CaseLink for
Gibson-Ivancevich-Donnelly-Konopaske: Organizations: Behavior, Structure, Processes, 13th Edition
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 Front Matter
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| 4 pp.
| Preface
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| I. Introduction
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| 1 pp.
| Introduction
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| 26 pp.
| 1. The Study of Organizations
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| 24 pp.
| Case — GE’s Two-Decade Transformation: Jack Welch‘s Leadership
Author(s): Bartlett, Christopher A.; Wozny, Meg
Publication Date: 04/28/1999 Revision Date: 05/03/2005
Product Type: Case (Library)
Product Description: 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. May be used with: (9-304-049) GE's Talent Machine: The Making of a CEO.
HBS Number: 9-399-150
Geographic Setting: United States, Global Industry Setting: industrial conglomerate Number of Employees: 293,000 Gross Revenues: $100 billion revenues
Event Year Start: 1981 Event Year End: 1998
Subjects: Business policy; Conglomerates; Corporate culture; Corporate strategy; Executives; Leadership; Management of change; Organizational change; Organizational development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-300-508), 10 min, by Christopher A. Bartlett; Case Video, (9-300-511), 19 min, by Christopher A. Bartlett; Teaching Note, (5-300-019), 16p, by Christopher A. Bartlett
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| 27 pp.
| Case — Southwest Airlines: Using Human Resources for Competitive Advantage (A)
Author(s): O’Reilly, Charles A., III; Pfeffer, Jeffrey
Publication Date: 01/01/1995 Revision Date: 04/05/2006
Product Type: Case (Field)
Publisher: Stanford University
Product Description: In 1994 both United Airlines and Continental Airlines launched low-cost airlines-within-an-airline to compete with Southwest Airlines. From 1991 until 1993 Southwest had increased its market share of the critical West Coast market from 26% to 45%. This case considers how Southwest had developed a sustainable competitive advantage and emphasizes the role of human resources as a lever for the successful implementation of strategy. Asks whether competitors can successfully imitate the Southwest approach. May be used with: (99307) Firing Up the Front Line.
HBS Number: HR1A
Geographic Setting: United States Industry Setting: Airline industry Number of Employees: 12,000 Gross Revenues: $2.2 billion revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Corporate strategy; Human resources management; Organizational behavior; Strategy implementation
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Field), (HR1B), 8p, by Charles A. O‘Reilly III; Teaching Note, (HR1T), 3p, by Charles A. O'Reilly III, Jeffrey Pfeffer
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| 25 pp.
| 2. Organizational Culture
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| 20 pp.
| Case — JetBlue Airways: Starting from Scratch
Author(s): Gittell, Jody Hoffer; O’Reilly, Charles A
Publication Date: 02/10/2001 Revision Date: 10/29/2001
Product Type: Case (Field)
Product Description: JetBlue Airways shows how an entrepreneurial venture can use human resource management, specifically a values-centered approach to managing people, as a source of competitive advantage. The major challenge faced by Ann Rhoades is to grow this people-centered organization at a rapid rate, while retaining high standards for employee selection and a small company culture. Teaching Purpose: To consider the role of human resource management, leadership, and values in a start-up venture, and to address the tension between a strong organizational culture and rapid growth.
HBS Number: 9-801-354
Geographic Setting: New York, NY Industry Setting: airlines
Company Size: start-up Number of Employees: 950
Event Year Start: 2000 Event Year End: 2000
Subjects: Airlines; Corporate culture; Entrepreneurship; Human resources management; Recruitment; Unionization; Values; Venture capital
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-801-386), 6p, by Jody Hoffer Gittell, Charles A. O‘Reilly III
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| 19 pp.
| Case — Hambrecht & Quist
DeLong, Thomas J.; Tempest, Nicole
Hambrecht & Quist (H&Q), an investment bank headquartered in San Francisco, has a very unique culture relative to its Wall Street counterparts. Firm members and even competitors describe the culture as entrepreneurial, team-driven, non
HBS Number: 9-898-161 Type: Case (Field)
Publication Date: 4/15/1998 Revision Date: 11/18/1999
Geographic Setting: San Francisco, CA Industry Setting: investment banking Number of Employees: 823 Gross Revenues: $346 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Acquisitions; California Research Center; Corporate culture; Entrepreneurship; Growth strategy; Investment banking; Professional services; Recruitment
Supplementary Materials: Supplement (Field), (9-800-214), 4p, by Thomas J. DeLong, Nicole Tempest
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| 17 pp.
| Case — Hermes Systems
Author(s): Tushman, Michael L.; Radov, Daniel B.
Publication Date: 12/20/1999 Revision Date: 09/22/2004
Product Type: Case (Field)
Product Description: Covers the history of Hermes, a large telecommunications and network equipment company, as it grows from a single business firm to a diversified firm from 1980-95. Examines the use of entrepreneurial subsidiaries for product development and fast growth. Other issues include the challenges of managing ambidextrous organizations and the problems a CEO faces in keeping control of fast growing divisions. A rewritten version of an earlier case.
HBS Number: 9-400-056
Geographic Setting: United StatesIndustry Setting: computers/telecomGross Revenues: $10 billion revenues
Event Year Start: 1986Event Year End: 1995
Subjects: Corporate culture; Diversification; Growth management; Innovation; Leadership; Organizational structure; Subsidiaries; Telecommunications
Academic Discipline: General management
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| 22 pp.
| Case — Ben & Jerry’s Homemade Ice Cream, Inc.: Keeping the Mission(s) Alive
Author(s): Theroux, John
Publication Date: 10/17/1991 Revision Date: 12/15/1993
Product Type: Case (Field)
HBS Number: 9-392-025
Geographic Setting: Burlington, VT Industry Setting: Ice cream industry Company Size: mid-size Number of Employees: 330 Gross Revenues: $58.5 million 1989 sales
Event Year Start: 1991 Event Year End: 1991
Subjects: Compensation; Corporate culture; Corporate responsibility; Employee morale; Entrepreneurial management; Food; Management philosophy; Organizational development
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-395-238), 5p, by Richard E. Walton
Product Description: Ben & Jerry’s is an anti-establishment, values-driven company that has become a successful venture. The dominant founder, Ben Cohen, is not an effective manager, but he brings creative marketing and product skills that have been important to the company‘s success. He also is controlling shareholder and the force behind the company's socially-minded culture. One of the many policies that have reflected Ben's values but which has created difficulty in managing the organization is the 5 to 1 compensation differential between the top and the bottom of the organization. Up to mid 1990, the company was operating in an explosive growth business with relatively weak competitors; this has changed by the time of the case in September 1990. The case opens as Chuck Lacy is taking over as president. He needs to decide what to do about the 5 to 1 rule and the related issues of Ben's role, and the value of the company's counterculture style. Students must consider the difficulty and importance of the general manager's responsibility in reconciling company values with commercial imperatives and to consider the effect of compensation policy on morale and organizational effectiveness.
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| 8 pp.
| Article — Beyond Empowerment: Building a Company of Citizens
Author(s): Manville, Brook; Ober, Josiah
Publication Date: 01/01/2003
Product Type: Harvard Business Review Article
Product Description: We live in a knowledge economy. The core assets of the modern business enterprise aren’t its buildings, machinery, and real estate, but the intelligence, understanding, skills, and experience of its employees. Harnessing the capabilities and commitment of knowledge workers is arguably the central managerial challenge of our time. Unfortunately, it is a challenge that has not yet been met. Corporate ownership structures, governance systems, and incentive programs—despite the enlightened rhetoric of business leaders--remain firmly planted in the industrial age. In this article, the authors draw on history to lay out a model for a democratic business organization suited to the knowledge economy. The Athenian model of organizational democracy offers a window into how sizable groups of people can, in an atmosphere of dignity and trust, successfully govern themselves without resorting to a stifling bureaucracy. Such a system provides the synthesis of individual initiative and common cause that today‘s companies need to achieve if they're to realize the full power of their people and thrive in the knowledge economy.
