Harvard Business School PublishingCase Map for

George/Jones, Organizational Behavior, 3/e(Prentice Hall, 2002)

This map was prepared by an experienced editor at HBS Publishing, not by a teachingprofessor. Faculty at Harvard Business School were not involved in analyzing thetextbook or selecting the cases.

Every case map provides only a partial list of relevant cases from HBS Publishing. Toexplore alternatives, or to get more information on the cases listed below, visit our website at www.hbsp.harvard.edu/educators and use the searching functions.

Case Title Institution,HBSPProductNumber,Length,TeachingNote

Geographical andIndustry Setting,Company Size,Time Frame

Abstract, Key Subjects

Chapter 1 Organizational Behavior andManagementGE's Two-DecadeTransformation:Jack Welch'sLeadership

HBS#399-15024pTN #300019

United States, global,industrialconglomerate,293,000 employees1981-1998

GE is faced with Welch's impending retirementand the question on many minds is whetheranyone can sustain the blistering pace of changeand growth characteristic of the Welch era. Afterbriefly describing GE's heritage and Welch'stransformation of the company's businessportfolio of the 1980s, the case chroniclesWelch's revitalization initiatives through the late1980s and 1990s. It focuses on six of Welch'smajor change programs: The "Software"Initiatives, Globalization, Redefining Leadership,Stretch Objectives, Service BusinessDevelopment, and Six Sigma Quality. TeachingPurpose: Can be used to develop multiple lessons,including corporate strategy development,transformational change, management andleadership, and corporate renewal.

SouthwestAirlines: UsingHumanResources forCompetitiveAdvantage (A)

Stanford#HR1A(B) case#HR1BTN #HR1T

United States,airlines, $2.2 billionrevenues, 12,000employees, 1994

In 1994 both United Airlines and ContinentalAirlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From1991 until 1993 Southwest had increased itsmarket share of the critical West Coast marketfrom 26% to 45%. This case considers howSouthwest had developed a sustainablecompetitive advantage and emphasizes the role ofhuman resources as a lever for the successfulimplementation of strategy. Asks whethercompetitors can successfully imitate theSouthwest approach.

Motorola HBS United States, Motorola, a leader in semiconductors and

Corporation: TheView from theCEO Office

#494-14015p

Electronics120,000 employees

telecommunications, embarked on an ambitiousprogram of renewal beginning in the early 1980s,leading to dramatic improvements in thecompany's quality, cycle time, and growth. Muchof this progress was attributed to a majorinvestment in workers' skills and in mechanismsthat encouraged teams of employees to work oncontinuous improvement projects. In 1994 topmanagement considered whether to promote acorporate-wide empowerment initiative thatwould encourage an unprecedented downwarddelegation of responsibilities. With veryambitious global growth goals, Motorola aspiredto be "the finest corporation in the world," withan organization that was both more flexible andparticipative and dedicated to continuousimprovement. The case focuses on the role of theCEO office in promoting corporate initiativeswhile preserving the $17 billion corporation'sdecentralized structure.

Chapter 2 Individual Differences:Personality and AbilityBob Fifer HBS

#495-01311pTN #498-063

United States,consulting

Explores the life and concerns of Bob Fifer, HBSclass of 1979 and CEO of Kaiser Associates.Explores the many influences on Bob'sdevelopment and his subsequent career choices. Itis written as a biography with extensive quotesfrom interviews with Bob. He describes the roleof his upbringing and ethnicity in the formationof his self-concept. Highlights his career-relatedchoices, including college at Harvard, attendingbusiness school, and entering consulting. Afteryears of success and driven workaholic behavior,Bob experiences disillusionment and personaltragedy. Readers are able to examine Bob'sprocess of self-redirection to arrive at their ownconclusion about how successful and enduring itis likely to be. Teaching Purpose: Can be used aspart of a career module in courses such asIntroductory O.B., Career Development,Entrepreneurship, and Leadership. It is well-suited to teach concepts related to adultdevelopment, career-choice making, andentrepreneurial behavior.

Chapter 3: The Experience of Work:Values, Attitudes, and MoodsSpecialtyMedicalChemicals

HBS#399-09423p

United States,medical/pharmaceuticals, $425 millionrevenues

A new general manager is supposed to rekindlegrowth. Seven months later, he questions theabilities of his direct reports. An organizationalpsychologist is brought in to assess his people.The general manager now has to decide who tokeep and how to structure his direct report team.Teaching Purpose: To illustrate the issues ageneral manager faces when assembling his directreport team.

Jet BlueAirways: Startingfrom Scratch

HBS#801-35420pTN #801-386

United States,airlines, startup,950 employees,2000

JetBlue Airways shows how an entrepreneurialventure can use human resource management,specifically a values-centered approach tomanaging people, as a source of competitiveadvantage. The major challenge faced by AnnRhoades is to grow this people-centeredorganization at a rapid rate, while retaining highstandards for employee selection and a smallcompany culture. Teaching Purpose: To considerthe role of human resource management,leadership, and values in a start-up venture, andto address the tension between a strongorganizational culture and rapid growth.

The SASInstitute: ADifferentApproach toIncentives andPeople-ManagementPractices in theSoftwareIndustry

Stanford GSB#HR617p

North Carolina;software; 5,000employees; 1997

The SAS Institute is a large, growing softwarecompany headquartered in the Research Trianglein North Carolina. Founded more than 25 yearsago, it has evolved a unique approach, given itsindustry, to developing and retaining talentincluding using no stock options or phantomstock and not paying its salespeople oncommission. The CEO and Vice President ofHuman Resources must decide how well theircurrent management practices will continue toserve them as the company gains greater visibilityand faces an increasingly competitive labormarket.

Ben & Jerry'sHomemade IceCream, Inc.:Keeping theMission(s) Alive

HBS#392-02522p

Burlington, VT; icecream; 330employees; 1991

Ben & Jerry's is an anti-establishment, values-driven company. The dominant founder, BenCohen, is not an effective manager, but he bringscreative marketing and product skills that havebeen important to the company's success. He alsois controlling shareholder and the force behindthe company's socially-minded culture. One ofthe many policies that have reflected Ben's valuesbut which has created difficulty in managing theorganization is the 5 to 1 compensationdifferential between the top and the bottom of theorganization. Up to mid 1990, the company wasgrowing explosively , but this has changed by thetime of the case in September 1990. The caseopens as Chuck Lacy is taking over as president.He must decide what to do about the 5 to 1 ruleand the value of the company's counterculturestyle. Students must consider the importance ofthe general manager's responsibility inreconciling company values with commercialimperatives and to consider the effect ofcompensation policy on organizationaleffectiveness and morale.

HCM BeverageCo.

IveySchool/UWO17p#98C003

Vietnamfood and kindredproductsmid-size1997

Mark Johnson, general manager of HCM BeverageCo., must decide what to do about the decliningperformance of Vietnam-based HCM Beverage.Employees seem unmotivated and lackadaisicalabout their work. These same workers blame theweather for the poor results. Figuring out theproblem and solution is Johnson's major challenge.

