ORGANIZATIONAL Course Case Map for BEHAVIOR … 2 ORGANIZATIONAL BEHAVIOR Course Case Map for ORGANIZATIONAL BEHAVIOR GROUP Work Teams …

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ORGANIZATIONAL BEHAVIORby Stephen P. Robbins | Timothy A. Judge

th15 Edition, Prentice Hall

RGANIZATIONAL BEHAVIORCourse Case Map for

OMapping for

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ORGANIZATIONAL ORGANIZATIONAL BEHAVIORCourse Case Map for

ORGANIZATIONAL BEHAVIOR

GROUP Work Teams Communication Leadership Power & Politics Conflict

THE TAP PHILOSOPHY

T=Team BuildingA=AdaptabilityP=Positive Attitude

Team Building relates to the concept of Groups

Adaptability relates to the concept of Organizational Systems

and

Positive Attitude relates to the concept of Individuals

Purpose of the Course: Organizational Behavior as a course

helps understand people and their behaviour. It is the only course

that helps the participants to look inwards to understand the

outwardly behaviour of others. As it is a synthesis course,

majority of the courseʼs underpinnings come from allied

disciplines (like Sociology, Psychology, Anthropology, etc.). A

deep and rightful appreciation of the course's insights would be

highly useful to shape oneʼs career.

This course aims at preparing participants/ learners to answer the

following questions:

1. Why do people behave the way they behave? Do I need to

understand them in my own interest or in their interest or in

our interest?

2. What does it take to be an effective manager and a leader?

What specific traits or characteristics should I be endowed

with for being an effective manager and a leader?

3. What are the characteristics of very high performing teams

and how can I be a part, the influencer, the leader and the

creator of a high performing team?

4. Why do people disagree? Should people agree all the time?

Why do conflicts arise and are there any ideal ways to resolve

them?

5. How do organizational cultures get shaped up and how can I

integrate my work culture with organizational culture to

ensure perfect goal congruence?

ORGANIZATIONAL SYSTEM

Organization Structure Organizational Culture Organizational Change

INDIVIDUAL Attitudes Personality Perception Motivation Emotions

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Must-Read Article / Background Notes’ Inventory

“Managing Oneself”, Peter F. Drucker (HBR, March–April 1999)

“What Makes an Effective Executive”, Peter F. Drucker (HBR, June 2004)

“They’re Not Employees, They’re People”, Peter F. Drucker (HBR, February 2002)

“How to Make People Decisions”, Peter F. Drucker (HBR, July-August 1985)

“How Hardwired is Human Behavior”, (HBR, July–August 1998)

“Building Competitive Advantage Through People”, (SMR, Winter 2002)

“The Manager’s Job: Folklore and Fact”, Henry Mintzberg (HBR, March 1990)

“Manage Your Human Sigma”, (HBR, July–August 2005)

“The Discipline of Teams”, (HBR, 1993)

“What Great Managers Do”, (HBR, March 2005)

“What Great Leaders Do”, (HBR OnPoint Collection)

“What Makes a Leader”, Daniel Goleman (HBR, 1998)

“Power is the Great Motivator”, David C. McClelland; David H. Burnham (January 2003)

“Make Your Values Mean Something”, (HBR, July 2002)

“Understanding “People” People”, (HBR, June 2004)

“The Human Moment At Work”, (HBR, January–February 1999)

“The Four Principles of Enduring Success”, (HBR, July–August 2007)

“The Passive-Aggressive Organization”, (HBR, October, 2005)

“Teaching Smart People How to Learn”, (HBR, May–June, 1991)

“The Leader’s New Work: Building Learning Organizations”, (SMR, Fall 1990)

“Is Yours a Learning Organization?”, (HBR, May 2008)

“Unleashing the Power of Learning: An Interview with BP’s John Browne”, (HBR, September–October 1997)

“Give Me That Old-Time Motivation”, (HBR, July–August 2006)

“One More Time: How Do You Motivate Employees”, (HBR, 1968)

“Job Sculpting: The Art of Retaining Your Best People”, (HBR, September–October 1999)

“Real Reason People Won’t Change”, (HBR, November 2001)

“The Four Bases of Organizational DNA”, (s+b, Winter 2003)

“Home Depot’s Blue Print for Culture Change”, (HBR, April 2006)

“Managing Without Managers”, (HBR, September–October 1989)

“Leading By Leveraging Culture”, (CMR, Summer 2003)

“Power and Politics in Organizational Life”, (HBR, May–June 1970)

Effective Executive by Peter F. Drucker

I’m O.K You’re O.K. by Thomas Harris

Games People Play: The Psychology of Human Relationships by Eric Berne

The 7 Habits of Highly Effective People by Stephen R. Covey

What Management Is: How It Works and Why It's Everyone's Business by Joan Magretta

Great Work: How to Make a Difference People Love by David Sturt

How to Win Friends and Influence People by Dale Carnegie

Productive Workplaces: Dignity, Meaning, and Community in the 21st Century by Marvin R. Weisbord

Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink

Joy, Inc.: How We Built a Workplace People Love by Richard Sheridan

The Moment You Can't Ignore: When Big Trouble Leads to a Great Future by Malachi O’Connor, Barry Dornfeld

The Circle by Dave Eggers

The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials) by Peter F. Drucker

Widely-used Books for Organizational Behavior

“Competent Jerks, Lovable Fools and the Formation of Social Networks”, (HBR, June 2005)

“Building the Emotional Intelligence of Groups”, (HBR, March 2001)

“Managing Multicultural Teams”, (HBR, November 2006)

“The Five Minds of a Manager”, (HBR, November 2003)

“Firing Up the Frontline”, (HBR, May–June 1999)

“Level-5 Leadership”, (HBR, January 2001)st

”Stop Looking for Passion at Work”, (S+B, Video, January 21 2014)

”Finding Meaning at Work”, Glenn Rifkin, (S+B, 1996)

”What the Heck Is a Company, Anyway? Reflections on Identity”, David Berreby, (S+B, 1997)

”Defining Moments: When Managers Must Choose between Right and Wrong”, Joseph L. Badaracco Jr. (S+B, 1998)

”The Barista Principle — Starbucks and the Rise of Relational Capital”, Ranjay Gulati, Sarah Huffman and Gary L. Neilson (S+B, 2002)

”The Human(e) Factor: Nurturing a Leadership Culture”, Rolf Habbel (S+B, 2002)

”The 7 Types of Organizational DNA”, Gary L. Neilson, Bruce A. Pasternack and Decio Mendes (S+B, 2004)

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Hollywood Classics Hollywood Classics

Useful Websites

Knowledge@Wharton

HBS Working Knowledge

s+b

McKinsey Quarterly

AT Kearney

FT

Hewitt Associates

Mercer Management Consulting

Shrink The Pursuit of Happyness Goal II

Good Will Hunting Notting Hill Jerry Maguire

The Devil Wears Prada Seabiscuit Dead Poets Society

List of Mapped ET Cases’ Case Studies for Organizational Behavior

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S.No. Chapter Case Study/ Key Concepts Case Flyer/Case Brief

1 Chapter I: What is Scaling Up a Startup: Attitudes; Attitudes and job satisfaction; Motivation; Attitudes and Organizational iKure’s People and motivation; Intrinsic and extrinsic motivation; Team building; Behavior? Organizational Social entrepreneurship; High performance teams; Organizational Challenges structure; Organizational culture; iKure

2 Chapter II: Ashok Leyland Limited: Strategic HRM; Competitive advantage; Strategic HRM and Diversity in Building Competitive competitive advantage; Millennials' work values; Millennials and Organizations Advantage through generational diversity; Cross-functional teams; Generational Diversity Ashok Leyland Limited

3 Chapter II: Millennial Dreamers Millennials/Gen Y; Millennials at the Workplace; Millennials' Diversity in workplace expectations; Engaging the millennials; Millennials' Organizations characteristics; Managing the millennial workforce; Workforce and Generational diversity

4 Chapter III: The DNA of Success Being Successful; The DNA of Success; OB Case Study on Attitudes; Attitudes Organizational Behavior Case Study on Attitudes; Qualities of How and Job to be Successful; Being Successful; Realizing Dreams; Vineet Nayar; Satisfaction Deep-Rooted Conviction in Goals; Uniqueness; Looking Beyond Distractions

