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Case Map for Hellriegel/Slocum: Organizational Behavior, 11th Edition (Thomson, 2007) This map was prepared by an experienced editor, 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/Article Title

Institution, Geographical and HBSP Industry Setting, Product Company Size, Number, Time Frame Length, Teaching Note Chapter 1 Organizational Behavior and Foundation Competencies Paul Levy: 303008 Boston, MA; Taking Charge of 9p Health care the Beth Israel TN#303126 industry; $790 Deaconess million revenues; Medical Center 4,500 employees; (A) 2002 Southwest HR1B United States; Airlines: Using 7p Airline industry; Human TN#HR1T $2.2 billion Resources for revenues; 12,000 Competitive employees; 1994 Advantage (B)

Abstract, Key Subjects

Lincoln Electric Co.

Cleveland, OH; Manufacturing industries; Welding; $270 million sales; 1974 Chapter 2 Understanding Individual Differences Stephen Brown 402048 Boston, MA; at John Hancock 17p Insurance Financial TN#406100 industry; $8 Services billion revenues; 1992-1997

376028 30p TN#395230

On January 7, 2002, Paul Levy became CEO of the Beth Israel Deaconess Medical Center, a troubled organization, in serious financial difficulty. This case describes the situation Levy inherited, his negotiations prior to taking the job, and his first six months as CEO. During a summer executive program for human resource executives, the (A) case was assigned. After reading the case, a study group of four executives decided that the description in the (A) case was too positive and could not be accurate. To test this, the four conducted an impromtu field study of the Southwest station in San Jose. These executives interviewed six employees on duty. They reported their findings during the case discussion the following day. This case is based on that report. Covers the strategy and management practices of the world's largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management.

Describes a major organizational transformation process at John Hancock Financial Services in which CEO Stephen Brown takes a series of measured steps to turn the old-line mutual insurance company into a competitive, performance-oriented financial services firm. At the end of the case, Brown is considering whether to take the company public. Raises question

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Yvette HyaterAdams and Terry Larsen at CoreState 401023 15p Philadelphia, PA; Banking industry; 2,000 employees; 1993-1998 of leadership, alignment, and culture change. 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 the impact their relationship had on the organization and the change process. 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. 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, 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. 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 Jenson Shoes: Lyndon Twitchell's Story. Describes the development of McKinsey & Co. as a worldwide management consulting firm from 1926 to 1996. In particular, it focuses on the way in which McKinsey has developed structures, systems, processes, and practices to help it develop, transfer, and disseminate knowledge among its 3,800 consultants in 69 offices worldwide. Concludes by focusing on three young consultants operating in each dimension of the firm's organization--the local office,

Avon Products (A)

301059 22p

New York, NY; Personal care products; $5 billion revenues; 33,900 employees; 19921998

Chapter 3 Perception and Attribution Jensen Shoes: 395120 United States; Jane Kravitz's 7p Footwear Story TN#396017 industry; $65 million revenues; 4,500 employees; 1994

Chapter 4 Learning and Reinforcement McKinsey & 396357 Global; Co.: Managing 20p Consulting; $1.8 Knowledge and TN#398065 billion revenues; Learning 6,000 employees; 1996

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the industry practice, and the firm's competence center. Managing director, Rajat Gupta, wonders if the changes he has made are sufficient to maintain the firm's vital knowledge development process. Chapter 5 Fundamentals of Motivation The Ritz-Carlton 601163 District of Hotel Co. 30p Columbia; TN#602113 Lodging industry; $1.5 billion revenues; 18,000 employees; 2000 The SAS HR6 North Carolina; Institute: A 16p Software industry; Different $750 million Approach to revenues; 5,000 Incentives and employees; 1997 People Management Practices in the Software Industry Chapter 6 Motivation Through Goal Setting and Reward Systems Nordstrom: 191002 West Coast; Dissension in the 24p Retail industry; Ranks? (A) TN#692085 1989 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. The SAS Institute is a large, growing software company headquartered 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.

Nordstrom: Dissension in the Ranks? (B) Compensation and Performance Evaluation at Arrow Electronics

192027 2p TN#192026 800290 26p

West Coast; Retail industry; 1989-1990 Long Island City, NY; Semiconductor industry; $6 billion revenues; 6,000 employees; 1994-1998

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. Presents a follow-up to the (A) case.