Mike Miller (A) HBS#482-06123p

Eastern USbanking$400 million assets1981-1982

Mike Miller, Harvard MBA '78, resigned his first jobout of HBS within six months because he believedhis personal values and learning objectives could notbe accommodated. Students may discuss theproblems of anticipating corporate culture, learningthe ropes, surviving entry into the organization, andgetting things done.

Chapter 4: Perception, Attribution, and theManagement of DiversityLaura Wollenand ARPCO, Inc.

HBS9p# 393-003TN:#393-031

Columbus, OHelectricalappliances andhome machinery$2.5 billionrevenues1990

Laura Wollen, a group marketing director forARPCO, Inc., must decide whether to recommend ahigh performance product manager for a choiceposition overseas. The supervisor overseas resists thehire because of the candidate's race and Wollen fearsthat insisting will set her candidate up for failure. Onthe other hand, she believes she is the best candidateand should not be denied the position.

Monitor Co.:PersonalLeadership onDiversity

HBS18p# 395-049TN:#396-021

Cambridge, MAconsulting600 employees1993-1994

Several members of a consulting firm work todevelop ways to build and nurture a more diversework environment while reflecting on personalexperiences that help them to become leaders aroundissues of diversity. Teaching Purpose: To opendiscussion of definitions of diversity and approachesto creating and managing a diverse workplace.

Avon Products(A)

HBS22p# 301-059B case#301-060

New York, NYbeauty products $5billion revenues1992-1998

The general manager of Avon Mexico, FernandoLezama, must decide whether to promote a womanto the position of vice president of sales. Ifappointed, the candidate would be the first female inall of Latin America to hold an executive positionand one of the first women in Mexico to attain thislevel of responsibility. Lezama's all-male executiveteam has doubts about the candidate's readiness butLezama is also cognizant of Avon's global visionwhich calls for the advancement of women at alllevels of the organization. Earlier in the year, theAvon Mexico organization had completed anexercise called "appreciative inquiry" aimed atenhancing gender relations in the workforce.

Julia Stasch (A) BusinessEnterpriseTrust5p# 993-015B case:#993-016TN:#993-017

Chicago, ILconstruction1988-1993

A successful woman executive attempts to integratewomen into the construction trade in Chicago. JuliaStasch rose from office assistant to president andchief operating officer of a major Chicago real estatefirm, Stein & Co. This case describes her campaignto create expanded opportunities for women andminority-owned businesses as suppliers toconstruction projects, and for women and minorityworkers on construction sites. Discusses entrencheddiscrimination in a particular industry, and thecreative change strategies implemented by oneexecutive. Teaching Purpose: to help studentsexplore: 1) the design of affirmative action anddiversity programs to address entrencheddiscrimination; 2) the role of business in encouragingdiversity; 3) how one individual can create socialchange; and 4) strategies for increasing the

acceptance of diversity of the workplace.LotusDevelopmentCorp.: SpousalEquivalents (A)

HBS18p# 394-197TN:#396-020

A group of Lotus employees propose extending allhealth care and other benefits to the spousalequivalents of lesbian and gay employees. The vicepresident of human resources considers the proposalduring a reorganization and period of financialuncertainty. Teaching Purpose: Provides anopportunity to discuss the limits and competitiveimplications of a business's appropriate role inresponding to diverse employee needs

ManagingConflict in aDiverseWorkplace

HBS25p# 395-090TN#396-008

N/A Consists of several vignettes and discussion pointsaround issues of conflict in the workplace. Issuespresented are differences of race, gender, nationality,culture, religion; access to power, training,advancement; tolerance of style of management,language, politics; implications of involvement inthese issues.

Chapter 5: Learning in OrganizationsChaparral Steel:Rapid Productand ProcessDevelopment

HBS17p# 692-047TN available

Texassteel 900 employees1983-1991

One of the nation's foremost mini-mills' corecompetence is the rapid realization of technology intoproducts. This case describes the development of ahighly innovative casting technique and features therole of the company's culture in achieving its goals.The company exemplifies a learning organization.

SUPERVALU,Inc.: ProfessionalDevelopmentProgram

HBS21p# 900-019TN#900-020

Minnesota foodwholesale/retail$17.4 billionrevenues50,000 employees1999

SUPERVALU examines the creation andimplementation of a training program for attractingand retaining college graduates for the nation's largestwholesale food distribution company. It addresses: 1)program design and 2) the management of the designeffort and program implementation. The case isappropriate for courses in organizational behavior,human resources management, and generalmanagement. Teaching Purpose: To learn how tomanage the creation, introduction, and perpetuation ofa complex training program in a large, dynamicbusiness organization with a strong culture.

Motorola (A) BusinessEnterpriseTrust4p# 996-051B case#996-052TN#996-053

Schaumberg, ILElectronics$27 billionrevenues140,000employees1979-1996

In the late 1970s, Motorola CEO Bob Galvin knewthat the electronics industry was growing increasinglycompetitive. Though Motorola was faring well in thebattle, technology was sprinting ahead. In fact, mosttechnical knowledge was obsolete within a five-yeartime frame. In an attempt to embrace the change,Galvin proposed to his board of directors anextraordinary commitment to the training ofMotorola's entire workforce--from executives to shopfloor employees. He was met with strong resistance,however, due to the time and financial resources suchtraining would require. Galvin was faced with adilemma: if he accepted the board's counsel, thecompany might fall behind as the velocity oftechnological change increased; if he pushed for theinvestment in training, he might jeopardize short-termperformance and competitive position. TeachingPurpose: Allows students to think strategically aboutthe struggle of maintaining a competitive edge in a

fast-changing industry and to discuss the real-lifebenefits that can result from investing in employees.

Yvette Hyater-Adams and TerryLarsen atCoreStateFinancial Corp.

HBS15p# 401-023

Philadelphia, PAbanking2,000 employees1993-1998

Yvette Hyater-Adams, senior VP of CoreStatesBank, and CEO Terry Larsen reflect on their five-year mentor-protege relationship. They describe howbuilding a relationship across both race and genderwas challenging and ultimately highly rewarding.Their relationship develops in the context of a majorculture change that Hyater-Adams and Larsen wereleading the organization through. This case discusseshow their relationship impacted the organization andthe change process. Teaching Purpose: Allowsstudents to develop a deep appreciation for theinitiation and development of mentoringrelationships. Also explores the dynamics of cross-race and cross-gender work relationships.

Learning fromProjects: Note onConducting aPostmortemAnalysis(HBSbackground note)

HBS11p# 600-021

N/A Describes how firms can learn from projects throughpostmortem analysis. Focuses on the step-by-stepprocess of preparing and running a postmortemmeeting as it is done at Microsoft and other softwaredevelopers.