HBS Number: R0301C
Subjects: Corporate culture; Corporate reorganization; Decision making; Employee empowerment; Knowledge management; Knowledge workers; Organizational development; Organizational structure
Academic Discipline: Organizational behavior & leadership
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| 35 pp.
| 3. Globalization
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| 26 pp.
| Case — Daimler Chrysler Commercial Vehicles Division
Author(s): Hannan, Michael; Podolny, Joel; Roberts, John
Publication Date: 09/01/1999 Revision Date: 06/01/2007
Product Type: Case (Field)
Publisher: Stanford University
HBS Number: IB27
Industry Setting: Automotive industry Number of Employees: 416,501 Gross Revenues: $152,446 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Globalization; Market structure; Operations management; Organizational design; Product management; Reorganization
Academic Discipline: Competitive strategy
Product Description: On Monday, November 16, 1998, the day before Daimler-Benz would officially merge with Chrysler, Dr. Kurt Lauk, head of Daimler-Benz’ commercial vehicles division (CVD) reflected on the organizational changes he had directed over the course of the previous two years to make CVD more competitive in an era of industry-wide globalization. To unite an extremely decentralized organizational structure at Daimler, Lauk initiated a worldwide reorganization and the integration of the company‘s manufacturing operations. He encouraged individual units within CVD to look for collaborative opportunities that would enable the division to realize global scale economies. Although Lauk promoted a global perspective within CVD, he believed that the business units could compete effectively only if they were allowed considerable autonomy to respond to their own unique market conditions. Lauk was proud of the achievements resulting from these directives. However, pressing concerns overshadowed his satisfaction. Although the CVD was profitable overall, its Power Train Unit continued to lose money. In addition, Lauk was concerned about Daimler's progress in building adequate distribution channels in the Asian region. Finally, Lauk considered the impact of the merger with Chrysler on CVD and the general uncertainty concerning how a more centralized or
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| 20 pp.
| Case — Acer America: Development of the Aspire
Author(s): Bartlett, Christopher A.; St. George, Ant
Publication Date: 12/30/1998 Revision Date: 04/09/2001
Product Type: Case (Field)
Product Description: Follows the development, national launch, and global rollout of the Aspire, Acer’s first new product developed outside Taiwan. Implementing a very promising new PC concept proves challenging to Mike Culver and his U.S. team, who are plagued by coordination problem with experts and resource managers in Taiwan. Leading the global rollout proves equally difficult, with local managers wanting to make local adaptations. After 2.5 years of missed forecasts and unexpected losses, CEO Stan Shih must decide whether to abandon the Aspire. More profoundly, what changes does this failure suggest for his radical “fast food” business concept and his “client server‘' organization model? Teaching Purpose: To discuss the development and implementation of global strategy, to explore new models of global organization, and to examine the management of headquarter-subsidiary relations. May be used with: (9-399-010) Acer, Inc.: Taiwan's Rampaging Dragon.
HBS Number: 9-399-011
Geographic Setting: United States, Taiwan, Global Industry Setting: computers Number of Employees: 600 Gross Revenues: $1.1 billion revenues
Event Year Start: 1995 Event Year End: 1998
Subjects: International business; Marketing implementation; Matrix organization; Multinational corporations; Product development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-300-035), 12p, by Christopher A. Bartlett; Case Video, (9-301-805), 14 min, by Christopher A. Bartlett
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| 22 pp.
| Case — Avon Products (A)
Author(s): Paine, Lynn Sharp; Rogers, Gregory C.
Publication Date: 10/23/2000 Revision Date: 07/27/2001
Product Type: Case (Field)
Product Description: The general manager of Avon Mexico, Fernando Lezama, must decide whether to promote a woman to the position of vice president of sales. If appointed, the candidate would be the first female in all of Latin America to hold an executive position and one of the first women in Mexico to attain this level of responsibility. Lezama’s all-male executive team has doubts about the candidate‘s readiness but Lezama is also cognizant of Avon's global vision which calls for the advancement of women at all levels of the organization. Earlier in the year, the Avon Mexico organization had completed an exercise called "appreciative inquiry" aimed at enhancing gender relations in the workforce. Teaching Purpose: To examine the cultural aspects of managing in the Mexican environment and to illustrate the use of "appreciative inquiry" as part of a cultural change process. May be used with: (9-301-060) Avon Products (B).
HBS Number: 9-301-059
Geographic Setting: New York, NYIndustry Setting: beauty productsNumber of Employees: 33,900Gross Revenues: $5 billion revenues
Event Year Start: 1992Event Year End: 1998
Subjects: Corporate culture; Cosmetics; Cross cultural relations; Diversity; Globalization; Mexico; Sex discrimination; Women
Academic Discipline: General management
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| 18 pp.
| Case — Sealed Air Corp.: Globalization and Corporate Culture (A)
Paine, Lynn Sharp; Wruck, Karen H.
Sealed Air Corp.’s CEO and COO are considering what approach they should take to building a seamless corporate culture worldwide. Anticipating continuing growth and expansion, especially outside the United States, they are concerned with preserving and promoting the culture that has been one of the company‘s key assets. However, their experiences in integrating acquired companies, especially outside the United States, have heightened their awareness of differences among the regional cultures of the world and the challenges they face in maintaining a unified corporate culture. Teaching Purpose: To illustrate the challenges of building a single corporate culture in a global enterprise and to explore the tensions between U.S. culture and cultures of Europe and Asia. May be used with: (9-398-097) Sealed Air Corp.: Globalization and Corporate Culture (B).
HBS Number: 9-398-096 Type: Case (Field)
Publication Date: 1/22/98 Revision Date: 4/25/00
Geographic Setting: United States, Europe, Asia Industry Setting: packaging (protective and specialty) Number of Employees: 4,200 Gross Revenues: $800 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Business policy; Corporate culture; Ethics; Expansion; International business; Leadership; Organizational development
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| 24 pp.
| Case — SITEL Corp.
Stevenson, Howard H.; Gershun, Martha
SITEL has grown extremely rapidly and is now operating worldwide with operations in over 30 countries. Since many of its locations serve the same customers, the officers are debating the costs and benefits of additional centralization. Some feel that the autonomy of the managers has spurred the spectacular success. Others believe that cost savings and sharing best practice could add substantially to the future potential of the company. Teaching Purpose: Presents a classic problem associated with success: the need for organizational change.
HBS Number: 9-898-153 Type: Case (Field)
Publication Date: 2/24/1998 Revision Date: 5/5/1998
Geographic Setting: Omaha, NE Industry Setting: telemarketing Number of Employees: 17,000 Gross Revenues: $500 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Centralization; Direct marketing; Entrepreneurship; Globalization; Incentives; Organizational development; Organizational problems; Organizational structure
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| 24 pp.
| Case — Tricon Restaurants International: Globalization Re-examined
Author(s): Ghemawat, Pankaj; Khanna, Tarun
Publication Date: 08/12/1999 Revision Date: 08/10/2000
Product Type: Case (Field)
Product Description: Describes a leading fast food operator/franchiser trying to consolidate and standardize its operations worldwide and focus its efforts on a few key markets. Lends itself to a discussion of how global the fast food industry is, whether Tricon’s new international strategy is consistent with industry structure and its competitive position, and, if so, which country markets to focus on.