Describes a company's struggles in implementing a subjective performance rating system for its employees. In particular, it describes the difficulties faced by the CEO in getting managers to combat "ratings inflation"--that is, to produce numerical ratings that are both differentiated and "not too high."

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Chapter 7 Workplace Stress and Aggression Storm King 304046 Colorado; Fire Mountain 16p fighting & TN#306030 protection; 1994 Bradley 403005 New York, NY; Marquez: 8p $80 million Reduction in revenues; 900 Force (A) employees; 2000

Describes the Colorado fire tragedy that resulted in 12 deaths. Examines leadership, decision making, and team dynamics in a high-stress, crisis situation. The Bradley Marquez advertising agency had created a successful niche delivering ethnic markets to their clients, corporate giants like Compaq, Sprint, Texaco, and British Airways. The company was operating in aggressive growth mode when, in 2000, the stock market bubble of the 1990s burst. Now, Andrew Lauder, chief operating officer, faces the possibility of a second round of layoffs and downsizing, "no longer cutting fat but cutting muscle," as Lauder puts it. Being a public company means that warning of upcoming layoffs would violate securities laws. GE is faced with Jack Welch's impending retirement and whether anyone can sustain the blistering pace of change and growth characteristic of the Welch era. After briefly describing GE's heritage and Welch's transformation of the company's business portfolio of the 1980s, the case chronicles Welch's revitalization initiatives through the late 1980s and 1990s. It focuses on six of Welch's major change programs: The "Software" Initiatives, Globalization, Redefining Leadership, Stretch Objectives, Service Business Development, and Six Sigma Quality. Meg Whitman takes over as CEO of eBay from the founder. She must figure out how to lead the company through a stage of phenomenal growth without compromising eBay's unique external customer culture and internal culture--its key success factors. A rewritten version of an earlier case. Provides an opportunity to examine leadership and entrepreneurship in the context of Ernest Shackleton's 1914 Antarctic expedition, a compelling story of crisis, survival, and triumph. Summarizes Shackleton's career as an officer in the British Merchant Marine, his work on several prominent Antarctic missions, and the competitive nature of polar exploration in the late 19th and early 20th centuries. Also examines Shackleton's planning and advance management of what he hoped would be the first-ever trek across the Antarctic continent. Details the events of this epic voyage aboard the Endurance. Readers have the opportunity to examine how, after the vessel became trapped in ice and the crew abandoned ship, the commander shifted his objectives and responsibilities from completing an historic

Chapter 8 Leading Effectively Foundations GE's Two-Decade 399150 $100 billion Transformation: 24p revenues; 293,000 Jack Welch's TN#300019 employees; 1981Leadership 1998

Meg Whitman at eBay, Inc. (A)

401024 32p

San Jose, CA; Internet & online services industries; 1999

New Leadership at the Portland Public Schools

PEL026 31p

Artic & Antarctica; 19141916

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march to ensuring the survival of all 28 expedition members. Considers Shackleton's efforts to maintain his team's morale, loyalty, and commitment in the face of extraordinary mental and physical trials during almost two years in the Antarctic. Chapter 9 Leading Effectively: Contemporary Developments Leadership in 803127 Artic & Crisis: Ernest 41p Antarctica; 1914Shackleton and 1916 the Epic Voyage of the Endurance

Leadership Development at Goldman Sachs

406002 24p

New York, NY; Investment banking; Professional services; $13 billion revenues; 15,000 employees; 1999