Chapter 6: The Nature of Work MotivationN/AChapter 7: Motivation Tools I:Job Design and Goal SettingThe Ritz-CarltonHotel Company

HBS#601-16331pTN #602-113

Washington, DC;hospitality; $1.5billion revenues;18,000 employees,2000

In just seven days, The Ritz-Carlton transformsnewly hired employees into "Ladies andGentlemen Serving Ladies and Gentlemen." Thecase details a new hotel launch, focusing on theunique blend of leadership, quality processes, andvalues of self-respect and dignity, to createaward-winning service. Teaching Purpose:Allows students to examine innovation andimprovement in a service industry. Raisesquestions of when and how to innovate in asuccessful service operating system and thechallenges of innovation for a brand built oncustomer experience. Teaching points include therole of leadership and values in creating a cultureof service and the need to manage the tensionbetween standardized quality procedures and thecultivation of empowered employees who cancustomize each interaction to meet the needs oftheir customers.

The SAS Institute:A DifferentApproach toIncentives andPeopleManagementPractices in the

Stanford#HR617p

North Carolina,software, $750million revenues,5000 employees,1997

The SAS Institute is a large, growing softwarecompany in the Research Triangle in NorthCarolina. Founded more than 25 years ago, it hasevolved a unique approach, given its industry, todeveloping and retaining talent including usingno stock options or phantom stock and not payingits salespeople on commission. The CEO and

Software Industry Vice President of Human Resources must decidehow well their current management practices willcontinue to serve them as the company gainsgreater visibility and faces an increasinglycompetitive labor market.

Jack Stack (A) BusinessEnterpriseTrust#993-009B case#993-010TN#993-013

Springfield, MO;diesel engineremanufacturing; $70million revenues

Describes Jack Stack's efforts to revive a dieselengine remanufacturing plant owned byInternational Harvester. Stack engineers aleveraged buyout of the factory by its managers.He then implements a radical system formanaging the company, through which everyemployee is trained to read complete financialreports of the company and given weeklyoperating data. In this way, they can see in detailhow the company is progressing. TeachingPurpose: May be used in Human Resources,Organizational Behavior, Strategic Management,and Entrepreneurship courses to help studentsexplore: 1) worker empowerment and relatedhuman resources issues; 2) the impact of thedisclosure of company data on corporate strategy;3) how an entrepreneur engineers a leveragedbuyout; 4) the revitalization of "rust-belt"facilities; and 5) the role of worker empowermentin entrepreneurship.

MacTemps:BuildingCommitment inthe InterimWorkforce

HBS#497-00520pTN #497-065

United States,staffing, $56 millionrevenues

MacTemps provides temporary workers skilled incomputer graphics and database management.Unlike many temporary agencies that treat tempsas a commodity, MacTemps has attempted tobuild relationships with temps through offeringbenefits and training. This case explores the prosand cons of this strategy by presenting data on theunderlying economics of the arrangement and thecharacteristics of the temp force. TeachingPurpose: To discuss the economics of contingentwork arrangements, strategies for buildingrelationships with workers/temps, strategies forstaffing firms in highly competitiveenvironments, and the changing social contractbetween people and organizations.

Hidden Value(Book Summary)O'Reilly andPfeffer

SoundviewExec BookSummaries8p# SV2310

N/A This is a distillation of the book Hidden Value,published by Harvard Business School Press.Companies that want to succeed need greatpeople--making recruitment and retentionimportant. But even more important, and oftenmore difficult to obtain, is the establishment ofcultures and systems in which these great peoplecan actually use talents, as well as managementpractices that make it possible for ordinary peopleto perform as if they were in the top 10% of theirfield. O'Reilly and Pfeffer studied a number ofcompanies that successfully found new ways toleverage the knowledge, experience, talents, andenergy of employees--the organizations' hiddenvalue--and found six essential practices that allhave in common: place values and culture first,

make those values real, hire for fit (bringing onboard people who will appreciate and espousetheir values), invest in people, share informationwidely, and reward and recognize adherence tovalues.

Chapter 8: Motivation Tools II:Performance Appraisal, Pay, and CareersNordstrom:Dissension in theRanks? (A)

HBS#191-00224p(B) case #192-027TN #692-085

United States,retailing, 1989

In 1989, the performance measurement systemsand compensation policies of NordstromDepartment Stores unexpectedly came underattack by employees, unions, and governmentregulators. The case describes the "sales-per-hour" monitoring and compensation systemwhich many believed to be instrumental inNordstrom's phenomenal success. Illustrates howrapid company growth, decentralizedmanagement, and unrelenting pressure to performcan distort performance measurement systemsand lead to undesirable consequences.

Mary KayCosmetics, Inc.:Sales ForceIncentives (A)

HBS#190-10316p(B) case#190-122TN #191-198

Dallas, TX;cosmetics; $400million revenues;1989

Describes the incentive system by which MaryKay Cosmetics motivates the sales force of200,000 independent agents who comprise thefirm's only distribution channel. Illustrates thepowerful effect on sales-force behavior thatresults when creative types of employeerecognition are combined with financialincentives. Focuses on the challenges thatmanagers face when they try to reduce programcosts by modifying the VIP automobile programthat awards the use of pink Cadillacs and othercars to successful sales agents. A detaileddescription of the parameters and formulas thatdrive the recognition and reward programs isprovided.

WillametteIndustries: "NoPay at Risk"Compensation

Stanford GSB#HR913p

Pacific Northwest,paper and woodproducts, $4 billionrevenues, 1998

Willamette Industries, a large wood products andpulp and paper manufacturer, has traditionally notused any short-term pay at risk as part of itscompensation approach. That means there are nosales commissions, gainsharing, or short-termbonus payments to anyone anywhere in the firm.David Morthland, the vice president of personneland industrial relations, has been asked toreexamine these practices in the context of trendsin industry at large toward the greater use ofcontingent compensation. The case outlines therationale for Willamette's current pay practices inlight of its particular culture, business strategy,and other management practices. Can be used byitself or with other cases illustrating different paypractices to stimulate a discussion of the pros andcons of various approaches to pay.

Compensationand PerformanceEvaluation at

HBS#800-29026p

Long Island, NY:semiconductors; $6billion revenues;

Describes a company's struggles in implementinga subjective performance rating system for itsemployees. In particular, it describes the

ArrowElectronics

1994098 difficulties faced by the CEO in getting managersto combat "ratings inflation"--that is, to producenumerical ratings that are both differentiated and"not too high."

The Firmwide360-degreePerformanceEvaluationProcess atMorgan Stanley

HBS16p# 498-053TN available

New York, NYinvestment banking$1 billion revenues1993-1995

Describes Morgan Stanley's firmwide, 360-degreeperformance evaluation process. Evaluation formsare included as exhibits. Teaching Purpose: Tointroduce students to a 360-degree performanceevaluation process.