HBS Number: 9-700-030
Geographic Setting: GlobalIndustry Setting: fast-foodNumber of Employees: 500,000
Event Year Start: 1997Event Year End: 1997
Subjects: Competition; Fast food industry; Globalization; Industry structure; International business; Market positioning; Market selection
Academic Discipline: Competitive strategy
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| II. Behavior within Organizations: The Individual
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| 1 pp.
| Introduction
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| 37 pp.
| 4. Individual Behavior and Differences
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| 11 pp.
| Case — Bob Fifer
Thomas, David A.; Cohen, Doug
Explores the life and concerns of Bob Fifer, HBS class of 1979 and CEO of Kaiser Associates. Explores the many influences on Bob’s development and his subsequent career choices. It is written as a biography with extensive quotes from i
HBS Number: 9-495-013 Type: Case (Field)
Publication Date: 9/9/1994
Geographic Setting: United States Industry Setting: consulting
Subjects: Careers & career planning; Consulting; Entrepreneurship; Organizational behavior; Self evaluation
Supplementary Materials: Teaching Note, (5-498-063), 9p, by David A. Thomas, Emily D. Heaphy
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| 23 pp.
| Case — Specialty Medical Chemicals
Hamermesh, Richard G.; Doran, Lucinda
A new general manager is supposed to rekindle growth. Seven months later, he questions the abilities of his direct reports. An organizational psychologist is brought in to assess his people. The general manager now has to decide who to keep and how to structure his direct report team. Teaching Purpose: To illustrate the issues a general manager faces when assembling his direct report team.
HBS Number: 9-399-094 Type: Case (Gen Exp)
Publication Date: 12/18/98 Revision Date: 5/5/99
Geographic Setting: United States Industry Setting: medical Number of Employees: 1,600 Gross Revenues: $425 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Employee development; Executive selection; Human resources management; Management of change; Management teams; Performance appraisal; Pharmaceuticals; Psychology
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| 31 pp.
| 5. Motivation: Background and Theories
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| 20 pp.
| Case — JetBlue Airways: Starting from Scratch
Author(s): Gittell, Jody Hoffer; O’Reilly, Charles A
Publication Date: 02/10/2001 Revision Date: 10/29/2001
Product Type: Case (Field)
Product Description: JetBlue Airways shows how an entrepreneurial venture can use human resource management, specifically a values-centered approach to managing people, as a source of competitive advantage. The major challenge faced by Ann Rhoades is to grow this people-centered organization at a rapid rate, while retaining high standards for employee selection and a small company culture. Teaching Purpose: To consider the role of human resource management, leadership, and values in a start-up venture, and to address the tension between a strong organizational culture and rapid growth.
HBS Number: 9-801-354
Geographic Setting: New York, NY Industry Setting: airlines
Company Size: start-up Number of Employees: 950
Event Year Start: 2000 Event Year End: 2000
Subjects: Airlines; Corporate culture; Entrepreneurship; Human resources management; Recruitment; Unionization; Values; Venture capital
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-801-386), 6p, by Jody Hoffer Gittell, Charles A. O‘Reilly III
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| 18 pp.
| Case — Sealed Air Corp.: Globalization and Corporate Culture (A)
Paine, Lynn Sharp; Wruck, Karen H.
Sealed Air Corp.’s CEO and COO are considering what approach they should take to building a seamless corporate culture worldwide. Anticipating continuing growth and expansion, especially outside the United States, they are concerned with preserving and promoting the culture that has been one of the company‘s key assets. However, their experiences in integrating acquired companies, especially outside the United States, have heightened their awareness of differences among the regional cultures of the world and the challenges they face in maintaining a unified corporate culture. Teaching Purpose: To illustrate the challenges of building a single corporate culture in a global enterprise and to explore the tensions between U.S. culture and cultures of Europe and Asia. May be used with: (9-398-097) Sealed Air Corp.: Globalization and Corporate Culture (B).
HBS Number: 9-398-096 Type: Case (Field)
Publication Date: 1/22/98 Revision Date: 4/25/00
Geographic Setting: United States, Europe, Asia Industry Setting: packaging (protective and specialty) Number of Employees: 4,200 Gross Revenues: $800 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Business policy; Corporate culture; Ethics; Expansion; International business; Leadership; Organizational development
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| 16 pp.
| Case — Mary Kay Cosmetics, Inc.: Sales Force Incentives (A)
Simons, Robert L.; Weston, Hilary A.
Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm’s only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided.
HBS Number: 9-190-103 Type: Case (Field)
Publication Date: 3/8/1990 Revision Date: 10/15/1999
Geographic Setting: Dallas, TX Industry Setting: cosmetics
Company Size: mid-size Gross Revenues: $400 million sales
Event Year Start: 1989 Event Year End: 1989
Subjects: Control systems; Cosmetics; Goal setting; Incentives; Motivation; Sales compensation; Sales management
Supplementary Materials: Supplement (Field), (9-190-122), 2p, by Robert L. Simons, Hilary A. Weston; Teaching Note, (5-191-198), 10p, by Robert L. Simons
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| 24 pp.
| Case — Nordstrom: Dissension in the Ranks? (A)
Author(s): Simons, Robert L.; Weston, Hilary A.
Publication Date: 07/24/1990 Revision Date: 10/15/1999
Product Type: Case (Library)
Product Description: 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.
HBS Number: 9-191-002
Geographic Setting: West CoastIndustry Setting: retailing
Event Year Start: 1989Event Year End: 1989
Subjects: Control systems; Employee compensation; Goal setting; Motivation; Performance measurement; Retailing
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (9-192-027), 2p, by Robert L. Simons; Teaching Note, (5-692-085), 12p, by Leonard A. Schlesinger, Roger Hallowell; Teaching Note, (5-192-026), 11p, by Robert L. Simons
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| 37 pp.
| 6. Motivation: Organizational Applications
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| 20 pp.
| Case — JetBlue Airways: Starting from Scratch
Author(s): Gittell, Jody Hoffer; O’Reilly, Charles A
Publication Date: 02/10/2001 Revision Date: 10/29/2001
Product Type: Case (Field)
Product Description: JetBlue Airways shows how an entrepreneurial venture can use human resource management, specifically a values-centered approach to managing people, as a source of competitive advantage. The major challenge faced by Ann Rhoades is to grow this people-centered organization at a rapid rate, while retaining high standards for employee selection and a small company culture. Teaching Purpose: To consider the role of human resource management, leadership, and values in a start-up venture, and to address the tension between a strong organizational culture and rapid growth.
HBS Number: 9-801-354
Geographic Setting: New York, NY Industry Setting: airlines
Company Size: start-up Number of Employees: 950
Event Year Start: 2000 Event Year End: 2000
Subjects: Airlines; Corporate culture; Entrepreneurship; Human resources management; Recruitment; Unionization; Values; Venture capital
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-801-386), 6p, by Jody Hoffer Gittell, Charles A. O‘Reilly III
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| 18 pp.
| Case — Sealed Air Corp.: Globalization and Corporate Culture (A)
Paine, Lynn Sharp; Wruck, Karen H.
Sealed Air Corp.’s CEO and COO are considering what approach they should take to building a seamless corporate culture worldwide. Anticipating continuing growth and expansion, especially outside the United States, they are concerned with preserving and promoting the culture that has been one of the company‘s key assets. However, their experiences in integrating acquired companies, especially outside the United States, have heightened their awareness of differences among the regional cultures of the world and the challenges they face in maintaining a unified corporate culture. Teaching Purpose: To illustrate the challenges of building a single corporate culture in a global enterprise and to explore the tensions between U.S. culture and cultures of Europe and Asia. May be used with: (9-398-097) Sealed Air Corp.: Globalization and Corporate Culture (B).
HBS Number: 9-398-096 Type: Case (Field)
Publication Date: 1/22/98 Revision Date: 4/25/00
Geographic Setting: United States, Europe, Asia Industry Setting: packaging (protective and specialty) Number of Employees: 4,200 Gross Revenues: $800 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Business policy; Corporate culture; Ethics; Expansion; International business; Leadership; Organizational development
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| 16 pp.
| Case — Mary Kay Cosmetics, Inc.: Sales Force Incentives (A)
Simons, Robert L.; Weston, Hilary A.
Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm’s only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided.
