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Main Catalogs Allied Health Architecture and Construction Biological Science Business and Economics Computer and Information Technology Earth and Environmental Science Education Engineering/Computer Science English as a Second Language Fire and Emergency Services Health and Human Performance Mathematics and Statistics Medical Miscellany Nutrition Physical Science Social Sciences and Humanities Student Success and Career Development Study Aids Taking Sides Trade and Technical Vocational Careers World Languages        Special Catalogs     Business and Econ Cases     How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Harvard Business School Cases — Human Resources Management  • To include an item in your complimentary custom book, click the item’s Add link. If there is a View link next to an item, you can view the pages by clicking on the link.  • To review the list of items you have selected so far, click on Step 2 in the progress bar above. You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    Sonoco Products Co. (A): Building a World-Class HR Organization   Add   View  25 pp.  Case Author(s): Groysberg, Boris ; Groysberg, Boris ; Thomas, David A.; Thomas, David A.; Reavis, Cate ; Thomas, David A.; Thomas, David A.; Reavis, Cate Publication Date: 10/12/2004 Revision Date: 09/22/2005 Product Type: Case (Field) Publisher: Harvard Business School HBS Number: 405009 Geographic Setting: South Carolina Number of Employees: 17,000 Gross Revenue: $2.6 billion revenues Event Year Start: 1995 Event Year End: 2000 Subjects: Succession planning; Performance measurement; Organizational development; Human resources management; Compensation; Packaging; Organizational change; Implementing strategy Academic Discipline: Human resources management Supplementary Materials: Case Teaching Note, (407058), 16p, by Boris Groysberg, David Lane, David A. Thomas, David Lane, David A. Thomas Product Description: Describes the steps the vice-president of human resources takes in revamping an HR function that was noncooperative and, at times, competitive and introducing the company to the notion of HR as a strategic business partner. Explores changes made to the company's compensation, performance management, and succession planning processes. Teaching Purpose: To allow students to think strategically about reorganizing the human resources department to support business strategy and serve as a business partner.    Accenture’s War for Talent in India   Add   View  22 pp.  Case Author(s): Eccles, Robert G.; Lane, David; Kothandaraman, Prabakar PK; Arora, Namrata Publication Date: 03/10/2008 Revision Date: 01/13/2009 Product Type: Case (Field) HBS Number: 408095 Geographic Setting: India Industry Setting: Professional services Number of Employees: 170,000 Gross Revenues: $19.7 billion Subjects: Human resources management; International business; Recruitment Academic Discipline: Human resources management Product Description: An abstract is not available for this product.    Accountants and Business Advisors, Inc.: City Office   Add   View  11 pp.  Case Loveman, Gary Over the past several years both the share of women receiving accounting degrees and the share of women entering public accounting have risen substantially. However, the number of women holding senior positions, such as partner, remains low. This case provides data on retention of females in a large metropolitan office of a public accounting firm, asks whether the lower retention rate (relative to male associates) is a business problem for the firm, and if so, asks what the managing partner should do about it. HBS Number: 9-490-033 Type: Case (Field) Publication Date: 1/29/1990 Revision Date: 3/2/1994 Geographic Setting: Unspecified Industry Setting: public accounting Company Size: large Event Year Start: 1989 Event Year End: 1989 Subjects: Business services; Discrimination; Diversity; Human resources management; Personnel management; Personnel policies; Women Supplementary Materials: Teaching Note, (5-493-053), 10p, by Gary Loveman, Robert T. Anthony   Add     10 pp.  Teaching Note For use with 9-490-033 HBS Number: 5-493-053 Subjects: Business services; Discrimination; Diversity; Human resources management; Personnel management; Personnel policies; Women    Acer Group: Vision for the Year 2000   Add   View  15 pp.  Case Mills, D. Quinn; Wei, Richard C. In the early 1990s, Acer, Inc. set itself two goals: to be a top-five PC company worldwide in 1995 and to be a global consortium of companies by the year 2000. The company identified potential obstacles concerning capital, image, number of experienced international managers, and marketing experience in foreign markets, and devised a strategy to reach its goals. This case examines the company's strategy in the context of changes in the PC industry. Teaching Purpose: One important element of Acer's strategy is its client-server organizational structure. But is this structure different from other structures, or is it just an old concept with a new name? Additionally, how is Acer's approach to globalization different from that of Western and Japanese firms? HBS Number: 9-495-001 Type: Case (Field) Publication Date: 9/1/1994 Revision Date: 9/23/1994 Geographic Setting: Taiwan Industry Setting: personal computers Number of Employees: 7,200 Gross Revenues: $2 billion revenues Event Year Start: 1990 Event Year End: 1990 Subjects: China; Computer industry; Manufacturing strategy; Multinational corporations; Organizational structure; Strategy formulation    Action Planning in Human Resource Management   Add   View  4 pp.  Case Author(s): Raff, Daniel M.G. Publication Date: 12/28/1989 Product Type: Note Product Description: Lays out a framework for action planning in human resource management. Prepared for use in the first year MBA HRM course. HBS Number: 9-490-046 Subjects: Action planning; Human resources management; Management styles Academic Discipline: Human resources management    Air Traffic Controllers   Add   View  23 pp.  Case Author(s): Beer, Michael; Spector, Bert A. Publication Date: 05/10/1982 Revision Date: 06/24/1982 Product Type: Case (Library) Product Description: On August 3, 1981 President Ronald Reagan terminated 12,000 air traffic controllers, members of the Professional Air Traffic Controllers Organization, for violating their no-strike oath. Provides background on the human resources policies and practices of the Federal Aviation System and information concerning the negotiations and impact of the terminations. HBS Number: 9-482-056 Geographic Setting: United States Industry Setting: Federal Aviation Administration Company Size: large Event Year Start: 1981 Event Year End: 1982 Subjects: Airlines; Collective bargaining; Federal government; Government agencies; Human resources management; Labor relations; Layoffs; Strikes Academic Discipline: Human resources management Supplementary Materials: Supplement (Library), (9-491-072), 2p, by Janice McCormick; Teaching Note, (5-485-002), 12p, by Michael Beer, Bert A. Spector   Add     10 pp.  Teaching Note For use with 9-482-056 HBS Number: 5-485-002 Subjects: Airlines; Collective bargaining; Federal government; Government agencies; Human resources management; Labor relations; Layoffs; Strikes    Akamai’s Underwater Options (A)   Add   View  28 pp.  Case Author(s): Hall, Brian; Lim, Jonathan P.; Lane, Houst Publication Date: 03/14/2002 Revision Date: 10/11/2002 Product Type: Case (Field) Product Description: Akamai's stock price declines dramatically with the NASDAQ in 2000, causing virtually all employee options to go underwater. Ownership and retention incentives are largely destroyed, and employee morale falls sharply. Management weighs the pros and cons of various alternative "solutions" to this problem (including repricing, issuing a new supplemental grant, canceling the underwater options and issuing a delayed regrant, and making a tender offer to exchange underwater options for fewer shares of restricted stock). Teaching Purpose: To show the difficulties and alternatives companies face when options fall underwater. Provides the opportunity to analyze various solutions to this problem: equity pay design, the tradeoffs between stock and options, the role and relevance of accounting and taxation in option design, and the difference between cost and value of options. HBS Number: 9-902-069 Geographic Setting: Cambridge, MAIndustry Setting: technologyNumber of Employees: 1,300 Event Year Start: 2001Event Year End: 2001 Subjects: Compensation; Employee morale; Incentives; Option pricing Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-902-195), 9p, by Brian Hall, Jonathan P. Lim, Houston Lane; Teaching Note, (5-902-200), 37p, by Brian Hall, Jonathan P. Lim   Add     37 pp.  Teaching Note For use with 9-902-069 HBS Number: 5-902-200 Subjects: Compensation; Employee morale; Incentives; Option pricing    Akamai’s Underwater Options (B): The Decision   Add   View  9 pp.  Case Author(s): Hall, Brian; Lim, Jonathan P.; Lane, Houst Publication Date: 03/14/2002 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-902-069) Akamai's Underwater Options (A). HBS Number: 9-902-195 Subjects: Compensation; Employee morale; Incentives; Option pricing Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-902-200), 37p, by Brian Hall, Jonathan P. Lim   Add     37 pp.  Teaching Note For use with 9-902-195 HBS Number: 5-902-200 Subjects: Compensation; Employee morale; Incentives; Option pricing    Allentown Materials Corp.: The Electronic Products Division (A)   Add   View  19 pp.  Case Author(s): Beer, Michael Publication Date: 07/24/1997 Revision Date: 12/11/1997 Product Type: Case (Field) Product Description: Describes a division of Allentown Materials Corp. with financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in business environment followed by changes in organization and management. Teaching Purpose: Can be used for analysis of organization-environment relationships and action planning for change and environment. A rewritten version of an earlier case. May be used with: (9-498-024) Allentown Materials Corp.: The Electronic Products Division (B). HBS Number: 9-498-023 Geographic Setting: United States Industry Setting: glass & electronics Gross Revenues: $2 billion revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Business conditions; Employee morale; Implementation; Management of change; Organizational behavior; Organizational design; Organizational development; Technological change Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-498-025), 5p, by Michael Beer; Teaching Note, (5-498-042), 26p, by Michael Beer   Add     26 pp.  Teaching Note For use with 9-498-023 HBS Number: 5-498-042 Subjects: Business conditions; Employee morale; Implementation; Management of change; Organizational behavior; Organizational design; Organizational development; Technological change    Allentown Materials Corp.: The Electronic Products Division (B)   Add   View  14 pp.  Case Beer, Michael Focuses on the recommendations and implementation strategy made by the organizational development group to address the division's problems. A rewritten version of an earlier case. May be used with: (9-498-023) Allentown Materials Corp.: The Electronic Products Division (A). HBS Number: 9-498-024 Type: Case (Field) Publication Date: 7/24/1997 Geographic Setting: United States Industry Setting: glass & electronics Gross Revenues: $2 billion revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Business conditions; Employee morale; Implementation; Management of change; Organizational behavior; Organizational design; Organizational development; Technological change Supplementary Materials: Supplement (Field), (9-498-025), 5p, by Michael Beer; Teaching Note, (5-498-042), 26p, by Michael Beer   Add     26 pp.  Teaching Note For use with 9-498-024 HBS Number: 5-498-042 Subjects: Business conditions; Employee morale; Implementation; Management of change; Organizational behavior; Organizational design; Organizational development; Technological change    Allentown Materials Corp.: The Electronic Products Division (C)   Add   View  5 pp.  Case Author(s): Beer, Michael Publication Date: 07/24/1997 Product Type: Supplement (Field) Product Description: Supplements the (A) and (B) cases. Designed as an in-class handout. A rewritten version of an earlier supplement. Must be used with: (9-498-024) Allentown Materials Corp.: The Electronic Products Division (B); (9-498-023) Allentown Materials Corp.: The Electronic Products Division (A). HBS Number: 9-498-025 Subjects: Business conditions; Employee morale; Implementation; Management of change; Organizational behavior; Organizational design; Organizational development; Technological change Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-498-042), 26p, by Michael Beer   Add     26 pp.  Teaching Note For use with 9-498-025 HBS Number: 5-498-042 Subjects: Business conditions; Employee morale; Implementation; Management of change; Organizational behavior; Organizational design; Organizational development; Technological change    Alpha and Omega   Add   View  1 pp.  Case Author(s): Jick, Todd D.; Levaggi, Lori Ann Publication Date: 06/30/1988 Revision Date: 08/26/1988 Product Type: Case (Field) Product Description: Students will read the case and prepare an action plan for class. In class the students will discuss their action plan for the formation of a new company. HBS Number: 9-488-003 Geographic Setting: Unspecified Subjects: Acquisitions; Action planning; Organizational change Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-491-095), 8p, by Todd D. Jick   Add     8 pp.  Teaching Note For use with 9-488-003 HBS Number: 5-491-095 Subjects: Acquisitions; Action planning; Organizational change    American Airlines (C): Committing to Leadership   Add   View  13 pp.  Case Author(s): Loveman, Gary W. Publication Date: 11/27/1990 Revision Date: 08/31/1992 Product Type: Case (Field) HBS Number: 9-491-061 Geographic Setting: United States Industry Setting: Airline industry Company Size: large Gross Revenues: $9 billion revenues Event Year Start: 1983 Event Year End: 1990 Subjects: Corporate culture; Customer relations; Employee empowerment; Employee training; Leadership Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-493-052), 16p , by Gary W. Loveman, Robert T. Anthony Product Description: In an effort to grow and contain costs, the airline initiates a series of cultural change programs designed to increase employee participation and decision-making, and accordingly decrease the proportion of supervisors. CTL is the most recent, and by far the most expensive and pervasive of these programs. The case poses the questions of how to evaluate, or quantify the gains from CTL, and how to further the cultural change effort. May be used with: (9-491-044) American Airlines (A): Strategy in the 1990s; (9-491-060) American Airlines (B): Compensation and Cost Reduction.   Add     16 pp.  Teaching Note For use with 9-491-061 HBS Number: 5-493-052 Subjects: Airlines; Corporate culture; Customer relations; Employee empowerment; Employee training; Leadership    Amgen, Inc.: Planning the Unplannable   Add   View  18 pp.  Case Nohria, Nitin; Berkley, James D. By the early 1990s, Amgen--a pharmaceutical company started little over a decade ago as Applied Molecular Genetics--was within range of becoming a billion-dollar company. With two extremely successful biotechnology drugs on the market, Amgen stood as the largest and most powerful independent company of its type in the world. Top executives in the company viewed long-range planning as an important ingredient in the firm's success; many others--including some of the firm's scientists--were less sure. With Amgen's sales expected to continue to grow rapidly, the firm's long-range planning process would be put to the test. Shows the different, sometimes paradoxical perspectives held within a single, dynamically changing company toward the issue of long-range planning. Students are challenged to synthesize these views into a coherent picture of a firm's growth amid great uncertainty. HBS Number: 9-492-052 Type: Case (Field) Publication Date: 3/12/1992 Geographic Setting: Thousand Oaks, CA Industry Setting: biotechnology Company Size: large Number of Employees: 1400 Gross Revenues: $600 million revenues Event Year Start: 1980 Event Year End: 1991 Subjects: Control systems; Growth management; Long term planning; Management of professionals; Pharmaceuticals; Planning systems; Uncertainty Supplementary Materials: Teaching Note, (5-492-054), 7p, by Nitin Nohria   Add     7 pp.  Teaching Note For use with 9-492-052 HBS Number: 5-492-054 Subjects: Control systems; Growth management; Long term planning; Management of professionals; Pharmaceuticals; Planning systems; Uncertainty    An Introduction to Work-Life Balance   Added   View  18 pp.  Case Author(s): Higgins, Monica; Hicks, Michelle; Kaufmann, Katherine; Rondinella, Mia Publication Date: 03/08/2004 Product Type: Note Product Description: An overview of issues relating to and factors affecting the concept of balance between work and personal life including the history of work-life balance and employer/employee perspectives. HBS Number: 9-404-022 Subjects: Career advancement; Careers & career planning; Self evaluation; Working conditions Academic Discipline: Human resources management    Andy Chew at Siemens Nixdorf: Change from the Middle   Add   View  12 pp.  Case 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    Appex Corp.   Add   View  18 pp.  Case Author(s): Nohria, Nitin; Gladstone, Julie Publication Date: 02/14/1991 Revision Date: 02/10/1992 Product Type: Case (Field) HBS Number: 9-491-082 Geographic Setting: Waltham, MA Industry Setting: Telephone industry Company Size: small Number of Employees: 172 Event Year Start: 1991 Event Year End: 1991 Subjects: Control systems; Entrepreneurial management; High technology products; Organizational change; Organizational design; Organizational structure Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-492-039), 13p, by Nitin Nohria Product Description: 1990 Business Week named Appex Corp. the fastest growing high-technology company in the United States. Appex provided management information systems and intercarrier network services to cellular telephone companies. During its rapid growth, the company went through several structural changes. At first, there was essentially no structure and no control systems. The atmosphere at Appex eventually became chaotic. As the new CEO, Shikhar Ghosh realized that Appex needed some structure and bureaucracy. Once control was established, he reasoned, he could begin to break down the structure. Much of the structural change he implemented had advantages and disadvantages in terms of company culture and productivity. In 1991, Appex was acquired by EDS. Appex's challenge now was to work out its own structure in the context of its role as a division of a large, bureaucratic organization.   Add     13 pp.  Teaching Note For use with 9-491-082 HBS Number: 5-492-039 Subjects: Control systems; Entrepreneurial management; High technology products; Organizational change; Organizational design; Organizational structure    Apple Computer (A): Corporate Strategy and Culture (Abridged)   Add   View  23 pp.  