Provides an opportunity to examine leadership and entrepreneurship in the context of Ernest Shackleton's 1914 Antarctic expedition, a compelling story of crisis, survival, and triumph. Summarizes Shackleton's career as an officer in the British Merchant Marine, his work on several prominent Antarctic missions, and the competitive nature of polar exploration in the late 19th and early 20th centuries. Also examines Shackleton's planning and advance management of what he hoped would be the first-ever trek across the Antarctic continent. Details the events of this epic voyage aboard the Endurance. Readers have the opportunity to examine how, after the vessel became trapped in ice and the crew abandoned ship, the commander shifted his objectives and responsibilities from completing an historic march to ensuring the survival of all 28 expedition members. Considers Shackleton's efforts to maintain his team's morale, loyalty, and commitment in the face of extraordinary mental and physical trials during almost two years in the Antarctic. In November 1999, 11 of Goldman Sachs' finest gathered to put the final touches on a revolutionary leadership development plan. Following Goldman's explosive growth during the 1990s and its eventual IPO in 1999, a diverse group of leaders from across the firm were selected to "assess the future training and development needs of Goldman Sachs, with a particular focus on the need for a more systematic and effective approach to developing managing directors." After six months of brainstorming, holding discussions with Goldman Sachs colleagues, interviewing experts, and benchmarking best practices, it was finally time to present their findings to the management committee. The briefing contained an integrated leader development plan with concrete recommendations on how to resolve several critical design issues, including: location, faculty, content, format, method, target audience, governance, and sponsorship. No one sitting on the management committee had relied on a formal leadership program to reach the top. How skeptical might they be? How do you convince hard-nosed bankers to leave their

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desks and invest precious time focusing on what many perceived as "soft" issues? Chapter 10 Developing and Leading Teams Taran Swan at 400036 Miami, FL; Cable Nickelodeon 25p television Latin America TN#400071 industry; 1998 (A) Eighteen months after launching Nickelodeon Latin America, general manager Taran Swan must leave the company's Miami headquarters for her New York home because of complications with her pregnancy. Unable to travel for at least the next six months, Swan must decide how she will continue to run the channel from New York. Should she put an interim acting head in place, and if so, who among her team should it be? What adjustments will she need to make in her leadership style and working relationships with her team? The case describes the channel's launch and first 18 months on the air, focusing on how Swan puts together her team and crafts the company's culture. SkyStream Networks was a worldwide networking infrastructure company. Its products enabled service providers to create new revenue streams by delivering digital media services like corporate communications, live broadcast video, enhanced TV, media asset distribution, distance learning, and broadband entertainment portals over any broadcast or broadband network. SkyStream Networks was continually faced with the challenge of which markets to target and whether to remained focus or broaden its customer base. This case chronicles the history of SkyStream, beginning in 1998 through the end of 2001. Although the company had faced tremendous success during that period, the management team was faced with a difficult decision in December 2001. Given the difficult economic environment, the team needed to find a way to cut additional costs. It had to decide whether to cut costs from a new product targeted primarily at telcos or from existing products. Dawn Riley and America True are based in Auckland, New Zealand, where racing will begin in six weeks. The senior management team will be meeting in August 1999 to decide whether or not to make changes to Tag, the practice boat that they are using as a testing platform. Riley has striven to create a consensus-based approach to decision-making, and see herself as a "participant" in these meetings. She wonders if things have gotten "too democratic," and if she should step in and lead this meeting. Would changing her behavior now about such a seminal matter compromise her effort to create a collaborative decision making approach? This case provides information on sailing and design programs, and explores in depth Riley's role as a "producing

SkyStream Networks, Inc. (A)

E135A 33p

Silicon Valley; High technology; 130 employees; 1998-2001

Dawn Riley at America True (C)

401008 12p

Auckland; Sports industry; start-up; 100 employees; 1999-2000

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manager." Chapter 11 Managing Conflict and Negotiating Effectively Negotiating Star 906026 United States; Compensation at 5p Sports industry the USAWBL (A-1): Confidential Instructions for Jesse J Sherif Mityas at A.T. Kearney: Negotiating a Client Service Predicament (A) 904031 13p United States; Japan; Consulting; $950 million revenues; 3,000 employees; 1996-2003

In this three-party negotiation exercise, Jesse J, star center in the U.S.A. Women's Basketball League, with her agent, is negotiating a possible compensation package with the Boston Sharks involving a base salary, a possible share of team merchandising profits, and a performance incentive. Each player (Jesse J, her agent, the Sharks general manager) has a confidential brief as the basis for the negotiation. Sherif Mityas, recently promoted as project manager at A.T. Kearney, faced a client service challenge in his very first project experience. Mityas had been working closely for six weeks with the management team of the U.S. subsidiary of a Japan-headquartered consumer products company to identify ways to turn around the U.S. operations. Following the midproject status meeting, executives from the Japanese parent company made an unexpected request that placed Mityas in a quandary. Mityas related the situation: "At the conclusion of the midproject meeting, I felt confident that we had made solid recommendations about turning around the U.S. operations, but the Japanese parent company executives made a difficult request. They wanted us to evaluate the ability of the U.S. management team to carry out the turnaround. U.S. management had been instrumental in our being able to understand and analyze the situation comprehensively, and we would need their cooperation for our future work to be meaningful. If they came to know that we were simultaneously evaluating them, we could lose their trust--but, then, the Japanese executives represented the client. I didn't know how to proceed."