HBS Number: 9-190-103 Type: Case (Field)
Publication Date: 3/8/1990 Revision Date: 10/15/1999
Geographic Setting: Dallas, TX Industry Setting: cosmetics
Company Size: mid-size Gross Revenues: $400 million sales
Event Year Start: 1989 Event Year End: 1989
Subjects: Control systems; Cosmetics; Goal setting; Incentives; Motivation; Sales compensation; Sales management
Supplementary Materials: Supplement (Field), (9-190-122), 2p, by Robert L. Simons, Hilary A. Weston; Teaching Note, (5-191-198), 10p, by Robert L. Simons
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| 24 pp.
| Case — Nordstrom: Dissension in the Ranks? (A)
Author(s): Simons, Robert L.; Weston, Hilary A.
Publication Date: 07/24/1990 Revision Date: 10/15/1999
Product Type: Case (Library)
Product Description: 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.
HBS Number: 9-191-002
Geographic Setting: West CoastIndustry Setting: retailing
Event Year Start: 1989Event Year End: 1989
Subjects: Control systems; Employee compensation; Goal setting; Motivation; Performance measurement; Retailing
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (9-192-027), 2p, by Robert L. Simons; Teaching Note, (5-692-085), 12p, by Leonard A. Schlesinger, Roger Hallowell; Teaching Note, (5-192-026), 11p, by Robert L. Simons
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| 33 pp.
| 7. Workplace Stress: Issues and Management
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| III. Behavior within Organizations: Groups and Interpersonal Influence
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| 1 pp.
| Introduction
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| 32 pp.
| 8. Group and Team Behavior
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| 7 pp.
| Case — Overhead Reduction Task Force
Wageman, Ruth; Hackman, J. Richard
A middle manager is about to meet with his boss to discuss her request that he head up a task force to determine how overhead can be reduced by 20%. He must decide what to address in that meeting and how the task force should be launched and led. The focus is on team leadership at four stages in a team’s life cycle: 1) preparation, 2) initial meeting, 3) mid-course consultation, and 4) post-performance debriefing. Teaching Purpose: To learn about the effective leadership of work groups and teams. A rewritten version of an earlier case.
HBS Number: 9-400-026 Type: Case (Gen Exp)
Publication Date: 10/4/1999
Geographic Setting: United States Industry Setting: household appliances
Company Size: mid-size
Event Year Start: 1977 Event Year End: 1999
Subjects: Appliances; Diversity; Group behavior; Group dynamics; Leadership; Management styles; Managerial skills; Meetings; Organizational behavior; Teams
Supplementary Materials: Case Video, (9-400-502), 91 min, by Ruth Wageman, J. Richard Hackman; Teaching Note, (5-400-027), 17p, by J. Richard Hackman, Ruth Wageman; Case Video, (9-400-501), 79 min, by Ruth Wageman, J. Richard Hackman
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| 11 pp.
| Case — Slade Plating Department
Author(s): Hill, Linda A.
Publication Date: 08/22/1995
Product Type: Case (Gen Exp)
Product Description: Describes a conflict between the values and norms of a segment of an internal social system and those of management and the wider culture. Includes decision opportunity. A rewritten version of an earlier case.
HBS Number: 9-496-018
Geographic Setting: Michigan Industry Setting: metal products
Subjects: Conflict; Corporate culture; Employee compensation; Group dynamics; Labor relations; Metals; Personnel management; Teams
Academic Discipline: Human resources management
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| 9 pp.
| Case — Buck & Pulleyn’s Team Management
Barnes, Louis B.
In 1993, the firm began to move from a traditional hierarchical structure to client-focused teams. The case describes the process and some consequences of this restructuring. Performance seems to be improving, but some employees preferred the structure certainty and client variety of the old days. How does management deal with these issues? Teaching Purpose: Team management has become very popular, but transitions from traditional structures to teams are not easy. The discussion will center on how to deal with these issues.
HBS Number: 9-497-007 Type: Case (Field)
Publication Date: 7/17/1996
Geographic Setting: Rochester, NY Industry Setting: advertising
Company Size: small Number of Employees: 70 Gross Revenues: $26 million revenues
Event Year Start: 1996 Event Year End: 1996
Subjects: Advertising; Group behavior; Organizational change; Organizational design; Organizational structure; Participatory management
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| 15 pp.
| Case — Datavision (A)
Author(s): Beer, Michael; Rogers, Gregory C.
Publication Date: 03/15/1995 Revision Date: 09/24/1997
Product Type: Case (Field)
Product Description: Depicts a “team-building” intervention by an organizational consultant at a small computer company. Teaching Purpose: Should promote discussion surrounding such techniques.
HBS Number: 9-495-046
Geographic Setting: Burlington, MA Industry Setting: computers Number of Employees: 500 Gross Revenues: $3 million revenues
Event Year Start: 1993 Event Year End: 1993
Subjects: Computer industry; Consulting; Organizational development; Teams
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (9-495-047), 3p, by Michael Beer, Gregory C. Rogers; Supplement (Field), (9-495-048), 2p, by Michael Beer, Gregory C. Rogers; Teaching Note, (5-498-030), 12p, by Michael Beer, Stephanie Woerner; Teaching Note, (5-481-090), 7p, by Michael Beer; Teaching Note, (5-491-012), 5p, by Louis B. Barnes
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| 27 pp.
| 9. Conflict and Negotiation
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| 21 pp.
| 10. Power and Politics
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| 12 pp.
| Case — Jack Thomas
Author(s): Kotter, John P.; Burtis, Andrew
Publication Date: 11/08/1993 Revision Date: 06/01/2007
Product Type: Case (Field)
HBS Number: 9-494-062
Geographic Setting: New York, NY Industry Setting: Publishing industry Company Size: large
Event Year Start: 1990 Event Year End: 1990
Subjects: Managing superiors; Organizational behavior; Power & influence
Academic Discipline: Organizational behavior & leadership
Product Description: This redisguised version of an earlier case, Tom Levick, provides an updated setting but does not change the teaching objectives. Chronicles the first six weeks of experience on the job for a recent business school graduate. Emphasis is on managing upwards — particularly with respect to errors discovered by the protaganist for which his boss was responsible. Provides background data. May be used with: (R0501J) Managing Your Boss (HBR Classic).
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| 14 pp.
| Case — Jeanne Lewis at Staples, Inc. (A) (Abridged)
Author(s): Hill, Linda A.; Suesse, Jennifer M.
Publication Date: 03/23/2000 Revision Date: 07/24/2000
Product Type: Case (Field)
HBS Number: 9-400-065
Geographic Setting: Boston, MA Industry Setting: office supplies Number of Employees: 30,000 Gross Revenues: $5 billion revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Action planning; Group dynamics; Leadership; Management communication; Management of change; Marketing management; Middle management; Organizational change; Power & influence; Retailing; Succession planning; Women
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-499-042), 4p, by Linda A. Hill, Kristin C. Doughty; Case Video, (9-499-504), 15 min, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-400-054), 2p, by Linda A. Hill, Kristin C. Doughty
Product Description: Jeanne Lewis, after six years with Staples, Inc., is promoted to senior vice president of marketing. She is to work for fifteen months alongside her predecessor, a legacy in the organization, “learning the ropes” before he moves on. This case is set nine months after she begins working with the marketing department. At this time, Staples has just emerged from a period of prolonged litigation around an FTC antitrust suit challenging Staples’ attempted merger with Office Depot. Post-merger, Lewis must determine how the marketing department can most effectively and efficiently help the company maintain its competitive edge in an increasingly competitive and complex market. Looks at the challenges a middle manager faces “taking charge” and managing change in a revitalization situation in which a more evolutionary approach is appropriate. Teaching Purpose: To illustrate the challenges of managing change in a revitalization (as opposed to turnaround) situation in
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| 6 pp.
| Case — Jeffrey Smith
Ibarra, Herminia; Suesse, Jennifer M.