Case Beer, Michael; Rogers, Gregory C. Provides an overview of the company's history, industry, competitive position, strategy, and organization. Analyzes the culture and morale at Apple. Written at a time when the company faces a very compelling threat to their business, and when morale within the company is very low. The purpose is to identify the key organizational issues that the company must address. HBS Number: 9-495-044 Type: Case (Field) Publication Date: 3/15/1995 Revision Date: 2/11/1997 Geographic Setting: California Industry Setting: personal computers Company Size: Fortune 500 Number of Employees: 12,500 Event Year Start: 1976 Event Year End: 1990 Subjects: Computer industry; Corporate culture; Corporate strategy; Employee morale; Human resources management; Silicon Valley Supplementary Materials: Case Video, (9-492-511), 87 min, by Apple Computer    Apple Computer (A): Industry, Strategy, and Organization   Add   View  16 pp.  Case Author(s): Gibbs, Michael J. Publication Date: 11/28/1990 Revision Date: 11/18/1991 Product Type: Case (Field) Product Description: Explores how the human resource (HR) function at Apple Computer can best support the company's strategy. Provides an overview of the company's history, industry, competitive position, strategy, and organization. Written at a time when the company faces a very compelling threat to their business, and when morale within the company is very low. The purpose is to identify the key organizational issues which the company must address, and to begin to think about how the HR function can help it address them. May be used with: (9-491-041) Apple Computer (B): Managing Morale and Corporate Culture; (9-491-043) Apple Computer (C): The Human Resource Function; (9-492-013) Apple Computer (D): Epilogue. HBS Number: 9-491-040 Geographic Setting: CaliforniaIndustry Setting: personal computersCompany Size: Fortune 500Number of Employees: 12,500 Event Year Start: 1976Event Year End: 1990 Subjects: Computer industry; Corporate culture; Corporate strategy; Employee morale; Human resources management; Silicon Valley Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-492-511), 87 min, by Apple Computer    Apple Computer (B): Building a Worldwide Strategy (Abridged)   Add   View  5 pp.  Case Beer, Michael; Rogers, Gregory C. Describes the building of Apple's new strategy. Explores how the human resource function at Apple Computer can best support that strategy. HBS Number: 9-495-045 Type: Case (Field) Publication Date: 3/15/1995 Revision Date: 7/14/1995 Geographic Setting: California Industry Setting: personal computers Company Size: Fortune 500 Number of Employees: 12,500 Event Year Start: 1990 Event Year End: 1990 Subjects: Computer industry; Corporate culture; Corporate strategy; Employee morale; Human resources management; Silicon Valley Supplementary Materials: Case Video, (9-492-511), 87 min, by Apple Computer    Apple Computer (B): Managing Morale and Corporate Culture   Add   View  17 pp.  Case Author(s): Gibbs, Michael J. Publication Date: 11/28/1990 Revision Date: 11/18/1991 Product Type: Case (Field) Product Description: Explores how the human resource function at Apple Computer can best support the company's strategy. Analyzes the culture and morale at Apple. Apple has a very unique culture. Moreover, morale within the company is at a low. The culture is powerful in aiding the company in certain ways, and also a substantial hindrance to progress. Designed to study how Apple tries to keep what is good and change what is bad about the culture. May be used with: (9-491-040) Apple Computer (A): Industry, Strategy, and Organization; (9-491-043) Apple Computer (C): The Human Resource Function; (9-492-013) Apple Computer (D): Epilogue. HBS Number: 9-491-041 Geographic Setting: CaliforniaIndustry Setting: personal computersCompany Size: Fortune 500Number of Employees: 12,500 Event Year Start: 1976Event Year End: 1990 Subjects: Computer industry; Corporate culture; Corporate strategy; Employee morale; Human resources management; Silicon Valley Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-492-511), 87 min, by Apple Computer    Apple Computer (C): The Human Resource Function   Add   View  15 pp.  Case Gibbs, Michael J. Explores how the human resource (HR) function at Apple Computer can best support the company's strategy. Describes in detail the HR function. The function is considering a reorganization at the end of the case, in response to criticism from non-HR employees and cost-cutting imperatives at Apple. May be used with: (9-491-040) Apple Computer (A): Industry, Strategy, and Organization; (9-491-041) Apple Computer (B): Managing Morale and Corporate Culture; (9-492-013) Apple Computer (D): Epilogue. HBS Number: 9-491-043 Type: Case (Field) Publication Date: 11/28/1990 Revision Date: 10/12/1994 Geographic Setting: California Industry Setting: personal computers Company Size: Fortune 500 Number of Employees: 12,500 Event Year Start: 1976 Event Year End: 1990 Subjects: Computer industry; Corporate culture; Corporate strategy; Human resources management; Reorganization; Silicon Valley Supplementary Materials: Supplement (Field), (9-491-063), 5p, by Michael J. Gibbs; Case Video, (9-492-511), 87 min, by Apple Computer    Apple Computer (C1): Reorganizing the Human Resource Function   Add   View  5 pp.  Case Author(s): Gibbs, Michael J. Publication Date: 11/28/1990 Revision Date: 11/18/1991 Product Type: Supplement (Field) Product Description: Provides a follow-up to the (C) case. A new organization chosen for the human resource (HR) function is described. Students must compare the design chosen by Apple's HR managers with the one they chose. Must be used with: (9-491-043) Apple Computer (C): The Human Resource Function. HBS Number: 9-491-063 Subjects: Computer industry; Corporate culture; Corporate strategy; Human resources management; Reorganization Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-492-511), 87 min, by Apple Computer    Apple Computer (D): Epilogue   Add   View  8 pp.  Case Gibbs, Michael J.; Beer, Michael Brings students up to date on events at Apple Computer as of August 1991. Outlines resolutions of, or attempts to deal with, problems outlined. Illustrates what Apple had done to address problems, shows progress to date, and alludes to further issues to be addressed. Can also be used mid-class to develop discussion of what to do next in the evolution of Apple's implementation of its new strategy. May be used with: (9-491-040) Apple Computer (A): Industry, Strategy, and Organization; (9-491-041) Apple Computer (B): Managing Morale and Corporate Culture; (9-491-043) Apple Computer (C): The Human Resource Function. HBS Number: 9-492-013 Type: Case (Field) Publication Date: 9/11/1991 Revision Date: 12/9/1991 Geographic Setting: California Industry Setting: computers Company Size: Fortune 500 Number of Employees: 14,528 Event Year Start: 1990 Event Year End: 1991 Subjects: Computer industry; Corporate culture; Corporate strategy; Human resources management; Silicon Valley Supplementary Materials: Case Video, (9-492-511), 87 min, by Apple Computer    ASIMCO: Developing Human Capital in China   Add   View  17 pp.  Case Author(s): Wong, Gilbert; Wiest, Nailene Chou; Ho, Ma Publication Date: 11/28/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: Jack Perkowski established Asian Strategic Investment Corp. (ASIMCO) in February 1994. ASIMCO became one of the largest components organizations serving the Chinese motor vehicle industry. This case shows the process of human capital development at ASIMCO. Describes ASIMCO's management restructuring efforts, its management development strategy, and its system of fast-tracking leaders through the leadership development program. Instead of transplanting Western management models onto China, ASIMCO strongly believed in creating a centralized, top-down management model that could be adapted to China's unique environment. Teaching Purpose: Studies the process of management development and the challenges for companies operating in China. Examines the benefits and challenges of localization and growing leaders internally. HBS Number: HKU236 Geographic Setting: China Event Year Start: 1994 Event Year End: 2002 Subjects: China; Human resources management; Leadership; Management development; Organizational behavior Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (HKU237), 7p, by Gilbert Wong, Nailene Chou Wiest, Mary Ho (Sales restricted to North America.)   Add     7 pp.  Teaching Note For use with HKU236 HBS Number: HKU237 Subjects: China; Human resources management; Leadership; Management development; Organizational behavior    Asimco: Developing Human Capital in China   Add   View  17 pp.  Case Author(s): Wong, Gilbert ; Loo, Grace Publication Date: 10/02/2009 Product Type: Case Publisher: University of Hong Kong HBS Number: HKU853 Geographic Setting: China Subjects: Succession planning; Human resources management; Employee development; Localization; Human capital Academic Discipline: Human resources management Supplementary Materials: Case Teaching Note, (HKU854), 8p, by Gilbert Wong,Grace Loo Product Description: This case is an update of the 2005 case on the human capital development of ASIMCO (Asian Strategic Investment Corp.) in China. ASIMCO is an automotive component group serving the Chinese motor vehicle industry. This case showcases ASIMCO's management development efforts in the very different cultural environment of China and its succession program, exploring the challenges faced by Western companies operating in China in the process.    Assessing and Enhancing Individual Power in the Family Business System   Add   View  7 pp.  Case Author(s): Davis, John A. Publication Date: 08/16/2007 Product Type: Note HBS Number: 9-808-026 Subjects: Action planning; Family-owned businesses; Power & influence Academic Discipline: Human resources management Product Description: Describes how to asses and enhance an individual's bases, sources, and levels of power in a family business system. Relies on Franch and Raven's framework that identifies five bases of social power (reward, coercive, legitimate, referent, and expert), describing how these bases change depending on the circumstances of a relationship. Also describes how an individual's roles, resources, and relationships in and out of a family business system provide the sources of these bases of power. Discusses the connection between power and dependency in a relationship. Finally, discusses how to enhance individual power in a relationship.    Assessing Managerial Talent at AT&T (A)   Add   View  22 pp.  Case Author(s): Beer, Michael; Stein, Ellen Publication Date: 11/17/1981 Product Type: Case (Field) Product Description: Provides background on the assessment center used by AT&T to assess managerial potential for upper middle management. Contains assessment reports for two candidates. Raises questions about manpower training and development. Students may be asked which of the candidates has managerial potential and why, and what specific development plans can be suggested. HBS Number: 9-482-035 Geographic Setting: Atlanta, GA Industry Setting: Telecommunications industry Company Size: large Event Year Start: 1978 Event Year End: 1978 Subjects: Employee promotions; Human resources management; Management development; Managerial selection; Middle management; Telecommunications Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-482-036), 2p, by Michael Beer, Ellen Stein; Supplement (Field), (9-482-037), 2p, by Michael Beer, Ellen Stein; Teaching Note, (5-485-010), 12p, by Michael Beer, Bert A. Spector; Teaching Note, (5-485-085), 5p, by Jeffrey A. Sonnenfeld, James J. Dowd   Add     5 pp.  Teaching Note For use with 9-482-035 HBS Number: 5-485-085 Subjects: Employee promotions; Human resources management; Management development; Managerial selection; Middle management; Telecommunications    Assessing Managerial Talent at AT&T (A), (B), and (C), Teaching Note   Add     12 pp.  Teaching Note Author(s): Beer, Michael; Spector, Bert A. Publication Date: 12/26/1984 Product Type: Teaching Note HBS Number: 5-485-010 Academic Discipline: Human resources management Product Description: Teaching Note for (9-482-035), (9-482-036), and (9-482-037). Must be used with: (9-482-036) Assessing Managerial Talent at AT&T (B); (9-482-035) Assessing Managerial Talent at AT&T (A); (9-482-037) Assessing Managerial Talent at AT&T (C).    Assessing Managerial Talent at AT&T (B)   Add   View  2 pp.  Case Author(s): Beer, Michael; Stein, Ellen Publication Date: 11/17/1981 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-482-035) Assessing Managerial Talent at AT&T (A). HBS Number: 9-482-036 Industry Setting: Telecommunications industry Subjects: Employee promotions; Human resources management; Management development; Managerial selection; Middle management; Telecommunications Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-485-010), 12p, by Michael Beer, Bert A. Spector; Teaching Note, (5-485-085), 5p, by Jeffrey A. Sonnenfeld, James J. Dowd   Add     5 pp.  Teaching Note For use with 9-482-036 HBS Number: 5-485-085 Subjects: Employee promotions; Human resources management; Management development; Managerial selection; Middle management; Telecommunications    Assessing Managerial Talent at AT&T (C)   Add   View  2 pp.  Case Author(s): Beer, Michael; Stein, Ellen Publication Date: 11/17/1981 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-482-035) Assessing Managerial Talent at AT&T (A). HBS Number: 9-482-037 Industry Setting: Telecommunications industry Subjects: Employee promotions; Human resources management; Management development; Managerial selection; Middle management; Telecommunications Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-485-010), 12p, by Michael Beer, Bert A. Spector; Teaching Note, (5-485-085), 5p, by Jeffrey A. Sonnenfeld, James J. Dowd    AT&T: The Dallas Works (A)   Add   View  6 pp.  Case Jick, Todd D.; Rosegrant, Susan; Holland, Philip Describes the organizational challenges facing an AT&T plant a few years after the breakup of AT&T. In an effort to empower workers and to unite the factory behind change, management proposes an unusual team-based approach to driving the change. Teaching Objective: To encourage students to analyze the effectiveness of this team-based approach in driving change and empowering the workforce. May be used with: (9-492-024) AT&T: The Dallas Works (B). HBS Number: 9-492-023 Type: Case (Field) Publication Date: 11/7/1991 Revision Date: 6/5/1992 Geographic Setting: Mesquite, TX Industry Setting: communications equipment Number of Employees: 2,000 Event Year Start: 1988 Event Year End: 1988 Subjects: Communications equipment; Corporate culture; Delegation of authority; Employee empowerment; Group dynamics; Management of change; Organizational change; Teams    AT&T: The Dallas Works (B)   Add   View  9 pp.  Case Jick, Todd D.; Rosegrant, Susan; Holland, Philip Describes the innovative use of a cross-level team as a tool for driving change at a troubled AT&T plant. After the team is disbanded, the case raises questions about the group's achievements, and about how well the organization is positioned to tackle the changes that still lie ahead. Teaching Objective: To raise issues relative to teamwork and empowerment and encourage students to examine what it takes for an organization to embrace long-term, continuous change. May be used with: (9-492-023) AT&T: The Dallas Works (A). HBS Number: 9-492-024 Type: Case (Field) Publication Date: 11/7/1991 Revision Date: 6/5/1992 Geographic Setting: Mesquite, TX Industry Setting: communications equipment Number of Employees: 2,000 Event Year Start: 1988 Event Year End: 1990 Subjects: Communications equipment; Corporate culture; Delegation of authority; Employee empowerment; Group dynamics; Management of change; Organizational change; Teams    Baker & McKenzie (A): A New Framework for Talent Management   Add   View  28 pp.  Case Author(s): Groysberg, Boris; Sherman, Eliot Publication Date: 08/06/2007 Product Type: Case (Field) HBS Number: 9-408-008 Geographic Setting: Global Industry Setting: Legal services Number of Employees: 10,000 Gross Revenues: $1 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Careers & career planning; Employee development; Employee retention; Hiring; Human resources management; International management Academic Discipline: Human resources management Supplementary Materials: Supplement, (9-408-009), 31p, by Boris Groysberg, Eliot Sherman Product Description: Describes the process by which the largest law firm in the world developed a unique framework for personnel management. In 2004, John Conroy is about to take the reigns as the leader of Baker & McKenzie, the largest law firm in the world by employees, with offices in 38 different countries. Facing an intensifying war for talent and associate retention concerns in some offices, Conroy has spearheaded the development of a framework for guiding the hiring, development, and retention of employees. As he is getting ready to introduce his framework at the firm's annual meeting, however, he faces many questions about its implementation. Could a single framework effectively apply to lawyers across so many different regions and cultures? Had this framework properly identified the attributes needed to succeed at Baker & McKenzie? How would the firm's hundreds of partners react? Offers the industry- and firm-specific content necessary for students to explore these questions and more.    Baker & McKenzie (A): A New Framework for Talent Management   Add   View  27 pp.  Case Author(s): Groysberg, Boris; Sherman, Eliot Publication Date: 08/06/2007 Revision Date: 09/12/2008 Product Type: Case (Field) HBS Number: 408008 Geographic Setting: Global Industry Setting: Legal services Number of Employees: 10,000 Gross Revenues: $1 billion revenues Event Year Start: 2004 Event Year End: 2004 Subjects: Careers & career planning; Employee development; Employee retention; Hiring; Human resources management; International management Academic Discipline: Human resources management Supplementary Materials: Supplement, (408009), 30p, by Boris Groysberg, Eliot Sherman Product Description: Describes the process by which the largest law firm in the world developed a unique framework for personnel management. In 2004, John Conroy is about to take the reins as the leader of Baker & McKenzie, the largest law firm in the world by employees, with offices in 38 different countries. Facing an intensifying war for talent and associate retention concerns in some offices, Conroy has spearheaded the development of a framework for guiding the hiring, development, and retention of employees. As he is getting ready to introduce his framework at the firm's annual meeting, however, he faces many questions about its implementation. Could a single framework effectively apply to lawyers across so many different regions and cultures? Had this framework properly identified the attributes needed to succeed at Baker & McKenzie? How would the firm's hundreds of partners react? Offers the industry- and firm-specific content necessary for students to explore these questions and more.    Baker & McKenzie (B): A New Framework for Talent Management   Add   View  31 pp.  Case Author(s): Groysberg, Boris; Sherman, Eliot Publication Date: 08/06/2007 Revision Date: 08/15/2007 Product Type: Supplement HBS Number: 9-408-009 Academic Discipline: Human resources management Product Description: An abstract is not available for this product. Must be used with: (9-408-008) Baker & McKenzie (A): A New Framework for Talent Management.    Baker & McKenzie (B): A New Framework for Talent Management   Add   View  30 pp.  