Harvard Business School Publishing · venture can use human resource management, specifically a values-centered approach to managing people, as a source of competitive advantage

Harvard Business School Publishing

Case Map for Noe, Hollenbeck, Gerhart & Wright: Human Resource Management, 4th Edition

(McGraw Hill, 2002)


800-545-7685 (Outside the U.S. and Canada 617-783-7600) [email protected]

www.hbsp.harvard.edu/educators

This map was prepared by an experienced editor at HBS Publishing, not by a teaching professor. Faculty at Harvard Business School were not involved in analyzing the textbook or selecting the cases and articles. Every case map provides only a partial list of relevant items from HBS Publishing. To explore alternatives, or for more information on the cases listed below, visit: www.hbsp.harvard.edu/educators

Case Title Institution,

HBSP Product Number, Length, Teaching Note

Geographical and Industry Setting, Company Size, Time Frame

Abstract, Key Subjects

Chapter 1 Human Resource Management: Gaining a Competitive Advantage and Chapter 2 Strategic Human Resource Management

Jet Blue Airways: Starting from Scratch Jody Hoffer Gittell ; Charles A. O'Reilly III

HBS #801354 20p TN available

United States, airlines, startup, 950 employees, 2000

JetBlue Airways shows how an entrepreneurial venture can use human resource management, specifically a values-centered approach to managing people, as a source of competitive advantage. The major challenge faced by Ann Rhoades is to grow this people-centered organization at a rapid rate, while retaining high standards for employee selection and a small company culture. Teaching Purpose: To consider the role of human resource management, leadership, and values in a start-up venture, and to address the tension between a strong organizational culture and rapid growth. Subjects: Airlines; Corporate culture; Entrepreneurship; Human resources management; Recruitment; Unionization; Values; Venture capital

The Men's Wearhouse: Success in a Declining Industry Jeffrey Pfeffer

Stanford GSB 27p # HR5

San Francisco retail clothing $500 million revenues 4,000 employees 1997

George Zimmer, CEO of the Men's Wearhouse, is considering what has made the firm so successful; what, if anything, it should do differently to continue to succeed; and how to manage its growth and culture as the firm expands in the very competitive men's tailored clothing market. Retailing is the largest industry in the United States. Most retailing firms have traditionally been staffed with poorly paid, poorly trained, part-time help, and often experience tremendous turnover. Founded in 1973 in Houston, the Men's Wearhouse now has over 300 stores and is adding stores at the rate of 50 per year as it extends its geographic reach. This case provides information on the founder's beliefs, the firm's financial performance, the company's management

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practices, and detailed information on its various training activities. Subjects: Clothing; Corporate culture; Employee training; Management philosophy; Personnel policies; Retailing; Work force management

Human Resources at the AES Corp.: The Case of the Missing Department Jeffrey Pfeffer

Stanford GSB 28p # HR3

Thames, CT electrical power plant $685 million revenues, 1996

AES develops and operates electric power plants all over the world, and by late 1996, has approximately 20,000 employees. But, the corporation has no human resources staff, either at corporate headquarters in Arlington, VA, or in any of its operating facilities. Moreover, the company has very little centralized staff at all--little or no strategic planning, no environmental department, and almost no legal staff. The question is: Could and should the company continue to operate in this same way, with little specialized staff, as it continues to expand and geographically diversify? Another question is: How had the organization been able to be so successful without developing and relying on specialized expertise? Subjects: Delegation of authority; Electric power; Human resources management; Management philosophy; Organizational structure; Teams

Managing Organizational Effectiveness Applications Exercise Michael Beer

HBS 12p #495043

N/A Presents an overview of a method for diagnosing and developing an organization's capability to achieve its goals and implement its strategy, with exercises for application. Subjects: Human resources management; Management of change; Organizational change; Strategic planning

United Parcel Service (A) Jeffrey A. Sonnenfeld ; Meredith Lazo

HBS 22p # 488016 TN available

Worldwide, package transport, large, 1987

United Parcel Service (UPS) in 1987 faced serious challenges to its long-standing policies of on-the-job training and promotion from within. Increased competition in its traditional business of ground transport found UPS lagging in computerization and in need of technical expertise it could not simply cull from within its ranks. Whether, when, and how the new people were to be hired and assimilated, and to what extent the UPS culture and/or the new people would have to adapt, were the key questions. Subjects: Careers & career planning; Corporate culture; Diversification; Employee training; Human resources management; Shipping

Southwest Airlines: Using Human Resources for Competitive Advantage (A) Charles A.

Stanford GSB 24p # HR1A B case available

United States airlines $2.2 billion revenues 12,000 employees 1994

In 1994 both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 until 1993 Southwest had increased its market share of the critical West Coast market from 26% to 45%. This case considers how Southwest had developed a sustainable competitive advantage and emphasizes

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O'Reilly III; Jeffrey Pfeffer

the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can successfully imitate the Southwest approach. Subjects: Airlines; Corporate strategy; Human resources management; Organizational behavior; Strategy implementation

Chapter 3 The Legal Environment: Equal Employment Opportunity and Safety

Mitsubishi Motor Manufacturing of America: The Quest for a Model Workplace Lynn Sharp Paine ; Dale O. Coxe

HBS 8p 398028

United States automobiles, 1996-1997

Describes the sexual harassment case brought against Mitsubishi Motor Manufacturing of America by nearly 300 female employees in April 1996. Also presents the recommendations developed for the company by former U.S. Labor Secretary Lynn Marten. In response to the harassment controversy, Marten was asked to review the plant's policies and to formulate a plan for a "model workplace." Teaching Purpose: To help students develop an understanding of the causes and consequences of sexual harassment, and to illustrate an approach to developing a harassment-free environment. Subjects: Corporate culture; Discrimination; Ethics; Legal aspects of business; Organizational change; Sexual harassment; Women

Star Distributors, Inc. (A) David A. Thomas ; Deborah J. Evans

HBS 16p 493015 B case available TN available

Detroit, MI beverage distributorship, 100 employees, 1983-1989

Depicts the conflict and organizational problems that emerged in a franchise operation owned by Paul Logan, an African American, and John Heyman, a white American. Provides the opportunity to examine the ways in which race influences managerial behavior and organizational dynamics. Also raises issues of organizational performance, headquarters-franchise relations and conflict resolution. Subjects: Discrimination; Diversity; Franchising; Interpersonal behavior; Managerial behavior; Organizational behavior

Ann Hopkins (A) Joseph L. Badaracco Jr.; Ilyse Barkan


United States public accounting/consulting, 900 employees, 1978- 1983

Intended to help students understand the many barriers organizations face as their members and their management ranks grow more diverse. As a case on business ethics, it encourages students to discuss what "fairness" and "diversity" mean when an organization is also trying to create a sense of teamwork and "fit." Based upon the open court records of Ann Hopkins versus Price Waterhouse, a sexual discrimination and sexual stereotyping suit brought by a woman who was denied partnership at Price Waterhouse. (The court found in her favor.)