Chapter 12 Interpersonal Communication in Organizations Henry Tam and 404068 Boston, MA; the MGI Team 17p Software industry; TN#404079 7 employees; 2002

Within a short time frame, seven diverse team members assemble to write a business plan for a new company and struggle to define their roles, make decisions together, and resolve conflict. Henry Tam, a second-year Harvard MBA student, who joins an aspiring start-up company and a fellow classmate to enter the school's business plan contest. The founders of the company are two internationally accomplished musicians and a 1987 Harvard MBA, all Russian, who are trying to create, produce, and sell a unique computer-based music game. Conflict builds as the team generates a range of ideas about how to market their product, but has trouble agreeing on which ideas

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to pursue. Henry Tam wrestles with how to fix the problems that have hindered the team's progress. Chapter 13 Managerial and Ethical Decision Making Executive 305026 United States; Decision Making 20p Automotive at General TN#306026 industry; $185.3 Motors billion (2003) revenues; 326,000 (2003) employees; 2004

Shared Decision Making

604001 18p

Boston, MA; Health care industry; 1995

Making the HR Outsourcing Decision

SMR118 10p

Describes the evolution of General Motors' strategy, organizational structure, and management processes from its founding to the present day. Focuses on the role of GM's management committee--the seniordecision-making body at the company, now called the Automotive Strategy Board (ASB)--and how it operates under Rick Wagoner, its current CEO. In October 2004, Wagoner and the ASB are wrestling with recent changes in GM's planning and budgeting processes and how they will affect the balance between global and local needs. The Foundation for Informed Medical DecisionMaking has created an interactive videodisc system that provides patients with customized support regarding medical treatment or screening decisions when they face a choice between two equally effective courses of action. The videodiscs, known as shared decision-making programs (SDPs), were the result of considering grant-funded research into treatment outcomes and patients' preferences concerning varying medical treatments. Over a sixyear period, the foundation has partnered with a variety of commercial firms to manufacture and market the SDPs. Despite robust evidence supporting the effectiveness of the SDPs and the enthusiastic response of early purchasers, the foundation has been unable to widely disseminate the product and faces major debt. Some observers see outsourcing as a key trend (perhaps even the key trend) shaping the future of human resources. They envision HR departments focused entirely on strategic activities, leaving all the transactional and administrative activities to vendors. But, the author cautions that outsourcing any business activity creates potential risks as well as benefits: Companies can find themselves overly dependent on suppliers, and they can lose strength in strategically core competencies. The author synthesizes the strongest of the available research on the outsourcing decision and identifies the six key factors that companies should consider when making important outsourcing decisions. The framework, which helps assess the pros and cons of outsourcing, can be applied specifically to HR functions. In particular, it can help explicate the managerial issues of outsourcing agreements such as the recent landmark

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deal between BP and Exult Inc. That $600 million, seven-year arrangement provides a window into the many opportunities--and complexities--of HR outsourcing. Describes a senior management team's strategic decision-making process. The division president faces three options for redesigning the process to address several key concerns. The president has extensive quantitative and qualitative data about the process to guide him as he and the senior team attempt to make improvements. Illustrates the challenges associated with centralizing IT decisions at Cisco after a decade of decentralized planning and project funding. When Brad Boston became Cisco's new CIO in 2001, he found that managers were starting to get frustrated with the results of their latest IT initiatives. Boston believed that Cisco needed to focus on its global infrastructure before investing in more functional tools and applications. Under the leadership of Boston and an executive operating committee, Cisco selected three major enterprise projects that required an unprecedented level of process planning and crossfunctional cooperation, a major change from Cisco's legacy of entrepreneurial drive. As these three projects started to wind down in 2004, Boston and the operating committee were thinking about what types of new projects the IT organization should support. Raises issues about change management, centralized planning, IT prioritization and resource allocation, enterprise cooperation, and project funding. A new general manager uses a profit-center-based system to shake up an old line company. He then faces the task of placating a board member upset by the human consequences. A rewritten version of an earlier case. Written from the point of view of Richard Jenkins, the president of CelluComm. Presents his reflections on the series of events leading to the firing of one of CelluComm's general managers, Erik Peterson. A rewritten version of an earlier case. 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 it