Case Author(s): Groysberg, Boris; Sherman, Eliot Publication Date: 08/06/2007 Revision Date: 09/12/2008 Product Type: Supplement HBS Number: 408009 Academic Discipline: Human resources management Product Description: An abstract is not available for this product. Must be used with: (408008) Baker & McKenzie (A): A New Framework for Talent Management.    Becton Dickinson (A): Corporate Strategy   Add   View  22 pp.  Case Beer, Michael; Williamson, Alistair D. This case series introduces the strategic human resource management (SHRM) process. SHRM is an action research program designed to align the organization and management of human resources with strategy. This case describes the health care industry, Becton Dickinson's (BD) corporate history, and the way the company is organized and managed. Does BD's corporate strategy make sense? Analyzes the fit between strategy and HRM. May be used with: (9-491-152) Becton Dickinson (B): Global Management; (9-491-154) Becton Dickinson (C): Human Resource Function; (9-491-155) Becton Dickinson (D): Strategic Human Resource Management Profiling; (9-496-007) Becton Dickinson (E): An Assessment of Strategic Human Resource Management Profiling. HBS Number: 9-491-151 Type: Case (Field) Publication Date: 6/21/1991 Revision Date: 3/15/1995 Geographic Setting: New Jersey Industry Setting: diagnostic and medical supplies Company Size: Fortune 500 Number of Employees: 18,800 Gross Revenues: $1.811 billion sales Event Year Start: 1989 Event Year End: 1989 Subjects: Human resources management; Medical supplies; Multinational corporations; Strategy formulation Supplementary Materials: Case Video, (9-499-505), 14 min, by Becton Dickinson    Becton Dickinson (B): Global Management   Add   View  10 pp.  Case Beer, Michael; Williamson, Alistair D. The president of Becton Dickinson (BD) and his top management team struggle with issues of: 1) how to manage the top of the organization, focusing on leadership style, the committee structure, and the role of sector presidents, and 2) HBS Number: 9-491-152 Type: Case (Field) Publication Date: 6/15/1991 Revision Date: 6/1/1993 Geographic Setting: New Jersey and Europe Industry Setting: diagnostic and medical supplies Company Size: Fortune 500 Gross Revenues: $1.811 billion 1989 sales Event Year Start: 1979 Event Year End: 1989 Subjects: Human resources management; International operations; Medical supplies; Multinational corporations; Strategy formulation Supplementary Materials: Supplement (Field), (9-491-153), 5p, by Michael Beer, Alistair D. Williamson; Case Video, (9-499-505), 14 min, by Becton Dickinson    Becton Dickinson (B1): Global Management, Update   Add   View  5 pp.  Case Author(s): Beer, Michael; Williamson, Alistair D. Publication Date: 06/21/1991 Revision Date: 06/01/1993 Product Type: Supplement (Field) Product Description: Designed to bring closure to the discussion of the (B) case. Must be used with: (9-491-152) Becton Dickinson (B): Global Management. HBS Number: 9-491-153 Subjects: Human resources management; International operations; Medical supplies; Multinational corporations; Strategy formulation Academic Discipline: Human resources management    Becton Dickinson (C): Human Resource Function   Add   View  18 pp.  Case Beer, Michael; Williamson, Alistair D. The new vice president of Human Resources (HR) for Becton Dickinson must develop a strategy to reconceptualize the HR function as mandated by the CEO who has introduced formal strategic planning procedures in the organization. The teaching objective is to understand the role of the HR function in a large organization in the context of the development of corporate strategy. May be used with: (9-491-151) Becton Dickinson (A): Corporate Strategy; (9-491-152) Becton Dickinson (B): Global Management; (9-491-155) Becton Dickinson (D): Strategic Human Resource Management Profiling; (9-496-007) Becton Dickinson (E): An Assessment of Strategic Human Resource Management Profiling. HBS Number: 9-491-154 Type: Case (Field) Publication Date: 6/15/1991 Revision Date: 3/15/1995 Geographic Setting: New Jersey Industry Setting: diagnostic and medical supplies Company Size: Fortune 500 Number of Employees: 18,800 Gross Revenues: $1.811 billion 1989 sales Event Year Start: 1988 Event Year End: 1988 Subjects: Human resources management; Medical supplies; Multinational corporations; Strategy formulation Supplementary Materials: Case Video, (9-499-505), 14 min, by Becton Dickinson    Becton Dickinson (D): Strategic Human Resource Management Profiling   Add   View  18 pp.  Case Beer, Michael; Williamson, Alistair D. Describes a strategic human resource management process applied at the business unit and corporate level. The purpose of the process is to provide a means for aligning human resource management policies and practices with strategy and to hold managers accountable for managing change and improvement. May be used with: (9-491-151) Becton Dickinson (A): Corporate Strategy; (9-491-152) Becton Dickinson (B): Global Management; (9-491-154) Becton Dickinson (C): Human Resource Function; (9-496-007) Becton Dickinson (E): An Assessment of Strategic Human Resource Management Profiling. HBS Number: 9-491-155 Type: Case (Field) Publication Date: 6/21/1991 Revision Date: 3/15/1995 Geographic Setting: New Jersey Industry Setting: diagnostic and medical supplies Company Size: Fortune 500 Number of Employees: 18,800 Gross Revenues: $1.811 billion sales Event Year Start: 1989 Event Year End: 1989 Subjects: Human resources management; Medical supplies; Multinational corporations; Strategy formulation Supplementary Materials: Supplement (Field), (9-491-156), 2p, by Michael Beer, Alistair D. Williamson; Case Video, (9-499-505), 14 min, by Becton Dickinson    Becton Dickinson (D1): Strategic Human Resource Management Profiling, Update   Add   View  2 pp.  Case Author(s): Beer, Michael; Williamson, Alistair D. Publication Date: 06/15/1991 Revision Date: 06/03/1993 Product Type: Supplement (Field) Product Description: Describes reactions to the strategic human resource management process and allows an evaluation of prospects for the future. Must be used with: (9-491-155) Becton Dickinson (D): Strategic Human Resource Management Profiling. HBS Number: 9-491-156 Subjects: Human resources management; Medical supplies; Multinational corporations; Strategy formulation Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-499-505), 14 min, by Becton Dickinson    Becton Dickinson (E): An Assessment of Strategic Human Resource Management Profi   Add   View  10 pp.  Case Beer, Michael; Maus, Pamela J. Presents an assessment of the strategic human resource management (SHRM) profiling process implemented at Becton Dickinson, the questions the assessment raised about the viability of the process, and what aspects might be changed if the process is to be continued. Teaching Purpose: To help managers assess the ongoing process of SHRM at their company and how it might be improved. May be used with: (9-491-151) Becton Dickinson (A): Corporate Strategy; (9-491-152) Becton Dickinson (B): Global Management; (9-491-154) Becton Dickinson (C): Human Resource Function; (9-491-155) Becton Dickinson (D): Strategic Human Resource Management Profiling. HBS Number: 9-496-007 Type: Case (Field) Publication Date: 7/12/1995 Revision Date: 4/28/1999 Geographic Setting: New Jersey Industry Setting: pharmaceuticals Company Size: Fortune 500 Event Year Start: 1994 Event Year End: 1994 Subjects: Communication; Employee attitude; Employee empowerment; Human resources management; Interpersonal relations; Strategic planning; Strategy implementation    Black Caucus Groups at Xerox Corp. (A)   Add   View  19 pp.  Case Friedman, Raymond A.; Deinard, Caitlin In 1970 Xerox had a very progressive affirmative action program yet, once hired, black employees faced serious problems, due both to overt discrimination and to their exclusion from the informal networks of support, information and mentoring that the other salespeople shared. The black employees responded by establishing seven independent support groups around the United States. These black caucuses functioned as both self-help groups to prepare black employees for promotion and as pressure groups to push for policy changes within Xerox. In 1974 Xerox fears the caucuses are forming a national organization. Students must decide how to respond to this potentially dangerous situation. HBS Number: 9-491-047 Type: Case (Field) Publication Date: 1/3/1991 Revision Date: 11/3/1994 Geographic Setting: United States Industry Setting: business products & systems Company Size: Fortune 500 Number of Employees: 66,700 Gross Revenues: $17.6 billion revenues Event Year Start: 1969 Event Year End: 1974 Subjects: Affirmative action; Conflict; Discrimination; Diversity; Employee empowerment; Human resources management; Mentors Supplementary Materials: Supplement (Field), (9-491-048), 3p, by Raymond A. Friedman, Caitlin Deinard; Teaching Note, (5-491-109), 5p, by Raymond A. Friedman; Case Video, (9-891-514), 22 min, by Raymond A. Friedman   Add     5 pp.  Teaching Note For use with 9-491-047 HBS Number: 5-491-109 Subjects: Affirmative action; Conflict; Discrimination; Diversity; Employee empowerment; Human resources management; Mentors    Black Caucus Groups at Xerox Corp. (B)   Add   View  3 pp.  Case Author(s): Friedman, Raymond A.; Deinard, Caitlin Publication Date: 01/03/1991 Revision Date: 11/03/1994 Product Type: Supplement (Field) Product Description: Describes the compromise worked out between Xerox and the black caucus groups. The implications of this arrangement for Xerox and black employees over the next 16 years is also described. Must be used with: (9-491-047) Black Caucus Groups at Xerox Corp. (A). HBS Number: 9-491-048 Subjects: Affirmative action; Conflict; Discrimination; Diversity; Employee empowerment; Human resources management Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-491-109), 5p, by Raymond A. Friedman; Case Video, (9-891-514), 22 min, by Raymond A. Friedman   Add     5 pp.  Teaching Note For use with 9-491-048 HBS Number: 5-491-109 Subjects: Affirmative action; Conflict; Discrimination; Diversity; Employee empowerment; Human resources management    Board of Directors at Medtronic, Inc.   Add   View  26 pp.  Case Author(s): Spaulding, Norman; Pick, Katharina; Chernak, Alexis; Lorsch, Jay W. Publication Date: 09/15/2006 Revision Date: 11/16/2007 Product Type: Case (Field) HBS Number: 9-407-045 Geographic Setting: Minneapolis, MN Industry Setting: Medical equipment & device industry Subjects: Board of directors; CEO; Corporate culture; Corporate governance; Corporate responsibility; Organizational behavior Academic Discipline: Human resources management Product Description: The board of directors of Medtronic, Inc., a company known for its commitment to effective corporate governance, must prepare for the departure of Chairman & CEO Bill George and the retirement of four long-time directors. The company had experienced rapid growth in the early 1990s as well as significant change in the composition of its board. Now the Medtronic directors must evaluate how the board has changed, how it will continue to change, and how it should prepare for the future.    Brainard, Bennis & Farrell (B)   Add   View  1 pp.  Case Author(s): Bower, Joseph L. Publication Date: 09/06/2006 Product Type: Case (Gen Exp) HBS Number: 1-307-053 Number of Employees: 100+ Gross Revenues: $33 million Event Year Start: 1995 Event Year End: 1995 Subjects: Compensation; General management; Incentives; Strategy; Structure Academic Discipline: Human resources management Product Description: Brainard, Bennis and Farrel is a short case designed to explore the challenge of establishing appropriate compensation from a general management/CEO perspective. Brainard (B) is a one-page handout that is designed to show how an already difficult problem is made more complex by situational context — the detailed personal and interpersonal relationships among key executives over time. Must be used with: (9-495-037) Brainard, Bennis & Farrell (A); (5-300-049) Brainard, Bennis & Farrell, Teaching Note.    Buddy March   Add   View  11 pp.  Case Author(s): Sathe, Vijay V.; Thomas, David A. Publication Date: 06/29/2007 Product Type: Case (Field) HBS Number: 9-407-128 Geographic Setting: Midwestern United States Industry Setting: Electronics industry Number of Employees: 300 Gross Revenues: $120 million Event Year Start: 1990 Event Year End: 1990 Subjects: Corporate ventures; Entrepreneurs; General managers; Innovation; Joint ventures; Managerial behavior Academic Discipline: Human resources management Product Description: Entrepreneurial general manager (GM) ignores specific directives from his boss (GVP) to discontinue a new venture that the GM is championing.    Building the Bottom Line by Developing the Frontline: Career Development for Service Employees   Add   View  9 pp.  Case Author(s): Jackson, Donald W., Jr.; Sirianni, Nancy J. Publication Date: 05/15/2009 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH331 Subjects: Career advancement; Careers & career planning; Customer service; Employees; Personnel policies; Service management Academic Discipline: Human resources management Product Description: Service firms must remember that the way they treat their employees is exactly how those employees will, in turn, treat customers. As such, taking good care of frontline personnel should be a top management concern. One way that service employees can be shown they are valued members of the organization entails the implementation of thoughtful and organized career development programs, initiatives which help increase employees' job satisfaction and feelings of empowerment in their customer-facing roles. Before they can become enthusiastic about meeting the needs of their customers, employees have to feel that their own needs are being met within the organization. In this regard, firm investment in frontline employee career development programs will be money well spent: they are capable of reducing employee turnover and increasing customer satisfaction, loyalty, and profitability. This article provides a conceptual model of career development which should prove useful to service managers in evaluating their own career development efforts. Also presented herein is a framework for tying together many disparate areas of career development that have heretofore been handled separately in the services literature.    Building the Culture at Agilent Technologies: Back to the Future   Add   View  31 pp.  Case Author(s): O'Reilly, Charles A., III; Yokoi, Grace Publication Date: 09/01/2001 Revision Date: 12/06/2001 Product Type: Case (Field) Publisher: Stanford University Product Description: In 1999, Hewlett-Packard (HP) split into two companies. The issue facing human resources (HR) had to do with creating loyalty and enthusiasm for a new company (Agilent) whose roots lay in an established institution with an extremely loyal workforce who identified with the HP brand. How could they create a new culture of more focus and accountability with the same people? Developing an organizational culture that supported business performance and accountability was the foremost HR task. This case provides detailed background on the company's key initiatives and projects to transform HR organization and culture in the new company. The HR transformation marked a change from an egalitarian, safe culture to a performance culture characterized by a strong meritocracy and a results-based rewards program. In 2001, the company faced increasing financial challenges that would test the newly developing culture. How could top management continue building the Agilent culture--especially in the face of layoffs and restructuring? HBS Number: HR20 Geographic Setting: United StatesIndustry Setting: electronicsNumber of Employees: 47,000Gross Revenues: $174 million revenues Event Year Start: 1999Event Year End: 2001 Subjects: Corporate culture; Corporate reorganization; Electronics; Employee morale; Human resources management; Organizational behavior; Performance measurement Academic Discipline: Human resources management    Cambridge Technology Partners (A)   Add   View  18 pp.  Case Amabile, Teresa; Beer, Michael; Baker, George P. Cambridge Technology Partners uses a highly innovative product strategy, supported by a human resources strategy, that has been very successful. However, high growth rates jeopardize product quality while tension about relative compensation levels between sales and operations threatens the firm's culture. Teaching Purpose: To understand the relationships between growth, culture, and human resources systems. HBS Number: 9-496-005 Type: Case (Field) Publication Date: 7/17/1995 Revision Date: 4/11/1996 Geographic Setting: Cambridge, MA Industry Setting: software/consulting Number of Employees: 200 Gross Revenues: $34 million revenues Event Year Start: 1993 Event Year End: 1993 Subjects: Consulting; Corporate culture; Employee compensation; Growth management; Human resources management; Innovation Supplementary Materials: Supplement (Field), (9-496-006), 1p, by Teresa Amabile, Michael Beer, George P. Baker    Cambridge Technology Partners (B)   Add   View  1 pp.  Case Author(s): Amabile, Teresa; Beer, Michael; Baker, Geo Publication Date: 07/17/1995 Revision Date: 04/11/1996 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-496-005) Cambridge Technology Partners (A). HBS Number: 9-496-006 Subjects: Consulting; Corporate culture; Employee compensation; Growth management; Human resources management; Innovation Academic Discipline: Human resources management    Campaign for Human Capital at the School District of Philadelphia   Add   View  37 pp.  Case Author(s): Thomas, David A.; Akinola, Modupe Publication Date: 09/07/2004 Product Type: Case (Field) Publisher: Public Education Leadership Project HBS Number: PEL009 Geographic Setting: Pennsylvania Subjects: Human resources management; Employee retention Academic Discipline: Human resources management Supplementary Materials: Case Teaching Note, (PEL022), 4p, by David A. Thomas,Modupe Akinola Product Description: This is a PELP case study. Highlights how one school district leverages human capital management to help create a high-performing system.    Career Transfer and Development at UPS   Add   View  2 pp.  Case Author(s): Dewar, Robert D.; Rao, Hayagreeva; Schumacher, Jeff Publication Date: 02/01/2006 Product Type: Case (Field) HBS Number: KEL176 Geographic Setting: Global; United States Industry Setting: Shipping industry Subjects: Career changes; Human resources management; Transferable skills Academic Discipline: Human resources management Product Description: Describes the career transfer and development system at UPS, showing incentives and policies that move managers across countries and functions, and how this movement develops high quality general managers.    CEO Evaluation at Dayton Hudson   Add   View  19 pp.  Case Lorsch, Jay W.; Sailer, James E. Describes the Dayton Hudson CEO evaluation process, one of the most intensive in corporate America today. The board of directors' role in the evaluation is examined, as is the question of whether the Dayton Hudson CEO evaluation process should serve as a model for other corporations. HBS Number: 9-491-116 Type: Case (Field) Publication Date: 3/28/1991 Revision Date: 10/15/1991 Geographic Setting: Minneapolis, MN Industry Setting: retail Company Size: large Gross Revenues: $13.6 billion 1989 revenues Event Year Start: 1990 Event Year End: 1990 Subjects: Board of directors; Corporate governance; Performance appraisal; Succession planning Supplementary Materials: Teaching Note, (5-492-029), 6p, by Francis J. Aguilar; Teaching Note, (5-499-052), 3p, by Jay W. Lorsch   Add     3 pp.  