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Includes lengthy exhibits drawn directly from Price Waterhouse. Subjects: Discrimination; Diversity; Ethics; Legal aspects of business; Women

Workplace Safety at Alcoa (A) Kim B. Clark ; Joshua D. Margolis

HBS 22p 692042 TN available

Indiana, aluminum, Fortune 500, $10.7 billion revenues, 1991

Examines the challenge facing the managers of a large aluminum manufacturing plant in its drive to improve workplace safety. The CEO of the company has made safety a top priority. The plant has made good progress in reducing the injury rate, but now confronts the need to accelerate its improvement. Doing so requires the safety director to consider progress to date and analyze the opportunities for improvement, many of which involve fundamental changes in behavior at all levels of the organization. Designed to introduce students to the issues of safety in its operating context. Students have information available that allows them to analyze underlying causes and identify major opportunities for improvement. However, the interactions between safety and other dimensions of manufacturing performance are evident in developing and implementing a plan for improvement. Subjects: Aluminum industry; Manufacturing strategy; Occupational safety; Operating systems; Operations management; Terminations

Chapter 4 The Analysis and Design of Work

Polycom, Inc.: Visualizing Culture Clayton M. Christensen

HBS 601073 16p

United States, telecommunications, $500 million revenues, 2000

Polycom is a rapidly growing maker of video conferencing and teleconferencing equipment. Management is attempting to use "natural work groups" as an organizing mechanism, and to build into the culture implicit rules that will cause desired behaviors to be self-policing. Teaching Purpose: To explore organizational forms that might robustly handle continued growth. Subjects: Control systems; Growth management; Innovation; Organizational design; Technological change; Telecommunications

Novartis Pharma: The Business Unit Model Srikant M. Datar Carin-Isabel Knoop ; Cate Reavis

HBS 101030 20p

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

In June 2000, Novartis reorganized its pharmaceutical business to form global business units in oncology, transplantation, ophthalmology, and mature products. The remaining products (primary care products) were managed as before within global functions (R&D, marketing, etc.) The new organization created a matrix structure and new roles for heads of business functions, CEOs of new business units, and country managers. Teaching Purpose: To explore the reasons for Novartis's reorganizing into the new matrix structure, the tensions and challenges the new structure creates,

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and the culture and accountability needed to make the new structure work. Subjects: Business unit; Decentralization; Global Research Group; Matrix organization; Pharmaceuticals; Profit centers; Recruitment; Restructuring; Switzerland

The Medtek Corp. Michael L. Tushman

HBS 8p #400024

United States medical lab equipment 1986

The R&D division at Medtek, a medical and laboratory equipment company, is struggling to produce innovative new products. John Torrence, recently appointed director of the division, must correct the lack of innovation or risk losing the advantage the company has maintained until now. The case focuses on organizational structure, work flow, and internal alignment. Subjects: Innovation; Leadership; Management of change; Medical supplies; Organizational structure

Specialty Medical Chemicals Richard G. Hamermesh ; Lucinda Doran

HBS #399094 23p

United States, medical/pharmaceuticals, $425 million revenues

A new general manager is supposed to rekindle growth. Seven months later, he questions the abilities of his direct reports. An organizational psychologist is brought in to assess his people. The general manager now has to decide who to keep and how to structure his direct report team. Teaching Purpose: To illustrate the issues a general manager faces when assembling his direct report team. Subjects: Employee development; Executive selection; Human resources management; Management of change; Management teams; Performance appraisal; Pharmaceuticals; Psychology

Kenan Systems Joseph L. Bower James B. Weber Sonja E. Hout

HBS 15p #301101

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

Kenan Sahin has built a very successful company using a unique business model and a unique organization and culture. Success has brought important risks, but logical options such as sale, partnering, or going public threatens the culture and hence the business. Teaching Purpose: Uses a very powerful business problem to motivate a deep examination of a counter-intuitive organization and culture. Subjects: Business models; Corporate culture; Innovation; Organizational management; Organizational structure; Software industry

Jack Stack (A) Kirk O. Hanson ; David Bollier

Business Enterprise Trust #993009 TN available

Springfield, MO; diesel engine remanufacturing; $70 million revenues

Describes Jack Stack's efforts to revive a diesel engine remanufacturing plant owned by International Harvester. Stack engineers a leveraged buyout of the factory by its managers. He then implements a radical system for managing the company, through which every employee is trained to read complete financial reports of the company and given weekly operating data. In this way, they can see in detail how the company is progressing. Teaching Purpose: May be used in Human Resources, Organizational Behavior, Strategic Management, and

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Entrepreneurship courses to help students explore: 1) worker empowerment and related human resources issues; 2) the impact of the disclosure of company data on corporate strategy; 3) how an entrepreneur engineers a leveraged buyout; and 4) the role of worker empowerment in entrepreneurship. Subjects: Employee empowerment; Ethics; Leveraged buyouts; Social enterprise

MacTemps: Building Commitment in the Interim Workforce Jeffrey L. Bradach Nicole Sackley

HBSP #497005 20p TN available

United States, staffing, $56 million revenues

MacTemps provides temporary workers skilled in computer graphics and database management. Unlike many temporary agencies that treat temps as a commodity, MacTemps has attempted to build relationships with temps through offering benefits and training. This case explores the pros and cons of this strategy by presenting data on the underlying economics of the arrangement and the characteristics of the temp force. Teaching Purpose: To discuss the economics of contingent work arrangements, strategies for building relationships with workers/temps, strategies for staffing firms in highly competitive environments, and the changing social contract between people and organizations. Subjects: Careers & career planning; Human resources management; Organizational design; Personnel management

Chapter 5 Human Resource Planning and Recruitment

Dreyer's Grand Ice Cream (A) Glenn R. Carroll Jennifer Chatman Victoria Chang

Stanford GSB 25p # OB35A

United States, ice cream, dairy, consumer products, $1.16 billion revenues, 1998

In June 1998, the senior management team at Dreyer's Grand Ice Cream faced a number of internal and external difficulties that were some of the most challenging problems the company ever faced. Problems included profitability issues, record-high butterfat prices, aggressive discounting by competitors, higher margin better-for-you segment collapse, severance of Ben & Jerry's distribution contract, and management health issues. Given a mandatory and necessary financial restructuring of the company, the senior management team faced some tough employee issues and needed to make very significant decisions to overcome their difficult times. Teaching Purpose: To teach students how to manage a difficult organizational politics issue. Subjects: Communication in organizations; Corporate culture; Downsizing; Employee morale; Employee problems; Financial strategy; Food; Human resources management; Loyalty; Management of crises; Organizational behavior

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Recruiting at Bowles Hollowell Conner & Co. Herminia Ibarra ; John P. Kotter ; John J. Gabarro ; Andrew Burtis

HBS 27p #494071

United States, investment banking, $20 million revenues

Examines the recruiting process of Bowles Hollowell Conner & Co. (BHC), an investment banking firm known for its work with middle market companies. Specifically, presents a profile of the firm and its recruiting process and then examines that process through the firm's recruiting efforts at Harvard Business School (HBS). Includes the resumes of 17 second-year HBS students who sought interviews for an associate position with BHC and raises the issue of how interview selections were made from those resumes.Subjects: Human resources management; Personnel selection; Recruitment