Decision Making at the Top: The All-Star Sports Catalog Division

398061 21p TN#398103

United States; Mail order; Retail industry; $800 million revenues; 1,000 employees; 1997

Chapter 14 Designing Organizations Enterprise IT at 605015 Silicon Valley; Cisco (2004) 14p High technology; Telecommunicati ons industry; $19 billion revenues; 35,000 employees; 20012004

The Atchison Corp. (A)

301020 4p

United States; Consumer products; $2 billion revenues; 1995 New England; Telephone industry; small; 51 employees

Richard Jenkins

494113 4p

Chapter 15 Cultivating Organizational Culture Establishing an HKU155 China "ECL" Culture in 11p China: TN#HKU156 Organizational Difference or National Difference?

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Case Map for Hellriegel/Slocum: Organizational Behavior, 11th Edition (Thomson, 2007)
should adapt ECL's management practice to the Chinese culture or instead implement ECL's global management policies in China. Why do so many organizations fail to learn? According to the author, such failures may be caused not by resistance to change, human nature, or poor leadership, but by the lack of communication among three cultures: operating, engineering, and executive. The culture of operators is based on human interaction. Operators may use their learning ability to thwart management's efforts to improve productivity. The engineering culture represents the design elements of the technology underlying the organization and how the technology is to be used. The executive culture revolves around maintaining an organization's financial health and deals with boards, investors, and capital markets. According to the author, when organizations attempt to redesign or reinvent themselves, the cultures collide and failure occurs. Executives and engineers are task focused and assume that people are the problem. Executives band together and depersonalize their employees. Executives and engineers can't agree on how to make organizations work better while keeping costs down. Each culture must learn how to learn and to analyze its own culture. Then enough mutual understanding must be created among the cultures to evolve solutions that all groups can commit to. On March 2, 1999, Hewlett-Packard (HP) announced a plan to create a separate company, subsequently named Agilent Technologies, made up of HP's businesses in test and measurement, semiconductor products, healthcare solutions, chemical analysis, and the related portions of HP laboratories. In developing the transformation strategy, Agilent president and CEO, Ned Barnholt, grappled with how to improve the efficiency and effectiveness of the new company while still maintaining the best portions of HP's culture and practices. Barnholt adopted HP's values of innovation and contribution, trust and respect for individuals, and uncompromising integrity, but he added three new values: speed, focus, and accountability. Barnholt also wanted to improve the company's efficiency in terms of shared services. In mid-2001, the Agilent team faced a series of unexpected challenges. On April 5, 2001, Barnholt announced that business conditions had worsened more than previously expected. Barnholt wondered whether he and his team had gone too far in the

Three Cultures of Management: The Key to Organizational Learning

SMR022 14p

Chapter 16 Guiding Organizational Change Agilent OD1A Silicon Valley; Technologies: 36p Computer Organizational industry; Change (A) Electronic components; Electronic instruments & controls; Medical equipment & device industry; Network device; Semiconductor industry; $10.8 billion revenues; 46,000 employees; 19992000

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organizational and cultural changes they had tried to implement. He wondered whether his vision of speed, focus, and accountability would be compatible with HP's legacy values and culture, and if so, how would he integrate the two. By June 2003, IBM had made significant progress in changing the way it managed new, emerging businesses. Describes the development of a separate management program at IBM designed to identify, fund, and shepherd new businesses through growth. Traces the history of the program, its evolution, and the current challenges senior management faces in scaling up the program.

Emerging Business Opportunities at IBM (A)

304075 20p TN#305023

United States; Computer industry; $89.1 billion revenues; 319,273 employees; 2003

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