5 Chapter IV: The Burgeoning Market Online Counseling; Counseling; Online Intervention; Critical Success Emotions of Online Counseling Factors; Organizational Behavior; Venture Capital; Psychotherapy; and Moods Firms in India Psychology; Trust; Trust Building

6 Chapter IV: Mike Tyson: Punches, Pygmalion Effect and Emotional Intelligence Emotions Prison and Pygmalion and Moods Effect

7 Chapter V: IIM Lucknow's Personality & values; Personality & personal values; Personality types Personality MANJUNATH & work values; Personality type & work behavior; Personality, values and Values SHANMUGAM: & the Big Five Personality Model; Personality, values & terminal Purpose-Driven values; Personality, values & instrumental values; Personality, values & Personality and John Holland’s personality-job fit theory; Personality, values & core The Value of Values self-evaluation; Personality, values & propensity for risk taking

8 Chapter V: Reverse Brain Drain Brain Drain; Reverse Brain Drain; Personal Value System of Personality and Indian Value Individuals; Indian cultural values; Indian Institutes of Excellence; and Values System Illustrious Indians; Returnee Indians; Indian Diaspora; Reverse Brain Drain and Indian Value System; OB Case Study on Individual Values; Indian Value system

9 Chapter V: Spirituality Quotient MBA Curriculum; Business Schools’ Curriculum; MBA and Personality and Business Professions; MBA and Ethical Decision-Making; MBA and Corporate and Values Management Expectations; MBA and Course Delivery; MBA and Spiritual Quotient

10 Chapter VI: Collective Perceptions Perceptions; Collective Perceptions; Image Building; Brand Image of Perception and Country Image India; Rajat Gupta and India's Image; Brand India; India’s Brand and Individual Value; India in Brand Finance’s Country Brand Index; Country Brand Decision Index; OB Case Study on Perceptions; Managing Perceptions; Making Managing Collective Perceptions; India’s Perception Damage; National Image of India; Collective Perceptions and Country Image

11 Chapter VII: Case Research Motivation; Motivation theories; Maslow's hierarchy of needs; Motivation Managers @ Self-motivation; Motivation and organizational performance; Concepts Professional Cases: Motivation and self-image; Contemporary theories of motivation; Motivating for Mission Motivation and Pygmalion effect

S.No. Chapter Case Study/ Key Concepts Case Flyer/Case Brief

12 Chapter X: Yum! Brand’s Secret Team Building; High Performing Teams; Team Building & Leadership; Understanding Sauce of Success: Building Teams in MNCs; Leadership in Team Building; Organizational Work Teams Recognition-Based Culture; Multi-Cultured Teams; Building High Performance Teams; Team-Building? Yum! Brands; QSR Industry

13 Chapter XI: Uninspiring Organizational communication & organizational structure; Communication Communication at Organizational communication & startups; Organizational Life Inspired communication processes; Direction of communication; Interpersonal communication; Organizational communication for small group networks; Organizational communication breakdown

14 Chapter XII: Leadership and Leadership; Authentic Leadership; Authenticity; Leadership Style; Leadership Authenticity HRM; Organizational Behavior; OB; Authentic Brands; Leadership Trait

15 Chapter XII: Humble Leaders Leadership; CEOs vs Leaders; Effective Leader; Humility and Leadership leadership; Humble CEOs; Qualities of an Effective Leader; Team Building; Team Spirit

16 Chapter XII: India Inc. and Leadership; Leadership challenges; Leadership style; Leadership Leadership Young CEOs patterns; CEOs; Young leaders; Young CEOs; Demographic dividend; Leadership in Family Businesses

17 Chapter XIII: Power Workplace Harassment Workplace Harassment; Sexual Harassment; Workplace Bullying; and Politics Harassment; HR Practices; Bullying; Perception; Learning; Attitudes; Recruitment; Culture

18 Chapter XV: Zappos’ Holacracy: Organizational Structure; Organizational Structure and Foundations of Would It Thrive in Organizational Culture; Zappos' Organizational Structure; Holacracy Organization Bezocracy? at Zappos; Manager-less System and 'Managing Without Managers’; Structure Self-managed Teams at Zappos; Nucor’s and Semco’s Organizational Cultures; Jeff Bezos, Tony Hsieh and Zappos

19 Chapter XVI: Better Work@Better Workplace design; Office design; Workplace design & organizational Organizational Designed Office? performance; Office design & employee productivity; Organizational Culture culture and office design; Millennials; Millennials’ workplace expectations; Office designs of the best companies to work for; The Best Companies to Work For; Wellness at the workplace

20 Chapter XVI: Fungineering@Work Fungineering; Fun at workplace; Forced Fun; Fun at work; Employee Organizational happiness; FORTUNE; Best Place to Work; Emotional Labour; Culture Fairness at Work; HRM; OB

21 Chapter XVI: Indian Startups' Organizational culture; Corporate culture; Work culture; Startup Organizational Organizational Culture: culture; Founders and organizational culture; Millennials and Culture Founders' Foundation organizational culture; Positive organizational culture; Artifacts, or Future Orientation? values and organizational culture; Organizational culture formation

22 Chapter XVII: Malala Yousafzai: Malala Yousafzai as a change agent; Change agents; Malala Case Organizational Change Agent in an Study; Leadership and change management; Accidental change Change and Stress Unchanged World? agents; Purposeful change agents; Women change agents; Girls’ Management education; Malala from Pakistan; Universal change agents; Visionary leaders; Malala; Malala Yousafzai; Malala from Swat Valley

23 Chapter XVII: Feeling Anxious? Don't Anxiety; Stress; Nervousness; Work Related Stress; Managing Stress Organizational Relax, Get Excited! and Anxiety; Job Responsibilities and Anxiety; Job Performance and Change and Stress Anxiety; Job Responsibilities and Stress; Anxiety & Excitement; Management Performance Anxiety

www.etcases.com ORGANIZATIONAL BEHAVIORCourse Case Map for

6

Scaling Up a Startup: iKureʼs People and

Organizational Challenges

Mapping for Chapter I:

What is Organizational Behavior? CASE BRIEF1S.No.

Mapping for Chapter II:

Diversity in Organizations CASE STUDY2S.No.

Abstract:

Ideally suited to introduce Organizational Behavior course, this Case Brief sensitizes the

participants/students to the scope of purported intent of Organizational Behavior Course presented by

iKure Founder and CEO, Sujay Santra. This Case Brief enables an appreciation of five of the most important

aspects of organizational behavior course – Attitudes (Job Satisfaction), Motivation, Team Building,

Organizational Structure and Organizational Culture. Being a very successful affordable-healthcare

startup, located in Kolkata (operating in the remote villages of West Bengal, India), iKureʼs organizational

challenges are quite intriguing and when these are interspersed with the composition of the team, the

learning outcomes can be quite pronouncing.

Pedagogical Objectives

To construct the basic premises of Organizational Behavior Course through iKureʼs organizational startup challenges

To help iKureʼs Founder and CEO, Sujay Santra to resolve his dilemmas on having the perfect attitude for the

progressive startup, motivating his startup team members, fostering comradeship amongst his startup team,

designing the most appropriate organizational structure and creating a high-performance and purposeful

organizational culture

Chapter Reading/Background Material:th

Stephen P. Robbins, et al., “Attitudes and Job Satisfaction”, Organizational Behavior, 15 Edition, Dorling

Kindersley (India) Pvt. Ltd., 2013th

Stephen P. Robbins, et al., “Motivation Concepts”, Organizational Behavior, 15 Edition, Dorling Kindersley (India)

Pvt. Ltd., 2013th

Stephen P. Robbins, et al., “Understanding Work Teams”, Organizational Behavior, 15 Edition, Dorling Kindersley

(India) Pvt. Ltd., 2013th

Stephen P. Robbins, et al., “Foundations of Organization Structure”, Organizational Behavior, 15 Edition, Dorling


Stephen P. Robbins, et al., “Organizational Culture”, Organizational Behavior, 15 Edition, Dorling Kindersley (India)