VerizonCommunications,Inc.:Implementing aHumanResourcesBalancedScorecard

HBS23p#101-102

United States, tele-communications$60 billionrevenues1996-2000

In early 2000, Verizon Communicationsimplemented a Human Resources BalancedScorecard to evaluate the effectiveness of andpayoffs from human resource management. This casedescribes the benefits of the scorecard and thechallenges of measurement and implementation.Teaching Purpose: To help students understand: 1)how to implement a Balanced Scorecard, 2) how tomeasure and improve the effectiveness of supportfunctions, and 3) how to link nonfinancial measuresto financial measures of support functions whenfinancial benefits are difficult to quantify.

Chapter 9: Stress and Work-Life LinkagesDonna Klein andMarriottInternational,Inc. (A)

BusinessEnterpriseTrust4p# 996-057B case#996-058TN:#996-059

Washington, DC$8.9 billionrevenues1994-1996

In the early 1990s, Donna Klein, Director ofWork/Life programs for Marriott International,surveyed hotel and resort managers and found theyincreasingly were relied upon to help employees copewith the stresses of their personal lives. Immigration,child custody, spousal abuse--numerous personalissues were requiring up to 50% of managers' timeand fueling extremely high turnover. Shocked by thesurvey results, senior management asked Klein todevise a solution to the problem. Teaching Purpose:Encourages discussion of work/life issues, particularlythose specific to lower-wage employees. Allowsstudents to think creatively about different approachesto real-life human resource dilemmas.

Kathryn McNeil(A)

HBS14p# 394-111B case:# 394112TN:#394-185

Framingham, MAcomputer retailing$2.1 billionrevenues1992

Charles Foley, vice president of the computer retailingfirm Sayer MicroWorld, must decide whether or notto fire his employee Kathryn McNeil, a 37-year-oldproduct manager who has been unable to work asmany hours as her colleagues due to her status as asingle parent of a six-year-old boy. The company'srecent risk-laden acquisition of another ailing firm hasintensified the office's already high-pressureenvironment by necessitating that all employees work13- and 14-hour days. Although McNeil appears to bedoing her best to fulfill both her parental andprofessional responsibilities, her immediate supervisorinsists that McNeil has not been able to complete hershare of the work. Teaching Purpose: To raise issuesof work-family balance in the context of an ethicaldilemma.

Chapter 10: The Nature ofWork Groups and Teams andChapter 11: Effective Work Groups and TeamsThe OverheadReduction TaskForce

HBS#400-0267pTN #400-027Video #400-502

United States,householdappliances, mid-size,1977-99

A middle manager is about to meet with his bossto discuss her request that he head up a task forceto determine how overhead can be reduced by20%. He must decide what to address in thatmeeting and how the task force should belaunched and led. The focus is on team leadershipat four stages in a team's life cycle: 1)preparation, 2) initial meeting, 3) mid-courseconsultation, and 4) post-performance debriefing.Teaching Purpose: To learn about the effectiveleadership of work groups and teams.

Slade PlatingDepartment

HBS#496-01811p

Michigan, metalproducts, 1990s

Describes a conflict between the values andnorms of a segment of an internal social systemand those of management and the wider culture.Includes decision opportunity. A rewrittenversion of an earlier case.

Buck & Pulleyn'sTeamManagement

HBS#497-0079p

Rochester, NY;advertising; $26million revenues; 70employees; 1996

In 1993, the firm began to move from atraditional hierarchical structure to client-focusedteams. The case describes the process and someconsequences of this restructuring. Performanceseems to be improving, but some employeespreferred the structure certainty and client varietyof the old days. How does management deal withthese issues? Teaching Purpose: Teammanagement has become very popular, buttransitions from traditional structures to teams arenot easy. The discussion will center on how todeal with these issues.

Datavision (A) HBS#495-04615p1993(B) case #495-047; (C) case #495-048TN #498-030

Burlington, MA;computers; 500employees; 1993

Depicts a "team-building" intervention by anorganizational consultant at a small computercompany. Teaching Purpose: Should promotediscussion surrounding such techniques.

USA TODAY:Pursuing theNetwork Strategy(A)

HBS#402-01018p

Virginia, newspaper,$700 million revenues,3000 employees, 2000

Describes the evolution of USA TODAY Online,the electronic version of the newspaper, withinthe organizational structure of the newspaper.Describes the tensions and issues that developand the pressure from the Online division to bespun off. At the same time, CEO Tom Curleysees a greater strategic need for integration. Posesthe question of what degree/type of strategicintegration is required, what degree oforganizational integration this implies, and how itcan be achieved. Teaching Purpose: Exposesstudents to difficult issues surroundingintegration when two organizational units are sodifferent and explores the ambidextrousorganization.

BrinkerhoffInternational,

HBS#494-110

Alberta, Canada; oildrilling; $27 million

Presents a study of two oil rigs and their teamrelationships within a context of dissension in

Inc. (A) 15p(B) case#494-111TN #496-041

revenues; 1993 lower management ranks and a president who istrying to expand the business in a changingeconomy. Teaching Purpose: To show theimportance of teamwork at the bottom of a high-skill, dangerous business.

Chapter 12: LeadershipAlbert Dunlapand CorporateTransformation(A)

Babson#BAB03217p(B) case#BAB033TN #BAB532

United States; paperproducts, homeappliances; 1994-2000

After restructuring Scott Paper with a 34%reduction in head count and successfully sellingthe company to Kimberly Clark, Al Dunlap ishired as CEO by Sunbeam. This case describesthe management principles of this corporateturnaround expert and his actions at Sunbeam.

Mary KayCosmetics, Inc.

HBS#481-12613p

Texas, cosmetics,$100 million revenues;1963-80

Introduces the student to Mary Kay Cosmetics,Inc., its business, its strategy, and itsorganization. Provides the necessary backgroundfor understanding the contributions of Mary KayAsh, the company's founder and chairman.

Bill Gates andthe Managementof Microsoft

HBS#392-01919p

United States,computer software,$1.8 billion revenues,1991

In July 1991, Microsoft has achieved recordgrowth and profitability in the PC softwareindustry. The case focuses on Microsoft's founderand CEO, Bill Gates, and his top managementteam, as they seek to retain the innovation andspirit of a small company in a rapidly growingand changing environment. Specific issuesinclude the management of organizationalcomplexity, cultural change, CEO and COOinteraction, compensation, and leadership.

GE's Two-DecadeTransformation:Jack Welch'sLeadership

HBS#399-15024pTN #300-019

Global, industrialconglomerate, $100billion revenues,293,000 employees,1981-98

GE is faced with Welch's impending retirementand the question on many minds is whetheranyone can sustain the blistering pace of changeand growth characteristic of the Welch era. Afterbriefly describing GE's heritage and Welch'stransformation of the company's businessportfolio of the 1980s, the case chroniclesWelch's revitalization initiatives through the late1980s and 1990s. It focuses on six of Welch'smajor change programs: The "Software"Initiatives, Globalization, Redefining Leadership,Stretch Objectives, Service BusinessDevelopment, and Six Sigma Quality. TeachingPurpose: Can be used to develop multiple lessons,including corporate strategy development,transformational change, management andleadership, and corporate renewal.