Jeffrey Smith and David Johnson have apparently irreconcilable differences over their firm’s strategy, which have led Jeffrey to conclude that he must fire David. Focuses on whether Jeffrey has used his influence in such a way as to avoid conflict. If he has no other option, how should Jeffrey go about firing David? A rewritten version of an earlier case.
HBS Number: 9-498-043 Type: Case (Field)
Publication Date: 1/16/1998
Geographic Setting: New York, NY Industry Setting: investment advisory Number of Employees: 120 Gross Revenues: $16.8 million revenues
Event Year Start: 1991 Event Year End: 1992
Subjects: Conflict; Investment management; Leadership; Managerial behavior; Organizational behavior; Power & influence; Superior & subordinate; Terminations
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| 19 pp.
| Case — Heidi Roizen
Author(s): Tempest, Nicole; McGinn, Kathleen
Publication Date: 01/18/2000 Revision Date: 09/11/2000
Product Type: Case (Field)
Product Description: Heidi Roizen, a venture capitalist at SOFTBANK Venture Capital and a former entrepreneur, maintains an extensive personal and professional network. She leverages this network to benefit both herself and others. The case considers the steps she’s taken to build and cultivate a network that is both broad and deep. Teaching Purpose: Provides students with an example of an effective social network; facilitates discussion of network types, content, costs, and benefits.
HBS Number: 9-800-228
Geographic Setting: Palo Alto, CA Industry Setting: venture capital, Internet
Event Year Start: 1983 Event Year End: 1999
Subjects: California Research Center; Entrepreneurship; Internet; Interpersonal behavior; Networking; Power & influence; Silicon Valley; Venture capital
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Case Video, (9-902-804), 16 min, by Nicole Tempest, Kathleen McGinn; Teaching Note, (5-801-278), 27p, by Linda-Eling Lee, Kathleen McGinn
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| 12 pp.
| Case — Andy Chew at Siemens Nixdorf: Change from the Middle
Kanter, Rosabeth Moss; McGuire, John F.
Andy Chew, a British manager reassigned to Germany by a large German computer company, is in the middle of carrying out a project as a designated "change agent" in a program to reshape the culture toward one that is more entrepreneurial for success as a nimble global competitor. He is still uncertain of his support.
HBS Number: 9-396-204 Type: Case (Field)
Publication Date: 3/4/1996 Revision Date: 4/11/1996
Geographic Setting: Germany Industry Setting: computers
Event Year Start: 1995 Event Year End: 1995
Subjects: Computer industry; Entrepreneurship; Germany; Innovation; Management of change; Organizational behavior; Power & influence
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| 28 pp.
| 11. Leadership: Fundamentals
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| 19 pp.
| Case — Bill Gates and the Management of Microsoft
Author(s): Rosenzweig, Philip M.
Publication Date: 10/10/1991 Revision Date: 07/08/1993
Product Type: Case (Field)
Product Description: In July 1991, Microsoft has achieved record growth and profitability in the PC software industry. The case focuses on Microsoft’s founder and CEO, Bill Gates, and his top management team, as they seek to retain the innovation and spirit of a small company in a rapidly growing and changing environment. Specific issues include the management of organizational complexity, cultural change, CEO and COO interaction, compensation, and leadership.
HBS Number: 9-392-019
Geographic Setting: United States Industry Setting: computer software
Company Size: large Gross Revenues: $1.8 billion revenues
Event Year Start: 1991 Event Year End: 1991
Subjects: Business policy; Growth management; Leadership; Organizational change; Organizational management; Software
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-394-028), 11p, by Philip M. Rosenzweig
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| 17 pp.
| Case — Albert Dunlap and Corporate Transformation (A)
Author(s): Petty, Ross; Soybel, Virginia; Schlesinger
Publication Date: 01/01/1999 Revision Date: 10/20/2000
Product Type: Case (Field)
Publisher: Babson College
Product Description: After restructuring Scott Paper with a 34% reduction in head count and successfully selling the company to Kimberly Clark, Al Dunlap is hired as CEO by Sunbeam. This case describes the management principles of this corporate turnaround expert and his actions at Sunbeam.
HBS Number: BAB032
Geographic Setting: United StatesIndustry Setting: paper products, home appliances
Event Year Start: 1994Event Year End: 2000
Subjects: Accounting standards; Corporate reorganization; Ethics; Fraud; Legal aspects of business; Restructuring
Academic Discipline: Competitive strategy
Supplementary Materials: Supplement (Field), (BAB033), 11p, by Ross Petty, Virginia Soybel, Phyllis Schlesinger, Al Anderson; Teaching Note, (BAB532), 12p, by Ross Petty, Virginia Soybel, Phyllis Schlesinger
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| 27 pp.
| 12. Leadership: Emerging and Changing Concepts
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| 24 pp.
| Case — GE’s Two-Decade Transformation: Jack Welch‘s Leadership
Author(s): Bartlett, Christopher A.; Wozny, Meg
Publication Date: 04/28/1999 Revision Date: 05/03/2005
Product Type: Case (Library)
Product Description: 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. May be used with: (9-304-049) GE's Talent Machine: The Making of a CEO.
HBS Number: 9-399-150
Geographic Setting: United States, Global Industry Setting: industrial conglomerate Number of Employees: 293,000 Gross Revenues: $100 billion revenues
Event Year Start: 1981 Event Year End: 1998
Subjects: Business policy; Conglomerates; Corporate culture; Corporate strategy; Executives; Leadership; Management of change; Organizational change; Organizational development; Strategy implementation
Academic Discipline: General management
Supplementary Materials: Case Video, (9-300-508), 10 min, by Christopher A. Bartlett; Case Video, (9-300-511), 19 min, by Christopher A. Bartlett; Teaching Note, (5-300-019), 16p, by Christopher A. Bartlett
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| 13 pp.
| Case — Mary Kay Cosmetics, Inc.
Kotter, John P.; Stengrevics, John M.
Introduces the student to Mary Kay Cosmetics, Inc., its business, its strategy, and its organization. Provides the necessary background for understanding the contributions of Mary Kay Ash, the company’s founder and chairman.
HBS Number: 9-481-126 Type: Case (Field)
Publication Date: 1/19/1981
Geographic Setting: Texas Industry Setting: cosmetics Gross Revenues: $100 million sales per year
Event Year Start: 1963 Event Year End: 1980
Subjects: Cosmetics; Entrepreneurship; Leadership; Power & influence
Supplementary Materials: Case Video, (9-887-534), 10 min, by Todd D. Jick, Nancy Allen; Case Video, (9-887-535), 10 min, by Todd D. Jick, Nancy Allen
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| 14 pp.
| Case — Jan Carlzon: CEO at SAS (A)
Author(s): Bartlett, Christopher A.; Elderkin, Kento
Publication Date: 05/19/1992 Revision Date: 06/08/1993
Product Type: Case (Library)
Product Description: Describes Jan Carlzon’s actions on assuming the CEO‘s responsibility at SAS in a time of financial and organizational difficulty. After tracing Carlzon's development as a manager, it focuses on the way in which he developed, then communicated a clear and motivating strategic mission to become “the world's best businessman's airline.” After a spectacular turnaround, organizational problems re-emerge, and the case concludes with Carlzon wondering if his “second wave'' can provide the same impetus that he gained on his first wave. Highlights the power of a clear and well-communicated strategic mission (strategic intent), but also explores problems and limits that can arise. Specifically, focuses on the common problem of motivating middle managers who often feel disenfranchised by front line empowerment.