Teaching Note For use with 9-491-116 HBS Number: 5-499-052 Subjects: Board of directors; Corporate governance; Performance appraisal; Succession planning   Add     5 pp.  Teaching Note Author(s): Aguilar, Francis J. Publication Date: 01/08/1992 Product Type: Teaching Note Product Description: Teaching Note for (9-491-116). Must be used with: (9-491-116) CEO Evaluation at Dayton Hudson. HBS Number: 5-492-029 >Academic Discipline: Human resources management    Challenge of Change: Note   Add   View  8 pp.  Case Author(s): Jick, Todd D. Publication Date: 09/08/1989 Revision Date: 06/19/1990 Product Type: Note Product Description: Describes the major challenges associated with managing change. Highlights the focus for change, the different degrees and types of change, when change is to be introduced, what factors enable that introduction, and what reactions change evokes. Underscores the paradoxes and tensions inherent in managing change effectively. HBS Number: 9-490-016 Subjects: Implementation; Management of change Academic Discipline: Human resources management    Challenge of Commitment   Add   View  7 pp.  Case Author(s): Beer, Michael; Gibbs, Michael J. Publication Date: 01/06/1993 Revision Date: 06/09/1993 Product Type: Note Product Description: Defines commitment, describes the psychological and organizational factors that underly it, and provides a comprehensive discussion of the policies and practices managers can employ to enhance commitment. Identifies control and commitment as two critical strategies managers must learn to manage and mix. HBS Number: 9-493-046 Subjects: Employee morale; Human resources management; Motivation; Organizational behavior; Organizational change; Organizational development Academic Discipline: Human resources management    Change Agent Program at Siemens Nixdorf   Add   View  17 pp.  Case Kanter, Rosabeth Moss; McGuire, John F.; Mohammed, Afroze To change its culture, the German computer giant Siemens Nixdorf Information Systems launched a program to train 21 "change agents" who would lead entrepreneurial projects designed to get results and to serve as models of a new style. HBS Number: 9-396-203 Type: Case (Field) Publication Date: 3/4/1996 Revision Date: 2/25/1997 Geographic Setting: Germany Industry Setting: computers Event Year Start: 1994 Event Year End: 1995 Subjects: Computer industry; Corporate culture; Germany; Leadership; Management of change; Organizational behavior    Cirque du Soleil   Add   View  12 pp.  Case Author(s): DeLong, Thomas J.; Vijayaraghavan, Vineeta Publication Date: 07/18/2002 Revision Date: 10/15/2002 Product Type: Case (Field) HBS Number: 9-403-006 Geographic Setting: Global Industry Setting: Entertainment industry Number of Employees: 2,500 Event Year Start: 2001 Event Year End: 2001 Subjects: Human resources management; Organizational behavior; Personnel; Service management Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-403-158), 14p, by Thomas J. DeLong, Jaan Elias Product Description: Retaining talent is an issue for any company whose success relies on the creativity and excellence of its employees. This is especially true for Cirque du Soleil, the spectacularly successful “circus without animals,” whose 2,100 employees include 500 artists — mimes, clowns, acrobats, gymnasts, musicians, and production professionals. Managing a company full of creative people is a juggling act in itself, between keeping its artists happy and pursuing a successful strategy for attracting more business and talent. May be used with: (94204) Putting the Service-Profit Chain to Work.    Cirque Du Soleil, Teaching Note   Add     14 pp.  Teaching Note Author(s): DeLong, Thomas J.; Elias, Jaan Publication Date: 05/20/2003 Revision Date: 05/16/2007 Product Type: Teaching Note HBS Number: 5-403-158 Academic Discipline: Human resources management Product Description: Teaching Note for (9-403-006). Must be used with: (9-403-006) Cirque du Soleil.    Cisco Systems and Its Community Fellowship Program (A)   Add   View  15 pp.  Case Author(s): Barrett, Diana; McCarthy, Sheila Publication Date: 04/04/2002 Revision Date: 07/23/2003 Product Type: Case (Field) Product Description: Focuses on the introduction, implementation, and initial evaluation of Cisco Systems Community Fellowship Program. This program provided Cisco employees affected by the layoff the option of working with a nonprofit organization for one year. Instead of a severance package, the employee received one-third of his or her salary and retained all benefits and stock options. Includes the perspectives of the program's manager, several fellows, and the leadership of a nonprofit organization participating in the program. HBS Number: 9-302-078 Geographic Setting: California, Boston, MAIndustry Setting: technologyNumber of Employees: 40,000Gross Revenues: $22.29 billion revenues Event Year Start: 2001Event Year End: 2001 Subjects: Human resources management; Layoffs; Nonprofit organizations; Philanthropy Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-303-093), 4p, by Diana Barrett, Sheila McCarthy Leddy    Cisco Systems and Its Community Fellowship Program (B)   Add   View  4 pp.  Case Author(s): Barrett, Diana; Leddy, Sheila McCarthy Publication Date: 03/25/2003 Revision Date: 07/23/2003 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-302-078) Cisco Systems and Its Community Fellowship Program (A). HBS Number: 9-303-093 Subjects: Human resources management; Layoffs; Nonprofit organizations; Philanthropy Academic Discipline: Human resources management    Cisco Systems: The Acquisition of Technology is the Acquisition of People   Add   View  20 pp.  Case O'Reilly, Charles A., III How does a high technology firm successfully grow and compete in a market where software may be obsolete in 12 months? Cisco Systems, with annual revenues of more then $8 billion and a market capitalization larger than General Motors, is a leader in the market for computer networking equipment. They have achieved this remarkable success by designing a unique approach to a technology business that is based on people, frugality, and attention to customers. It is a success born out of a winning human resources approach that adds real value to the business. HBS Number: HR10 Type: Case (Field) Publication Date: 10/27/1998 Industry Setting: high technology Gross Revenues: $8 billion revenues Subjects: Acquisitions; Computer industry; Corporate culture; High technology; Human resources management; Mergers Publisher: Stanford University    Civil Service Pay in Hong Kong: Policies, System, Structure and Reform   Add   View  21 pp.  Case Author(s): Wong, Gilbert; Ho, Mary Publication Date: 08/12/2002 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: In 2002, Hong Kong civil servants were the envy of many people. Their salaries, fringe benefits, and employment terms compared favorably with international standards. However, as civil servants staggered from one disaster and mistake to another, the public had an impression that their performance did not match their liberal remuneration. While private sectors were announcing massive layoffs, pay cuts, and reduced benefits in the sluggish economy, the Hong Kong government was under pressure to reduce civil service pay, and at the same time, to increase public accountability and improve performance. Teaching Purpose: To help students understand and appreciate the difficulty of establishing a civil service system that links pay to performance. HBS Number: HKU219 Geographic Setting: Hong Kong Event Year Start: 2002Event Year End: 2002 Subjects: Asia; Government policy; Human resources management; Organizational behavior; Pay for performance Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (HKU220), 6p, by Gilbert Wong, Mary Ho   Add     6 pp.  Teaching Note For use with HKU219 HBS Number: HKU220 Subjects: Asia; Government policy; Human resources management; Organizational behavior; Pay for performance    Clifford Chance: Repotting the Tree   Add   View  5 pp.  Case Author(s): Segel, Arthur I.; Kohn, A. Eugene; Nguyen, Nhat Publication Date: 10/18/2006 Revision Date: 11/04/2008 Product Type: Case (Field) HBS Number: 207073 Geographic Setting: London Industry Setting: Real estate Event Year Start: 1999 Event Year End: 1999 Subjects: Finance; Leadership; Logistics; Real estate Academic Discipline: Human resources management Product Description: Clifford Chance, LLP, a global law firm headquartered in London, needs to make a decision whether to stay in the central business district of London or move to a redeveloped business park at Canary Wharf, 3 miles outside of central London. Peter Charleton, head of the London Office, is proposing to move to Canary Wharf and building a single, landmark headquarters with all the necessary amenities and premium fit-outs that is appropriate for an elite law firm. The tension surrounding the case is the choice to move from the hub of commerce in central London to a relatively obscure site whose owners (Olympia & York) have a history of financial bankruptcy. What business elements (clients, operations, employees, etc.) should they consider if they move the firm and how much relative weight do they place on each element? How do they frame the advantages and disadvantages between central London and Canary Wharf? What type of items should they program into the new facility? (cellular or open floor plans, ceiling heights, common space, dining facilities, gymnasiums, etc.) How should they prioritize these items?    Coaching at Banco Azucarero de Cali (BAC) (A)   Add   View  11 pp.  Case Author(s): Cardona, Pablo; Pin, Jose Ramon; Serrano Duarte, German; Susaeta, Lourdes Publication Date: 03/16/2004 Revision Date: 05/13/2005 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES140 Geographic Setting: Colombia Industry Setting: Banking industry; Commercial banking Subjects: Coaching; Performance appraisals Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (IES141), 11p, by Pablo Cardona, Jose Ramon Pin, German Serrano Duarte, Lourdes Susaeta; Teaching Note, (IES142), 23p, by Pablo Cardona, Jose Ramon Pin, German Serrano Duarte, Lourdes Susaeta Product Description: Set in a bank, presents two complementary themes: a management by competencies interview and management coaching. The area director is undergoing his first 180-degree evaluation and has to conduct a self-assessment. Discusses his results and the passive role of his own coach.    Coaching at Banco Azucarero de Cali (BAC) (A) and (B), Teaching Note   Add     23 pp.  Teaching Note Author(s): Cardona, Pablo; Pin, Jose Ramon; Serrano Duarte, German; Susaeta, Lourdes Publication Date: 05/26/2004 Product Type: Teaching Note Publisher: IESE University of Navarra HBS Number: IES142 Academic Discipline: Human resources management Product Description: An abstract is not available for this product. Must be used with: (IES141) Coaching at Banco Azucarero de Cali (BAC) (B); (IES140) Coaching at Banco Azucarero de Cali (BAC) (A).    Coaching at Banco Azucarero de Cali (BAC) (B)   Add   View  11 pp.  Case Author(s): Cardona, Pablo; Pin, Jose Ramon; Serrano Duarte, German; Susaeta, Lourdes Publication Date: 03/16/2004 Revision Date: 10/27/2004 Product Type: Supplement (Field) Publisher: IESE University of Navarra HBS Number: IES141 Geographic Setting: Colombia Industry Setting: Banking industry; Commercial banking Subjects: Coaching; Performance appraisals Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (IES142), 23p, by Pablo Cardona, Jose Ramon Pin, German Serrano Duarte, Lourdes Susaeta Product Description: An abstract is not available for this product. Must be used with: (IES140) Coaching at Banco Azucarero de Cali (BAC) (A).    Compagnie Lyonnaise de Transport (A)   Add   View  17 pp.  Case Author(s): Roberts, Michael J.; Tushman, Michael L. Publication Date: 05/07/2001 Revision Date: 05/02/2007 Product Type: Case (Gen Exp) HBS Number: 9-401-040 Geographic Setting: Lyon Industry Setting: Transportation industry Number of Employees: 1,000 Gross Revenues: $2.4 billion revenues Event Year Start: 2000 Event Year End: 2000 Subjects: Decentralization; Interdepartmental relations; Line & staff management; Organizational behavior; Organizational design; Transfer pricing; Transportation Academic Discipline: Human resources management Supplementary Materials: Supplement (Gen Exp), (9-401-041), 1p, by Michael J. Roberts, Michael L. Tushman Product Description: Describes the issues surrounding the funding of a centralized research service that supports two related divisions. The company has a very decentralized and financially driven culture, and the centralized service is used unequally, setting up a conflict. A rewritten version of an earlier case.    Compagnie Lyonnaise de Transport (B)   Add   View  1 pp.  Case Author(s): Roberts, Michael J.; Tushman, Michael L. Publication Date: 05/07/2001 Revision Date: 05/09/2006 Product Type: Supplement (Gen Exp) Product Description: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (9-401-040) Compagnie Lyonnaise de Transport (A). HBS Number: 9-401-041 Geographic Setting: France Subjects: Decentralization; Interdepartmental relations; Line & staff management; Organizational behavior; Organizational design; Transfer pricing; Transportation Academic Discipline: Human resources management    Compensation in Professional Service Firms   Add   View  7 pp.  Case Author(s): Nanda, Ashish; Prusiner, Lauren Publication Date: 10/20/2004 Revision Date: 03/02/2006 Product Type: Note Product Description: Discusses the compensation of professionals -- partners and nonpartners -- in a professional services firm. Discusses the considerations that determine the choice of compensation systems and the interrelationship between compensation and other human resources management systems in professional services firms. HBS Number: 9-905-039 Industry Setting: Professional services Subjects: Compensation; Incentives; Leadership; Organizational design; Partnerships; Professionals Academic Discipline: Human resources management    Conducting a Performance Appraisal Interview   Add   View  16 pp.  Case Author(s): Beer, Michael Publication Date: 01/30/1997 Product Type: Note Product Description: Discusses typical problems experienced by managers in conducting performance appraisal interviews. The underlying causes of these problems are analyzed and ideas are presented that might help managers overcome these problems. A rewritten version of an earlier note. HBS Number: 9-497-058 Subjects: Employee promotions; Performance appraisal; Personnel management; Superior & subordinate Academic Discipline: Human resources management    Consumer Materials Enterprises, Inc. (Consummate Corp.)   Add   View  13 pp.  Case Author(s): Cohen, Allan Publication Date: 01/01/2000 Revision Date: 04/22/2004 Product Type: Case (Field) Publisher: Babson College Product Description: The department manager at Consumer Material Enterprises, Inc. wants to improve employee satisfaction in his department and starts with his own immediate subordinates. Satisfied that earlier production problems are under control, he wants to create an atmosphere of "one big happy family." However, a visit from a summer intern reveals more tension among his staff than the department manager had realized and he wonders how to proceed. Emphasizes data that reflect differences in perceptions, attitudes, and assumptions between new supervisors with college degrees and old-timers who are high school graduates. Teaching Purpose: To provide students with an opportunity to see how situational factors affect individual behavior and how structure shapes perceptions, attitudes, assumptions and, consequently, behavior. HBS Number: BAB080 Subjects: Corporate culture; Employee morale; Human resources management; Management of change; Organizational structure Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (BAB580), 5p, by Allan Cohen   Add     5 pp.  Teaching Note For use with BAB080 HBS Number: BAB580 Subjects: Corporate culture; Employee morale; Human resources management; Management of change; Organizational structure    Corning Glass Works: The Electronic Products Division (A)   Add   View  19 pp.  Case Beer, Michael Describes a division of Corning Glass Works that finds itself with deep financial and organizational problems. Severe conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. Provides sufficient data to determine that the cause of these problems is a change in business environment that had been followed by change in organization and management. Can be used for analysis of organization-environment relationships and action planning for change and environment. May be used with: (9-477-073) Corning Glass Works: The Electronic Products Division (B). HBS Number: 9-477-024 Type: Case (Field) Publication Date: 7/1/1976 Revision Date: 4/26/1983 Geographic Setting: Corning, NY Industry Setting: glass Company Size: Fortune 500 Event Year Start: 1968 Event Year End: 1968 Subjects: Business conditions; Employee morale; Implementation; Management of change; Organizational behavior; Organizational design; Organizational development; Technological change Supplementary Materials: Teaching Note, (5-481-088), 31p, by Michael Beer   Add     26 pp.  Teaching Note For use with 9-477-024 HBS Number: 5-481-088 Subjects: Business conditions; Employee morale; Implementation; Management of change; Organizational behavior; Organizational design; Organizational development; Technological change    Corning Glass Works: The Electronic Products Division (B)   Add   View  14 pp.  Case Beer, Michael Focuses on the recommendations and implementation strategy made by the organizational development group for the electronic product division's problems. May be used with: (9-477-024) Corning Glass Works: The Electronic Products Division (A). HBS Number: 9-477-073 Type: Case (Field) Publication Date: 1/31/1977 Revision Date: 4/29/1983 Geographic Setting: Corning, NY Industry Setting: electronics Company Size: Fortune 500 Event Year Start: 1968 Event Year End: 1968 Subjects: Electronics; Implementation; Organizational change; Organizational development; Technological change Supplementary Materials: Supplement (Field), (9-477-074), 4p, by Michael Beer; Teaching Note, (5-481-088), 31p, by Michael Beer   Add     26 pp.  Teaching Note For use with 9-477-073 HBS Number: 5-481-088 Subjects: Electronics; Implementation; Organizational change; Organizational development; Technological change    Corning Glass Works: The Electronic Products Division (C)   Add   View  4 pp.  Case Author(s): Beer, Michael Publication Date: 02/01/1977 Revision Date: 04/21/1983 Product Type: Supplement (Field) Product Description: Supplements the (B) case. Designed as an end-of-class handout. Must be used with: (9-477-073) Corning Glass Works: The Electronic Products Division (B). HBS Number: 9-477-074 Subjects: Electronics; Implementation; Organizational change; Organizational development; Technological change Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-481-088), 31p, by Michael Beer   Add     26 pp.  Teaching Note For use with 9-477-074 HBS Number: 5-481-088 Subjects: Electronics; Implementation; Organizational change; Organizational development; Technological change Keyword    Title, Author, Case #, Etc.