Jan Carlzon:CEO at SAS (A)

HBS#392-14916p

Sweden, airline, $4billion revenues,20,000 employees,1980-90

Describes Jan Carlzon's actions on assuming theCEO's responsibility at SAS in a time of financialand organizational difficulty. After tracingCarlzon's development as a manager, it focuseson the way in which he developed, thencommunicated a clear and motivating strategicmission to become "the world's bestbusinessman's airline." After a spectacularturnaround, organizational problems re-emerge,and the case concludes with Carlzon wondering ifhis "second wave" can provide the same impetus

that he gained on his first wave. Highlights thepower of a clear and well-communicated strategicmission (strategic intent), but also exploresproblems and limits that can arise. Specifically,focuses on the common problem of motivatingmiddle managers who often feel disenfranchisedby front line empowerment.

Jack Stack (A) BusinessEnterpriseTrust#993-0098p(B) case#993-010TN #993-013

Springfield, MO;diesel engineremanufacturing; $70million revenues; 700employees; 1983

Describes Jack Stack's efforts to revive a dieselengine remanufacturing plant owned byInternational Harvester. Stack engineers aleveraged buyout of the factory by its managers.He then implements a radical system formanaging the company, through which everyemployee is trained to read complete financialreports of the company and given weeklyoperating data. In this way, they can see in detailhow the company is progressing. TeachingPurpose: May be used in Human Resources,Organizational Behavior, Strategic Management,and Entrepreneurship courses to help studentsexplore: 1) worker empowerment and relatedhuman resources issues; 2) the impact of thedisclosure of company data on corporate strategy;3) how an entrepreneur engineers a leveragedbuyout; 4) the revitalization of "rust-belt"facilities; and 5) the role of worker empowermentin entrepreneurship.

Meg Whitman ateBay, Inc. (A)

HBS#401-02432p(B) case#400-047

San Jose, CA;Internet; 1999

Meg Whitman takes over as CEO of eBay fromthe founder. She must figure out how to lead thecompany through a stage of phenomenal growthwithout compromising eBay's unique externalcustomer culture and internal culture--its keysuccess factors. Teaching Purpose: Leadership,managing change, managing growth, andorganizational culture. A rewritten version of anearlier case.

Chapter 13: CommunicationJensen Shoes:LyndonTwitchell"s Story

HBS#395-1218pTN #396-017

United States, shoes,$65 million revenues,4500 employees,1994

Details the experiences of Jane Kravitz(Caucasian female), strategic product manager,and Lyndon Twitchell (African American male),a member of her staff at Jensen Shoes, asuccessful producer and marketer of casual,athletic, and children's footwear. They areassigned to new positions and to each other at thestart of the story. Presents their very differentpoints of view on their first couple of monthsworking together. Teaching Purpose: Raises howstereotypes and self-fulfilling prophesiesinfluence performance feedback. Can be taught ina variety of ways: with all students receiving bothcases; half receiving one and half receiving theother; or a third of the class receiving both, onethird receiving one, and one third receiving theother (as is appropriate). Should be used withJensen Shoes: Jane Kravitz's Story.

Jensen Shoes:Jane Kravitz'sStory

HBS#395-1207pTN #396-017

United States, shoes,$65 million revenues,4500 employees,1994

Details the experiences of Jane Kravitz(Caucasian female), strategic product manager,and Lyndon Twitchell (African American male),a member of her staff at Jensen Shoes, asuccessful producer and marketer of casual,athletic, and children's footwear. They areassigned to new positions and to each other at thestart of the story. Presents their very differentpoints of view on their first couple of monthsworking together. Teaching Purpose: Raises howstereotypes and self-fulfilling prophesiesinfluence performance feedback. Can be taught ina variety of ways: with all students receiving bothcases; half receiving one and half receiving theother; or a third of the class receiving both, onethird receiving one, and one third receiving theother (as is appropriate). Should be used withJenson Shoes: Lyndon Twitchell's Story.

Intel in China Ivey/UWO#99C00711pTN #899C07

China,semiconductors, 1998

Intel PRC was a division of Intel Corp., a U.S.$20 billion semiconductor manufacturer. A newlyappointed division head makes a decision that anemployee responds to emotionally, with a deepresentment, creating the potential for conflictwithin the department. The incident forces themanager to examine whether there are deeperorganizational or communication problems heneeds to consider. Cross-cultural issues come intoplay given that the manager, although originallyfrom China, was educated and gathered extensiveexperience in the west and was thus consideredan expatriate by his employees. The caseexamines the effect of organizational culture onan employee's behavior.

Chrysler:Iacocca's Legacy

HBS#493-01719pTN #496-059

United States,automobiles, 140,000employees, 1978-92

Describes the changes fashioned by Iacoccaduring his tenure as CEO of the Chrysler Corp.Pays particular attention to the rhetoric heemployed in mobilizing change and the actionshe took to implement change.

Cofidis HBS19p# 501-055TN:#501-084

Lille, Franceconsumer credit$450 millionrevenues2000

An offspring of French catalog marketer 3 Suisses,and a popular sponsor of Tour de France, Cofidissells consumer credit over the phone, defyingconventional banking with a product policy and acommunication strategy that perfectly fits thecompany's comparative (dis)advantages. This casedescribes: 1) Cofidis' product and value proposition;2) the evolving competitive context and culturalcomplexity of the European credit market; 3) theadaptive marketing strategy of the company, whichevolved from bundling with the 3 Suisse catalog, todirect mail, to print advertising in TV guides, tobicycling sponsorship, 4) the results of the strategy;and 5) the challenge and opportunities posed by theInternet. Based on the lessons of the past, can weadvise Michel Guillois, CEO of Cofidis, on the bestway for him to preserve Cofidis' competitive edge?Teaching Purpose: How do you treat a financial

product from a marketing standpoint? What doesmarketing add to the generic consumer creditproduct? What are the determinants of consumeradoption for a new product? How do you combineproduct and communication strategies? What is theeffect of sports sponsoring? How do you build abrand? How should your marketing strategy unfoldover time and across borders to build and maintain astrong brand? Is marketing an acceptable activity oran attempt to fool people with products that theymisinterpret? What is the role of freedom and controlin a value proposition? How do all these softmarketing elements interact concretely to lead to aprofit formula?

Chapter 14: Decision MakingAlaska Airlinesand Flight 261(A)

HBS#801-11316p

Seattle, WA, airline,14,000 employees,2000

Weeks after the crash of Alaska Airlines Flight261, 64 mechanics claim that they have been"pressured, threatened, and intimidated" intotaking shortcuts. After briefly describing AlaskaAirlines' history and CEO John Kelly, the casedetails how the airline responded to the crash andthe resulting investigations. Also describes laborrelations between management and its largestunions. At the end of the case CEO Kelly preparesfor a news conference to respond to themechanics’ allegations. The case addresses crisismanagement, corporate diplomacy, labor relations,public relations, and transportation safety.