Pathways to Independence: Welfare-to-Work at Marriott International Rosabeth Moss Kanter ; Ellen Pruyne

HBS 20p #399067

United States hospitality $9 billion revenues 131,000 employees, 1998

In 1991 Marriott International established a program called Pathways to Independence to recruit and train people from the welfare rolls. The program graduated over 1,000 people in eight years and retained about 20% more of its participants than regular hires. Now the program director wished to double the program size. The questions: Was this feasible with a decreasing supply of employable welfare recipients? Could the quality control required at Marriott be maintained with such a large and rapid expansion? Subjects: Control systems; Employee training; Innovation; Leadership; Recruitment; Service management; Social change; Social enterprise; Work force management

Bitstream Michael J. Roberts

HBS 15p #393055 TN available

Boston, MA software, $30 million revenues, 1992

Focuses on the new CEO of a growing software firm, the culture he's tried to create, and the need to hire a manager to spearhead a new product division. Includes details on how the search was conducted and presents resumes of four candidates who are being considered for the position. Designed to allow students to think through the recruitment, selection, and interview process. Subjects: Personnel selection; Recruitment; Software

Chapter 6 Selection and Placement

Note on the Hiring and Selection Process Michael J. Roberts

HBS 14p #393093

N/A Describes a model for thinking about the hiring and selection process. Subjects: Entrepreneurial management; Growth management; Personnel management; Personnel selection; Recruitment

AvantGo Alan MacCormack ; Kerry Herman

HBS 19p #601095

Silicon Valley, CA high technology 310 employees 1998-2000

Richard Owen, CEO of AvantGo, is preparing for a meeting in which he will set the human resource policy for the firm going forward. It has been three months since the company's IPO, and given the

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tremendous cramp in hiring over the six months prior to the IPO, he knows that this meeting will set the expectations for the many annual evaluations that will follow. Uppermost in his mind is the decision over whether to implement a "forced-curve" grading scheme, and the implications of this decision on staff perceptions and notification. Teaching Purpose: To illustrate the challenges of a rapidly growing new technology venture, specifically with regard to the hiring, retention, and firing of new employees. Also examines the process of building a senior management team, including the decision of when to replace a CEO, how to do it, and with whom. Subjects: Entrepreneurial management; Incentives; Performance appraisal; Software; Telecommunications

DigitalThink: Building a Sales Force Michael J. Roberts ; Joseph B. Lassiter III; Christina Darwall

HBS 32p #898193

California Internet/training $1 million revenues, 1997

Describes the broad set of issues faced by a young company in the Internet-based training business as they begin to sell their product to corporate customers. Issues include: profile of attractive candidates, compensation, definition of territory, definition of quotas, and role of regional management. Teaching Purpose: To explore the detailed decisions and implementation steps required to build a sales force. Subjects: California Research Center; Employee training; Entrepreneurship; Information services; Internet; Marketing management; Sales management; Sales organization

Chapter 7 Training

The Ritz-Carlton Hotel Company Sandra Sucher ; Stacy McManus

HBS #601163 31p TN available

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

In just seven days, The Ritz-Carlton transforms newly hired employees into "Ladies and Gentlemen Serving Ladies and Gentlemen." The case details a new hotel launch, focusing on the unique blend of leadership, quality processes, and values of self-respect and dignity, to create award-winning service. Teaching Purpose: Allows students to examine innovation and improvement in a service industry. Raises questions of when and how to innovate in a successful service operating system and the challenges of innovation for a brand built on customer experience. Teaching points include the role of leadership and values in creating a culture of service and the need to manage the tension between standardized quality procedures and the cultivation of empowered employees who can customize each interaction to meet the needs of their customers. Subjects: Brands; Hotels & motels; Human

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resources management; Innovation; Management of change; Operations management; Organizational behavior

Chaparral Steel: Rapid Product and Process Development Dorothy Leonard-Barton ; Gil Preuss


Texas steel 900 employees 1983-1991

One of the nation's foremost mini-mills' core competence is the rapid realization of technology into products. This case describes the development of a highly innovative casting technique and features the role of the company's culture in achieving its goals. The company exemplifies a learning organization. Subjects: Corporate culture; Innovation; Product development; Production planning; Research & development; Steel; Technology

SUPERVALU, Inc.: Professional Development Program Francis J. Aguilar


Minnesota food wholesale/retail $17.4 billion revenues 50,000 employees 1999

SUPERVALU examines the creation and implementation of a training program for attracting and retaining college graduates for the nation's largest wholesale food distribution company. It addresses: 1) program design and 2) the management of the design effort and program implementation. The case is appropriate for courses in organizational behavior, human resources management, and general management. Teaching Purpose: To learn how to manage the creation, introduction, and perpetuation of a complex training program in a large, dynamic business organization with a strong culture. Subjects: Employee training; Food; Management of change; Organizational development; Recruitment

Motorola (A) Kathleen Meyer ; Matt Kelemen ; Stephanie Weiss

Business Enterprise Trust 4p #996051 Supplements available TN available

Schaumberg, IL Electronics $27 billion revenues 140,000 employees 1979-1996

In the late 1970s, Motorola CEO Bob Galvin knew that the electronics industry was growing increasingly competitive. Though Motorola was faring well in the battle, technology was sprinting ahead. In fact, most technical knowledge was obsolete within a five-year time frame. In an attempt to embrace the change, Galvin proposed to his board of directors an extraordinary commitment to the training of Motorola's entire workforce--from executives to shop floor employees. He was met with strong resistance, however, due to the time and financial resources such training would require. Galvin was faced with a dilemma: if he accepted the board's counsel, the company might fall behind as the velocity of technological change increased; if he pushed for the investment in training, he might jeopardize short-term performance and competitive position. Teaching Purpose: Allows students to think strategically about the struggle of maintaining a competitive edge in a fast-changing industry and to discuss the real-life benefits that can result from investing in employees.

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Subjects: Electronics; Employee training; Ethics; High technology products; Human resources management; Manufacturing; Social enterprise

Bidwell Training Center, Inc. and Manchester Craftsmen's Guild: Preparation in Pittsburgh James L. Heskett Roger Hallowell

HBS 22p #693087

Pittsburgh, PA education/training $4 million revenues, 1992

Bill Strickland, executive director of both Bidwell Training Center and Manchester Craftsmen's Guild, has built a highly successful training organization to enable underprivileged minorities in Pittsburgh to escape the cycle of poverty. His success has led to questions of expansion, focus, and core competencies. Teaching Purpose: Strong vehicle for a discussion of the role training can play in organizations and the attitudes toward training necessary to maximize its effectiveness. Subjects: Employee training; Leadership; Nonprofit organizations; Social enterprise

Sealed Air Taiwan (A) Lynn Sharp Paine ; Robert J. Crawford

HBS 21p #399058 B case available

Taiwan packaging $2-3 million revenues 1997

The general manager for U.S.-based Sealed Air Corp.'s Taiwan subsidiary must decide whether he's hired the right person to bridge the gap between Sealed Air's corporate culture and Taiwan's business culture. This case details Bob Kayser's experiences in trying to infuse the Sealed Air culture into the Taiwan operation, including approaches to training, compensation, and motivation. Teaching Purpose: To help students understand important aspects of Chinese culture in Taiwan and to explore approaches to bridging gaps between differing cultures. Subjects: Compensation; Corporate culture; Cross cultural relations; Human resources management; Motivation; Organizational change; Packaging; Southeast Asia

Managing Conflict in a Diverse Workplace Mary Gentile ; Sara B. Gant


N/A Consists of several vignettes and discussion points around issues of conflict in the workplace. Issues presented are differences of race, gender, nationality, culture, religion; access to power, training, advancement; tolerance of style of management, language, politics; implications of involvement in these issues. Subjects: Conflict; Cross cultural relations; Grievances; Group behavior; Job satisfaction; Work force management

Chapter 8 Performance Management

Building the Culture at Agilent Technologies: Back to the Future Charles A.