Cypress Semiconductors (A): Vision, Values, and Killer Software   Add   View  24 pp.  Case Author(s): O'Reilly, Charles A., III; Caldwell, Davi Publication Date: 04/01/1998 Product Type: Case (Field) Publisher: Stanford University Product Description: How does a firm in a high tech industry compete when both innovation and cost effectiveness are critical? T.J. Rodgers, founder and CEO of Cypress Semiconductor, has developed a unique human resources (HR) system that attempts to do both. This case describes the elements of this system and raises a series of questions about how aligned the HR system is with the business strategy. Also illustrates the role of formal and social control (culture) in stimulating innovation and change. HBS Number: HR8A Geographic Setting: Silicon Valley, CAIndustry Setting: semiconductorsNumber of Employees: 2,000Gross Revenues: $400 million revenues Event Year Start: 1994Event Year End: 1994 Subjects: Compensation; High technology products; Human resources management; Innovation; Leadership; Management philosophy; Semiconductors; Silicon Valley Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (HR8AT), 4p, by Charles A. O'Reilly III, David Caldwell; Supplement (Field), (HR8B), 3p, by Charles A. O'Reilly III, David Caldwell   Add   View  3 pp.  Teaching Note Author(s): O'Reilly, Charles A., III; Caldwell, David Publication Date: 04/01/1998 Revision Date: 11/03/2004 Product Type: Supplement (Field) Publisher: Stanford University Product Description: Supplements the (A) case. Must be used with: (HR8A) Cypress Semiconductors (A): Vision, Values, and Killer Software. HBS Number: HR8B Subjects: Compensation; High technology products; Human resources management; Innovation; Leadership; Management philosophy; Semiconductors; Silicon Valley Academic Discipline: Human resources management    Daka International, Inc. (A)   Add   View  8 pp.  Case Author(s): Robinson, Robert J. Publication Date: 09/24/1993 Product Type: Case (Field) Product Description: Deals with an employee who contracts AIDS. The employer, a food-service proprietor, is threatened by an old and valued client with the loss of the account if they do not fire him. HBS Number: 9-494-051 Geographic Setting: MassachusettsIndustry Setting: foodCompany Size: mid-sizeNumber of Employees: 3,200Gross Revenues: $150 million revenues Event Year Start: 1988Event Year End: 1990 Subjects: Discrimination; Ethics; Health; Negotiations; Terminations Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-494-052), 3p, by Robert J. Robinson; Teaching Note, (5-494-053), 5p, by Robert J. Robinson   Add     5 pp.  Teaching Note For use with 9-494-051 HBS Number: 5-494-053 Subjects: Discrimination; Ethics; Health; Negotiations; Terminations    Daka International, Inc. (B)   Add   View  3 pp.  Case Author(s): Robinson, Robert J. Publication Date: 09/24/1993 Product Type: Supplement (Field) Product Description: Describes the resolution to the dilemma raised in the (A) case. Must be used with: (9-494-051) Daka International, Inc. (A). HBS Number: 9-494-052 Subjects: Discrimination; Ethics; Health; Negotiations; Terminations Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-494-053), 5p, by Robert J. Robinson   Add     5 pp.  Teaching Note For use with 9-494-052 HBS Number: 5-494-053 Subjects: Discrimination; Ethics; Health; Negotiations; Terminations    Dan Stewart (A)   Add   View  12 pp.  Case Author(s): Sathe, Vijay V.; Rhodes, Mark Publication Date: 01/19/1982 Revision Date: 07/30/2007 Product Type: Case (Field) HBS Number: 9-482-087 Geographic Setting: Midwestern United States Industry Setting: Pharmaceutical industry; Chemical industry Gross Revenues: $4 billion sales Event Year Start: 1970 Event Year End: 1980 Subjects: Employee promotions; Managing superiors; Superior & subordinate; Supervision Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-482-088), 3p, by Vijay V. Sathe, Mark Rhodes; Supplement (Field), (9-482-089), 2p, by Vijay V. Sathe, Mark Rhodes; Supplement (Field), (9-482-090), 1p, by Vijay V. Sathe, Mark Rhodes Product Description: A subordinate who Dan Stewart has recently placed on warning for unsatisfactory performance is suddenly appointed Dan's boss. Involves such issues as the management of disappointment, understanding organizational irrationality, lateral transfer within the same company, and dealing with organizational politics.    Dan Stewart (B)   Add   View  3 pp.  Case Author(s): Sathe, Vijay V.; Rhodes, Mark Publication Date: 01/19/1982 Revision Date: 07/30/2007 Product Type: Supplement (Field) HBS Number: 9-482-088 Subjects: Employee promotions; Managing superiors; Superior & subordinate; Supervision Academic Discipline: Human resources management Product Description: Describes how Dan manages the situation. Must be used with: (9-482-087) Dan Stewart (A).    Dan Stewart (C)   Add   View  2 pp.  Case Author(s): Sathe, Vijay V.; Rhodes, Mark Publication Date: 01/19/1982 Revision Date: 07/30/2007 Product Type: Supplement (Field) HBS Number: 9-482-089 Subjects: Employee promotions; Managing superiors; Superior & subordinate; Supervision Academic Discipline: Human resources management Product Description: Dan is given an assignment as general manager of a small division with some difficulties but exciting possibilities. How should he manage the situation? Must be used with: (9-482-087) Dan Stewart (A).    Dan Stewart (D)   Add   View  1 pp.  Case Author(s): Sathe, Vijay V.; Rhodes, Mark Publication Date: 01/19/1982 Revision Date: 07/30/2007 Product Type: Supplement (Field) HBS Number: 9-482-090 Subjects: Employee promotions; Managing superiors; Superior & subordinate; Supervision Academic Discipline: Human resources management Product Description: Describes how Dan managed the assignment. Must be used with: (9-482-087) Dan Stewart (A).    Datavision (A)   Add   View  15 pp.  Case 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    Datavision (B)   Add   View  3 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 03/15/1995 Revision Date: 07/31/1995 Product Type: Supplement (Field) Product Description: To be handed out in class as a follow-up to Datavision (A). Must be used with: (9-495-046) Datavision (A). HBS Number: 9-495-047 Subjects: Computer industry; Consulting; Organizational development; Teams Academic Discipline: Human resources management Supplementary Materials: 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    Datavision (C)   Add   View  2 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 03/15/1995 Revision Date: 08/09/1995 Product Type: Supplement (Field) Product Description: Describes the events to follow Datavision (A) and (B). Covers the aftermath of two previous team-building meetings and leaves off with the protagonist struggling with how to proceed. Must be used with: (9-495-046) Datavision (A). HBS Number: 9-495-048 Subjects: Computer industry; Consulting; Leadership; Organizational change; Teams Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-498-030), 12p, by Michael Beer, Stephanie Woerner   Add     12 pp.  Teaching Note For use with 9-495-048 HBS Number: 5-498-030 Subjects: Computer industry; Consulting; Leadership; Organizational change; Teams    David Dickens: The Last Ditch Decision   Add   View  3 pp.  Case Author(s): Miller, Paddy Publication Date: 02/02/2004 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES143 Geographic Setting: Singapore Subjects: Careers & career planning; Communication Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (IES144), 3p, by Paddy Miller Product Description: David Dickens has been out of business school for 10 years. In that time, his career has prospered. However, like many multilingual, upwardly mobile MBA graduates, he finds himself on a treadmill of international assignments. He considers whether he should join friends in a local dairy business back in rural England. However, things are complicated by his also having to solve a global marketing problem.    David Dickens: The Last Ditch Decision, Teaching Note   Add     3 pp.  Teaching Note Author(s): Miller, Paddy Publication Date: 02/02/2004 Product Type: Teaching Note Publisher: IESE University of Navarra HBS Number: IES144 Geographic Setting: Singapore Academic Discipline: Human resources management Product Description: An abstract is not available for this product. Must be used with: (IES143) David Dickens: The Last Ditch Decision.    Dennis Hightower and the Walt Disney Co. in Europe   Add   View  3 pp.  Case Jick, Todd D.; Feinberg, Barbara Describes the initial entry challenges faced by Dennis Hightower after being assigned the task to revitalize and reposition Walt Disney Co. of Europe in preparation for 1992. Allows students to consider the challenges of cultural heterogeneity, Disney traditions, and the culture of local autonomy in each of the European franchises. Students will be asked to develop an action plan for changing the direction and the working relationships in Europe. HBS Number: 9-490-010 Type: Case (Field) Publication Date: 10/13/1989 Geographic Setting: Europe Industry Setting: entertainment Company Size: small Event Year Start: 1987 Event Year End: 1987 Subjects: Action planning; Entertainment industry; Europe; Management of change Supplementary Materials: Teaching Note, (5-491-108), 11p, by Todd D. Jick   Add     11 pp.  Teaching Note For use with 9-490-010 HBS Number: 5-491-108 Subjects: Action planning; Entertainment industry; Europe; Management of change    Department Stores Now: Parisian   Add   View  16 pp.  Case Author(s): Lal, Rajiv; Han, Arar Publication Date: 01/03/2005 Revision Date: 03/10/2005 Product Type: Case (Field) Product Description: Presents the dilemma facing George Jones with respect to the high selling cost at Parisian Department Stores. The solutions to be considered reflect the issues at different levels of the organization, including individual salespeople, the store itself, and the merchandise policy for a set of rather diverse stores. Teaching Purpose: To motivate and reward salespeople and manage selling costs. HBS Number: 9-505-052 Geographic Setting: United StatesIndustry Setting: department storesGross Revenues: $700 million revenues Event Year Start: 2004Event Year End: 2004 Subjects: Department stores; Human resources management; Retailing Academic Discipline: Human resources management    Dewberry Capital   Add   View  20 pp.  Case Author(s): Poorvu, William J. Publication Date: 11/14/2003 Revision Date: 03/23/2004 Product Type: Case (Field) Product Description: In 2003, key executives of Dewberry Capital, a fast-growing, Atlanta-based real estate company, are evaluating their growth strategy and the resultant organizational issues. John Dewberry, the entrepreneurial founder of the firm, has developed a portfolio of neighborhood shopping centers, apartments, and in midtown Atlanta, a 160,000-square-foot office building. He would like to start a second adjacent, 300,000-square-foot office building, but worries about a weak market. Already new hires have been added to the team. The question is what other people should be added, when, and at what compensation level. HBS Number: 9-904-418 Geographic Setting: Atlanta, GeorgiaIndustry Setting: real estateNumber of Employees: 100 Event Year Start: 2003Event Year End: 2003 Subjects: Compensation; Entrepreneurship; Growth strategy; Organizational behavior; Real estate Academic Discipline: Human resources management    Diana and Jack Civello: Managing Dual Careers (A)   Add   View  8 pp.  Case Author(s): Miller, Paddy; Mitchell, Jordan Publication Date: 08/31/2004 Revision Date: 10/20/2004 Product Type: Case (Field) Publisher: IESE University of Navarra HBS Number: IES145 Geographic Setting: United States Subjects: Careers & career planning; Decision analysis Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (IES146), 3p, by Paddy Miller, Jordan Mitchell; Supplement (Field), (IES147), 3p, by Paddy Miller, Jordan Mitchell; Teaching Note, (IES148), 9p, by Paddy Miller, Jordan Mitchell Product Description: Jack and Diana Civello met and married while working together in the same organization, and they both have had successful careers. It has become apparent that of the two, Diana is more likely to make it into a top executive job, maybe even CEO of a major corporation. This leaves Jack with certain decisions to make about his own career.    Diana and Jack Civello: Managing Dual Careers (A), (B), and (C), Teaching Note   Add     9 pp.  Teaching Note Author(s): Miller, Paddy; Mitchell, Jordan Publication Date: 09/06/2004 Revision Date: 09/22/2004 Product Type: Teaching Note Publisher: IESE University of Navarra HBS Number: IES148 Academic Discipline: Human resources management Product Description: An abstract is not available for this product. Must be used with: (IES145) Diana and Jack Civello: Managing Dual Careers (A); (IES146) Diana and Jack Civello: Managing Dual Careers (B); (IES147) Diana and Jack Civello: Managing Dual Careers (C).    Diana and Jack Civello: Managing Dual Careers (B)   Add   View  3 pp.  Case Author(s): Miller, Paddy; Mitchell, Jordan Publication Date: 08/31/2004 Revision Date: 09/27/2004 Product Type: Supplement (Field) Publisher: IESE University of Navarra HBS Number: IES146 Subjects: Careers & career planning; Decision analysis Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (IES148), 9p, by Paddy Miller, Jordan Mitchell Product Description: An abstract is not available for this product. Must be used with: (IES145) Diana and Jack Civello: Managing Dual Careers (A).    Diana and Jack Civello: Managing Dual Careers (C)   Add   View  3 pp.  Case Author(s): Miller, Paddy; Mitchell, Jordan Publication Date: 08/31/2004 Revision Date: 09/23/2004 Product Type: Supplement (Field) Publisher: IESE University of Navarra HBS Number: IES147 Subjects: Careers & career planning; Decision analysis Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (IES148), 9p, by Paddy Miller, Jordan Mitchell Product Description: An abstract is not available for this product. Must be used with: (IES145) Diana and Jack Civello: Managing Dual Careers (A).    Drexel Burnham Lambert (A): “The Smartest People on Wall Street Can Be Had”   Add   View  21 pp.  Case Author(s): Groysberg, Boris; Reed, Brendan Publication Date: 12/09/2005 Revision Date: 02/27/2006 Product Type: Case (Field) Product Description: In February 1990, Drexel Burnham Lambert declared bankruptcy amid a slew of scandals. Equities chief Arthur Kirsch hoped to keep his high-performing 600-person team intact. Could he find a company that would take on such a massive group hire? Competitors were already moving in to poach his stars, but Kirsch was reluctant to see the group disband. Could he keep a sufficient core intact while enticing a corporate suitor to make an offer? How could he maintain high morale and good group communication while he negotiated? What kind of company would want Kirsch's group? What kind of company would be the best fit culturally? What was the group's collective market value in the prevailing business climate and in the aftermath of Drexel's collapse? And if Kirsch could pull off such a deal, would the group follow him? HBS Number: 9-406-054 Geographic Setting: United Kingdom; United States Industry Setting: Investment banking; Professional services Number of Employees: 600 Gross Revenues: $100 million revenues Event Year Start: 1990 Event Year End: 1995 Subjects: Bankruptcy; Corporate culture; Decision making; Group dynamics; Groups; Human capital; Human resources management; Leadership; Negotiations; Organizational behavior; Recruitment; Team leadership; Uncertainty Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-406-055), 1p, by Boris Groysberg, Robin Abrahams; Supplement (Field), (9-406-056), 1p, by Boris Groysberg, Robin Abrahams; Supplement (Field), (9-406-057), 8p, by Boris Groysberg    Drexel Burnham Lambert (D): Kirsch’s Talent Sale   Add   View  8 pp.  Case Author(s): Groysberg, Boris Publication Date: 12/09/2005 Revision Date: 03/01/2007 Product Type: Supplement (Field) HBS Number: 9-406-057 Subjects: Bankruptcy; Corporate culture; Decision making; Group dynamics; Groups; Human capital; Human resources management; Leadership; Negotiations; Organizational behavior; Recruitment; Team leadership; Uncertainty Academic Discipline: Human resources management Product Description: An abstract is not available for this product.    Dreyer’s Grand Ice Cream (A)   Add   View  25 pp.  Case Author(s): Carroll, Glenn R.; Chatman, Jennifer; Chan Publication Date: 01/08/2001 Revision Date: 12/01/2001 Product Type: Case (Field) Publisher: Stanford University Product Description: In June 1998, the senior management team at Dreyer's Grand Ice Cream faced a number of internal and external difficulties that were some of the most challenging problems the company ever faced. Problems included profitability issues, record-high butterfat prices, aggressive discounting by competitors, higher margin better-for-you segment collapse, severance of Ben & Jerry's distribution contract, and management health issues. Given a mandatory and necessary financial restructuring of the company, the senior management team faced some tough employee issues and needed to make very significant decisions to overcome their difficult times. Teaching Purpose: To teach students how to manage a difficult organizational politics issue. HBS Number: OB35A Geographic Setting: United StatesIndustry Setting: ice cream, dairy, consumer productsNumber of Employees: 4,000Gross Revenues: $1.16 billion revenues Event Year Start: 1998Event Year End: 1998 Subjects: Communication in organizations; Corporate culture; Downsizing; Employee morale; Employee problems; Financial strategy; Food; Human resources management; Loyalty; Management of crises; Organizational behavior Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (OB35B), 11p, by Glenn R. Carroll, Jennifer Chatman, Victoria Chang; Supplement (Field), (OB35C), 2p, by Glenn R. Carroll, Jennifer Chatman, Victoria Chang    Dreyer’s Grand Ice Cream (B)   Add   View  11 pp.  Case Author(s): Carroll, Glenn R.; Chatman, Jennifer; Chan Publication Date: 01/08/2001 Revision Date: 10/10/2001 Product Type: Supplement (Field) Publisher: Stanford University Product Description: Supplements the (A) case. Must be used with: (OB35A) Dreyer's Grand Ice Cream (A). HBS Number: OB35B Subjects: Communication in organizations; Corporate culture; Downsizing; Employee morale; Employee problems; Financial strategy; Food; Human resources management; Loyalty; Management of crises; Organizational behavior Academic Discipline: Human resources management    Dreyer’s Grand Ice Cream (C)   Add   View  2 pp.  Case Author(s): Carroll, Glenn R.; Chatman, Jennifer; Chan Publication Date: 01/08/2001 Product Type: Supplement (Field) Publisher: Stanford University Product Description: Supplements the (A) case. Must be used with: (OB35A) Dreyer's Grand Ice Cream (A). HBS Number: OB35C Subjects: Communication in organizations; Corporate culture; Downsizing; Employee morale; Employee problems; Financial strategy; Food; Human resources management; Loyalty; Management of crises; Organizational behavior Academic Discipline: Human resources management    Eastman Chemical Co.: Building a Board from Scratch   Add   View  17 pp.  Case Lorsch, Jay W.; Graff, Samantha K. Eastman Chemical Co. spun off from Kodak in 1993. CEO of Eastman, Earnest Deavenport, did not want to see the new company's board with any members of the Kodak board, so he initiated a deliberate and thorough process to build an entirely new board that he hoped would be, in many ways, on the cutting edge. This case describes the selection process and documents the backgrounds of the chosen directors. Discusses the board's first year at work, and it records the reflections "one year in" of Deavenport and a couple of board members. Teaching Purpose: Provides an opportunity to evaluate the process and outcome of building a board from scratch. HBS Number: 9-496-043 Type: Case (Field) Publication Date: 2/13/1996 Geographic Setting: Kingsport, TN Industry Setting: chemicals Number of Employees: 14,000 Gross Revenues: $3.5 billion revenues Event Year Start: 1994 Event Year End: 1995 Subjects: Board of directors; Chemicals; Corporate governance; Organizational behavior    Embracing realism and recognizing choice in IT offshoring initiatives   Added   View  12 pp.  Case Author(s): Lampel, Joseph; Bhalla, Ajay Publication Date: 09/15/2008 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH295 Geographic Setting: China; India Subjects: Global business; Globalization; Information management; Manufacturing; Outsourcing; Technology management Academic Discipline: Human resources management Product Description: As more and more firms move activities offshore to countries that are distantly located from their home base of operations, the initial advantages of making this move are increasingly tempered by realities on the ground. For firms contemplating offshoring today, it is important to weigh the advantages and disadvantages of undertaking or extending this strategy in light of what we now know. Broadly speaking, successful offshoring must begin with an understanding of the market and competitive pressures that encourage offshoring, and then build on recognition of how these pressures can be addressed using or modifying the offshoring options currently practiced. Our discussion of these issues is based on analysis of offshoring of IT-enabled services by Fortune Global 500 firms in such areas as software development and business processes that support customer interaction.    