SaturnCorporation'sModule IIDecision

HBS#795-01118pTN #799-021

United States,automobiles, 1994

In the Spring of 1994, Saturn Corp. was settingsales records by attracting more than 25,000buyers per month. Saturn officials believed therewas a long-term opportunity to sell 400,000 to500,000 cars per year in the United States andselected international markets. Saturn managershad been reviewing options for a secondassembly plant (known as "Module II") withGeneral Motors (GM) since the beginning of theyear. One possibility was to expand capacity atSaturn's existing production facility in SpringHill, Tennessee. A second set of options involvedrefitting one of several plants that had beenmothballed or was scheduled to close shortly.Teaching Purpose: Access tradeoffs of strategicinvestment options.

Decision-Makingat the Top: TheAll-Star SportsCatalog Division

HBS#398-06121pTN#398-103

United States,retail/mail order,$800 millionrevenues, 1000employees, 1997

Describes a senior management team's strategicdecision making process. The division presidentfaces three options for redesigning the process toaddress several key concerns. The president hasextensive quantitative and qualitative data aboutthe process to guide him as he and the seniorteam attempt to make improvements. TeachingPurpose: To teach students about how generalmanagers can design and shape decision-makingprocesses, and how these processes affect thequality of the choice and the implementation.

Dave Armstrong(A)

HBS#396-3003p(B) case#396-301TN #396-364

Boston, MA A second-year Harvard MBA student considersthe pros and cons of three job offers. He identifiesseveral concerns and evaluates each job in termsof how well they meet these concerns. Heassesses probabilities for whether the jobs will besuccessful for him. Teaching Purpose:Introduction to a course on decision making andpreference analysis. Since the case contains nonumbers, the emphasis is on structuring thedecision problem, not analysis.

Launching theWar onTerrorism

HBS23p# 9-303-027

United Statesgovernment2001

Describes the decision-making process employed byPresident Bush's War Cabinet in the days followingthe September 11th terrorist attacks. Examines howthe president and his advisers framed the problem,exchanged ideas, generated alternatives, anddeveloped a plan of action. Teaching Purpose: Toexamine a high-stakes decision-making process by asenior executive team.

VictorySupermarkets:ExpansionStrategy?

HBS20p#9-599-054

Massachusettsgrocery$250 millionrevenues1998

Jay DiGeronimo, president of a 16-store supermarketchain, is trying to decide the timing and method forexpanding his chain. The family-owned companycould continue in a maintenance mode, with eachfamily member running one store. It could expandslowly using a new Market Square concept. Or itcould try to double its size in the next ten years. Whatare the costs and benefits of each approach? Shouldthe company continue opening Market Squares, eventhough that format has higher opening and operatingexpenses than more conventional operations?Teaching Purpose: The financial data allow studentsto understand how supermarkets make money. Theinvestment questions, from a financial as well as amerchandising point of view, create interestingtensions: Can a small operator compete against thenational and international supermarket chains byoffering higher-end differentiation?

Chapter 15: Organizational Structure and CultureandChapter 16: Determinants of OrganizationStructure and CulturePolycom, Inc.:VisualizingCulture

HBS#601-07316p

United States,telecommunications,$500 million revenues,2000

Polycom is a rapidly growing maker of videoconferencing and teleconferencing equipment.Management is attempting to use "natural workgroups" as an organizing mechanism, and to buildinto the culture implicit rules that will causedesired behaviors to be self-policing. TeachingPurpose: To explore organizational forms thatmight robustly handle continued growth.

Novartis Pharma:The BusinessUnit Model

HBS#101-03020p

Switzerland,pharmaceuticals, $21billion revenues,70,000 employees,2000

In June 2000, Novartis reorganized itspharmaceutical business to form global businessunits in oncology, transplantation,ophthalmology, and mature products. Theremaining products (primary care products) weremanaged as before within global functions (R&D,marketing, etc.) The new organization created amatrix structure and new roles for heads of

business functions, CEOs of new business units,and country managers. Teaching Purpose: Toexplore the reasons for Novartis's reorganizinginto the new matrix structure, the tensions andchallenges the new structure creates, and theculture and accountability needed to make thenew structure work.

Crunch HBS#899-23323pTN #800-146

New York, NY;fitness; $20 millionrevenues; 1997-99

Entrepreneur Doug Levine runs a fitnesscompany with an incredibly powerful brand. Hiscompany leverages the brand to expand, both interms of facilities and lines of business. But hemay need to make significant organizationalchanges in order to continue the growth.Teaching Purpose: To illustrate the stepsnecessary to transition from an entrepreneurial,small company to a professionally managed,medium-sized one.

SpecialtyMedicalChemicals

HBS#399-09423p

United States,medical/pharmaceuticals, $425 millionrevenues

A new general manager is supposed to rekindlegrowth. Seven months later, he questions theabilities of his direct reports. An organizationalpsychologist is brought in to assess his people.The general manager now has to decide who tokeep and how to structure his direct report team.Teaching Purpose: To illustrate the issues ageneral manager faces when assembling his directreport team.

Kenan Systems HBS#301-101

Cambridge, MA;software; $100 millionrevenues; 1000employees; 1985-1998

Kenan Sahin has built a very successful companyusing a unique business model and a uniqueorganization and culture. Success has broughtimportant risks, but logical options such as sale,partnering, or going public threatens the cultureand hence the business. Teaching Purpose: Uses avery powerful business problem to motivate adeep examination of a counter-intuitiveorganization and culture.

AgilentTechnologies:OrganizationalChange (A)

Stanford GSB35p# OD1AB case:#OD1B

United Statestechnology$10.8 billionrevenues2000-2001

On March 2, 1999, Hewlett-Packard (HP) announceda plan to create a separate company, subsequentlynamed Agilent Technologies, made up of HP'sbusinesses in test and measurement, semiconductorproducts, healthcare solutions, chemical analysis, andthe related portions of HP laboratories. In developingthe transformation strategy, Agilent president andCEO, Ned Barnholt, grappled with how to improvethe efficiency and effectiveness of the new companywhile still maintaining the best portions of HP'sculture and practices. Barnholt adopted HP's values ofinnovation and contribution, trust and respect forindividuals, and uncompromising integrity, but headded three new values: speed, focus, andaccountability. Barnholt also wanted to improve thecompany's efficiency in terms of shared services. Inmid-2001, the Agilent team faced a series ofunexpected challenges. On April 5, 2001, Barnholtannounced that business conditions had worsenedfurther than previously expected. Barnholt wonderedwhether he and his team had gone too far in the

organizational and cultural changes they had tried toimplement. He wondered whether his vision of speed,focus, and accountability would be compatible withHP's legacy values and culture, and if so, how wouldhe integrate the two? Teaching Purpose: Students willanalyze how a company such as Agilent grappled withthe challenges of transforming an ingrained HPculture within a brand new work environment.Students will get a sense of the challenges spun-offcompanies such as Agilent face, assess Agilent'sstrategies and implementation, and recommendadditional strategies and steps.