Stanford GSB 31p #HR20

United States electronics $174 million revenues 47,000 employees 1999-2001

In 1999, Hewlett-Packard (HP) split into two companies. The issue facing human resources (HR) had to do with creating loyalty and enthusiasm for a new company (Agilent) whose roots lay in an established institution with an extremely loyal workforce who identified with the HP brand. How could they create a new culture of more focus and

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O'Reilly III; Grace Yokoi

accountability with the same people? Developing an organizational culture that supported business performance and accountability was the foremost HR task. This case provides detailed background on the company's key initiatives and projects to transform HR organization and culture in the new company. The HR transformation marked a change from an egalitarian, safe culture to a performance culture characterized by a strong meritocracy and a results-based rewards program. In 2001, the company faced increasing financial challenges that would test the newly developing culture. How could top management continue building the Agilent culture--especially in the face of layoffs and restructuring? Subjects: Corporate culture; Corporate reorganization; Electronics; Employee morale; Human resources management; Organizational behavior; Performance measurement

Great Wall Golf & Country Club Paul W. Beamish Donna Everatt

HBS 15p #900M03 TN available

China recreation 2000

The newly hired director of human resources for a large golf and country club near Beijing, China has just presented her human resources plan to the company founder. At issue is whether this plan--in terms of recruiting, training and development, rewards, and benefits--is directionally correct and implementable. Subjects: China; Human resources management; Management training; Performance appraisal; Work force management

The Firmwide 360-degree Performance Evaluation Process at Morgan Stanley M. Diane Burton


New York, NY investment banking $1 billion revenues 1993-1995

Describes Morgan Stanley's firmwide, 360-degree performance evaluation process. Evaluation forms are included as exhibits. Teaching Purpose: To introduce students to a 360-degree performance evaluation process. Subjects: Corporate culture; Human resources management; Interpersonal behavior; Investment banking; Management of professionals; Organizational behavior; Performance appraisal

Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard Srikant M. Datar Marc J. Epstein Jeremy Cott

HBS 23p #101102

United States, tele-communications $60 billion revenues 1996-2000

In early 2000, Verizon Communications implemented a Human Resources Balanced Scorecard to evaluate the effectiveness of and payoffs from human resource management. This case describes the benefits of the scorecard and the challenges of measurement and implementation. Teaching Purpose: To help students understand: 1) how to implement a Balanced Scorecard, 2) how to measure and improve the effectiveness of support functions, and 3) how to link nonfinancial measures to financial measures of support functions when financial benefits are difficult to quantify.

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Subjects: Accounting & control; Balanced scorecard; Employee development; Human resources management; Management controls; Performance measurement; Strategy implementation; Telecommunications

AvantGo Alan MacCormack ; Kerry Herman

HBS 19p #601095

Silicon Valley, CA high technology 310 employees 1998-2000

Richard Owen, CEO of AvantGo, is preparing for a meeting in which he will set the human resource policy for the firm going forward. It has been three months since the company's IPO, and given the tremendous cramp in hiring over the six months prior to the IPO, he knows that this meeting will set the expectations for the many annual evaluations that will follow. Uppermost in his mind is the decision over whether to implement a "forced-curve" grading scheme, and the implications of this decision on staff perceptions and notification. Teaching Purpose: To illustrate the challenges of a rapidly growing new technology venture, specifically with regard to the hiring, retention, and firing of new employees. Also examines the process of building a senior management team, including the decision of when to replace a CEO, how to do it, and with whom. Subjects: Entrepreneurial management; Incentives; Performance appraisal; Software; Telecommunications

Jensen Shoes: Jane Kravitz's Story Mary Gentile Pamela J. Maus


United States shoes $65 million revenues 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, a successful producer and marketer of casual, athletic, and children's footwear. They are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Teaching Purpose: Raises how stereotypes and self-fulfilling prophesies influence performance feedback. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jensen Shoes: Lyndon Twitchell's Story (see below). Subjects: Diversity; Footwear; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women

Jensen Shoes: Lyndon Twitchell's Story Mary Gentile


United States shoes $65 million revenues 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, a successful producer and

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Pamela J. Maus

marketer of casual, athletic, and children's footwear. They are assigned to new positions and to each other at the start of the story. Presents their very different points of view on their first couple of months working together. Teaching Purpose: Raises how stereotypes and self-fulfilling prophesies influence performance feedback. Can be taught in a variety of ways: with all students receiving both cases; half receiving one and half receiving the other; or a third of the class receiving both, one third receiving one, and one third receiving the other (as is appropriate). Should be used with Jensen Shoes: Jane Kravitz's Story (see above). Subjects: Diversity; Footwear; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women

Chapter 9 Employee Development

Lockheed Martin: The Employer of Choice Mission Clayton M. Christensen ; Michael Overdorf

HBS 23p #300032

Bethesda, MD defense Fortune 500 $26 billion revenues 1998-1999

A Lockheed Martin manager is faced with the decision of where to focus the organization's resources in order to develop a world-class employee development system. The manager's recommendation will serve as the basis for the company's goal of becoming an Employer of Choice in the minds of its current and prospective employees. Compounding the difficulty of his decision is the pressure from the current financial, operational, and cultural challenges facing the business. With the defense industry becoming more cost competitive and contracts being awarded to non-traditional defense industry suppliers, Lockheed Martin is faced with a need to reduce its cost structure while developing employee talent and future leaders who can adapt quickly to change and effectively lead in this new environment. Subjects: Defense industry; Employee development; Management development; Organizational development

Specialty Medical Chemicals Richard G. Hamermesh ; Lucinda Doran

HBS 23p #399094

United States medical $425 million revenues 1,600 employees 1998

A new general manager is supposed to rekindle growth. Seven months later, he questions the abilities of his direct reports. An organizational psychologist is brought in to assess his people. The general manager now has to decide who to keep and how to structure his direct report team. Teaching Purpose: To illustrate the issues a general manager faces when assembling his direct report team. Subjects: Employee development; Executive selection; Human resources management; Management of change; Management teams; Performance appraisal; Pharmaceuticals; Psychology

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The Firmwide 360-degree Performance Evaluation Process at Morgan Stanley M. Diane Burton