Embracing the Whole Individual: Advantages of a Dual-centric Perspective of Work and Life   Add   View  12 pp.  Case Author(s): Bourne, Kristina A.; Wilson, Fiona; Lester, Scott W.; Kickul, Jill Publication Date: 07/15/2009 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH341 Subjects: Employee development; Employee empowerment; Employee training; Employees; Human resources management Academic Discipline: Human resources management Product Description: In today's often complicated and fast-paced world, individuals are pulled in many different directions. Balancing work and personal roles — including those of parent, spouse, caregiver, volunteer, and so forth — can be a daunting task. In the literature, identity theory speaks to the multi-faceted existence employees face, beyond that of just “worker.” The differing roles individuals occupy have traditionally been viewed as competing, implicitly suggesting that attention to one area of a person's life necessarily detracts from the others, and that juggling and managing multiple roles causes stress and emotional strain. To explore the verity of this notion we conducted a study, which is described herein. Of significance, 55% of our sample indicated that they were dual-centric; that is, individuals who value both their work and non-work roles equally. In this article, we build on extant research and find support for the belief that dual-centrics experience more overall satisfaction, greater work-life balance, and less emotional exhaustion. Given the seeming increase in employees' dual-centric focus, it is rational to suggest that one way in which organizations can improve and enhance employee well-being is by embracing them as whole individuals. This article explores that notion, and provides innovative examples from Fortune magazine's “100 Best Companies to Work For” list regarding how this objective can be accomplished.    Employer and Employee Obligations and Rights Under the Uniformed Services Employment and Reemployment Rights Act   Add   View  8 pp.  Case Author(s): Tidwell, Gary L.; Rice, Daniel A.; Kropkowski, Gary Publication Date: 05/15/2009 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH328 Industry Setting: Law enforcement Subjects: Employees; Human resources management; Personnel policies Academic Discipline: Human resources management Product Description: As more Reserve and National Guard troops are called to leave the civilian workforce and enter military service, employers must understand the legal rights those service members possess and the employers' legal obligations that are now required under The Uniformed Services Employment and Reemployment Rights Act (USERRA). Current data and litigation trends suggest many employers are not fully aware of their legal obligations under USERRA and the punishing legal liability they may face. USERRA applies to virtually all employers, and the law uniquely provides for both corporate and individual liability for discriminating against employees or applicants because of military service. This article provides an overview of USERRA from the perspective of employers, employees, and potential employees. Practical advice is rendered herein not only for those covered by the Act, but also for employers regarding adherence to this law while avoiding liability under USERRA.    Eric Weiss   Add   View  11 pp.  Case Author(s): Sathe, Vijay V.; Conger, Jay Publication Date: 12/22/1981 Revision Date: 07/30/2007 Product Type: Case (Field) HBS Number: 9-482-059 Geographic Setting: Midwestern United States Industry Setting: Dairy industry Gross Revenues: $500 million assets Event Year Start: 1979 Event Year End: 1979 Subjects: Corporate culture; Employee attitude; Personal strategy & style; Superior & subordinate; Terminations Academic Discipline: Human resources management Product Description: Eric Weiss, Harvard MBA '77, was fired only three months after joining the company. To be used with Eric Weiss (B).    Ernst & Young United Kingdom (A)   Add   View  24 pp.  Case Author(s): Gabarro, John J.; Graff, Samantha K. Publication Date: 06/06/1995 Revision Date: 06/23/1995 Product Type: Case (Field) Product Description: Intended to be a robust example of the challenges encountered during the early stages of a large-scale organizational transformation effort in a professional service firm. Describes a massive change program initiated and led by the new managing partner along with a small group of firm leaders. The first half outlines the conceptual phase, the process of obtaining firm-wide “buy-in'' to the idea of change, and the launching of 10 change initiatives. The second half explores three challenges identified by the change leaderhsip that they intended to address in the coming year. The first concerned the organization of the London office (which accounted for over half of the firm's revenues and professionals). The second was growing dissatisfaction among the firm's non-partner senior managers. The third problem was the increasingly frequent feedback that many people were overwhelmed by the number of change initiatives or were confused by how the initiatives related to one another. May be used with: (9-496-010) Ernst & Young United Kingdom (B). HBS Number: 9-495-061 Geographic Setting: United Kingdom Industry Setting: accounting Number of Employees: 6,500 Gross Revenues: $500 million revenues Event Year Start: 1992 Event Year End: 1994 Subjects: Leadership; Management of change; Management of professionals; Organizational change; Organizational design; Organizational structure; Reorganization; United Kingdom Academic Discipline: Human resources management    Ernst & Young United Kingdom (A) (Abridged)   Add   View  19 pp.  Case Gabarro, John J.; Graff, Samantha K. Intended to be a robust example of the challenges encountered during the early stages of a large-scale organizational transformation effort in a professional service firm. Describes a massive change program initiated and led by the new HBS Number: 9-496-049 Type: Case (Field) Publication Date: 3/15/1996 Geographic Setting: United Kingdom Industry Setting: accounting Number of Employees: 6,000 Gross Revenues: $525 million revenues Event Year Start: 1993 Event Year End: 1995 Subjects: Leadership; Management of change; Management of professionals; Organizational change; Organizational design; Organizational structure; Reorganization; United Kingdom    Ernst & Young United Kingdom (B)   Add   View  19 pp.  Case Gabarro, John J.; Graff, Samantha K. Discusses progress made by mid-1995 on the three challenges identified by the change leadership at the end of 1993. First, it describes the decision-making process that resulted in a general consensus to reorganize the huge London office, and it highlights certain psychological, logistical, and strategic challenges of implementing this change. Second, it addresses action plans taken to increase the satisfaction of the firm's nonpartner senior managers. Third, it explores continued efforts of the change leadership to communicate and clarify its vision. Teaching Purpose: Provides a continued opportunity to critique a large-scale organizational transformation effort. May be used with Ernst & Young United Kingdom (A). HBS Number: 9-496-010 Type: Case (Field) Publication Date: 11/20/1995 Geographic Setting: United Kingdom Industry Setting: accounting Number of Employees: 6,500 Gross Revenues: $500 million revenues Event Year Start: 1995 Event Year End: 1995 Subjects: Leadership; Management of change; Management of professionals; Organizational change; Organizational design; Organizational structure; Reorganization; United Kingdom    ESPA—Extended Service Plans of America, Teaching Note   Add     5 pp.  Teaching Note Author(s): Grousbeck, H. Irving; Arippol, Patrick Publication Date: 03/29/2007 Product Type: Teaching Note Publisher: Stanford University HBS Number: E242TN Academic Discipline: Human resources management Product Description: An abstract is not available for this product. Must be used with: (E242) ESPA--Extended Service Plans of America.    EUROCAP Bank: Bonuses Driving Performance or Driving Discontent   Add   View  15 pp.  Case Author(s): Wong, Gilbert; McGregor, Heather; Khan, Sh Publication Date: 01/01/2000 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: By March 2000's first quarter evaluation, it was evident that EUROCAP Equities Japan had performed beyond expectations. Its primary year-2000 objective was to become the top-choice broker for its client for Japanese equities. However, when bonuses were handed out in March for 1999's performance, two key research analysts threatened to resign and the team was overall dispirited, as bonuses were lower than expected and lower than industry payouts. Key issues facing EUROCAP Equities Japan management included: How would key employees' expectations be managed in 2000? How was EUROCAP Equities Japan going to retain its employees in a bull-run with competitive pressures on the small local resource pool? How would employees be motivated through compensation packages, and what other methods would be used to make employees excel in their performance and thrust EUROCAP Equities Japan's performance into the limelight? HBS Number: HKU113 Geographic Setting: Hong Kong Industry Setting: brokerage Event Year Start: 1997 Event Year End: 2000 Subjects: Banking; Bonuses; Compensation; Japan; Motivation Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (HKU151), 7p, by Gilbert Wong, Heather McGregor, Shamza Khan, Pauline Ng, Michelle Ng (Sales restricted to North America.)    Executive Compensation at General Electric (A)   Add   View  20 pp.  Case Author(s): Narayanan, V.G.; Jurgens, Michele Publication Date: 04/27/2005 Revision Date: 05/26/2005 Product Type: Case (Field) Product Description: Faced with falling share prices and the critical eye of the media focused on Jack Welch's retirement plan, newly appointed CEO Jeff Immelt had the challenge of reassessing GE as a leader of corporate integrity and good governance. Presents the changes Immelt initiated in the board of directors, in Immelt's own compensation scheme, and in the compensation scheme for all GE executives, designed to address GE's corporate governance issues. Examines the use of stock options and alternative stock-based incentive schemes, along with the importance of each tool in a total compensation plan. A rewritten version of an earlier case. HBS Number: 9-105-072 Number of Employees: 227,000 Gross Revenues: $134 million revenues Event Year Start: 2002 Event Year End: 2003 Subjects: Board of directors; CEO; Compensation; Corporate governance; Executive compensation; Stock options Academic Discipline: Human resources management Supplementary Materials: Supplement (Library), (9-105-070), 7p, by V.G. Narayanan, Michele Jurgens    Executive Compensation at General Electric (B)   Add   View  7 pp.  Case Author(s): Narayanan, V.G.; Jurgens, Michele Publication Date: 04/27/2005 Revision Date: 05/19/2005 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-105-072) Executive Compensation at General Electric (A). HBS Number: 9-105-070 Subjects: Board of directors; CEO; Compensation; Corporate governance; Executive compensation; Stock options Academic Discipline: Human resources management    Executive Remuneration at Reckitt Benckiser plc.   Add   View  19 pp.  Case Author(s): Lorsch, Jay W.; Narayanan, V.G.; Palepu, Krishna G.; Brem, Lisa; Robertson, Ashley C. Publication Date: 01/27/2004 Revision Date: 07/10/2006 Product Type: Case (Field) HBS Number: 9-104-062 Geographic Setting: United Kingdom Industry Setting: Consumer products Number of Employees: 23,000 Gross Revenues: 3,531 million British pounds revenu Event Year Start: 2003 Event Year End: 2003 Subjects: Corporate governance; Executive committees; Human resources management; Personnel management; Shareholder relations Academic Discipline: Human resources management Product Description: Reckitt Benckiser plc has developed an executive compensation system. This case outlines the structure of the system, its emphasis on performance-based pay and a global outlook, and explains the role of the human resources department, the board of directors, and company shareholders in determining pay. It raises questions about how to balance incentive remuneration effectively in recruiting and retaining top managers, while addressing shareholder concerns about executive compensation.    Exercise on Employee Stock Option Dilution   Add   View  1 pp.  Case Author(s): Hall, Brian Publication Date: 12/07/2001 Product Type: Exercise Product Description: Discusses the effects of option dilution on stock prices and shareholder value. To simplify the example and isolate the complexity of option dilution, we make a number of simplifying assumptions. HBS Number: 9-902-162 Subjects: Compensation; Stock options Academic Discipline: Human resources management    Expense Tracking System at Tiger Creek   Add   View  23 pp.  Case Author(s): Zuboff, Shoshana; Bronsema, Gloria Publication Date: 12/07/1984 Product Type: Case (Field) Product Description: Mill manager Carl Adelman learns that a group of senior managers is soon to visit the Tiger Creek mill to learn more about the success of the newly implemented Expense Tracking System. The System had been installed on two paper machines to give workers real time cost data enabling them to optimize the papermaking process. Impressive savings resulted from the operating innovations made by the paper machine operators, and this has engaged corporate attention. However, the savings rate seems to have plateaued. Andelman must discover why before the VIP visit. HBS Number: 9-485-057 Industry Setting: Paper industry Number of Employees: 1,600 Event Year Start: 1982 Event Year End: 1983 Subjects: Business expenses; Human resources management; Organizational behavior; Technology Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-486-098), 8p, by Shoshana Zuboff, Gloria Schuck   Add     8 pp.  Teaching Note For use with 9-485-057 HBS Number: 5-486-098 Subjects: Business expenses; Forest products; Human resources management; Organizational behavior; Technology    FBI: Mission Extended   Add   View  24 pp.  Case Author(s): Beaulieu, Nancy Dean; Zimmerman, Aaron M.G. Publication Date: 04/08/2005 Product Type: Case (Library) Product Description: Following the bombing of the World Trade Center in 1993, there was consensus that the FBI needed to make organizational changes. The FBI had long distinguished itself as the world's pre-eminent organization for conducting after-the-fact investigations that laid the groundwork for the prosecution of criminal cases. What remained to be seen was whether the FBI could build on its strengths to extend its capabilities to intelligence gathering and analysis. Describes the FBI organization, career incentives in the agency, and two attempts at organizational restructuring: The 1998 strategic plan (and the creation of the Investigative Services Division) and MAXCAP 05. Also examines the traditional law enforcement approach and how this manifested itself in the agency's organizational structures and systems. Lays the groundwork for discussion of the incentives related to the decentralized management structure, the recruiting and training of new analysts, information sharing and coordination, performance measurement and rewards, and budgeting. Ends with the appointment of Robert Mueller as the new director and his charge to reform the organization. HBS Number: 9-905-061 Event Year Start: 1990 Event Year End: 2007 Subjects: Centralization; Communication in organizations; Corporate culture; Decentralization; Government agencies; Incentives; Organizational change; Organizational structure; Restructuring Academic Discipline: Human resources management    First Chicago Corp.: Corporate Strategy   Add   View  20 pp.  Case Friedman, Raymond A.; Kamprath, Nancy Lays out the business challenges facing First Chicago Corp. in 1986: the banking industry has been deregulated, many corporations are bypassing banks in their search for capital, and foreign competition has increased. Their traditional market--corporate banking--has eroded. The strategy they choose is to strengthen their corporate banking business by adding investment banking to its portfolio of products, and distinguishing itself as a "relationship" bank. They also want to move into the middle and retail markets in order to build a "superregional" bank. May be used with First Chicago Corp.: Global Corporate Bank (A) and (B). HBS Number: 9-491-056 Type: Case (Field) Publication Date: 11/27/1990 Revision Date: 9/27/1991 Subjects: Banking; Corporate strategy; Human resources management; Organizational change; Strategy formulation Supplementary Materials: Teaching Note, (5-492-028), 8p, by Raymond A. Friedman   Add     10 pp.  Teaching Note For use with 9-491-056 HBS Number: 5-492-028 Subjects: Banking; Corporate strategy; Human resources management; Organizational change; Strategy formulation    First Chicago Corp.: Global Corporate Bank (A)   Add   View  14 pp.  Case Friedman, Raymond A. Presents the human resource challenges associated with First Chicago Corp.'s strategy in the corporate banking market. They want to maintain strong "relationships" with customers, while also developing strong investment banking capabilities. They face three problems: recruiting and keeping investment bankers, motivating "relationship managers" (RM's) (who see career success in terms of moving away from client contact and up the managerial hierarchy), and getting the investment bankers and RM's to work together. May be used with First Chicago Corp.: Corporate Strategy. HBS Number: 9-491-058 Type: Case (Field) Publication Date: 11/27/1990 Revision Date: 9/27/1991 Geographic Setting: Chicago, IL Industry Setting: financial services Number of Employees: 14,000 Event Year Start: 1986 Event Year End: 1986 Subjects: Banking; Corporate strategy; Human resources management; Organizational change; Strategy formulation Supplementary Materials: Supplement (Field), (9-491-059), 4p, by Raymond A. Friedman; Teaching Note, (5-492-028), 8p, by Raymond A. Friedman   Add     10 pp.  Teaching Note For use with 9-491-058 HBS Number: 5-492-028 Subjects: Banking; Corporate strategy; Human resources management; Organizational change; Strategy formulation    First Chicago Corp.: Global Corporate Bank (B)   Add   View  4 pp.  Case Author(s): Friedman, Raymond A. Publication Date: 11/27/1990 Revision Date: 09/27/1991 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-491-058) First Chicago Corp.: Global Corporate Bank (A). HBS Number: 9-491-059 Subjects: Banking; Corporate strategy; Human resources management; Organizational change; Strategy formulation Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-492-028), 8p, by Raymond A. Friedman   Add     10 pp.  Teaching Note For use with 9-491-059 HBS Number: 5-492-028 Subjects: Banking; Corporate strategy; Human resources management; Organizational change; Strategy formulation    First Community Bank   Add   View  16 pp.  Case Author(s): Kanter, Rosabeth Moss Publication Date: 01/18/1996 Revision Date: 12/05/2005 Product Type: Case (Field) Product Description: First Community Bank, a bank-within-a-bank at Bank of Boston, was established in 1990 as a unique venture to serve urban communities. By 1995 it has achieved profitability but must manage relationships with the mainstream at Bank of Boston, serve as a change agent and role model, and face the challenge of reexamining its mission and structure. May be used with: (9-301-086) First Community Bank (B): Community Banking Group. HBS Number: 9-396-202 Geographic Setting: New England Industry Setting: Banking industry Event Year Start: 1995 Event Year End: 1995 Subjects: Balanced scorecard; Banking; Change management; Community relations; Corporate responsibility; Leadership; Mergers & Acquisitions; Organizational change; Strategic planning Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-399-002), 9p, by Rosabeth Moss Kanter   Add     5 pp.  Teaching Note For use with 9-396-202 HBS Number: 5-399-002 Subjects: Balanced scorecard; Banking; Community relations; Corporate responsibility; Leadership; Management of change; Mergers & acquisitions; Organizational change; Strategic planning    First Community Bank (B): Community Banking Group   Add   View  14 pp.  