Pvt. Ltd., 2013

Thomas Eisenmann and Alison Berkley Wagonfeld, “Scaling a Startup: People and Organizational Issues”, rdHarvard Business School, February 23 2012

th Clayton M. Christensen, “What is an Organizationʼs Culture?”, Harvard Business School, October 12 2004

th Dan Senor and Saul Singer, Start-up Nation: The Story of Israelʼs Economic Miracle, Twelve, November 4 2009

iKure I – Interview with Sujay Santra, Founder & CEO, https://www.youtube.com/watch?v=G7ahhb0BZG8

iKure II – Social Enterprises and Impact Capital, https://www.youtube.com/watch?v=YkYow_eYkEc

iKure III – Interview with Startup Team, https://www.youtube.com/watch?v=ylvCEKuob8s

iKure IV – The Working of WHIMS, Wireless Health Incident Monitoring System,

https://www.youtube.com/watch?v=p60KQ79imJA

iKure V – The Operationalization of iKureʼs Rural Healthcare Centre (RHC),

https://www.youtube.com/watch?v=Q7QPCN_dxW0

Key Concepts/Keywords

Attitudes; Attitudes and job satisfaction; Motivation; Attitudes and motivation; Intrinsic and extrinsic motivation; Team

building; High performance teams; Organizational structure; Organizational culture; iKure; Social entrepreneurship

Ashok Leyland Limited: Building Competitive Advantage through

Generational Diversity

Abstract:

This case study can be effectively used for a discussion on how to bridge the generational gaps at

workplace. While some tout generational diversity to be an invisible competitive advantage, several

others caution that if not used correctly, the same generational diversity can become an organizational

stumbling block, as was the case at Ashok Leyland Limited (ALL), Indiaʼs second largest commercial

vehicle manufacturer. Faced with stiff (foreign) competition, in the light of deregulated business

environment during early 1990s, and the following demographic changes, ALL reoriented itself to have

higher composition of millennials/Gen Y in its workforce. By 2005, nearly 40% of total ALL employees

were millennials. The seniors/the company veterans viewed it diametrically opposite. It was a new

challenge for ALL and new problems cannot be solved by old solutions. Could ALL turn around the tables?


Strategic HRM; Competitive advantage; Strategic HRM and competitive advantage; Millennialsʼ work values; Millennials

and generational diversity; Cross-functional teams; Ashok Leyland Limited

Chapter Reading/Background Material:

Rishikesha T. Krishnan, “Linking Corporate Strategy and HR Strategy: Implications for HR Professional”,

Emerging Asia: An HR Agenda, Tata McGraw Hill, 2005

Sumantra Ghoshal and Christopher A. Bartlett, “Changing the Role of Top Management: Beyond Structure to

Processes”, Harvard Business Review, January 1995

Donald N. Sull, “Why Good Companies Go Bad”, Harvard Business Review, July-August 1999

Jeanne C. Meister and Karie Willyerd, “Mentoring Millennials”, Harvard Business Review, May 2010

Jacquelyn B. James et al., “Generational Differences in Perceptions of Older Workersʼ Capabilities”, The Centre

on Aging & Work, www.bc.edu, November 2007

“How Do Generational Differences Impact Organizations and Teams?”, www.birkman.com

Paul R. Dannar, “Millennials: What They Offer Our Organizations and How Leaders Can Make Sure They

Deliver”, Journal of Value-Based Leadership, 2013rd

Tamara J. Erickson, “Plugged In: The Generation Y Guide to Thriving at Work”, HBSP, November 3 2008

Neil Howe and William Strauss, “The Next 20 Years: How Customer and Workforce Attitudes Will Evolve”,

Harvard Business Review, July 2007

Sylvia Ann Hewlett, et al., “How Gen Y and Boomers Will Reshape Your Agenda”, HBR, July 2009

Jim Collins, How The Mighty Fall: And Why Some Companies Never Give In, Random House Business, 2009

“Millennials in the Workplace: Human Resource Strategies for a New Generation”,

www.lifecourse.com/workplace


To understand and analyze Ashok Leyland Ltd.̓s (ALLʼs) business landscape and the emergence of its strategy curve in

context to how the structure (the environment) forces a companyʼs strategy

To understand the reasons for generational disconnect at Ashok Leyland Ltd.(ALL) and analyze the same in the light

of millennialsʼ characteristics

To discuss and debate on the initiatives taken by ALL to bridge the generational gaps to create a unified and

purpose-oriented workforce and analyze the efficacy of the initiatives

To contextualize the role and efficacy of corporate culture and cross-functional teams in effecting a lasting

organizational change

www.etcases.com ORGANIZATIONAL BEHAVIORCourse Case Map for

3S.No.

Mapping for Chapter II:

Diversity in Organizations CASE FLYER4

S.No.

Mapping for Chapter III:

Attitudes and Job Satisfaction CASE FLYER


Millennials/Gen Y; Millennials at the Workplace; Millennialsʼ workplace expectations; Millennialsʼ characteristics;

Engaging the millennials; Managing the millennial workforce; Workforce diversity; Generational diversity


Paul R. Dannar, “Millennials: What They Offer Our Organizations and How Leaders Can Make Sure They thDeliver”, The Journal of Values-Based Leadership, January 16 2013

“Traditionalists, Boomers, Xers, And Millennials: Giving And Getting The Mentoring You Want”,

http://www.brown.edu/Administration/Provost/Advance/Trower%20Generations%20and%20Mentoring.pdf

Vince Molinaro, “Do Millennials Really Want Their Bosses to Call Their Parents?”, thhttp://blogs.hbr.org/2014/04/do-millennials-really-want-their-bosses-to-call-their-parents/, April 14 2014

Jessica Brack, “Maximizing Millennials in the Workplace”, http://www.kenan-flagler.unc.edu/executive-

development/custom-programs/~/media/DF1C11C056874DDA8097271A1ED48662.ashx

Neil Howe and Reena Nadler, “Millennials in the Workplace: Human Resources Strategies for a New

Generation”, http://www.lifecourse.com/assets/files/Millennials_ITW_PB_WEB.pdf

Jennifer Sabatini Fraone, “The Multi-Generational Workforce: Management Implications and Strategies for

Collaboration”, https://www.bc.edu/content/dam/files/centers/cwf/research/publications/pdf/MultiGen_EBS.pdf

Jeanne C. Meister and Karie Willyerd, “Mentoring Millennials”, Harvard Business Review, May 2010

Millennial Dreamers The DNA of Success

Abstract:

This case flyer can be used to understand the work values of millennials and also to debate on their

intriguing contradictions. While millennials, by virtue of their generational existence, are bestowed with

several progressive and futuristic characteristics, managing their work behavior can be quite daunting if

the organizations havenʼt made focused plans to align them with the other generations. How and why

are the millennials different from the previous generations? As outlined in the base article, the restless and

the tech-savvy generation has its own apprehensions and aspirations. What are the organizational

implications of millennialsʼ unique workplace characteristics? Discussing on the need for organizations to

adapt to the millennialsʼ requirements, the case flyer helps identify the ways in which the millennials can

be engaged.

7


To understand what distinguishes Millennials/Gen Y from Gen X, Baby Boomers, Veterans or Generalists and

understand Millennialsʼ characteristics

To discuss on the challenges that companies would face in managing millennial workforce and debate on the ways

and means to overcome those challenges

To discuss and debate, based on millennialsʼ characteristics, the role HR departments should play in synergizing their

contributions and aligning them with other generations in the workplace


Attitudes; Being Successful; The DNA of Success; OB Case Study on Attitudes; Organizational Behavior Case Study on

Attitudes; Qualities of Being Successful; Realizing Dreams; Vineet Nayar; Uniqueness; Looking Beyond Distractions;

Deep-Rooted Conviction in Goals; How to be Successful


Clayton M. Christensen, “How Will You Measure Your Life?”, Harvard Business Review, July-August 2010

Vineet Nayar, “A Maverick CEO Explains How He Persuaded His Team To Leap”, Harvard Business Review,

June 2010

Peter F. Drucker, et al., “HBRʼs 10 Must Reads on Managing Yourself”, Harvard Business Press Books, January rd3 2011

Peter F. Drucker, “Managing Oneself”, Harvard Business Review, January 2005

Harsha Bhogle, “Achievers of Excellence – IIM Ahmedabad (Harsha Bhogleʼs Speech on Excellence at IIM thAhmedabad)”, http://vimeo.com/1746368, July 30 2005

Abstract:

This case flyer enables a discussion on the power of ‘self-beliefʼ in making an individual successful in

realizing his dreams. The case flyer helps develop a deep understanding of the definition of success. What

is the role of ‘environmentʼ and that of ‘selfʼ in providing a platform for success? Suitable for teaching the

concept of attitudes in Organizational Behavior course, the case flyer discusses three qualities that

according to the author of the accompanying article, Vineet Nayar, are instrumental in realizing oneʼs

dreams – embracing oneʼs uniqueness, looking beyond distractions and having a deep-rooted conviction

in oneʼs goals. The case flyer reinforces the idea that being in control of oneʼs mind takes one closer to

being successful in realizing his/her dreams.