PerlegenSciences

HBS24p# 9-402-026

Santa Clara, CAbiotechstart-up; 40employees2001

Perlegen, a biotech start-up spun off Affymetrix,planned to build upon Affymetrix's DNA chiptechnology to map out 50 unique human genomes in18 months and discover patterns of genetic variationsamong them. Whereas many biotech firms werestudying small segments of the genome, Perlegen wasthe first to scan entire genomes, and most geneticscientists believed that genome-wide scanning was thekey to understanding complex diseases. As a biotechstart-up company with aggressive goals, Perlegenneeded to develop an organization that fosteredinnovation and teamwork among a group of highlytrained professionals from both the science andtechnology fields. Perlegen's CEO, Brad Margus, hadjoined Perlegen from the shrimp processing businessafter learning that two of his three sons had beendiagnosed with a rare genetic disease. A HarvardMBA and self-trained geneticist, Margus lookedforward to the opportunity to dedicate himself toPerlegen's scientific mission. During his first 9months on the job, Margus had hired a number ofjunior-level and mid-level employees; now it was timeto fill out the senior management team. Margus's firstsenior management hire was Greg Brandeau, theformer vice president of computer operations at PixarAnimation Studios, who signed on to be Perlegen'sCEO. Brandeau faced a number of challenges as heintegrated into the Perlegen organization, includingthe fact that he lacked a science background, his twodirect reports had already been hired, and he would bethe third leg of a tight-knit, two-person seniormanagement team already in place. Teaching Purpose:Highlights how leaders build an organization tosupport breakthrough innovation, manage "stars," andfoster cross-functional cooperation.

Chapter 17: Managing Global OrganizationsPhilips vs.Matsushita: ANew Century, aNew Round

HBS#302-04920p

Global, Europe,Japan, consumerelectronics, 270,000employees, 1970-2001

Describes the development of the internationalstrategies and organizations of two majorcompetitors in the global consumer electronicsindustry. The history of both companies is tracedand their changing strategic postures andorganizational capabilities are documented.Particular attention is given to the major

restructuring each company is forced to undertakeas its competitive position is eroded. Illustrateshow global competitiveness depends onorganizational capability, the difficulty ofovercoming deeply embedded administrativeheritage, and the limitations of both classic"multinational" and "global" models.

Acer America:Development ofthe Aspire

HBS#399-01120pTN # 300-035

Global (UnitedStates, Taiwan),computers, $1.1billion revenues,1995-98

Follows the development, national launch, andglobal rollout of the Aspire, Acer's first newproduct developed outside Taiwan. Implementinga very promising new PC concept proveschallenging to Mike Culver and his U.S. team,who are plagued by coordination problem withexperts and resource managers in Taiwan.Leading the global rollout proves equallydifficult, with local managers wanting to makelocal adaptations. After 2.5 years of missedforecasts and unexpected losses, CEO Stan Shihmust decide whether to abandon the Aspire. Moreprofoundly, what changes does this failuresuggest for his radical "fast food" businessconcept and his "client server" organizationmodel? Teaching Purpose: To discuss thedevelopment and implementation of globalstrategy, to explore new models of globalorganization, and to examine the management ofheadquarter-subsidiary relations.

Avon Products(A)

HBS#301-05922p(B) case #301-060

Global (Mexico/New York, NY;beauty products; $5billion revenues;1992-98

The general manager of Avon Mexico, FernandoLezama, must decide whether to promote awoman to the position of vice president of sales.If appointed, the candidate would be the firstfemale in all of Latin America to hold anexecutive position and one of the first women inMexico to attain this level of responsibility.Lezama's all-male executive team has doubtsabout the candidate's readiness, but Lezama isalso cognizant of Avon's global vision, whichcalls for the advancement of women at all levels.Earlier in the year, the Avon Mexico organizationhad completed an exercise called "appreciativeinquiry" aimed at enhancing gender relations inthe workforce. Teaching Purpose: To examine thecultural aspects of managing in Mexico and toillustrate the use of "appreciative inquiry" as partof a cultural change process.

Sealed AirCorporation:Global andCorporate Culture(A)

HBS#398-09618p(B) case #398-097

United States,Europe, Asia;packaging; $800million revenues;1997

Sealed Air Corp.'s CEO and COO are consideringwhat approach they should take to building aseamless corporate culture worldwide.Anticipating continuing growth and expansion,especially outside the United States, they areconcerned with preserving and promoting theculture that has been one of the company's keyassets. However, their experiences in integratingacquired companies, especially outside the UnitedStates, have heightened their awareness ofdifferences among the regional cultures of the

world and the challenges they face in maintaininga unified corporate culture. Teaching Purpose: Toillustrate the challenges of building a singlecorporate culture in a global enterprise and toexplore the tensions between U.S. culture andcultures of Europe and Asia.

SITELCorporation

HBS#898-15324p

Global,telemarketing, $500million revenues,1997

SITEL has grown extremely rapidly and is nowoperating worldwide with operations in over 30countries. Since many of its locations serve thesame customers, the officers are debating thecosts and benefits of additional centralization.Some feel that the autonomy of the managers hasspurred the spectacular success. Others believethat cost savings and sharing best practice couldadd substantially to the future potential of thecompany. Teaching Purpose: Presents a classicproblem associated with success: the need fororganizational change

TriconRestaurantsInternational:GlobalizationRe-examined

HBS#700-03024p

Global, fast food,500,000 employees,1997

Describes a leading fast food operator/franchisertrying to consolidate and standardize itsoperations worldwide and focus its efforts on afew key markets. Lends itself to a discussion ofhow global the fast food industry is, whetherTricon's new international strategy is consistentwith industry structure and its competitiveposition, and, if so, which country markets tofocus on.

Chapter 18: Power, Politics, and ConflictJack Thomas HBS

#494-06213p

New York, NY;publishing; 1990

This redisguised version of an earlier case, TomLevick, provides an updated setting but does notchange the teaching objectives. Chronicles thefirst six weeks of experience on the job for arecent business school graduate. Emphasis is onmanaging upwards--particularly with respect toerrors discovered by the protaganist for which hisboss was responsible. Provides background data.