New York, NY investment banking $1 billion revenues 1993-1995

Describes Morgan Stanley's firmwide, 360-degree performance evaluation process. Evaluation forms are included as exhibits. Teaching Purpose: To introduce students to a 360-degree performance evaluation process. Subjects: Corporate culture; Human resources management; Interpersonal behavior; Investment banking; Management of professionals; Organizational behavior; Performance appraisal

Yvette Hyater-Adams and Terry Larsen at CoreState Financial Corp. David A. Thomas ; Emily D. Heaphy ; Nancie Zane

HBS 15p #401023

Philadelphia, PA banking 2,000 employees 1993-1998

Yvette Hyater-Adams, senior VP of CoreStates Bank, and CEO Terry Larsen reflect on their five-year mentor-protege relationship. They describe how building a relationship across both race and gender was challenging and ultimately highly rewarding. Their relationship develops in the context of a major culture change that Hyater-Adams and Larsen were leading the organization through. This case discusses how their relationship impacted the organization and the change process. Teaching Purpose: Allows students to develop a deep appreciation for the initiation and development of mentoring relationships. Also explores the dynamics of cross-race and cross-gender work relationships. Subjects: Banking; Careers & career planning; Diversity; Leadership; Mentors; Organizational change; Women

Beyond the Myth of the Perfect Mentor: Building a Network of Developmental Relationships (HBS background note) Linda A. Hill ; Nancy Kamprath

HBS 17p #491096

N/A Instead of embarking on an odyssey for the perfect mentor, individuals should pursue a strategy of building a network of developmental relationships. In this note, we explore the process by which such a network can be established and cultivated: 1) What functions can developmental relationships serve? 2) How are these relationships formed and maintained? 3) With whom in an organization can an individual establish such relationships? and 4) What are some of the special challenges those in the minority face in building these relationships? In summary, we offer guidelines for building a constellation of developmental relationships. Subjects: Careers & career planning; Cross cultural relations; Human resources management; Interpersonal relations; Mentors; Power & influence; Women

Craig Parks (A) David A. Thomas ; Lisa

HBS 12p #497013

New York investment banking 1990s

Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his former employer, Taylor Burton on Wall Street. The choice

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Chadderdon

proves to be a poor fit for Craig. The case documents his decision-making process, personal history, and the dilemma he confronts once he realizes returning to Taylor Burton was the wrong decision. Teaching Purpose: Demonstrates the importance of a thorough self-assessment in career decisions. Written to teach issues of adult development and career management. Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation

Managing Your Career (HBS background note) Linda A. Hill

HBS 14p #494082

N/A Designed to serve as background reading for the "Managing Your Career" module of the second-year MBA elective Power and Influence. Describes the way in which managers learn and develop through on-the-job experience. Outlines a model for launching a "success syndrome" by building power and influence over the course of one's career. Also identifies some of the special challenges of: 1) managing one's early career, 2) developing power as a minority in the organization and the "glass ceiling" phenomenon, and 3) developing ethical judgment. Focusing special attention on the importance of self-assessment and introspection in building a successful career, the note concludes with a list of questions individuals should ask themselves periodically to take stock of their career and personal development. Subjects: Careers & career planning; Interpersonal relations; Management development; Managerial skills; Organizational behavior; Power & influence

Tom Bird & Ken Saxon H. Irving Grousbeck ; Nick J. Mansour III

HBS 22p #E39 TN available

San Jose, CA business records storage $5 million revenues 1988-1995

Tom Bird and Ken Saxon are two young MBAs who buy a company after graduation. The case chronicles their efforts as they grow the company from $600,000 in sales to $5 million. At the end of the case the two are confronted with the issue of hiring succession management. Subjects: Entrepreneurship; Mergers; Retirement; Succession planning; Valuation

Chapter 10 Employee Separation and Retention

Orthoteks USA (Abridged): Hans Wyss' Challenge Hugo E.R. Uyterhoeven

HBS 10p #397095

Pennsylvania, Switzerland medical products $23 million revenues 1990s

One of the major shareholders of the U.S. subsidiary of a Swiss medical products firm seeks the dismissal of the country manager. The performance of the country manager over the previous four years has to be evaluated. How should he proceed before and during the upcoming board meeting? Teaching Purpose: To establish criteria to evaluate the country manager's performance to date and to suggest alternate approaches. How should he defend his job? A rewritten version of an earlier case. Subjects: Business policy; Implementation;

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International business; Medical supplies; Negotiations; Strategy implementation

Hi-Tech Corp. Fred K. Foulkes ; William E. Fruhan Jr.


Massachusetts photographic products $1.5 billion sales 1981

Hi-Tech examines the financial implications of a reduction in the work force via a voluntary severance program which offers up to two and a half times annual pay if an employee voluntarily terminates employment. Subjects: Employee compensation; Financial management; High technology products; Human resources management; Layoffs; Personnel policies; Work force management

Mike Miller (A) Vijay V. Sathe ; C. Paul Dredge


Eastern U.S. banking $400 million assets 1981-1982

Mike Miller, Harvard MBA '78, resigned his first job out of HBS within six months because he believed his personal values and learning objectives could not be accommodated. Students may discuss the problems of anticipating corporate culture, learning the ropes, surviving entry into the organization, and getting things done. Subjects: Corporate culture; Executives; Interdepartmental relations; Job satisfaction; Personal strategy & style; Values

Keeping the People Who Keep You in Business (Book Summary) Leigh Branham

HBS 8p #SV2302

N/A This is a distillation of the book Keeping the People Who Keep You in Business, published by AMACOM. Branham helps you focus on doing what you need to do to retain the employees you most want to keep. Specifically, he introduces a series of solid practices to implement in your company or department that will have a positive impact on your best and brightest workers by enhancing performance, motivation, and job satisfaction. Branham organizes these practices into four key areas that essentially parallel the phases of an employee's life cycle in an organization: be a company people want to work for, select the right person in the first place, get them off to a great start, coach and reward to maintain commitment. Subjects: Corporate culture; Employee development; Employee retention; Job satisfaction; Motivation; Performance appraisal; Performance effectiveness; Performance measurement; Personnel policies; Personnel selection; Values; Work force management

Store24 (A): Managing Employee Retention Frances X. Frei ; Dennis Campbell


New England retailing $85 million revenues 800 employees 2000-2001

Provides a retailing context in which employee retention strategies are explored through analyzing detailed store-level data. Teaching Purpose: To introduce students to data analysis, including sampling and estimation, hypothesis testing, and regression. Subjects: Employee retention; Retailing; Service management

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Millennium Media, Inc. and John Voorenberg David A. Thomas

HBS 10p #400032

New York media $2.3 billion revenues 1990s

Millennium Media's CEO reviews the company diversity report and considers the challenges of maintaining a diverse workforce in light of the news that three individuals, two of whom are people of color, are leaving for opportunities with a competitor. Teaching Purpose: To assist managers/students in understanding the link between supervisor behavior, diversity, and employee retention. Subjects: Careers & career planning; Diversity; Employee retention; Interpersonal relations; Management of professionals; Superior & subordinate; Supervisors

Chapter 11 Pay Structure Decisions and Chapter 12 Recognizing Employee Contributions with Pay