Case Author(s): Kanter, Rosabeth Moss; Galvin, Daniel Publication Date: 01/25/2001 Product Type: Case (Field) Product Description: After nine years of leading First Community Bank (FCB), BankBoston's unique venture targeting low- to moderate-income communities, and finally gaining recognition and respect for her efforts, Gail Snowden must once again face the challenge of justifying FCB's value; this time to a new parent company, Fleet Bank, as part of the umbrella group Community Banking Group (CBG), formed in 1996 due to a merge with BayBank. To successfully integrate CBG/FCB into the mainstream organization, Snowden must face many organizational and cultural hurdles. Teaching Purpose: To gain better understanding of cultural strategic and organizational changes facing a venture as it becomes integrated into a new organization. To learn what it means to be an internal change agent and how to overcome resistance to change within a corporate environment. May be used with: (9-396-202) First Community Bank (A). HBS Number: 9-301-086 Geographic Setting: New EnglandIndustry Setting: bankingNumber of Employees: 59,200Gross Revenues: $13 million revenues Event Year Start: 1995Event Year End: 2001 Subjects: Balanced scorecard; Banking; Community relations; Corporate responsibility; Leadership; Management of change; Mergers & acquisitions; Organizational change; Strategic planning Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-302-059), 6p, by Rosabeth Moss Kanter   Add     6 pp.  Teaching Note For use with 9-301-086 HBS Number: 5-302-059 Subjects: Balanced scorecard; Banking; Community relations; Corporate responsibility; Leadership; Management of change; Mergers & acquisitions; Organizational change; Strategic planning    First Federal Savings (A)   Add   View  11 pp.  Case Author(s): Lorsch, Jay W.; Doyle, Stephen X. Publication Date: 01/01/1975 Revision Date: 09/01/1982 Product Type: Case (Field) Product Description: Raises questions about basing a reward system on profit and changing MBO indicators through time. HBS Number: 9-475-072 Geographic Setting: ArizonaIndustry Setting: bankingGross Revenues: $1 billion assets Event Year Start: 1974Event Year End: 1974 Subjects: Banking; Bonuses; Incentives; Management by objectives; Motivation Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-481-052), 6p, by Leonard A. Schlesinger; Teaching Note, (5-485-016), 10p, by Michael Beer, Bert A. Spector   Add     8 pp.  Teaching Note For use with 9-475-072 HBS Number: 5-485-016 Subjects: Banking; Bonuses; Incentives; Management by objectives; Motivation    First Federal Savings (B)   Add   View  6 pp.  Case Author(s): Schlesinger, Leonard A. Publication Date: 12/01/1980 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-475-072) First Federal Savings (A). HBS Number: 9-481-052 Subjects: Banking; Bonuses; Incentives; Management by objectives; Motivation Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-485-016), 10p, by Michael Beer, Bert A. Spector   Add     8 pp.  Teaching Note For use with 9-481-052 HBS Number: 5-485-016 Subjects: Banking; Bonuses; Incentives; Management by objectives; Motivation    First National Bank of Lake City (A)   Add   View  18 pp.  Case Author(s): Kennedy, Thomas Publication Date: 01/01/1974 Revision Date: 11/01/1982 Product Type: Case (Field) Product Description: Involves the unionization of the employees of a commercial bank by one of the big national unions. Illustrates the reasons why bank employees and other white collar employees may feel the need for union representation. HBS Number: 9-474-139 Geographic Setting: United States Industry Setting: Banking industry Company Size: mid-size Event Year Start: 1973 Event Year End: 1973 Subjects: Banking; Collective bargaining; Commercial banking; Labor negotiations; Labor relations; Unionization Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-485-003), 13p, by Michael Beer, Bert A. Spector   Add     13 pp.  Teaching Note For use with 9-474-139 HBS Number: 5-485-003 Subjects: Banking; Collective bargaining; Commercial banking; Labor negotiations; Labor relations; Unionization    First National City Bank Operating Group (A)   Add   View  15 pp.  Case Lorsch, Jay W.; Gibson, Cyrus F.; Seeger, John A. Growth in the banking field has produced new demands on the "back office." Traditional management practices in check processing and paper handling operations have resulted in ten years of cost increases and quality loss. New manager of the operating group faces an action question--can he turn the back office into a production-oriented factory? HBS Number: 9-474-165 Type: Case (Field) Publication Date: 3/1/1974 Revision Date: 6/21/1996 Geographic Setting: New York Industry Setting: banking Number of Employees: 34,000 Event Year Start: 1970 Event Year End: 1970 Subjects: Banking; Management of change; Organizational change; Performance measurement; Production planning; Reorganization Supplementary Materials: Supplement (Field), (9-475-061), 4p, by Jay W. Lorsch, Cyrus F. Gibson, John A. Seeger    First National City Bank Operating Group (A1)   Add   View  4 pp.  Case Author(s): Lorsch, Jay W.; Gibson, Cyrus F.; Seeger, Publication Date: 01/01/1975 Revision Date: 04/21/1983 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-474-165) First National City Bank Operating Group (A). HBS Number: 9-475-061 Subjects: Banking; Management of change; Organizational change; Performance measurement; Production planning; Reorganization Academic Discipline: Human resources management    First National City Bank Operating Group (B)   Add   View  17 pp.  Case Lorsch, Jay W.; Gibson, Cyrus F.; Seeger, John A. Growth in demands on the bank's "back office" required a totally new approach to management. New stress on systems orientation, objectives, measurement, process design and control has resulted in lower costs, fewer people, and higher quality. Also resulted in fear, suspicion, and alienation in middle management. How to get the benefits of change without the unanticipated consequences? HBS Number: 9-474-166 Type: Case (Field) Publication Date: 3/20/1974 Revision Date: 6/5/1995 Geographic Setting: New York Industry Setting: banking Number of Employees: 34,000 Event Year Start: 1973 Event Year End: 1973 Subjects: Banking; Management of change; Organizational change; Performance measurement; Production planning; Reorganization Supplementary Materials: Supplement (Field), (9-475-062), 3p, by Jay W. Lorsch, Cyrus F. Gibson, John A. Seeger; Supplement (Field), (9-494-035), 1p, by John P. Kotter, Andrew Burtis    First National City Bank Operating Group (B1)   Add   View  3 pp.  Case Author(s): Lorsch, Jay W.; Gibson, Cyrus F.; Seeger, Publication Date: 01/01/1975 Revision Date: 02/28/1983 Product Type: Supplement (Field) Product Description: Supplements the (B) case. Must be used with: (9-474-166) First National City Bank Operating Group (B). HBS Number: 9-475-062 Subjects: Banking; Management of change; Organizational change; Organizational structure; Performance measurement; Production planning; Reorganization Academic Discipline: Human resources management    First National City Bank Operating Group (C)   Add   View  1 pp.  Case Author(s): Kotter, John P.; Burtis, Andrew Publication Date: 09/01/1993 Revision Date: 10/25/1993 Product Type: Supplement (Field) Product Description: Provides a short summary of John Reed's succession at City Bank from Executive Vice President in 1976 to CEO in 1984. Must be used with: (9-474-166) First National City Bank Operating Group (B). HBS Number: 9-494-035 Subjects: Banking; Management of change; Organizational change; Performance measurement; Production planning; Reorganization Academic Discipline: Human resources management    Flaxo Exports: Managing People in a Small- to Medium-Sized Enterprise   Add   View  10 pp.  Case Author(s): Saini, Debi Publication Date: 09/17/2007 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU668 Geographic Setting: India Industry Setting: Consumer products Subjects: Employee relations; Human resources management; Paternalism; Small & medium-sized enterprises Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (HKU669), 15p, by Debi Saini Product Description: A very successful Indian SME manufactured furnishing textiles and was operating exclusively in the exports sector. The company had no formal human resource (HR) systems and procedures nor did it have an HR manager. The sole proprietor took his only young son, an MBA, as a partner. He had his father's consent to his ambitious plans of business expansion, including manufacturing similar products to cater to the needs of the domestic market, and in this regard wanted to cash in on the Flaxo brand that the company had built over the years in the exports market by strengthening it in the domestic market as well. Narrates the typical business strategy and people-management practices that are followed by SMEs in the Indian context and helps understand managing people in SMEs, including the employee relations situation and the whole structural and procedural dynamics that surrounds these activities. These activities at Flaxo are marked by the practice of paternalism by a caring employer, whose leadership style helps it in getting a competitive edge through a higher degree of employee commitment. Highlights certain indigenous practices of employment and work organization that have become part of the culture of this industry, and focuses on the ways in which the owner gets greater advantage by building on these practices. Raises the dilemma of the new partner (son of the earlier owner) as to whether he should establish formal HR systems and pr    Flaxo Exports: Managing People in a Small- to Medium-Sized Enterprise, Teaching Note   Add     15 pp.  Teaching Note Author(s): Saini, Debi Publication Date: 09/17/2007 Product Type: Teaching Note Publisher: University of Hong Kong HBS Number: HKU669 Academic Discipline: Human resources management Product Description: An abstract is not available for this product. Must be used with: (HKU668) Flaxo Exports: Managing People in a Small- to Medium-Sized Enterprise.    Fresh Choice Co.: Acquiring and Transferring Knowledge   Added   View  20 pp.  Case Author(s): Pfeffer, Jeffrey Publication Date: 01/01/1998 Revision Date: 02/20/1998 Product Type: Case (Field) Publisher: Stanford University Product Description: Fresh Choice, a restaurant in the throes of recovering from substantial financial difficulties, had borrowed ideas on things ranging from restaurant design to recipes from a competitor. That competitor had itself been started as an imitator of the Fresh Choice salad-buffet concept, indicating that there was transfer of practices and knowledge when the firms were competitors. But once Fresh Choice acquired the other firm, in an effort to acquire its intellectual capital as well as some excellent locations, the transfer of knowledge inside the firm occurred with more difficulty. The questions facing Fresh Choice senior management at this point are as follows: What can they learn from the events that have transpired after the acquisition? What might have they done differently? Why did the problems arise? And, most importantly, what might they do differently in the future to realize more of the benefits of acquisitions and mergers? HBS Number: HR7 Geographic Setting: California Industry Setting: restaurant Gross Revenues: $75 million revenues Event Year Start: 1997 Event Year End: 1997 Subjects: Acquisitions; Human resources management; Implementation; Leadership; Management of change; Mergers; Organizational behavior; Restaurants Academic Discipline: Human resources management    General Dynamics: Compensation and Strategy (A)   Add   View  19 pp.  Case Author(s): Murphy, Kevin J.; Dial, Jay Publication Date: 10/25/1993 Revision Date: 12/03/1997 Product Type: Case (Library) Product Description: William Anders became CEO of defense giant General Dynamics in 1991 as the Cold War was ending and as the industry became saddled with excess capacity. Observing that the company was underserving shareholders and required a massive change in its culture, Anders brought in a new management team and introduced a new compensation system that better aligned the interests of managers and shareholders. Particularly controversial was the Gain/Sharing system, which paid large cash bonuses for each $10 increase in the stock price. The plan was widely criticized for rewarding top executives for manipulating stock prices through public announcements of layoffs and divestitures. Still, by the end of 1991, the stock price had climbed 113%, representing a $1.2 billion increase in shareholder wealth during the year. Teching Purpose: This case can serve several purposes. First, it provides an introduction to executive compensation. Second, it highlights the importance of linking incentives and corporate strategy in the context of a declining industry. Finally, the case can motivate discussions of downsizing and unemployment and the merits of rewarding top executives for cutting excess capacity. HBS Number: 9-494-048 Geographic Setting: United States Industry Setting: defense Company Size: Fortune 500 Number of Employees: 90,000 Gross Revenues: $11 billion revenues Event Year Start: 1991 Event Year End: 1993 Subjects: Corporate strategy; Executive compensation; Incentives; Shipbuilding Academic Discipline: Human resources management Supplementary Materials: Supplement (Library), (9-494-049), 6p, by Kevin J. Murphy, Jay Dial    General Dynamics: Compensation and Strategy (B)   Add   View  6 pp.  Case Author(s): Murphy, Kevin J.; Dial, Jay Publication Date: 11/01/1993 Revision Date: 12/03/1997 Product Type: Supplement (Library) Product Description: Updates General Dynamics: Compensation and Strategy (A). Must be used with: (9-494-048) General Dynamics: Compensation and Strategy (A). HBS Number: 9-494-049 Subjects: Corporate strategy; Executive compensation; Incentives; Shipbuilding Academic Discipline: Human resources management    George Barker   Add   View  2 pp.  Case Author(s): Davis, John A. Publication Date: 02/03/2004 Revision Date: 05/14/2007 Product Type: Case (Gen Exp) HBS Number: 9-804-094 Geographic Setting: United States Industry Setting: Real estate Number of Employees: 63 Event Year Start: 2003 Event Year End: 2003 Subjects: Family owned businesses; Performance appraisal; Performance effectiveness; Real estate Academic Discipline: Human resources management Product Description: George Barker, the 40-year-old CEO of his family's commercial real estate design and development firm, must deal with the unsatisfactory performance of his brother Peter, who is also in the business. Although Peter's performance is upsetting to George, George feels that it will be difficult to navigate the family ownership and other business factors to deal with the problem.    Gerald Weiss’ Stock Options   Add   View  10 pp.  Case Author(s): Hall, Brian; Madigan, Carleen Publication Date: 04/19/1999 Revision Date: 03/28/2002 Product Type: Case (Field) Product Description: Gerald Weiss left Wall Street for the promise of a CFO position at a well-established corporation. He was given a 10-year options package with a guaranteed floor of $12 million and unlimited upside. To ensure the entire package would be worth at least $12 million after 10 years, Gerald negotiated a special provision, which gave him the ability to “gross-up'' his options twice over those ten years. If the stock price fell substantially, Gerald would be awarded more options (at-the-money) to bring the entire Black-Scholes value of his package back up to $12 million. Because of the company's culture of informality, the deal was agreed to with a handshake from the CEO, witnessed by the current CFO and the VP of human resources, but not written down. When the stock price actually fell, and Gerald asked to revalue his options package, the company reneged on the deal. Teaching Objective: To generate discussion about the benefits and pitfalls of mega-option grants, the issue of revaluing options, and the conflict between adhering to company culture and protecting the financial interests of the employee. HBS Number: 9-899-258 Geographic Setting: Silicon Valley Industry Setting: software technology Gross Revenues: $3 billion revenues Event Year Start: 1995 Event Year End: 1999 Subjects: CFO; Compensation; Corporate culture; Executive compensation; Human resources management; Incentives; Options; Silicon Valley; Software industry; Stock options Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-801-190), 24p, by Brian Hall   Add     24 pp.  Teaching Note For use with 9-899-258 HBS Number: 5-801-190 Subjects: CFO; Compensation; Corporate culture; Executive compensation; Human resources management; Incentives; Options; Silicon Valley; Software industry; Stock options    Getting the Right Stuff in the Right Place at the Right Time   Add   View  12 pp.  Case Author(s): Christensen, Clayton M. Publication Date: 09/17/2000 Revision Date: 07/17/2006 Product Type: Note HBS Number: 9-601-054 Subjects: Human resources management; Managerial selection; Personnel management; Personnel policies Academic Discipline: Human resources management Product Description: Presents a synopsis of High Flyers, by Morgan McCall. Offers a method for identifying and training managers with potential — to build management bench strength.    Governance at Metallgesellschaft (A)   Add   View  14 pp.  Case Lorsch, Jay W.; Graff, Samantha K. MG Corp., a U.S. subsidiary of Germany's international conglomerate, Metallgesellschaft, engaged in a disastrous hedging strategy that nearly dragged the entire enterprise into bankruptcy. This case explores issues of responsibility and accountability among the relevant boards. In doing so, it highlights the German two-tier board system of governance. HBS Number: 9-495-055 Type: Case (Library) Publication Date: 4/14/1995 Revision Date: 7/10/1996 Geographic Setting: Germany & United States Industry Setting: metal Number of Employees: 1,000 Gross Revenues: DM 5 billion Event Year Start: 1992 Event Year End: 1994 Subjects: Corporate governance; Corporate responsibility; Management of crises; Metals Supplementary Materials: Supplement (Library), (9-495-056), 2p, by Jay W. Lorsch, Samantha K. Graff    Governance at Metallgesellschaft (B)   Add   View  2 pp.  Case Author(s): Lorsch, Jay W.; Graff, Samantha K. Publication Date: 04/14/1995 Revision Date: 07/08/1996 Product Type: Supplement (Library) Product Description: Supplements the (A) case. Must be used with: (9-495-055) Governance at Metallgesellschaft (A). HBS Number: 9-495-056 Subjects: Corporate governance; Corporate responsibility; Management of crises; Metals Academic Discipline: Human resources management    Greeley Hard Copy: Portable Scanner Initiative (A)   Add   View  15 pp.  Case Author(s): Tushman, Michael L.; Radov, Daniel B. Publication Date: 07/03/2000 Product Type: Case (Field) Product Description: Hewlett-Packard's Greeley Hard Copy Division is the market leader in the production of desktop flatbed scanners for personal computers. The division has been working to develop a portable scanner product for the past five years with mixed results. The new general manager, Phil Faraci, faces mounting pressures in the flatbed scanner markets, but is also presented with a new technology that has the potential to be a breakthrough for portable scanners. Faraci must decide whether or not to pursue the new portable technology, and if so, how to structure the organization to make product development successful where it has failed in the past. HBS Number: 9-401-003 Geographic Setting: Greeley, CO Industry Setting: computer peripherals Company Size: Fortune 500 Number of Employees: 1,000 Gross Revenues: $1 billion revenues Subjects: Ambidextrous organizations; Computer industry; Innovation; Leadership; Organizational design; Product development; Technological change Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-401-004), 8p, by Michael L. Tushman, Daniel B. Radov; Supplement (Field), (9-401-005), 3p, by Michael L. Tushman, Daniel B. Radov    Greeley Hard Copy: Portable Scanner Initiative (B)   Add   View  8 pp.  Case Author(s): Tushman, Michael L.; Radov, Daniel B. Publication Date: 07/03/2000 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-401-003) Greeley Hard Copy: Portable Scanner Initiative (A). HBS Number: 9-401-004 Subjects: Ambidextrous organizations; Computer industry; Innovation; Leadership; Organizational design; Product development; Technological change Academic Discipline: Human resources management    Greeley Hard Copy: Portable Scanner Initiative (C)   Add   View  3 pp.  Case Author(s): Tushman, Michael L.; Radov, Daniel B. Publication Date: 07/03/2000 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-401-003) Greeley Hard Copy: Portable Scanner Initiative (A). HBS Number: 9-401-005 Subjects: Ambidextrous organizations; Computer industry; Innovation; Leadership; Organizational design; Product development; Technological change Academic Discipline: Human resources management    Growth at Stein, Bodello & Associates, Inc.   Add   View  8 pp.  Case Author(s): Cohen, Allan R. Publication Date: 01/01/2003 Revision Date: 04/23/2004 Product Type: Case (Field) Publisher: Babson College Product Description: Changes came hard at Stein, Bodello, & Associates, Inc., a consulting civil engineering firm employing 100 people in four branch offices. Following a move to a new location and an upgrade of the business and project management functions, some unhappiness developed in the ranks of middle management. Concerns leadership and change but from a bottoms-up perspective: through the eyes of subordinates. Focuses on the need to learn how to manage the boss. HBS Number: BAB082 Industry Setting: consulting, civil engineering Number of Employees: 100 Gross Revenues: $10 million revenues Subjects: Consulting; Growth management; Human resources management; Leadership; Management of change; Managing superiors; Middle management; Service management Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (BAB582), 5p, by Allan Cohen   Add     5 pp.  