To define the DNA of success

To identify the various platforms of preparation and to assess the role of environment and ‘selfʼ in achieving success

ORGANIZATIONAL BEHAVIORCourse Case Map for

8www.etcases.com

5S.No.

6S.No.

The Burgeoning Market of Online Counseling Firms in India Mike Tyson: Punches, Prison and Pygmalion Effect

Mapping for Chapter IV:

Emotions and Moods

Mapping for Chapter IV:

Emotions and MoodsCASE FLYER CASE STUDY


Online Counseling; Counseling; Online Intervention; Critical Success Factors; Organizational Behavior; Venture Capital;

Psychotherapy; Psychology; Trust; Trust Building


Daniel Goleman, et al., “Primal Leadership”, Harvard Business Review, December 2001

Shrink, Ignite Entertainment and Trigger Street Production, 2009

Abstract:

This case flyer and the accompanying article enable a discussion on the astounding growth of online

counselling firms and the growing need for psychological counselling among working professionals and

students, alike. It offers a platform to deliberate on the various reasons that have made online counselling

a popular medium for sharing oneʼs emotions. What are the critical success factors for online counselling

firms? How should online counselling firms differentiate their service offerings? Given the nature of the

industry, trust building becomes an essential ingredient for building successful online counselling firms.

Can social media platforms help online counselling firms in building trust amongst its existing and

potential clientele? Indians have for long shied away from discussing matters pertaining to their emotions

with professional therapists. Online counselling firms have gifted Indian audiences a mask which offers

them the ease of communicating with a professional without disclosing their identities. Can an online

counsellorʼs empathy levels be as befitting as desired by the person in need? Can constant and regular

online counselling degenerate into an unwarranted addiction or weakness?


To understand the contributing factors for the growth of online counselling firms in India

To discuss whether online counselling is a boon or a bane

To understand how companies are building an ecosystem using an individualʼs emotional upheaval as a foundation


Pygmalion Effect and Emotional Intelligence


J. Sterling Livingston, “Pygmalion in Management”, Harvard Business Review, September-October 1988

Daniel Goleman, “What Makes a Leader”, Harvard Business Review, November-December 1998

Mike Tyson and Larry Sloman, The Undisputed Truth, Harper Collins, 2013th

Tyson, Sony Pictures Classic, September 14 2008

Abstract:

This case study can be used to highlight the importance of the concept of Pygmalion Effect and to analyze

the five elements of Emotional Intelligence, which are responsible in shaping up an individualʼs behavior

and professional success. Structured around the life of boxing champion Mike Tyson, this case study

helps in understanding how Pygmalion Effect may or may not have the desired effect. Felon, famed boxer,

addict, philosopher – Mike Tysonʼs life had been a roller-coaster ride defying expectations and

conventional wisdom. The world would never have expected the youngest heavyweight boxing

champion to be a boy with a tough and troubled childhood. No one would have imagined Tyson to have

been brought up in a broken home in the poorest neighborhood in Brooklyn with numerous stints across

various detention centres. Could Tyson attain such dizzying levels of success without his coach and

mentor, Cus DʼAmato? The surreal rise to fame and glory, followed by a shameful downfall marred with

controversies only to be completed by an unbelievable transformation. Tysonʼs life has been a tumultuous

journey beyond imagination. Was Tysonʼs troubled childhood responsible for his recklessly violent

behavior both, inside and outside the ring? What impact did Pygmalion effect have on Tyson? What kind

of behavior, professional and personal, is expected from sporting personalities pursuing ‘violentʼ sports

like boxing, wrestling, etc.?


To understand the antecedents and influencing factors of Mike Tysonʼs socially controversial and unacceptable

behaviour and discuss the role of mentor in his early-life transformation

To discuss the relationship between some of the ‘violentʼ sports and the expected behaviours of such sports

personalities and the influence on their personal lives.

To discuss and debate on how and how not the Pygmalion effect worked on shaping the life of Boxing Hall of Fameʼs

star, Mike Tyson and to analyze the limitations of Pygmalion effect


9www.etcases.com

7S.No.

8S.No.

IIM Lucknowʼs MANJUNATH SHANMUGAM:

Purpose-Driven Personality and The Value of ValuesReverse Brain Drain and Indian Value System

Mapping for Chapter V:

Personality and Values


Personality and ValuesCASE STUDY CASE FLYER


Personality and values; Personality and personal values; Personality types and work values; Personality type and work

behavior; Personality, values and the Big Five Personality Model; Personality, values and terminal values; Personality,

values and instrumental values; Personality, values and John Hollandʼs personality-job fit theory; Personality, values and

core self-evaluation; Personality, values and propensity for risk taking


Stephen P. Robbins, et al., “Personality and Values”, Organizational Behavior, 15 Edition, Dorling Kindersley (India)

Pvt. Ltd., 2013

Thomas Donaldson, “Values in Tension: Ethics Away from Home”, HBR, September-October 1996th

Joseph L. Badaracco, Jr., “Personal Values and Professional Responsibilities”, HBS, April 14 2005

Nigel Nicholson, “How Hardwired is Human Behavior?”, HBR, July–August 1998

Harry Levinson, “The Abrasive Personality”, HBR, May–June 1978st

Herminia Ibarra, “National Cultures and Work-Related Values: The Hofstede Study”, HBS, January 31 1996

Robert S. Harris, “Terminal Values, Multiples, and Competitive Advantage”, Darden Business Publishing, 1997

Manjunath, Written and directed by Sandeep A Varma, Produced by Viacom 18 Motion Pictures, NFDC and ICOMO,

2014

Abstract:

This Case Study is written to highlight how work behavior gets influenced by personality traits and values.

Set in the backdrop of the poignant story of Indian Institute of Management (IIM), Lucknowʼs Manjunath

Shanmugam (Manjunath), this Case Study enables an engaging discussion and rightful appreciation of

personality traits and values that would shape oneʼs work behavior. Being aware of the dealersʼ blatant

malpractices in his territory, Manjunath (working for Indian Oil Corporation) mustered the courage to set

right the system, against the sagely advice of his family and friends. Manjunath, affectionately called

Machchan by his friends and family members, fell to the bullets of unscrupulous, unsavory, and uncouth

criminals controlling the oil supply in rural Uttar Pradesh, India. He laid down his life in serving and

protecting his companyʼs interests. Was he driven by the fear of failure? What were the values that drove

him to take on the powerful and intimidating oil mafia? What was his personality that motivated him to go

to the extreme, to lay down his life for a cause? What does Manjunathʼs legacy mean for management

graduates? Should Manjunath be revered as a real hero or an emotional fool?