Belmont Industries, Inc. (A) Joseph L. Bower

HBS 3p #301016

United States electrical equipment 1995

A new general manager has to propose a salary structure for the top 20 managers. His task is complicated as he learns about past performance, ambitions, interpersonal relations, and market conditions. Teaching Purpose: To introduce compensation issues from a general management perspective as opposed to a functional human resources perspective. A rewritten version of an earlier case. Subjects: Business policy; Employee attitude; Executive compensation; Personnel policies

Doyle's Dealmaking Dilemma: Negotiating the Job Search James K. Sebenius

HBS 12p #800124

United States & Hong Kong banking 1998

MBA student Doyle Williams searches for his ideal job in a private equity group and uses his negotiation skills to try to attain the best possible compensation package. Teaching Purpose: Assisting MBAs to understand and manage the job selection and salary negotiation process. Subjects: Banking; Career advancement; Compensation; Employment interviews; Negotiations

Weymouth Steel Corp. Michael Hattersley

HBS 4p #393014

United States steel $7 billion sales 150,000 employees 1990

In the fall of 1990, Weymouth Steel executives realize they must reduce the salaried workforce by 5,000. While attrition may take care of some of the reduction, many employees will have to be laid off. In the past, such news has travelled through the grapevine, but this time leadership wants to communicate in a more informative and compassionate way. Complicating their task is the fact that retained employees will receive routine improvements in salary and benefits. Teaching Purpose: To provoke discussion of effective internal corporate communication and consider how to send bad news. Subjects: Communication; Employee benefits; Employee compensation; Steel

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Nordstrom: Dissension in the Ranks? (A) Robert L. Simons Hilary A. Weston

HBS 24p #191002 B case available TN available

West Coast retailing 1989

In 1989, the performance measurement systems and compensation policies of Nordstrom Department Stores unexpectedly came under attack by employees, unions, and government regulators. The case describes the "sales-per-hour" monitoring and compensation system that many believed to be instrumental in Nordstrom's phenomenal success. Illustrates how rapid company growth, decentralized management, and unrelenting pressure to perform can distort performance measurement systems and lead to undesirable consequences. Subjects: Control systems; Employee compensation; Goal setting; Motivation; Performance measurement; Retailing

Au Bon Pain: The French Bakery Cafe, the Partner/Manager Program W. Earl Sasser Jr.; Lucy N. Lytle


Boston, MA fast food 1987

In recent years, Au Bon Pain (ABP), a chain of sandwich cafes, confronted a set of human resource problems endemic to the fast food industry: a labor shortage, an inadequately trained management staff, and high turnover). To deal with the resulting "cycle of failure" while increasing individual initiative and performance at the unit level, ABP devised a new compensation-incentive system for its store managers--the Partner/Manager Program. Under this program, store managers would be paid a standard base salary plus a share of the incremental profits. The case asks students to evaluate the program by comparing it to ABP's existing compensation system, determining the different ways in which managers from two stores operating under an experimental run of the program achieved their results. Students are also asked to consider the strategic implications of implementing the program in all of the company's stores. Subjects: Executive compensation; Fast food industry; Human resources management; Middle management; Restaurants; Services

Note on Employee Stock Ownership Plans (ESOPs) and Phantom Stock Plans Dwight B. Crane Indra A. Reinbergs

HBS 8p #201034

N/A Provides a brief overview of employee stock ownership plans (ESOPs) and phantom stock plans for owners of closely held companies. ESOPs can be used as a tool of corporate financing, and can provide employees with ownership interests. Phantom stock plans can reward executives for value creation without giving up ownership. Covers typical company motives for establishing such plans, regulation, tax advantages, administrative costs, issues of corporate governance, and payment of plan benefit. Includes a two-page bibliography with references to further sources of legal and tax information. Subjects: Employee benefits; ESOP; Executive compensation; Financing; Securities; Small business; Succession planning

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Yahoo!'s Stock-Based Compensation Paul M. Healy ; Jacob Cohen

HBS 8p #101059

United States Internet 800 1998-1999

Amy Maislos, an investor in Internet and technology companies, was excited to read that Yahoo! had reported a positive net income for 1998 operations. During the late 1990s, stock prices of Internet companies had risen rapidly even though most companies were reporting losses. Amy believed that investors and Wall Street analysts would soon expect profits from tech companies. When she reviewed the annual report she noticed a compensation footnote that reported that if Yahoo! had booked an expense for stock options, the company would have had a loss for 1998 operations. Teaching Purpose: To discuss the accounting treatments of stock options, the controversy surrounding the topic, and to understand financial footnote disclosure. Subjects: Accounting procedures; Accounting standards; Disclosure; Employee compensation; Financial reporting; Internet; Stock options

Verizon Communications, Inc.: Implementing a Human Resources Balanced Scorecard Srikant M. Datar Marc J. Epstein Jeremy Cott

HBS 23p #101102

United States, tele-communications $60 billion revenues 1996-2000

In early 2000, Verizon Communications implemented a Human Resources Balanced Scorecard to evaluate the effectiveness of and payoffs from human resource management. This case describes the benefits of the scorecard and the challenges of measurement and implementation. Teaching Purpose: To help students understand: 1) how to implement a Balanced Scorecard, 2) how to measure and improve the effectiveness of support functions, and 3) how to link nonfinancial measures to financial measures of support functions when financial benefits are difficult to quantify. Subjects: Accounting & control; Balanced scorecard; Employee development; Human resources management; Management controls;; Strategy implementation; Telecommunications

Mary Kay Cosmetics, Inc.: Sales Force Incentives (A) Robert L. Simons Hilary A. Weston

HBS #190103 16p B case available TN available

Dallas, TX cosmetics $400 million revenues 1989

Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm's only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided. Subjects: Control systems; Cosmetics; Goal setting; Incentives; Motivation; Sales compensation; Sales management

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Chapter 13 Employee Benefits

Lotus Development Corp.: Spousal Equivalents (A) Mary Gentile ; Sara B. Gant


Cambridge, MA computers $500 million revenues 1989

A group of Lotus employees propose extending all health care and other benefits to the spousal equivalents of lesbian and gay employees. The vice president of human resources considers the proposal during a reorganization and period of financial uncertainty. Teaching Purpose: Provides an opportunity to discuss the limits and competitive implications of a business's appropriate role in responding to diverse employee needs. Subjects: Computer industry; Diversity; Employee benefits; Employee compensation; Human resources management; Leadership

The Financing of the U.S. Health Care Industry (HBS background note) Regina E. Herzlinger ; Ann Winslow

HBS 29p #196095

N/A

Presents an overview of how health care is financed in the United States, including health insurance concepts, different types of health insurance plans, Medicare, and Medicaid. A rewritten version of an earlier note. Subjects: Employee benefits; Federal government; Financing; Health; Health care policy; Insurance; Social enterprise

Navistar International Stuart C. Gilson ; Jeremy Cott


Illinois truck manufacturing $3.8 million revenues 14,000 employees 1992

As a consequence of laying off half its workforce in a massive downsizing program, the company--a large manufacturer of medium and heavy trucks--struggles with a huge ($2.6 billion) liability for retiree medical costs. Although the company has promised its retirees (and their families) full lifetime medical coverage, it must negotiate a substantial reduction in these benefits to avoid possible bankruptcy. Teaching Purpose: Highlights the approaches a company can take to restructure its retiree medical liabilities--an increasingly important problem facing a growing number of U.S. corporations. Also provides a vehicle for discussing possible negotiating strategies a company can adopt when seeking concessions from organized labor. Subjects: Automotive supplies; Bankruptcy; Employee benefits; Labor relations; Layoffs; Negotiations; Recapitalization; Valuation