HBS Number: 9-392-149
Geographic Setting: Sweden/Global Industry Setting: airline
Company Size: large Number of Employees: 20,000 Gross Revenues: $4 billion sales
Event Year Start: 1980 Event Year End: 1990
Subjects: Airlines; Business policy; Human resources management; Leadership; Scandinavia; Strategy formulation; Strategy implementation
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Library), (9-392-150), 3p, by Christopher A. Bartlett, Kenton W. Elderkin, Barbara Feinberg
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| 15 pp.
| Case — Motorola Corp.: The View from the CEO Office
Author(s): Gogan, Janis L.; Zuboff, Shoshana; Schuck,
Publication Date: 05/11/1994 Revision Date: 10/20/1994
Product Type: Case (Field)
Product Description: Motorola, a leader in semiconductors and telecommunications, embarked on an ambitious program of renewal beginning in the early 1980s, leading to dramatic improvements in the company’s quality, cycle time, and growth. Much of this progress was attributed to a major investment in workers‘ skills and in mechanisms that encouraged teams of employees to work on continuous improvement projects. In 1994 top management considered whether to promote a corporate-wide empowerment initiative that would encourage an unprecedented downward delegation of responsibilities. With very ambitious global growth goals, Motorola aspired to be “the finest corporation in the world,” with an organization that was both more flexible and participative and dedicated to continuous improvement. The case focuses on the role of the CEO office in promoting corporate initiatives while preserving the $17 billion corporation's decentralized structure. May be used with: (9-494-135) Motorola-Penang; (9-494-136) Motorola-Elma; (9-494-137) Motorola: Government and Systems Technology Group; (9-494-139) Motorola: Institutionalizing Corporate Initiatives.
HBS Number: 9-494-140
Geographic Setting: Schaumburg, IL Industry Setting: electronics
Company Size: Fortune 500 Number of Employees: 120,000 Gross Revenues: $17 billion revenues
Subjects: Continuous improvement; Electronics; Leadership; Organizational change; Participatory management; Teams; Technological change; Total quality
Academic Discipline: Human resources management
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| 25 pp.
| Case — Taran Swan at Nickelodeon Latin America (A)
Author(s): Hill, Linda A.; Doughty, Kristin C.
Publication Date: 08/15/1999 Revision Date: 03/24/2000
Product Type: Case (Field)
HBS Number: 9-400-036
Geographic Setting: Miami, FL Industry Setting: cable television
Event Year Start: 1998 Event Year End: 1998
Subjects: Entertainment industry; Entrepreneurial management; Group dynamics; Leadership; Management styles; Organizational behavior; Power & influence; Teams; Women
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-400-037), 5p, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-400-038), 3p, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (9-400-039), 2p, by Linda A. Hill, Kristin C. Doughty; Teaching Note, (5-400-071), 17p, by Linda A. Hill, Kristin C. Doughty; Case Video, (9-400-505), 21 min, by Linda A. Hill, Kristin C. Doughty
Product Description: 18 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. Teaching Purpose: To demonstrate the impact of a leader on a team's culture and style, and the fit between a team's style and the task at hand. To allow discussion of the paradoxes a leader must manage in developing the culture: focus on individual versus collective; positive feedback versus confrontation; current
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| 32 pp.
| Case — Meg Whitman at eBay, Inc. (A)
Author(s): Hill, Linda A.; Farkas, Maria T.
Publication Date: 11/17/2000 Revision Date: 02/28/2001
Product Type: Case (Field)
Product Description: 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. Teaching Purpose: Leadership, managing change, managing growth, and organizational culture. A rewritten version of an earlier case. May be used with: (9-402-006) Meg Whitman and eBay Germany; (9-402-007) Philipp Justus at eBay Germany (A); (9-402-015) Philipp Justus at eBay Germany (B).
HBS Number: 9-401-024
Geographic Setting: San Jose, CA Industry Setting: Internet
Event Year Start: 1999 Event Year End: 1999
Subjects: California Research Center; Corporate culture; Entrepreneurial management; High technology; Internet; Leadership; Management styles; Organizational change
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-400-047), 2p, by Jeffrey L. Bradach, Nicole Tempest
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| IV. The Structure and Design of Organizations
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| 1 pp.
| Introduction
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| 26 pp.
| 13. Work Design
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| 30 pp.
| Case — Ritz-Carlton Hotel Co.
Author(s): Sucher, Sandra J.; McManus, Stacy
Publication Date: 03/20/2001 Revision Date: 09/30/2005
Product Type: Case (Field)
Product Description: 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.
HBS Number: 9-601-163
Geographic Setting: District of Columbia Industry Setting: Lodging industry Number of Employees: 18,000 Gross Revenues: $1.5 billion revenues
Event Year Start: 2000 Event Year End: 2000
Subjects: Brands; Change management; Human resources management; Innovation; Operations management; Organizational behavior
Academic Discipline: Service management
Supplementary Materials: Teaching Note, (5-602-113), 28p, by Sandra J. Sucher
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| 24 pp.
| Case — Nordstrom: Dissension in the Ranks? (A)
Author(s): Simons, Robert L.; Weston, Hilary A.
Publication Date: 07/24/1990 Revision Date: 10/15/1999
Product Type: Case (Library)
Product Description: 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.
HBS Number: 9-191-002
Geographic Setting: West CoastIndustry Setting: retailing
Event Year Start: 1989Event Year End: 1989
Subjects: Control systems; Employee compensation; Goal setting; Motivation; Performance measurement; Retailing
Academic Discipline: Human resources management
Supplementary Materials: Supplement (Field), (9-192-027), 2p, by Robert L. Simons; Teaching Note, (5-692-085), 12p, by Leonard A. Schlesinger, Roger Hallowell; Teaching Note, (5-192-026), 11p, by Robert L. Simons
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| 16 pp.
| Case — Mary Kay Cosmetics, Inc.: Sales Force Incentives (A)
Simons, Robert L.; Weston, Hilary A.
Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm’s only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided.
HBS Number: 9-190-103 Type: Case (Field)
Publication Date: 3/8/1990 Revision Date: 10/15/1999
Geographic Setting: Dallas, TX Industry Setting: cosmetics
Company Size: mid-size Gross Revenues: $400 million sales
Event Year Start: 1989 Event Year End: 1989
Subjects: Control systems; Cosmetics; Goal setting; Incentives; Motivation; Sales compensation; Sales management
Supplementary Materials: Supplement (Field), (9-190-122), 2p, by Robert L. Simons, Hilary A. Weston; Teaching Note, (5-191-198), 10p, by Robert L. Simons
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| 32 pp.
| 14. Organization Structure
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| 16 pp.
| Case — Polycom, Inc.: Visualizing Culture
Author(s): Christensen, Clayton M.
Publication Date: 10/17/2000 Revision Date: 01/17/2001
Product Type: Case (Field)
Product Description: Polycom is a rapidly growing maker of video conferencing and teleconferencing equipment. Management is attempting to use "natural work groups" as an organizing mechanism, and to build into the culture implicit rules that will cause desired behaviors to be self-policing. Teaching Purpose: To explore organizational forms that might robustly handle continued growth.
HBS Number: 9-601-073
Geographic Setting: United StatesIndustry Setting: telecommunicationsNumber of Employees: 500Gross Revenues: $500 million revenues
Event Year Start: 2000Event Year End: 2000
Subjects: Control systems; Growth management; Innovation; Organizational design; Technological change; Telecommunications
Academic Discipline: General management
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| 21 pp.
| Case — Novartis Pharma: The Business Unit Model
Author(s): Datar, Srikant M.; Knoop, Carin-Isabel; Re
Publication Date: 01/23/2001 Revision Date: 07/17/2001
Product Type: Case (Field)
Product Description: In June 2000, Novartis reorganized its pharmaceutical business to form global business units in oncology, transplantation, ophthalmology, and mature products. The remaining products (primary care products) were managed as before within global functions (R&D), marketing, etc.) The new organization created a matrix structure and new roles and responsibilities for heads of business functions, CEOs of new business units, and country managers operating in over 100 countries. Teaching Purpose: To explore the reasons for Novartis’s reorganizing into the new matrix structure, the tensions and challenges the new structure creates, and the culture and accountability needed to make the new structure work.