To understand the determinants of personality and values and to analyze the importance of personality-types and

values for organizational performance

To analyze how personality-types and values determine work behavior and debate on the ways and means (the

signals) to predict work behavior

To discuss and debate on how to shape up high-performance, purpose-driven and values-guided personalities and

the limitations of value-led and purpose-driven pursuits in the light of Manjunathʼs poignant episode

To debate whether personalities shape values or values shape personalities


Brain Drain; Reverse Brain Drain; Personal Value System of Individuals; Indian Cultural Values; Indian Institutes Of

Excellence; Illustrious Indians; Returnee Indians; Indian Diaspora; Reverse Brain Drain and Indian Value System; OB Case

Study on Individual Values; Indian Value system


Stephen P. Robbins, et al., “Personality and Values”, Organizational Behavior, 15 Edition, Dorling Kindersley

(India) Pvt. Ltd., 2013

Value system of the protagonist Leigh Anne Tuohy in the movie, The Blind Side, played by Sandra Bullock

Runa Mukherjee Parikh, “Reverse Brain Drain Swifter”, http://articles.timesofindia.indiatimes.com/2013-09-th19/ahmedabad/42216954_1_indian-institute-brain-drain-family-ties, September 19 2013

“Reverse brain drain? Better research facilities see Indian scientists return”,

http://www.newindianexpress.com/nation/Reversing-brain-drain-Better-research-facilities-see-Indian-scientists-threturn/2013/08/04/article1717835.ece, August 4 2013

Swades, Directed by Ashutosh Gowarikar, Ashutosh Gowarikar Productions Pvt. Ltd., Dillywood and UTV Motion

Pictures, 2004rd

What US Imports from India..., http://www.youtube.com/watch?v=-l0Y-bTPz6k, December 3 2011

Abstract:

This case flyer enables a discussion on the recent trend of reverse brain drain into India and explores the

likelihood of a relationship between personal value systems of individuals and reverse brain drain. As

discussed in the accompanying article, the case flyer helps in identifying the factors that have led to this

recent trend. What does it take for well-settled and extremely well-to-do Indians to come back to India

and serve the parent country? The case flyer debates as to why do Indians after receiving high-class

education and training at the premier Indian educational institutes choose to serve a foreign nation rather

than serving their own country. The case flyer is suitable for teaching the concept of ‘Personality and

Valuesʼ in Organizational Behavior course.


To understand the role of Indian diaspora in the making of illustrious Indians

To debate on the paradox of worldʼs best talent – made in India but – used abroad

To analyze the recent phenomenon of reverse brain drain into India


10www.etcases.com

9S.No.

10S.No.

Spirituality Quotient and Business Management Collective Perceptions and country Image


Personality and Values

Mapping for Chapter VI:

Perception and Individual Decision MakingCASE FLYER CASE FLYER


MBA Curriculum; Business Schoolsʼ Curriculum; MBA and Professions; MBA and Ethical Decision-Making;

MBA and Corporate Expectations; MBA and Course Delivery; MBA and Spiritual Quotient


Henry Mintzberg, “Managers Not MBAs: A Hard Look at the Soft Practice of Managing and

Management Development”, Berrett-Koehler Publishers, 2009

Rakesh Khurana and Nitin Nohria, “Itʼs Time to Make Management a True Profession”, Harvard

Business Review, October 2008

Nicholas Bloom, et al., “Does Management Really Work?”, Harvard Business Review, November

2012

Gary Hamel, “Moon Shots for Management”, Harvard Business Review, February 2009th

E. Kumar Sharma, “The Route to Dharmacracy”, Business Today, December 14 2008

Abstract:

This case flyer and the base article enable a discussion on the renewed emphasis being laid by premier

Indian business schools on the concept of spirituality. It provides a platform to debate on the role of

spirituality-based subjects in grooming future leaders. Driven by the expectation that focussing on the

spirituality quotient would instil values such as external resilience and the ability to handle stress, Indian

B-schools are introducing courses like the 'Science of Spirituality' and 'Embedded Leadership Excellence',

among others, in their Executive MBA and PGDM programs. Indian business schools have embraced this

new impetus on spirituality quotient with the expectation of grooming future leaders with a long-term

and all-encompassing outlook. Are values like leadership and compassion innate or can they be

developed? Is it possible to instil values like righteousness and ethics within a fixed duration? Will

spirituality-based subjects wither out over a period of time?


To critically assess business schools' (especially Indian business schools') current curriculum and to

debate on their relevance in preparing the students for the desired and expected roles in the

corporate world. Do they serve their self-mandated interests or do they serve their primary

customers' interests?

To discuss and debate on whether the introduction of spirituality-related courses would transform

MBAs into responsible corporate citizens with high moral and ethical compass


Perceptions; Collective Perceptions; Image Building; Brand Image of India; Rajat Gupta and Indiaʼs Image;

Brand India; India in Brand Financeʼs Country Brand Index; Country Brand Index; Managing Perceptions;

Managing Collective Perceptions; Indiaʼs Perception Damage; National Image of India; Indiaʼs Brand

Value; Collective Perceptions and Country Image; OB Case Study on Perceptions


”Brand Finance Nation Brands: The Annual Report on Nation Brands”,

http://www.brandfinance.com/images/upload/brand_finance_nation_brands_2013.pdf, December

2013

“Future Brand: Country Brand Index”,

http://www.futurebrand.com/images/uploads/studies/cbi/CBI_2012-Final.pdf, 2012-2013

Aamir Khanʼs Incredible India! commercial-2, http://www.youtube.com/watch?v=-T2qtEu9e5, rdJanuary 23 2009

Gill Corkindale, “Managing Perceptions”, http://blogs.hbr.org/2007/04/managing-perceptions, thApril 12 2007

Abstract:

This case flyer, by drawing attention to the collective perception of India, discusses how collective

perceptions about a country build its national brand image. To deliberate on collective perceptions on

India, the case flyer discusses two articles – “Biz Leaders, Talk up Brand India” and “Guptaʼs Actions Sully

Indiansʼ Reputation in US” – with contrary viewpoints. While one article talks about the image-damage

that India suffered after the Rajat Gupta episode, the other highlights the laudable brand image of India

despite having witnessed some unfavorable events. Both the articles however complement each other as

they enable a discussion on the significance of managing collective perceptions of a nation and how every

stakeholder is equally responsible for managing his/her countryʼs image. The case flyer is suitable for

teaching the concept of perceptions in Organizational Behavior Course.


To understand the concept of collective perceptions vis-a-vis country image

To highlight the significance of managing collective perceptions and the responsibility of all the

stakeholders therein


11www.etcases.com

11S.No.

12S.No.

Case Research Managers @ Professional Cases:

Motivating for Mission

Yum! Brandʼs Secret Sauce of Success:

Recognition-Based Team-Building?

Mapping for Chapter VII:

Motivation Concepts

Mapping for Chapter X:

Understanding Work TeamsCASE STUDY CASE STUDY


Motivation; Motivation theories; Maslowʼs hierarchy of needs; Motivation and organizational performance;

Contemporary theories of motivation; Motivation and self-image; Self-motivation; Motivation and Pygmalion effect


Stephen P. Robbins, et al., “Motivation Concepts”, Organizational Behavior, 15 Edition, Dorling Kindersley (India)

Pvt. Ltd., 2013

B. J. Fogg, “A Behavior Model for Persuasive Design”, http://bjfogg.com/fbm_files/page4_1.pdf, (accessed date: thJuly 12 2014)

Nitin Nohria, et al., “Employee Motivation: A Powerful New Model”, Harvard Business Review, July-August 2008

Nigel Nicholson, “How to Motivate Your Problem People”, Harvard Business Review, January 2003

Frederick Herzberg, “One More Time: How Do You Motivate Employees?”, HBR OnPoint, 2002

Harry Levinson, “Asinine Attitudes Toward Motivation”, Harvard Business Review, January-February 1973

Abstract:

This case study enables an interesting discussion on the concept of motivation as it captures the story of

Dr. Nikhil Kashyap (Kashyap) – the protagonist of the case study – who is faced with the dilemma of ‘How

to motivate his Case Research Managers?ʼ to achieve their numbers and in turn the organizational

mission. While the Case Research Managers have their reasons for not being able to achieve the targets,

Kashyap believes that the reason for failure is lack of passion and sense of ownership. Moreover, the team

seems to lack the team spirit. Who is right and who is wrong? Given the personality types of each of the

Case Research Managers, the case study helps identify the ways in which Kashyap could motivate his team

members for the Professional Cases mission. Can the theories of motivation be of help or does Kashyap

need to do something else?