Jeanne Lewis atStaples, Inc. (A)(Abridged)

HBS#400-06514p(B) case#499-042

Boston, MA; officesupplies; $5 billionrevenues; 30,000employees; 1997

Jeanne Lewis, after six years with Staples, Inc., ispromoted to senior vice president of marketing.She is to work for fifteen months alongside herpredecessor, a legacy in the organization,"learning the ropes" before he moves on. Thiscase is set nine months after she begins workingwith the marketing department. At this time,Staples has just emerged from a period ofprolonged litigation around an FTC antitrust suitchallenging Staples' attempted merger withOffice Depot. Post-merger, Lewis must determinehow the marketing department can mosteffectively and efficiently help the companymaintain its competitive edge in an increasinglycompetitive and complex market. Looks at thechallenges a middle manager faces "takingcharge" and managing change in a revitalizationsituation in which a more evolutionary approachis appropriate. Teaching Purpose: To illustrate the

challenges of managing change in a revitalization(as opposed to turnaround) situation in which amore evolutionary approach is appropriate. Toexplore the challenges of managing change as amiddle manager. To manage the network ofrelationships. To highlight the challenges of the"taking charge" process.

Jeffrey Smith HBS#498-0436p

New York, NY;investment advisory;$16.8 millionrevenues; 1991-92

Jeffrey Smith and David Johnson have apparentlyirreconcilable differences over their firm'sstrategy, which have led Jeffrey to conclude thathe must fire David. Focuses on whether Jeffreyhas used his influence in such a way as to avoidconflict. If he has no other option, how shouldJeffrey go about firing David? A rewrittenversion of an earlier case.

Heidi Roizen HBS#800-22819p

Palo Alto, CA; venturecapital/internet; 1983-1999

Heidi Roizen, a venture capitalist at SOFTBANKVenture Capital and a former entrepreneur,maintains an extensive personal and professionalnetwork. She leverages this network to benefitboth herself and others. The case considers thesteps she's taken to build and cultivate a networkthat is both broad and deep. Teaching Purpose:Provides students with an example of an effectivesocial network; facilitates discussion of networktypes, content, costs, and benefits.

The ChattanoogaIce CreamDivision

HBS#498-00111p

United States, foodproducts, $150 millionrevenues, 750employees, 1996

Senior functional officers (marketing,manufacturing, research & development, control,and human resources) clash over alternative ideasfor turning around a business in decline. Thegeneral manager is faced not only with choosingbetween competing ideas, but also managingconflict and determining whether his consensus-oriented style is appropriate to the needs of thesituation. Teaching Purpose: To introducestudents to issues and dilemmas of leadership ofteams, especially cross-functional teamsoperating under pressure for results.

Amelia Rogers atTassaniCommunications(A)

HBS#492-03415p

Chicago, IL;advertising; $25million revenues; 50employees; 1991

Describes a conflict that has arisen between anaccount manager and a creative director atTassani Communications, a Chicago-basedadvertising agency which is making the transitionfrom entrepreneurial to professional management.The client, the marketing director of a mufflerrepair chain, has called the account manager tocomplain about the creative director's behavior.The account manager must figure out what to do.The object is to provide students with anopportunity to grapple with the challenges ofmanaging relationships with peers and superiors.Students can discuss managing 1) cross-departmental relationships, 2) interpersonalconflicts, and 3) creativity.

Chapter 19: Organizational Change andDevelopmentCorning--1983-96:Transition at the

HBS#401-034

Corning, NY; $5billion revenues;

Focuses on Jamie Houghton's efforts to revitalizeCorning from 1983-96, including the

Top 30pFollow-oncase #401-035

20,000 employees;1983-96

development of a very strong set of values andculture. The issue centers around RogerAckerman's rise to president then chairman/CEO,and his drive to both change the businessstrategically/financially and develop a newculture to support this change. Teaching Purpose:Demonstrates importance of fit among seniorteam, culture, strategy, and organization, and howchange in one requires change in others. Getsstudents to think through details of implementingculture change.

Motorola Corp.:The View fromthe CEO Office

HBS#494-14015p

Schaumberg, IL;electronics; $17 billionrevenues; 120,000employees

Motorola, a leader in semiconductors andtelecommunications, embarked on an ambitiousprogram of renewal beginning in the early 1980s,leading to dramatic improvements in thecompany's quality, cycle time, and growth. Muchof this progress was attributed to a majorinvestment in workers' skills and in mechanismsthat encouraged teams of employees to work oncontinuous improvement projects. In 1994 topmanagement considered whether to promote acorporate-wide empowerment initiative thatwould encourage an unprecedented downwarddelegation of responsibilities. With veryambitious global growth goals, Motorola aspiredto be "the finest corporation in the world," withan organization that was both more flexible andparticipative and dedicated to continuousimprovement. The case focuses on the role of theCEO office in promoting corporate initiativeswhile preserving the $17 billion corporation'sdecentralized structure.

Andy Chew atSiemens Nixdorf:Change from theMiddle

HBS#396-20412p

Germany, computers,1995

Andy Chew, a British manager reassigned toGermany by a large German computer company,is in the middle of carrying out a project as adesignated "change agent" in a program toreshape the culture toward one that is moreentrepreneurial for success as a nimble globalcompetitor. He is still uncertain of his support.

Merck LatinAmerica (A)

HBS#401-02912pB case#9-401-030

Latin America,pharmaceuticals,1999

Introduces Grey Warner, the vice president ofMerck's Latin America region, and his efforts toimprove the organizational effectiveness of theregion and to introduce a more global businessculture and values. Discusses Merck's ethics andvalues, its Latin American organization, thechange methodologies used, and the political andeconomic conditions in the region. The changemethodologies included Myers Briggs personalitytype assessment, 360-degree feedbackmanagement evaluations, a new strategic planningprocess, and especially, organizational fitnessprofiling to discover and overcome barriers toachieving the strategic vision.

Charlotte Beersat Ogilvy &Mather

HBS#495-03118p

Global, advertising,7,000 employees,1992-1993

Examines Beer's actions on assuming leadership ofOgilvy & Mather Worldwide, the world's sixth-largest advertising agency, during a period of rapid

Worldwide (A) TN #495-033 industry change and organizational crisis. Focuseson how Beers, the first outsider CEO, engages andleads a senior team through a vision formulationprocess. Chronicles closely the debates amongsenior executives struggling to reconcile creative,strategic, and global vs. local priorities. Sixteenmonths later, with a vision statement agreed upon,Beers faces a series of implementation problems.Turnaround has begun, but organizationalstructures and systems are not yet aligned with thefirm's new direction. Concludes as Beers mustdecide how to work best with her senior team toachieve alignment in 1994.

Peter Browningand ContinentalWhite Cap (A)

HBS#486-0908pTN #491-110

Illinois, bottle caps,1984

Presents a new divisional vice president's entryinto a well-established and still successfulmanufacturing organization that is neverthelessfacing an impending competitive crisis.Demonstrates his challenge and his efforts, underpressure from corporate headquarters, to convincehis staff that the crisis is real and to make changesin the organization's family culture and practice, inorder to better position them to face the onslaughtof price wars and new technology. Concludes withseveral complex choices facing the new vicepresident as he considers whether or not to replacesome key but problematic senior managers, andwhat strategy to adopt in his relations with theretired but still visible descendant of the firm'sfounder.