HBS Number: 9-101-030
Geographic Setting: SwitzerlandIndustry Setting: pharmaceuticalsNumber of Employees: 70,000Gross Revenues: $21 billion revenues
Event Year Start: 2000Event Year End: 2000
Subjects: Business unit; Decentralization; Global Research Group; Matrix organization; Pharmaceuticals; Profit centers; Recruitment; Restructuring; Switzerland
Academic Discipline: Accounting & control
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| 23 pp.
| Case — Crunch
Author(s): Marshall, Paul W.; Dann, Jeremy
Publication Date: 03/19/1999 Revision Date: 07/26/1999
Product Type: Case (Field)
Product Description: Entrepreneur Doug Levine runs a fitness company with an incredibly powerful brand. His company leverages the brand to expand, both in terms of facilities and lines of business. But he may need to make significant organizational changes in order to continue the growth. Teaching Purpose: To illustrate the steps necessary to transition from an entrepreneurial, small company to a professionally managed, medium-sized one.
HBS Number: 9-899-233
Geographic Setting: New York Industry Setting: fitness
Company Size: small Gross Revenues: $20 million revenues
Event Year Start: 1997 Event Year End: 1999
Subjects: Acquisitions; Brands; Business growth; Entrepreneurs; Facilities planning; Organizational design; Services
Academic Discipline: Entrepreneurship
Supplementary Materials: Teaching Note, (5-800-146), 15p, by Paul W. Marshall, Jeremy Dann
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| 23 pp.
| Case — Specialty Medical Chemicals
Hamermesh, Richard G.; Doran, Lucinda
A new general manager is supposed to rekindle growth. Seven months later, he questions the abilities of his direct reports. An organizational psychologist is brought in to assess his people. The general manager now has to decide who to keep and how to structure his direct report team. Teaching Purpose: To illustrate the issues a general manager faces when assembling his direct report team.
HBS Number: 9-399-094 Type: Case (Gen Exp)
Publication Date: 12/18/98 Revision Date: 5/5/99
Geographic Setting: United States Industry Setting: medical Number of Employees: 1,600 Gross Revenues: $425 million revenues
Event Year Start: 1998 Event Year End: 1998
Subjects: Employee development; Executive selection; Human resources management; Management of change; Management teams; Performance appraisal; Pharmaceuticals; Psychology
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| 15 pp.
| Case — Kenan Systems
Author(s): Bower, Joseph L.; Weber, James B.; Hout, S
Publication Date: 02/15/2001
Product Type: Case (Field)
Product Description: Kenan Sahin has built a very successful company using a unique business model and a unique organization and culture. Success has brought important risks, but logical options such as sale, partnering, or going public threatens the culture and hence the business. Teaching Purpose: Uses a very powerful business problem to motivate a deep examination of a counter-intuitive organization and culture.
HBS Number: 9-301-101
Geographic Setting: Cambridge, MAIndustry Setting: softwareNumber of Employees: 1,000Gross Revenues: $100 million revenues
Event Year Start: 1985Event Year End: 1998
Subjects: Business models; Corporate culture; Innovation; Organizational management; Organizational structure; Software industry
Academic Discipline: General management
Supplementary Materials: Case Video, (9-302-805), 27 min, by Joseph L. Bower
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| V. The Processes of Organizations
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| 1 pp.
| Introduction
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| 31 pp.
| 15. Managing Communication Processes
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| 8 pp.
| Case — Jensen Shoes: Lyndon Twitchell’s Story
Author(s): Gentile, Mary; Maus, Pamela J.
Publication Date: 12/05/1994 Revision Date: 09/27/2006
Product Type: Case (Gen Exp)
HBS Number: 9-395-121
Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Teaching Note, (5-396-017), 8p, by Mary Gentile
Product Description: 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 Jensen Shoes: Jane Kravitz‘s Story.
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| 7 pp.
| Case — Jensen Shoes: Jane Kravitz’s Story
Author(s): Gentile, Mary; Maus, Pamela J.
Publication Date: 12/05/1994 Revision Date: 05/04/2007
Product Type: Case (Gen Exp)
HBS Number: 9-395-120
Geographic Setting: United States Industry Setting: Footwear industry Number of Employees: 4,500 Gross Revenues: $65 million revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Diversity; Management communication; Managerial skills; Organizational behavior; Performance appraisal; Women
Academic Discipline: Social enterprise & ethics
Supplementary Materials: Teaching Note, (5-396-017), 8p, by Mary Gentile
Product Description: 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.
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| 11 pp.
| Case — INTEL IN CHINA
Slaughter KE; Everatt D; Xiaojun Q
The newly appointed division head must examine organizational or communication problems within a division of a billion dollar semiconductor manufacturer. The manager made a decision, which an employee emotionally responded to, creating the potentialfor conflict within the department. Cross-cultural issues come into play given that the manager, although originally from China, was educated and gathered extensive experience in the West and was thus considered an expatriate by his employees. Themanager must also examine the effect of organizational culture on an employee’s behavior. Industry: Electric & Electronic Equipment Supplies Issues: Management Communication, Conflict Resolution, Intercultural Relations, Interpersonal Relations Location: China Size: Small organization Year of event: 1998 Level: Undergraduate/MBA Revised: 22/10/1999 Ivey #: 9A99C007
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| 19 pp.
| Case — Chrysler: Iacocca’s Legacy
Author(s): Nohria, Nitin; Green, Sandy E.
Publication Date: 09/16/1992 Revision Date: 01/02/2002
Product Type: Case (Library)
Product Description: Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change.
HBS Number: 9-493-017
Geographic Setting: United States Industry Setting: automobiles
Company Size: Fortune 500 Number of Employees: 140,000 Gross Revenues: $1 billion revenues
Event Year Start: 1978 Event Year End: 1992
Subjects: Automobiles; Leadership; Management communication; Management of change; Organizational change
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Teaching Note, (5-496-059), 9p, by Nitin Nohria
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| 23 pp.
| 16. Decision Making
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| 18 pp.
| Case — Saturn Corp.’s Module II Decision
Author(s): McGahan, Anita; Keller, Greg
Publication Date: 08/18/1994
Product Type: Case (Field)
Product Description: In the Spring of 1994, Saturn Corp. was setting sales records by attracting more than 25,000 buyers per month. Saturn officials believed there was a long-term opportunity to sell 400,000 to 500,000 cars per year in the United States and selected international markets. Saturn managers had been reviewing options for a second assembly plant (known as “Module II”) with General Motors (GM) since the beginning of the year. One possibility was to expand capacity at Saturn’s existing production facility in Spring Hill, Tennessee. A second set of options involved refitting one of several plants that had been mothballed or was scheduled to close shortly. Teaching Purpose: Access tradeoffs of strategic investment options. May be used with: (9-799-021) Saturn Corp. in 1998.
HBS Number: 9-795-011
Geographic Setting: United States Industry Setting: automobiles Number of Employees: 711,000 Gross Revenues: $134 million revenues
Event Year Start: 1994 Event Year End: 1994
Subjects: Automobiles; Business policy; Competitive decision making; Economic analysis; Organizational development; Strategy formulation
Academic Discipline: Competitive strategy
Supplementary Materials: Teaching Note, (5-795-088), 33p, by Anita McGahan
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| 21 pp.
| Case — Decision Making at the Top: The All-Star Sports Catalog Division
Author(s): Garvin, David A.; Roberto, Michael A.
Publication Date: 10/16/1997 Revision Date: 05/11/1998
Product Type: Case (Field)
Product Description: 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. Teaching Purpose: To teach students about how general managers can design and shape decision-making processes, and how these processes affect the quality of the choice and the implementation.