To understand the organizational context and contours of the concept of motivation

To examine various theories of motivation and discuss on the desirability of application of the same for Professional

Casesʼ Research Managers

To debate on the ways and means to motivate employees to align them with the organizational mission


Team Building; High Performing Teams; Team Building and Leadership; Leadership in Team Building; Building High

Performance Teams; Organizational Culture; Building Teams in MNCs; Multi-Cultured Teams; QSR Industry; Yum! Brands


Stephen P. Robbins, et al., “Understanding Work Teams”, Organizational Behavior, 15 Edition, Dorling


“Managing Teams for High Performance”, Harvard Business Publishing, September 7 2007

Barry Mike, et al., “Slice of Reality: Changing Culture at Pizza Hut and Yum! Brands, Inc”, Organizational

Dynamics, Volume. 32, Issue 4, November 2003

Lee D. Kricher, “Best Practices of Team-Based Organizations”,

http://www.coachmatching.co.za/resources/interesting-articles/teams/best-practices-of-team-thbasedorganisations, April 26 2013

Abstract:

This Case Study enables a discussion on how to build purposeful and high-performing teams across

multi-country and multi-cultural settings. While the brand is recognized globally, how do you recognize

the people who nurture the brand day in and day out? David Novakʼs celebrated model of team-building

has had pronouncing effects not just in Yum! Brands but also in other companies for its unique

recognition based team-building practice. Bizarre knickknacks like a floppy rubber chicken or a set of

teeth mounted on skinny legs with oversized feet are just some of the many embellishments that

welcome you as you enter David Novakʼs (Novak) office. Not to mention the numerous photo frames

adorning the office walls including most of the ceiling space! One close look is all it takes for the onlookers

to realize that these photos of Novak are with people they might have never seen before. These elements

undoubtedly seem odd, especially in the office of a Fortune 500 firmʼs CEO! What makes these uncanny

office features more interesting is the fact that they form an indispensable part of a team-building system

that has made Yum! Brands (Yum!), a power to reckon with in the Quick Service Restaurant (QSR) industry.

This culture of recognition coupled with Novakʼs team-building program, ‘Taking People With You ,̓ had

been instrumental in creating the Yum!ʼs success story. But is it feasible to implement and institutionalize

this unique culture on a global platform amidst cultural differences? What should be the role of leadership

in all such initiatives?


To understand the nature of the quick service restaurant industry and to analyze the role of recognition as a tool for

employee motivation

To understand and debate on David Novakʼs strategy of anchoring for a unifying force for sustaining high

performance teams

To debate on the relevance and efficacy of replicating David Novakʼs team-building edifice across different

companies, industries, geographies, etc.


12www.etcases.com

13S.No.

14S.No.

Uninspiring Communication at Life Inspired Leadership and Authenticity

CASE STUDY CASE FLYER


Organizational communication; Organizational communication and organizational structure; Organizational

communication and startups; Direction of communication; Interpersonal communication; Organizational

communication for small group networks; Organizational communication processes; Organizational communication

breakdown


T. Eisenmann and A.B., “Scaling a Startup: People and Organizational Issues”, Harvard Business School, 2012

Bruce W. Tuckman, “Developmental Sequence in Small Groups”, Psychological Bulletin, Vol 63 (6), June 1965, 384-

399. http://dx.doi.org/10.1037/h0022100

Chris Argyris, “Good Communication That Blocks Learning”, HBR OnPoint, 2000

Nick Morgan, “Are You Standing in the Way of Your Own Success?”, Harvard Management Communication Letter,

Vol. 6, No. 6, 2003

Kim Ribbink, “Seven Ways to Better Communicate in Todayʼs Diverse Workplace”, Harvard Management

Communication Letter, Vol. 5, No. 11, 2002

Noam Wasserman, “Assembling the Startup Team”, Harvard Business School Background Note 812-122, 2012

Abstract:

This Case Studyʼs purpose is to sensitize the participants to the importance of organizational

communication. Nimish John Mangudiyan (Nimish), the third generation entrepreneur and a successful

management graduate began his entrepreneurial journey with Life Inspired Retail Pvt. Ltd. (Life Inspired),

a new product line of Paul & Sonsʼ traditional furniture business line. Having had a successful career for

about 8 years in India and Dubai and having an oriental look, Nimish was very upbeat about an affordable

luxury home décor retail venture. Since the time Life Inspired was launched in 2011, Nimish had been

grappling with several organizational impediments, the biggest being organizational communication. As

the venture was to expand, he was besieged with lack of communication amidst his employees,

jeopardizing the business as well as his promise to his father a few years ago. Having tried several

solutions, he seemed to be exhausted at further options. What should he do to realign organizational

communication with organizational goals?


To understand and analyze the importance of organizational communication, especially in a startup and understand

the relationship between organizational communication and organizational success

To discuss and debate on the possible solutions for organizational communication dilemmas at Life Inspired

To analyze the role of organizational structure (business functions) in organizational communication and examine if

there are effective ways to structure effective communication Key Concepts/Keywords

Leadership; Authentic Leadership; Authenticity; Leadership Style; HRM; Organizational Behavior; OB; Authentic Brands;

Leadership Trait; Authentic


Bill George, et al., “Discovering your Authentic Leadership”, HBR, February 2007

Rob Goffee and Gareth Jones, “Managing Authenticity”, HBR, December 2005

To study ‘The Best Global Brands 2013ʼ by Interbrand and the ‘Top 100 Most Valuable Global Brands 2013ʼ

by Millward Brown

Nick Morgan, “How to Become an Authentic Speaker”, HBR, November 2008

Rob Goffee and Gareth Jones, “Authentic Followership”, Harvard Business School Press, 2007

Bruce J. Avolio, “Pursuing Authentic Leadership Development”, Harvard Business School Press, 2010

Rob Goffee and Gareth Jones, “Remain Authentic But Conform Enough”, Harvard Business School Press, 2007

Daniel Goleman, “Focused Leaders”, HBR, December 2013

Abstract:

This case flyer and the accompanying article enables a discussion on the long researched concept of

leadership and the role of authenticity in creating influential leaders. It provides a platform to debate on

whether authenticity is an innate value or can it be developed? In a world, where airbrushed and ersatz

leadership styles are no longer welcome, authenticity has emerged as a much sought after quality.

Leaders, in general, and business leaders in particular, are expected to put forth their authentic and real

self. This, however, is by no means an easy feat to attain. What are the reasons behind the growing

popularity of authentic leaders? How does self-awareness help in nurturing authenticity? Imitating or

copying a successful leadership style does not qualify as authentic leadership. Is it possible to nurture

authenticity as a quality?


To understand authenticity as a leadership trait

To discuss how authenticity can be practiced and mastered

To debate on the relationship between the power to influence and authentic leadership

Mapping for Chapter XI:

Communication

Mapping for Chapter XII:

Leadership


13www.etcases.com

Humble Leaders

CASE FLYER

India Inc. and Young CEOs

CASE FLYER


Leadership


Leadership15S.No.

16S.No.


Leadership; CEOs vs Leaders; Effective Leader; Humility and leadership; Humble CEOs; Qualities of an Effective Leader;

Team Building; Team Spirit


Tiziana Casciaro and Miguel Sousa Lobo, “Competent Jerks, Lovable Fools, and the Formation of Social

Networks” , Harvard Business Review, June 2005

Jim Collins, “Level 5 Leadership: The Triumph of Humility and Fierce Resolve”,

http://gsblive.uct.ac.za/instructor/usermedia/1650/Collins%202001_2.pdf, January 2001

John Dame and Jeffrey Gedmin, “Six Principles for Developing Humility as a Leader”, thhttp://blogs.hbr.org/2013/09/six-principles-for-developing/, September 9 2013

Abstract:

This case flyer can be used to highlight the importance of humility in leaders, in the backdrop of an

interesting trend of hiring CEOs who exhibit a judicious mix of humility and confidence to lead

organizations to success at India Inc. Who is an effective CEO – one with humility and resounding success

or the one with humility, but limited or no success? Taking cue from this trend, as outlined in the

accompanying article, the case flyer enables an exciting debate on the topic of CEOs vs Leaders. It also

throws light on how companies across industries are hiring leaders/CEOs who acknowledge the power of

‘WEʼ and focus on team spirit to achieve organizational goals. However, does such a class of people exist,

who can be both humble and at the same time competent enough to be the CEO of an organization? In

other words, will humility of a CEO be a deterrent in achieving organizational goals?