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Jim Sawyer (A) Kenneth E. Goodpaster ; Dekkers L. Davidson


Kentucky plastics $594 million sales 1980

Jim Sawyer, 40, a manager at United Industries Plastics Division has exhibited signs of alcoholism. Personnel must now consider how the company should address this kind of problem. Provides an opportunity to examine the role corporations should play in helping employees deal with or confront issues of personal health. Subjects: Corporate responsibility; Employee attitude; Employee benefits; Health; Human resources management; Personnel policies

Note on Managed Care Richard Bohmer

HBS 16p #698060

N/A

Presents an overview of managed care. Describes the relationship between provider and insurance companies, examines the implications for consumers, and discusses financial arrangements and operational characteristics commonly observed in the industry. Subjects: Health care; Health insurance; Health organizations management; Managed care; Service management

The SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry Jeffrey Pfeffer

Stanford GSB #HR6 17p

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

The SAS Institute is a large, growing software company in the Research Triangle in North Carolina. Founded more than 25 years ago, it has evolved a unique approach, given its industry, to developing and retaining talent including using no stock options or phantom stock and not paying its salespeople on commission. The CEO and Vice President of Human Resources must decide how well their current management practices will continue to serve them as the company gains greater visibility and faces an increasingly competitive labor market. Subjects: Corporate culture; Employee compensation; Human resources management; Incentives; Management philosophy; Organizational behavior; Software

Chapter 14 Collective Bargaining and Labor Relations

Hitting the Wall: Nike and International Labor Practices Debora Spar ; Jennifer Burns

HBS 23p #700047

United States, Indonesia, Vietnam footwear/sporting goods $9 billion revenues 16,000 employees 1991-1999

In the mid-1990s Nike, one of the world's most successful footwear companies, is hit by a spate of alarmingly bad publicity. After years of high-profile media attention as the company that can "just do it," Nike is suddenly being painted as a firm that relies on low-cost, exploited labor in its overseas plants. Nike officials vigorously deny the charges, claiming that Nike has no control over the independent contractors who manufacture Nike shoes. But the activists will not retreat. Eventually, Nike must learn to deal with the activists' claims and with the web of conflicting data that surrounds the notion of a "fair" or "living" wage. Teaching Purpose: To stimulate debate about appropriate wages in developing countries and the role of activists in affecting

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company decisions. Subjects: Activists; Business government relations; Developing countries; Ethics; Footwear; International operations; Labor relations; Wages & salaries; Working conditions

Sprint: La Conexion Familiar (A) Ann C. Frost ; Daniel D. Campbell

Ivey School/UWO 11p #97C001 B case available TN available

United States commnications large 1996

Management at Sprint Corp. must decide what action to take with a small telemarketing operation that is about to vote on union representation. If employees vote in favor of a union, the operation would become the first business unit within Sprint Long Distance to be represented by a union. Closure of the plant is an option to be considered. This case illustrates some of the reasons employees seek union representation and requires that the student consider what implications such representation would have for the employer. Subjects: Communications industry; Labor unions; Unionization

Slade Plating Department Linda A. Hill

HBS 11p #496018

Michigan metal products

Describes a conflict between the values and norms of a segment of an internal social system and those of management and the wider culture. Includes decision opportunity. A rewritten version of an earlier case. Subjects: Conflict; Corporate culture; Employee compensation; Group dynamics; Labor relations; Metals; Personnel management; Teams

Haier Hefei Electronics Co. (A) Lynn Sharp Paine ; Harold F. Hogan Jr.; Jennifer Benqing Gui


China household electronics, white goods $2 billion revenues 20,000 employees 1998

The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia's "most admired companies," attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei's government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise. Teaching Purpose: To illustrate the challenges of transforming state-owned and collectively-owned Chinese enterprises into world-class competitors. Subjects: Business government relations; China; Contracts; Corporate culture; Ethics; Labor relations; Organizational problems

Air Traffic Controllers Michael Beer ; Bert A. Spector


United States Federal Aviation Administration 1981-1982

On August 3, 1981 President Ronald Reagan terminated 12,000 air traffic controllers, members of the Professional Air Traffic Controllers Organization, for violating their no-strike oath. Provides background on the human resources policies and practices of the Federal Aviation System and information concerning the negotiations and

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impact of the terminations. Subjects: Airlines; Collective bargaining; Federal government; Government agencies; Human resources management; Labor relations; Layoffs; Strikes

Chapter 15 Managing Human Resources Globally

Establishing an "ECL" Culture in China: Organizational Difference or National Difference? Gilbert Wong ; Scarlet Chan ; Mary Ho

U. of Hong Kong 11p #HKU155 TN available

China Electronic Communications Ltd (ECL) had decided to make China its second home and to seek common prosperity with Chinese people. The company knew that there were major gains to be made, but there were also risks and challenges. One of these was the management of cultural differences. An essential question facing the management was whether they should adapt ECL's management practice to the Chinese culture or instead implement ECL's global management policies in China. Teaching Purpose: To study how to manage cultural differences and establish a strong organizational culture in a socialist economy. Subjects: China; Corporate culture; Cross cultural relations; Employee development; Human resources management; Organizational behavior

LG Group: Developing Tomorrow's Global Leaders J. Stewart Black Allen J. Morrison Young Chul Chang

Ivey School/UWO 23p #98G009

Korea manufacturing large

LG Group Chairman Bon Moo Koo has announced a corporate goal of increasing revenues from $38 billion to $380 billion between 1995 and 2005. Most of this increase is expected to come from new international sales. As a consequence, LG must add an estimated 1,400 new global leaders to its management ranks. Mr. Y.K. Kim and his team must determine what these new global leaders should look like and how to develop them. Subjects: Globalization; Human resources management; International business; Korea; Leadership; Management development; Management styles

Merck Latin America (A) Michael Beer ; James B. Weber


Latin America pharmaceuticals $33 billion revenues 1999

Introduces Grey Warner, the vice president of Merck's Latin America region, and his efforts to improve the organizational effectiveness of the region and to introduce a more global business culture and values. Discusses Merck's ethics and values, its Latin American organization, the change methodologies used, and the political and economic conditions in the region. The change methodologies included Myers Briggs personality type assessment, 360 degree feedback management evaluations, a new strategic planning process, and especially, organizational fitness profiling to discover and overcome barriers to achieving the strategic vision. Teaching Purpose: Allows students to examine the

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management of foreign operations--especially the management of change and the cultural implications thereof. Subjects: Central America; Corporate culture; Management of change; Organizational behavior; Organizational change; Organizational learning; Pharmaceuticals; South America; Strategic planning; Values

Where Have You Been?: An Exercise to Assess Your Exposure to the Rest of the World's Peoples Paul W. Beamish

Ivey School/UWO 11p 902M16

N/A This team-building and familiarization activity can be used in the initial class or session of an international management program. It assesses one's exposure to the rest of the world's people. A series of worksheets require respondents to check off the number and names of countries they have visited and the corresponding percentage of world population that each country represents. By summing a classes' collective exposure to the world's people, the result will inevitably be the recognition that together they have seen much, even if individually some have seen little. Subjects: Careers & career planning, General management, Human resources management, Organizational behavior, Organizational structure, Teams.