HBS Number: 9-398-061
Geographic Setting: United States Industry Setting: retail/mail order Number of Employees: 1,000 Gross Revenues: $800 million revenues
Event Year Start: 1997 Event Year End: 1997
Subjects: Decision making; Group dynamics; Leadership; Retailing; Strategy formulation; Teams
Academic Discipline: General management
Supplementary Materials: Teaching Note, (5-398-103), 25p, by David A. Garvin, Michael A. Roberto
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| 3 pp.
| Case — Dave Armstrong (A)
Wu, George
A second-year Harvard MBA student considers the pros and cons of three job offers. He identifies several concerns and evaluates each job in terms of how well they meet these concerns. He assesses probabilities for whether the jobs will be successful for him. Teaching Purpose: Introduction to a course on decision making and preference analysis. Since the case contains no numbers, the emphasis is on structuring the decision problem, not analysis.
HBS Number: 9-396-300 Type: Case (Field)
Publication Date: 4/8/1996 Revision Date: 6/4/1996
Geographic Setting: Boston, MA
Subjects: Careers & career planning; Decision analysis; Decision making
Supplementary Materials: Supplement (Field), (9-396-301), 3p, by George Wu; Teaching Note, (5-396-364), 11p, by George Wu
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| 14 pp.
| Case — Canonical Decision Problems
Author(s): Wu, George; Liebler, Hans
Publication Date: 04/08/1996 Revision Date: 10/25/1999
Product Type: Exercise
Product Description: Involves seven canonical decision problems, basic problems in management that arise in surprising frequency. Although these exercises are simplified versions of these problems, they have been written to preserve the “essence” of the decision situations. The problems include product development sequencing, options for flexibility, market research, litigation, inventory decisions under uncertainty, bidding decisions, and choosing among theories. Teaching Purpose: Can be used as supplementary exercises for a module on decision analysis or as stand alone material for a class on canonical decision problems. The instructor may wish to emphasize decision structuring, with students setting up the problem but not necessarily analyzing it.
HBS Number: 9-396-308
Subjects: Decision analysis; Decision making; Decision trees; Negotiations
Academic Discipline: Negotiations
Supplementary Materials: Teaching Note, (5-396-313), 21p, by George Wu, Hans Liebler
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| 32 pp.
| 17. Managing Organizational Change and Learning
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| 32 pp.
| Case — Meg Whitman at eBay, Inc. (A)
Author(s): Hill, Linda A.; Farkas, Maria T.
Publication Date: 11/17/2000 Revision Date: 02/28/2001
Product Type: Case (Field)
Product Description: 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. Teaching Purpose: Leadership, managing change, managing growth, and organizational culture. A rewritten version of an earlier case. May be used with: (9-402-006) Meg Whitman and eBay Germany; (9-402-007) Philipp Justus at eBay Germany (A); (9-402-015) Philipp Justus at eBay Germany (B).
HBS Number: 9-401-024
Geographic Setting: San Jose, CA Industry Setting: Internet
Event Year Start: 1999 Event Year End: 1999
Subjects: California Research Center; Corporate culture; Entrepreneurial management; High technology; Internet; Leadership; Management styles; Organizational change
Academic Discipline: Organizational behavior & leadership
Supplementary Materials: Supplement (Field), (9-400-047), 2p, by Jeffrey L. Bradach, Nicole Tempest
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| 30 pp.
| Case — Corning — 1983-96: Transition at the Top
Author(s): Roberts, Michael J.; Tushman, Michael L.
Publication Date: 03/05/2001 Revision Date: 05/30/2001
Product Type: Case (Field)
Product Description: Focuses on Jamie Houghton’s efforts to revitalize Corning from 1983-96, including the development of a very strong set of values and culture. The issue centers around Roger Ackerman‘s rise to president then chairman/CEO, and his drive to both change the business strategically/financially and develop a new culture to support this change. Teaching Purpose: Demonstrates importance of fit among senior team, culture, strategy, and organization, and how change in one requires change in others. Gets students to think through details of implementing culture change. May be used with: (9-401-035) Corning—1996-2000: Growing Corning.
HBS Number: 9-401-034
Geographic Setting: Corning, NYIndustry Setting: glassCompany Size: Fortune 500Number of Employees: 20,000Gross Revenues: $5 billion revenues
Event Year Start: 1983Event Year End: 1996
Subjects: Corporate culture; Glass & glassware industry; Leadership; Management of change; Organizational change; Values
Academic Discipline: Organizational behavior & leadership
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| 15 pp.
| Case — Motorola Corp.: The View from the CEO Office
Author(s): Gogan, Janis L.; Zuboff, Shoshana; Schuck,
Publication Date: 05/11/1994 Revision Date: 10/20/1994
Product Type: Case (Field)
Product Description: Motorola, a leader in semiconductors and telecommunications, embarked on an ambitious program of renewal beginning in the early 1980s, leading to dramatic improvements in the company’s quality, cycle time, and growth. Much of this progress was attributed to a major investment in workers‘ skills and in mechanisms that encouraged teams of employees to work on continuous improvement projects. In 1994 top management considered whether to promote a corporate-wide empowerment initiative that would encourage an unprecedented downward delegation of responsibilities. With very ambitious global growth goals, Motorola aspired to be “the finest corporation in the world,” with an organization that was both more flexible and participative and dedicated to continuous improvement. The case focuses on the role of the CEO office in promoting corporate initiatives while preserving the $17 billion corporation's decentralized structure. May be used with: (9-494-135) Motorola-Penang; (9-494-136) Motorola-Elma; (9-494-137) Motorola: Government and Systems Technology Group; (9-494-139) Motorola: Institutionalizing Corporate Initiatives.
HBS Number: 9-494-140
Geographic Setting: Schaumburg, IL Industry Setting: electronics
Company Size: Fortune 500 Number of Employees: 120,000 Gross Revenues: $17 billion revenues
Subjects: Continuous improvement; Electronics; Leadership; Organizational change; Participatory management; Teams; Technological change; Total quality
Academic Discipline: Human resources management
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| 12 pp.
| Case — Andy Chew at Siemens Nixdorf: Change from the Middle
Kanter, Rosabeth Moss; McGuire, John F.
Andy Chew, a British manager reassigned to Germany by a large German computer company, is in the middle of carrying out a project as a designated "change agent" in a program to reshape the culture toward one that is more entrepreneurial for success as a nimble global competitor. He is still uncertain of his support.
HBS Number: 9-396-204 Type: Case (Field)
Publication Date: 3/4/1996 Revision Date: 4/11/1996
Geographic Setting: Germany Industry Setting: computers
Event Year Start: 1995 Event Year End: 1995
Subjects: Computer industry; Entrepreneurship; Germany; Innovation; Management of change; Organizational behavior; Power & influence
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| 29 pp.
| Case — AOL Time Warner, Inc.
Author(s): Bradley, Stephen P.; Sullivan, Erin E.
Publication Date: 03/12/2002 Revision Date: 06/23/2005
Product Type: Case (Library)
Product Description: AOL Time Warner, which has been billed as the “first fully integrated media and communications company of the Internet Century,” raises the fundamental question of how value will be created and captured by the merger of AOL and Time Warner. This case describes just how different AOL was from Time Warner in strategy, culture, and execution, and permits a thorough analysis of how value is proposed to be created through capturing synergies within the new company. The discussion of synergies is divided into three levels: tactical, strategic, and transformational. The key question to address is whether a merger of this sort is the most effective way to create value or whether contracting and other mechanisms is equally good or perhaps superior. A rewritten version of an earlier case.
HBS Number: 9-702-421
Geographic Setting: United States Industry Setting: Internet & online services industries; Media Number of Employees: 88,500
Event Year Start: 2000 Event Year End: 2001
Subjects: Internet; Mergers & Acquisitions; New economy
Academic Discipline: Competitive strategy
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| Back Matter
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| 13 pp.
| Appendix A: Procedures and Techniques for Studying Organizations: Behavior, Structure, Processes
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| 9 pp.
| Glossary
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| 44 pp.
| Endnotes
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| 10 pp.
| Name Index
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| 2 pp.
| Company Index
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| 14 pp.
| Subject Index
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