To discuss the current trend of hiring CEOs for their humility and other soft skills as against traditional approach and

debating on humility vs competence

To debate on the role of a leader in bringing out effectiveness of a team

To identify the characteristics of an effective leader Key Concepts/Keywords

Leadership; Leadership challenges; Leadership style; Leadership patterns; Young leaders; Demographic dividend;

Leadership in Family Businesses; CEOs; Young CEOs


Tremors at the Top, http://www.businessindiagroup.com/download/879%20HPE%20cover% 20story1.pdf, thNovember 27 2011

Kerry A. Bunker, et al., “The Young and the Clueless”, Harvard Business Review, December 2002

Abstract:

This case flyer and the base article, suited for Organizational Behavior Course's Leadership module,

enable a discussion on the increasing interest and demand for young CEOs, in India Inc. However, the

demand for and interest in Young CEOs can be seen in a few industries and hence it's intriguing why

companies from a few industries seem to be getting benefitted from Young CEOs. While there seem to be

benefits from young CEOs, there are several challenges that are quite daunting. What are the challenges

and how should companies and their boards handle them? How do benefits and challenges weigh in for

the companies?


To discuss and debate on the increasing interest and demand for young CEOs in India Inc.

To examine for which of the industries it makes business and economic sense to consider young CEOs to deliver the

business mandates

To evaluate critically the merits and demerits of letting the young CEOs run the companies


14www.etcases.com

Workplace Harassment

CASE FLYER

Zapposʼ Holacracy: Would It Thrive in Bezocracy?

CASE STUDY

Mapping for Chapter XV:

Foundations of Organization Structure17S.No.

18S.No.


Workplace Harassment; Sexual Harassment; Workplace Bullying; Harassment; HR Practices; Bullying; Perception;

Learning; Attitudes; Recruitment; Culture


Tiziana Casciaro and Miguel Sousa Lobo, “Competent Jerks, Lovable Fools, and the Formation of Social

Networks”, Harvard Business Review, June 2005

Jim Collins, “Level 5 Leadership: The Triumph of Humility and Fierce Resolve”,

http://gsblive.uct.ac.za/instructor/usermedia/1650/Collins%202001_2.pdf, January 2001

John Dame and Jeffrey Gedmin, “Six Principles for Developing Humility as a Leader”, thhttp://blogs.hbr.org/2013/09/six-principles-for-developing/, September 9 2013

Abstract:

This case flyer and the accompanying article enables a discussion on the long prevalent issue of workplace

harassment, in general, and sexual harassment in particular. It provides a platform to debate on what

qualifies as acceptable and unacceptable workplace behavior. What is the relation between individual

learning and attitude and workplace harassment? What role should B-Schools play in sensitizing young

potential managers towards workplace harassment? This case flyer discusses the role of HR in

acclimatizing employees towards the concept of harassment at workplaces. Further, it provides a scope

for deliberating on the influence of culture and countries on how individuals view workplace harassment.

Finally, it enables a gripping debate on what should companies do when women themselves are the

perpetrators of workplace harassment?


To understand the concept of workplace harassment and the role of B-schools in sensitizing potential managers

towards harassment at workplace

To understand the role of HR in sensitizing employees towards workplace harassment

To debate on the implications of workplace harassment on the employees and the organization


Organizational Structure; Organizational Structure and Organizational Culture; Zapposʼ Organizational Structure;

Holacracy at Zappos; Manager-less System and ‘Managing Without Managersʼ; Self-managed Teams at Zappos; Nucorʼs

and Semcoʼs Organizational Cultures; Jeff Bezos, Tony Hsieh and Zappos


Stephen P. Robbins, et al., “Understanding Work Teams”, “Foundations of Organization Structure” and th“Organizational Culture”, Organizational Behavior, 12 edition, Pearson Education, 2007

Ricardo Semler, “Managing without Managers”, Harvard Business Review, September-October 1989

Kelly Killian, et al., “Ricardo Semler and Semco S.A.”, Thunderbird, 1998

Thomas M. Box and Warren D. Miller, “Nucor Corporation 2008-2009”, Association for Small Business & thEntrepreneurship 35 Annual Conference

Gary Hamel, “The Big Idea: First, Letʼs Fire All the Managers”, Harvard Business Review, December 2011

Herminia Ibarra, “National Cultures and Work-Related Values: The Hofstede Study”, Harvard Business School, stJanuary 31 1996

Visit the websites of Semco, Nucor, The Morning Star, Zappos and HolacracyOne to get acquainted with the

companies and the concept being discussed

Rob Goffee and Gareth Jones, “What Holds the Modern Company Together?”, Harvard Business Review,

November–December 1996

Tony Hsieh, “Delivering Happiness: A Path to Profits, Passion, and Purpose”, Grand Central Publishing, March th19 2013

Abstract:

This case study focusses on the recently-announced (re)organizational structure of the US online shoe

retailer Zappos.com (Zappos) that has opted for ‘holacracyʼ, the culture of having

self-managed teams. In association with the consulting firm, HolacracyOne, Zappos intends to supplant

its existing organizational structure by embracing a manager-less system (self-organizing teams).

Although the intended transition is to be complete by the end of 2014, the announcement itself created a

mega-event-like attention. Companies, business press and the academia gave mixed responses. Will

Zapposʼ proposed model of organizational realignment prove to be an efficient model? Would

‘Holacracyʼ thrive under ‘Bezocracyʼ? With the backdrop of Semco Partners ,̓ Nucor Corpʼs and The

Morning Star Companyʼs practices, the case study can be very effective in highlighting the relationship

between organizational structure, organizational culture and organizational performance.


To discuss and debate on the efficacy of Zapposʼ proposed model of organizational realignment, from hierarchical

organization to having self-managed teams

To contrast the traditional tiered organizational structure with self-managed and title-less organizational structure in

the light of Semcoʼs, Nucorʼs and Morning Starʼs experiments

To understand the relationship between organizational structure, organizational culture and organizational

performance

Mapping for Chapter XIII:

Power and Politics


15www.etcases.com

Better Work@Better Designed Office?

CASE STUDY

Fungineering@Work

CASE FLYER

Mapping for Chapter XVI:

Organizational Culture


Organizational Culture19S.No.

20S.No.


Workplace design; Office design; Workplace design and organizational performance; Office design and employee

productivity; Organizational culture and office design; Millennials; Millennialsʼ workplace expectations; Office designs of

the best companies to work for; The Best Companies to Work For; Wellness at the workplace


“Millennials at Work: Reshaping the Workplace”,

http://www.pwc.com/en_M1/m1/services/consulting/documents/millennials-at-work.pdf

Brian Thompson and Driver Jonas, “Workplace Design and Productivity: Are they Inextricably Linked?”,

http://www.realestateworks.co.uk/wp-content/uploads/2011/10/RICS-R esearch-Report-Workplace-Design-and-

Productivity-July-2008.pdf, July 2008

“What Weʼve Learned about Focus in the Workplace”,

http://www.gensler.com/uploads/documents/Focus_in_the_Workplace_10_01_2012.pdf

“What Makes a Great Workplace”, http://www.kahlerslater.com/content/pdf/What-Makes-a-Great-Workplace-

white-paper.pdf

Christine Congdon and Catherine Gall, “Vision Statement: How Culture Shapes the Office”, Harvard Business

Review, May 2013

Tim Springer, “Fundamentals of Workplace Strategy”,

http://www.kimballoffice.com/cms/documents/1562/Kimball%20Office_Fundamentals%20of%20Workplace%20S

trategy.pdf

Visit the websites of some of the office furniture manufacturers such as Steelcase and Haworth and browse

through their products to get a feel of the trends in office furniture.

Abstract:

This case study is meant to examine if there is any relationship between an aesthetically designed

workplace and employee productivity/employee performance. Would a better workplace design enable

a happy workforce to deliver better results? While the ‘Great-places-to-workʼ companies and start-ups are

known for their unique and invigorating workplace designs, the millennials who are joining the workforce

also are having an influence on the workplace designs. Are the workplace designs of LimeRoad.com,

Quikr.com and Chumbak, three of Indiaʼs new age start-ups, the tip of the new workplace design iceberg?