Avon Products (A) Lynn Sharp Paine ; Gregory C. Rogers

HBS 22p 301059

New York, NY, beauty products, $5 billion revenues, 1992- 1998

The general manager of Avon Mexico, Fernando Lezama, must decide whether to promote a woman to the position of vice president of sales. If appointed, the candidate would be the first female in all of Latin America to hold an executive position and one of the first women in Mexico to attain this level of responsibility. Lezama's all-male executive team has doubts about the candidate's readiness but Lezama is also cognizant of Avon's global vision which calls for the advancement of women at all levels of the organization. Earlier in the year, the Avon Mexico organization had completed an exercise called "appreciative inquiry" aimed at enhancing gender relations in the workforce. Teaching Purpose: To examine the cultural aspects of managing in the Mexican environment and to illustrate the use of "appreciative inquiry" as part of a cultural change process. Subjects: Corporate culture; Cosmetics; Cross cultural relations; Diversity; Globalization; Mexico; Sex discrimination; Women

Union Carbide's Bhopal Plant (A) Debora Spar ; Suzanne Hull ; Julia Kou


Bhopal, India chemicals Fortune 500 1984

In December 1984, a Union Carbide plant in Bhopal, India, sprung a leak, releasing thousands of gallons of toxic gas into the atmosphere. By the time the leak was sealed, over 2,000 people had died. In a series of three excerpts from published accounts, the case covers the events that led up to the tragedy and the aftermath--financial, legal, and emotional--for Union

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Carbide's management. The case is designed to allow students to explore the complex set of responsibilities that surround foreign direct investment. It enables them to discuss the extent to which Union Carbide's U.S.-based management was responsible for actions undertaken by Indians in India, and then to think of this responsibility in terms of its various components--financial, commercial, and moral. Subjects: Business government relations; Chemicals; Corporate responsibility; Environmental protection; Foreign investment; India; Occupational safety

Colgate-Palmolive: Managing International Careers Philip M. Rosenzweig


Global consumer products $7 billion revenues 1994

Colgate-Palmolive, the U.S.-based consumer products firm, has long emphasized international experience for its managers, and has developed a comprehensive policy to manage expatriate assignments. The rise in dual-career families has made some managers reluctant to accept foreign assignments, causing Colgate-Palmolive to re-examine the way it manages international career development. Teaching Purpose: To examine the many dimensions of international experience and expatriate assignments in a multinational corporation. Subjects: Careers & career planning; Consumer goods; Families & family life; Human resources management; International business; Management development; Multinational corporations

AES in Nigeria John McMillan ; Ade Dosunmu

Stanford GSB 22p #IB29 TN available

Lagos, Nigeria electric power 2000-2001

The U.S. energy company AES is in the process of entering the Nigerian market through acquisition of a controlling equity interest in a 270-megawatt power generator project. AES has a unique mode of organization and operation that emphasizes integrity, empowerment, and social responsibility. The Nigerian environment is very different in many dimensions (high levels of corruption, low infrastructure availability, different work ethic, and highly charged politics) from the origins of AES in North America. How does AES juggle its core values and company culture in entering this new environment? How can AES be successful in this environment and remain committed to its core values? Subjects: Africa; Electric power; Human resources management; International business; Market entry; Strategic planning; Strategy implementation

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Chapter 16 Strategically Managing the HRM Function

Human Resource Management Applications Exercise Michael Beer

HBS 12p #401044

N/A Overview of a method for diagnosing and developing an organization's capability to achieve its goals and implement its strategy, with exercises for application. A rewritten version of an earlier exercise. Subjects: Human resources management; Management of change; Organizational change; Strategic planning

Bradley Marquez: Reduction in Force (A) Thomas J. DeLong ; Vineeta Vijayaraghavan


New York, NY technology $80 million revenues 2000

Alberto Marquez has to make a decision how to initiate layoffs. He must struggle with how to achieve his numbers to please stockholders and also be loyal to his employees. There are a number of crucial strategic decisions he must make moving forward. Teaching Purpose: To teach skills necessary to ensure a professional and ethical reduction in force. Subjects: Human resources management; Organizational behavior; Personnel

Morgan Stanley: Becoming a "One-Firm Firm" M. Diane Burton Thomas J. DeLong Katherine Lawrence


New York, NY investment banking $3 billion revenues 1993

John Mack, the newly appointed president of Morgan Stanley, feels strongly that the firm needs to change in order to compete in a changing investment banking environment. This case describes the initiatives that Mack and his senior team undertake in order to transform the culture and working style of the firm from individualistic to team-oriented. Provides detailed information about the existing culture and systems as well as the kinds of changes that the firm hopes to make. The case is an example of a firm that views the human resource management systems as a tool for attaining strategic objectives. Teaching Purpose: Intended to allow students to explore and evaluate the principles of strategic human resources management. Subjects: Human resources management; Investment banking; Leadership; Organizational change

Saturn Corp. in 1998 Anita McGahan


United States automobile manufacture $5 billion revenues 1998

Describes the challenges facing the Saturn Corp., General Motor's (GM) small-car company, as it enters a phase of transferring its knowledge, technology, and experience throughout GM. Describes the urgency of Saturnization at GM and the continuing pressure to retain traditional job design and vertical integration. Used to demonstrate the extraordinary time and expense required in some situations to generate competitive advantage. Subjects: Automobiles; Competition; Industry structure; Knowledge transfer; Labor relations; Leadership; Strategy formulation

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TRW's Information Services Division: Strategic Human Resource Management Michael Beer Gregory C. Rogers

HBS 19p #496003

California information services $500 million revenues 2,000 1993-1995

Looks at a change effort initiated by a human resources manager within a division of TRW. The effort utilizes a change process to try to deal with some of the division's issues around organizational effectiveness, especially that of a long-term strategy. In so doing, the situation portrays some of the fundamental hurdles in creating change. Subjects: Human resources management; Information services; Management of change; Online information services; Organizational change; Silicon Valley; Strategic planning

Becton Dickinson (A): Corporate Strategy Michael Beer ; Alistair D. Williamson


New Jersey diagnostic and medical supplies: $1.811 billion sales 18,800 employees 1989

This case series introduces the strategic human resource management (SHRM) process. SHRM is an action research program designed to align the organization and management of human resources with strategy. This case describes the health care industry, Becton Dickinson's (BD) corporate history, and the way the company is organized and managed. Does BD's corporate strategy make sense? Analyzes the fit between strategy and HRM. Subjects: Human resources management; Medical supplies; Multinational corporations; Strategy formulation

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Harvard Business School Publishing · venture can use human resource management, specifically a values-centered approach to managing people, as a source of competitive advantage