Teaching Note: 8B01C24 (9 pages)
Industry: Transportation and Warehousing
Issues: Human Resources Management; Corporate Culture; Organizational Behaviour; Leadership
Difficulty: 4 - Undergraduate/MBA



INTEL IN CHINA
Kathleen E. Slaughter, Donna Everatt, Xiaojun Qian

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

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

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



CHINA-CANADA LEAN SWINE PROJECT - CHANGING LOCAL HABITS
Joseph J. DiStefano, Tom Gleave

Product Number: 9A99C022
Publication Date: 7/9/1999
Revision Date: 1/14/2010
Length: 13 pages

The president must determine how to increase business development at the feedmill. The challenge facing him is to have the feedmill's managers adopt attitudes and behaviours that are consistent with a market driven enterprise. This is no easy task considering that the feedmill is a former state-owned enterprise which did not strive to achieve independent profitability.

Teaching Note: 8A99C22 (14 pages)
Industry: Agriculture, Forestry, Fishing and Hunting
Issues: China; Change Management; Motivation; Employee Training
Difficulty: 4 - Undergraduate/MBA



MABUCHI MOTOR CO., LTD.
Paul W. Beamish, Anthony Goerzen

Product Number: 9A98M034
Publication Date: 10/30/1998
Revision Date: 9/19/2017
Length: 11 pages

A year had elapsed since Mabuchi Motor Co., Ltd. of Japan, the world's most successful producer of small electric motors, had implemented a new management training program at one of its foreign operations in China. The program had two objectives. First, it was intended to enable the corporation to maintain its strategy of cost minimization by making it possible to reduce Japanese expatriate levels by improving the management skills of local managers in foreign subsidiaries. Second, by overcoming the shortage of qualified Japanese managers, the program would also allow the continued aggressive expansion of production that had become a cornerstone of corporate strategy. The teaching purpose is to illustrate the difficulties associated with transferring a management style and corporate culture into a different national culture.

Teaching Note: 8A98M34 (11 pages)
Industry: Manufacturing
Issues: China; Organizational Change; Corporate Culture; Management Training; Subsidiaries
Difficulty: 4 - Undergraduate/MBA


Chapter 10:
Mastering Power

VICTORY BANK LIMITED (A)
W. Glenn Rowe, Unnat Kohli

Product Number: 9B08M096
Publication Date: 3/31/2009
Length: 8 pages

The vice-president of corporate and institutional banking at Victory Bank Limited (VBL) finds himself in a political imbroglio. He needs to respond to the request by VBL's head of retail and private banking to join his team, even though the vice-president shares an excellent relationship with his current boss and is a star performer within the organization. The vice-president needs to decide his next steps: whether to accept that new role or to decline it. Students will come to understand how they can get caught in political battles and how best to manage the politics within the organization. Students will also learn to think their way through the various options faced when tackling similar situations.

Teaching Note: 8B08M96 (2 pages)
Industry: Finance and Insurance
Issues: Managing Upward; Managing Politics in a Large Organization; Career Management
Difficulty: 3 - Undergraduate



CHRISTINA GOLD LEADING CHANGE AT WESTERN UNION
Alison Konrad, Jordan Mitchell

Product Number: 9B06M007
Publication Date: 1/13/2006
Revision Date: 9/17/2009
Length: 11 pages

The chief executive officer of Western Union had just begun implementing a new organization structure. Changing the structure set out a clear message of Gold's desire to change the company's mindset to a new more global culture. Already the CEO was finding that leaders in the United States were reluctant to give up control of product lines. At the regional level, she had keen leaders in place who wanted to push out the responsibility within their own regions and move towards a decentralized plan. While the CEO supported this notion in principle, she wanted to ensure that the right leaders could be placed in decentralized offices in order to execute on the six strategic pillars that she had laid out for the organization. One thing was certain - the CEO had made it clear that no revenue decreases would be forgiven amidst the change. Many considerations had arisen: What pace of change should she take? How would she deal with resistance to change? How could she ensure that the new structure would support Western Union's global expansion?

Teaching Note: 8B06M07 (13 pages)
Industry: Other Services
Issues: Organizational Change; Globalization; Organizational Design; Corporate Structure
Difficulty: 4 - Undergraduate/MBA



TALFI-SUDBURY CANADA
James A. Erskine, Peter McCann

Product Number: 9A99C023
Publication Date: 8/13/1999
Revision Date: 1/14/2010
Length: 11 pages

An assistant manager of a branch has been asked by his superior to hide documents relating to a lawsuit outside of the office until the trial is over. He does not have the best of the relationships with this superior, and so he must decide what to do.

Teaching Note: 8A99C23 (9 pages)
Industry: Finance and Insurance
Issues: Ethical Issues; Politics; Personal Values; Management Behaviour
Difficulty: 4 - Undergraduate/MBA



ANUPAM MAJUMDAR: RELATIONSHIP MANAGER
James A. Erskine, Unnat Kohli

Product Number: 9B07C032
Publication Date: 10/4/2007
Length: 8 pages

Anupam Majumdar, relationship manager, and Aditya Mehta, regional head of Hindustan Neon General Insurance Limited, India, were meeting an important client. Mehta asked Majumdar to serve them tea. This really embarrassed and infuriated Majumdar. It was not the first time that Mehta, Majumdar's boss, had treated him like a peon. Majumdar was about to take a three-week leave of absence to attend his brother's wedding in New York so he was not sure if this was the right time, if ever, to do anything about the situation.

Teaching Note: 8B07C32 (4 pages)
Issues: Management Style; Interpersonal Skills; Conflict Resolution; Morale; Action Planning and Implementation; Managing Your Boss
Difficulty: 4 - Undergraduate/MBA