To understand the importance of an aesthetically crafted workplace design with appropriate research underpinnings

To discuss and debate on whether thereʼs any relationship between workplace design and productivity/performance

and examine how, if at all, workplace design can be an enabler of high performance

To analyze the importance of workplace design in the case of ‘Great-places-to-work ,̓ start-ups, millennial

workforceʼs workplace expectations


Fungineering; Fun at workplace; Forced Fun; Fun at work; FORTUNE; Best Place to Work; Emotional Labour; Fairness at

Work; HRM; OB; Employee happiness


“The Best in the World”, http://www.greatplacetowork.in/best-companies/worlds-best-multinationals

“100 Best Companies to Work For”, http://money.cnn.com/magazines/fortune/best-

companies/2014/snapshots/1.html?iid=BC14_sp_lead

Ricardo Semler, Maverick: The Success Story Behind the Worldʼs Most Unusual Workplace, Warner Books and

Arrow, 1993

Vineet Nayar, “Employees First, Customers Second: Turning Conventional Management Upside Down”, thHarvard Business Press Books, June 8 2010

Susie Cranston and Scott Keller, “Increasing the ‘Meaning Quotientʼ of Work”, McKinsey Quarterly, January 2013

Peter N. Stearns, “The History of Happiness”, Harvard Business Review, January-February 2012

Abstract:

This case flyer and the accompanying article enables a discussion on the long debated concept of fun at

workplace and how should organizations create a naturally conducive work environment. It provides a

platform to debate on many thought provoking questions including whether fun can be induced and

managed at a workplace and whether fun and work can be viewed as two sides of the same coin. Unruffled

by the turbulence in the global economic market, companies continue to invest in various fun inducing

workplace practices. Moreover, with fancy designations like chief cheerfulness Ninja and head of

fungineering, etc., donning the corporate corridors, the ‘Fun at Workʼ movement has been showing no

signs of waning away. Can fun at workplace be induced or imposed? Is forced fun at work and employee

productivity related? In the contemporary corporate scenario, companies are encouraged to create a

work culture where varied personality types can flourish and work in harmony instead of trying too hard to

induce forced fun among its employees. How can organizations create an encouraging work culture

where different personality types can thrive and prosper? What is the relationship between fairness at

workplace and employee happiness? How can companies ensure a fair treatment across all levels?


To understand how great places to work are created

To deliberate whether fun can be induced or imposed

To understand how to create a happy workforce


16www.etcases.com

Indian Startupsʼ Organizational Culture:

Foundersʼ Foundation or Future Orientation?

CASE STUDY

Malala Yousafzai: Change Agent in an Unchanged World?

CASE STUDY


Organizational Culture

Mapping for Chapter XVII:

Organizational Change and Stress Management21S.No.

22S.No.


Organizational culture; Corporate culture; Work culture; Startup culture; Founders and organizational culture; Millennials

and organizational culture; Positive organizational culture; Artifacts, values and organizational culture; Organizational

culture formation


Stephen P. Robbins et al., “Organizational Culture”, Organizational Behavior, Dorling Kindersley (India) Pvt. Ltd., th2013, 15 Edition

th Clayton M. Christensen, “What is an Organizationʼs Culture?”, Harvard Business School, October 12 2004

Tony Hsieh, Delivering Happiness: A Path to Profits, Passion, and Purpose, Grand Central Publishing, March th19 2013

Ricardo Semler, Maverick: The Success Story Behind the Worldʼs Most Unusual Workplace, Grand Central

Publishing, 1993

David Novak, Taking People with You: The Only Way to Make Big Things Happen, Portfolio Trade, January th29 2013

Abstract:

This case study is suitable to teach the concepts of organizational culture in general and startup

organizational culture in particular as it focusses on the unique organizational cultures of startups in India,

evident from their organizational practices and workplace designs. An organizationʼs culture is

manifested in the form of artifacts – physical structures, rituals and ceremonies, stories and legends and

language. Apparently, the organizational culture of the start-ups in India is in sync with the workplace

expectations of the millennials. An increasing number of fresh B-school graduates are also developing an

affinity for a startup career. However, will the startups be able to sustain their unique organizational

cultures over a period of time? Will these cultures help them sail through tough times as well?


To understand the concept and connotations of organizational culture and discuss on the efficacy of four types of

organizational cultures

To understand some of Indian startupsʼ innovative organizational practices and discuss on their role in shaping up

organizational culture

To discuss and debate on how artifacts, physical structures, rituals and ceremonies, language, stories, etc., shape an

organizational culture, especially in the context of Indian startups and juxtapose the same in Edgar Scheinʼs

definition


Malala Yousafzai as a change agent; Change agents; Change agent case study; Leadership and change management;

Malala Case Study; Accidental change agents; Purposeful change agents; Women change agents; Girlsʼ education;

Malala from Pakistan; Universal change agents; Visionary leaders; Malala; Malala Yousafzai; Malala from Swat Valley


Stephen P. Robbins, et al., “Organizational Change”, Organizational Behavior, 12 edition, Pearson Education

Harold L. Sirkin, et al., “The Hard Side of Change Management”, Harvard Business Review, October 2005

John P. Kotter, “Leading Change: Why Transformation Efforts Fail”, Harvard Business Review, March–April 1995

Abstract:

This case study enables discussion on the concept of ‘Social Change Managementʼ in the backdrop of an

engaging and heart-rending experience of the protagonist, Malala Yousafzai, the teen education activist

from Pakistan, as she chose to demand the right to education. Malala is being viewed as a social change

agent, as she continues to campaign for girlsʼ education.

Can Malala go on to be a universal change agent like the other popular change agents the world has seen

so far? Critics argue if Malala is an accidental change agent or a purposeful change agent. The case study

helps analyze Malala as a change agent vis-à-vis 4Cs – Context, Character, Communication and

Calibrated/Calculated Response.


To analyze the characteristics of a social change agent and debate on whether Malala – in the light of her emerging as

a new voice for ‘Global Girl Educationʼ – can stand the test of time and be a universal change agent

To debate her effectiveness as a leader in achieving her vision

To debate and discuss on the connotations of accidental and purposeful change agents and analyze the suitable

approach for sustained success


17www.etcases.com

Feeling Anxious? Donʼt Relax, Get Excited!

CASE FLYER

Mapping for Chapter XVII:

Organizational Change and Stress Management23S.No.


Anxiety; Stress; Nervousness; Work Related Stress; Managing Stress and Anxiety; Job Responsibilities and Anxiety; Job

Performance and Anxiety; Job Responsibilities and Stress; Anxiety & Excitement; Performance Anxiety


“Are You Working Too Hard”, Harvard Business Review, November 2005

Bruce Cryer, et al., “Pull the Plug on Stress”, Harvard Business Review, July 2003

Herbert Benson, “Your Innate Asset for Combating Stress”, Harvard Business Review, July-August 1974th

The Devil Wears Prada, 20 Century Fox, June 2006

“HBR Guide to Managing Stress at Work”, Harvard Business Review, 2012

Abstract:

This case flyer and the accompanying article enable a discussion on the universally experienced

phenomenon of stress and anxiety. It provides a platform to debate on the various factors that lead to

nervousness and fretfulness among individuals and how should such demanding situations be handled. It

is only natural for human beings to get worked-up when faced with taxing circumstances or tremendous

pressure. Interestingly, the age old counsel to tackle such tensed moments has been to make attempts to

calm down and to relax. Ironically, this has been one advice that has been easier to preach than practice.

Does stress experienced by individuals differ based on the nature of the job? Is there a relationship

between employee burnout and performance pressure? Is the stress level experienced by an individual

directly proportional to his/her age? The universality of this phenomenon has made it the subject of

interest for researchers globally. New age researchers advocate transmuting nervous energy into

excitement instead of making futile attempts at calming oneself down. How can excitement lend a

performance edge?


To understand the relationship between employee performance and workplace stress

To deliberate on the various approaches and techniques used to manage anxiety and regulate stress

ORGANIZATIONAL

BEHAVIOR

Course Case Map for

ET CASES,

The Times of India Group,

Times Centre for Learning Ltd.,

Vakratunda Corporate Park, Ground Floor,

Vishweshwar Nagar, CTS No 256, Off Aarey Road,

Next to Udipi Vihar, Goregaon- East, Mumbai -400 063.

Contact @

+91 9014310321 | [email protected]

www.etcases.com

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