Teaching Note For use with BAB082 HBS Number: BAB582 Subjects: Consulting; Growth management; Human resources management; Leadership; Management of change; Managing superiors; Middle management; Service management    Hawthorne (A): The Compensation Consulting Marketplace   Add   View  12 pp.  Case Lorsch, Jay W.; Love, Geoffrey Describes the strategic situation of Hawthorne's compensation consulting unit including industry analysis in 1992. May be used with Hawthorne (B): The Hawthorne Compensation Consulting Practice. HBS Number: 9-495-065 Type: Case (Field) Publication Date: 6/8/1995 Revision Date: 6/17/1996 Geographic Setting: United States Industry Setting: consulting Number of Employees: 80 Gross Revenues: $25 million revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Consulting; Employee compensation; Service management; Strategy formulation    Hawthorne (B): The Hawthorne Compensation Consulting Practice   Add   View  10 pp.  Case Lorsch, Jay W.; Love, Geoffrey Describes the turnaround plan and its implementation by Hawthorne's compensation consulting unit. May be used with Hawthorne (A): The Compensation Consulting Marketplace. HBS Number: 9-495-066 Type: Case (Field) Publication Date: 6/8/1995 Revision Date: 6/17/1996 Geographic Setting: United States Industry Setting: consulting Number of Employees: 80 Gross Revenues: $25 million revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Consulting; Employee compensation; Service management; Strategy formulation    Hayco Manufacturing Ltd.: Staff Welfare at the Shenzhen Factory   Add   View  8 pp.  Case Author(s): Wong, Gilbert; Wong, Monica Publication Date: 07/20/2004 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: As one of the world's leading manufacturers of houseware products and cleaning products, Hayco produced over five million brushes a month in its Shenzhen plant in 2003. When setting up its new factory in Shenzhen in the mid-1990s, Hayco had to decide how best to manage the issue of staff welfare for its growing number of factory workers. Senior management firmly believed that providing for the well-being of the company's staff would be crucial to ensuring low staff turnover and good workplace morale and, therefore, provided a ``Hayco home-away-from-home'' for the workers. The labor market has generally always been in favor of employers, and in the mid-1990s many factories were providing just the bare minimum of facilities and benefits for workers (in fact, the working conditions in many factories were appalling). In such an environment, why did Hayco invest money and effort in building the Hayco home-away-from-home? What message or management philosophy did such benefits convey? HBS Number: HKU317 Geographic Setting: China Industry Setting: Household product industry Subjects: Employee benefits; Employee development; Employee retention; Factories; Management philosophy; Manufacturing; Organizational behavior; Supervision; Work force management Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (HKU318), 4p, by Gilbert Wong, Monica Wong    Herman Miller (A): Innovation by Design, Teaching Note   Add     25 pp.  Teaching Note Author(s): Sucher, Sandra J. Publication Date: 10/24/2003 Product Type: Teaching Note HBS Number: 5-604-056 Academic Discipline: Human resources management Product Description: Teaching Note to (9-602-023). Must be used with: (9-602-023) Herman Miller (A): Innovation by Design.    Hewlett-Packard’s Santa Rosa Systems Division (A): The Trials and Tribulations o   Add   View  23 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 08/11/1997 Revision Date: 07/19/1999 Product Type: Case (Field) Product Description: Describes the process of transforming a recently formed division of Hewlett-Packard. May be used with: (9-498-016) Hewlett-Packard's Santa Rosa Systems Division (B): The Second Profiling Iteration. HBS Number: 9-498-011 Geographic Setting: United States Industry Setting: computer systems Gross Revenues: $16 billion revenues Event Year Start: 1994 Event Year End: 1997 Subjects: Computer industry; Management of change; Organizational behavior; Organizational development Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-498-012), 11p, by Michael Beer, Gregory C. Rogers; Supplement (Field), (9-498-013), 3p, by Michael Beer, Gregory C. Rogers; Supplement (Field), (9-498-014), 5p, by Michael Beer, Gregory C. Rogers; Supplement (Field), (9-498-015), 2p, by Michael Beer, Gregory C. Rogers; Case Video, (9-401-806), 16 min, by Michael Beer; Case Video, (9-401-805), 9 min, by Michael Beer    Hewlett-Packard’s Santa Rosa Systems Division (A1)   Add   View  11 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 08/11/1997 Revision Date: 07/19/1999 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-498-011) Hewlett-Packard's Santa Rosa Systems Division (A): The Trials and Tribulations of a Legacy. HBS Number: 9-498-012 Subjects: Computer industry; Management of change; Organizational behavior; Organizational development Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-401-806), 16 min, by Michael Beer; Case Video, (9-401-805), 9 min, by Michael Beer    Hewlett-Packard’s Santa Rosa Systems Division (A4): Progress on a Journey   Add   View  2 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 08/11/1997 Revision Date: 09/29/1997 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-498-011) Hewlett-Packard's Santa Rosa Systems Division (A): The Trials and Tribulations of a Legacy. HBS Number: 9-498-015 Subjects: Computer industry; Management of change; Organizational behavior; Organizational development Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-401-806), 16 min, by Michael Beer; Case Video, (9-401-805), 9 min, by Michael Beer    Hewlett-Packard’s Santa Rosa Systems Division (B): The Second Profiling Iteratio   Add   View  11 pp.  Case Beer, Michael; Rogers, Gregory C. Describes the process of transforming a recently formed division of Hewlett-Packard. May be used with: (9-498-011) Hewlett-Packard's Santa Rosa Systems Division (A): The Trials and Tribulations of a Legacy. HBS Number: 9-498-016 Type: Case (Field) Publication Date: 8/11/1997 Revision Date: 7/19/1999 Geographic Setting: United States Industry Setting: computer systems Gross Revenues: $16 billion revenues Event Year Start: 1994 Event Year End: 1997 Subjects: Computer industry; Management of change; Organizational behavior; Organizational development Supplementary Materials: Supplement (Field), (9-498-017), 11p, by Michael Beer, Gregory C. Rogers; Supplement (Field), (9-498-018), 5p, by Michael Beer, Gregory C. Rogers; Supplement (Field), (9-498-019), 3p, by Michael Beer, Gregory C. Rogers    Hewlett-Packard’s Santa Rosa Systems Division (B1): The Top Team Assessment   Add   View  11 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 08/11/1997 Revision Date: 07/19/1999 Product Type: Supplement (Field) Product Description: Supplements the (B) case. Must be used with: (9-498-016) Hewlett-Packard's Santa Rosa Systems Division (B): The Second Profiling Iteration. HBS Number: 9-498-017 Subjects: Computer industry; Management of change; Organizational behavior; Organizational development Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-401-806), 16 min, by Michael Beer    Hewlett-Packard’s Santa Rosa Systems Division (B2): The Action Plans   Add   View  5 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 08/11/1997 Revision Date: 10/03/1997 Product Type: Supplement (Field) Product Description: Supplements the (B) case. Must be used with: (9-498-016) Hewlett-Packard's Santa Rosa Systems Division (B): The Second Profiling Iteration. HBS Number: 9-498-018 Subjects: Computer industry; Management of change; Organizational behavior; Organizational development Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-401-806), 16 min, by Michael Beer    Hewlett-Packard’s Santa Rosa Systems Division (B3)   Add   View  3 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 08/11/1997 Revision Date: 09/29/1997 Product Type: Supplement (Field) Product Description: Supplements the (B) case. Must be used with: (9-498-016) Hewlett-Packard's Santa Rosa Systems Division (B): The Second Profiling Iteration. HBS Number: 9-498-019 Subjects: Computer industry; Management of change; Organizational behavior; Organizational development Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-401-806), 16 min, by Michael Beer    Hong Kong Teachers’ Language Benchmark Assessment   Add   View  12 pp.  Case Author(s): Wong, Gilbert; McCauley, Marissa Publication Date: 06/06/2003 Product Type: Case (Field) Publisher: University of Hong Kong Product Description: In 2000, the Hong Kong government introduced the Language Benchmark Assessment for all teachers in Hong Kong. As part of its education reform, the government wanted all teachers to take the tests to prove that they were skilled enough to teach. The pressure to upgrade English raised hackles and drew severe criticism from the 75,000-strong Professional Teachers' Union. Provides a study of why the government introduced the test, the critical issues in implementing the test, and how the government is managing the results of the first benchmark test. Presents issues such as the validity of the test, what the testing proved, and what has been solved in administering the test. Also presents the issue of whether the test is being used for selection and/or recruitment purposes. HBS Number: HKU261 Geographic Setting: Hong Kong Event Year Start: 2000Event Year End: 2000 Subjects: Asia; Benchmarks; Business government relations; Education; Employee testing; Government policy; Human resources management Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (HKU262), 10p, by Gilbert Wong, Marissa McCauley   Add     10 pp.  Teaching Note For use with HKU261 HBS Number: HKU262 Subjects: Asia; Benchmarks; Business government relations; Education; Employee testing; Government policy; Human resources management    How Normal is Normal? The Mitsubishi Motors Sexual Harassment Case   Add   View  15 pp.  Case Author(s): Powell, Elizabeth A.; Alsheimer, Julie; Dowling, Peter; Pivar, Ben Publication Date: 01/27/1999 Product Type: Case (Field) HBS Number: UV0592 Geographic Setting: Japan Number of Employees: 4,000 Event Year Start: 1996 Event Year End: 1996 Subjects: Crisis management; Manufacturing; Public relations; Publicity; Sexual harassment; Women in business Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (UV0760), 10p, by Elizabeth A. Powell Product Description: This case illustrates Mitsubishi Motors Manufacturing of America's (MMMA) responses to allegations of sexual harassment in 1996 at its Normal, Illinois, facility. The majority of the case focuses on major events that took place between 1992 and spring 1996, culminating in an Equal Employment Opportunity Commission (EEOC) investigation and class-action suit, which at the time was estimated to be the most expensive suit ever filed. The decision-maker in the case is Lynn Martin, former U. S. Secretary of Labor, who had been hired by Mitsubishi to help the organization take corrective action. Exhibits include a brief history on sexual harassment law and a description of the EEOC. This case works well with MBA and executive audiences to address how to restore credibility and reputation following a scandal. It also highlights the challenges that an outside consultant faces when hired to make policy recommendations aimed at image restoration    HP’s Santa Rosa Systems Division (A2): Response to the Employee Task Force   Add   View  3 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 08/11/1997 Revision Date: 07/19/1999 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-498-011) Hewlett-Packard's Santa Rosa Systems Division (A): The Trials and Tribulations of a Legacy. HBS Number: 9-498-013 Subjects: Computer industry; Management of change; Organizational behavior; Organizational development Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-401-806), 16 min, by Michael Beer; Case Video, (9-401-805), 9 min, by Michael Beer    HP’s Santa Rosa Systems Division (A3): Effects of the Reorganization   Add   View  5 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 08/11/1997 Revision Date: 07/19/1999 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-498-011) Hewlett-Packard's Santa Rosa Systems Division (A): The Trials and Tribulations of a Legacy. HBS Number: 9-498-014 Subjects: Computer industry; Management of change; Organizational behavior; Organizational development Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-401-806), 16 min, by Michael Beer; Case Video, (9-401-805), 9 min, by Michael Beer    HRM Course Overview Note   Add   View  4 pp.  Case Author(s): Beer, Michael Publication Date: 02/16/1993 Product Type: Note Product Description: Provides an overview of the first-year required course in Human Resource Management. It argues that commitment, coordination, and competence are critical organizational outcomes and that skills in organizational diagnosis, design, and change are central to obtaining these outcomes. HBS Number: 9-493-062 Subjects: Human resources management; Organization; Organizational behavior; Organizational change; Organizational development; Organizational problems Academic Discipline: Human resources management

Keyword    Title, Author, Case #, Etc.

 

Human Resource Management at American Airlines   Add   View  20 pp.  Case Loveman, Gary American Airlines' strategy calls for continued growth, improvements in customer service, and cost reduction. This case examines the Human Resource Management system at American Airlines and its role in the airline's past and continued success. May be used with American Airlines (A): Strategy in the 1990s, (B): Compensation and Cost Reduction, and (C): Committing to Leadership. HBS Number: 9-491-097 Type: Case (Field) Publication Date: 6/7/1991 Revision Date: 9/17/1996 Geographic Setting: United States Industry Setting: airline Event Year Start: 1980 Event Year End: 1990 Subjects: Airlines; Employee compensation; Human resources management; Labor relations Supplementary Materials: Teaching Note, (5-493-052), 16p, by Gary Loveman, Robert T. Anthony   Add     16 pp.  Teaching Note For use with 9-491-097 HBS Number: 5-493-052 Subjects: Airlines; Employee compensation; Human resources management; Labor relations    Human Resources at Hewlett-Packard   Add   View  27 pp.  Case Author(s): Beer, Michael; Von Werssowetz, Richard O. Publication Date: 05/07/1982 Revision Date: 05/06/1985 Product Type: Case (Field) Product Description: Provides an overview of all the human resource policies and practices applied by Hewlett-Packard. As such, it is an opportunity to analyze Hewlett-Packard's practices in all four policy areas; stakeholder influence, flows, rewards, and work systems. HBS Number: 9-482-125 Geographic Setting: California Industry Setting: High technology Company Size: large Event Year Start: 1980 Event Year End: 1981 Subjects: High technology products; Human resources management; Management communication; Organizational management; Work force management Academic Discipline: Human resources management    Human Resources at Hewlett-Packard (A)   Add   View  27 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 04/14/1995 Revision Date: 11/01/1995 Product Type: Case (Field) Product Description: Provides an overview of the human resource policies and practices applied by Hewlett-Packard (HP). Discusses HP's reactions as an organization to changes in its business environment. As such, it is an opportunity to analyze HP's practices, and how they have been affected through the years in all four policy areas: stakeholder influence, flows, rewards, and work systems. HBS Number: 9-495-051 Geographic Setting: California Industry Setting: high tech Company Size: large Number of Employees: 90,000 Gross Revenues: $25 billion revenues Event Year Start: 1979 Event Year End: 1992 Subjects: High technology products; Human resources management; Management communication; Organizational behavior; Organizational change; Organizational management; Silicon Valley; Work force management Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-495-052), 7p, by Michael Beer, Gregory C. Rogers; Teaching Note, (5-497-022), 7p, by Michael Beer, Gregory C. Rogers   Add     7 pp.  Teaching Note For use with 9-495-051 HBS Number: 5-497-022 Subjects: High technology products; Human resources management; Management communication; Organizational behavior; Organizational change; Organizational management; Silicon Valley; Work force management    Human Resources at Hewlett-Packard (B)   Add   View  7 pp.  Case Author(s): Beer, Michael; Rogers, Gregory C. Publication Date: 04/14/1995 Revision Date: 11/01/1995 Product Type: Supplement (Field) Product Description: Designed as an in-class handout as a source of further discussion of the issues. Must be used with: (9-495-051) Human Resources at Hewlett-Packard (A). HBS Number: 9-495-052 Subjects: High technology products; Human resources management; Management communication; Organizational behavior; Organizational change; Organizational management; Work force management Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-497-022), 7p, by Michael Beer, Gregory C. Rogers   Add     7 pp.  Teaching Note For use with 9-495-052 HBS Number: 5-497-022 Subjects: High technology products; Human resources management; Management communication; Organizational behavior; Organizational change; Organizational management; Work force management    Human Resources at the AES Corp.: The Case of the Missing Department   Add   View  27 pp.  Case Author(s): Pfeffer, Jeffrey Publication Date: 02/01/1997 Revision Date: 11/19/2004 Product Type: Case (Field) Publisher: Stanford University Product Description: AES develops and operates electric power plants all over the world, and by late 1996, has approximately 20,000 employees. But, the corporation has no human resources staff, either at corporate headquarters in Arlington, VA, or in any of its operating facilities. Moreover, the company has very little centralized staff at all -- little or no strategic planning, no environmental department, and almost no legal staff. The question is: Could and should the company continue to operate in this same way, with little specialized staff, as it continues to expand and geographically diversify? Another question is: How had the organization been able to be so successful without developing and relying on specialized expertise? HBS Number: HR3 Geographic Setting: Thames, CTIndustry Setting: electrical power plantGross Revenues: $685 million revenues Event Year Start: 1996Event Year End: 1996 Subjects: Delegation of authority; Electric power; Human resources management; Management philosophy; Organizational structure; Teams Academic Discipline: Human resources management    Human Resources Management: Challenges for Graduate Education   Add   View  4 pp.  Case Author(s): Wimbush, James C. Publication Date: 03/01/2008 Product Type: Case (Field) Publisher: Business Horizons/Indiana University HBS Number: BH273 Industry Setting: Business education; Higher education Subjects: Education & industry; Human resources management; Job analysis Academic Discipline: Human resources management Product Description: Despite a recent paradigm shift in many firms from an employee advocate model to a strategic business partner model, human resource (HR) management is still seen by some as not adding value to organizations. This article briefly summarizes a few of the challenges for HR graduate education at both the master's and doctoral degree levels. Emphasis is placed on the ever-increasing need to produce human resource professionals and managers, in general, who recognize and appreciate the value and relevance of HR's contributions to the attainment of strategic organizational outcomes as a strategic business contributor.    IBM Corp., Background Note   Add   View  17 pp.  Case Author(s): Vancil, Richard F.; Bhambri, Arvind; Wilso Publication Date: 10/01/1979 Revision Date: 01/13/1983 Product Type: Note Product Description: Describes some aspects of how the senior managers of IBM conducted its affairs. Much of this note is a factual description of the design of the organization and of the formal process by which members of the organization worked together. Also contains excerpts from interviews with IBM executives describing their views of the corporation's managerial philosophy which guided their actions. May be used with: (9-180-042) IBM Corp.: The Bubble-Memory Incident. HBS Number: 9-180-034 Subjects: Computer industry; Management philosophy; Organizational design; Organizational structure Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-182-230), 8p, by Richard F. Vancil; Case Video, (9-880-503), 34 min, by Richard F. Vancil   Add     9 pp.  Teaching Note For use with 9-180-034 HBS Number: 5-182-230 Subjects: Computer industry; Management philosophy; Organizational design; Organizational structure    IBM Corp.: The Bubble-Memory Incident   Add   View  8 pp.  Case Author(s): Vancil, Richard F.; Bhambri, Arvind; Wilson, James Publication Date: 10/01/1979 Revision Date: 01/13/1983 Product Type: Case (Field) Product Description: Focuses on the role of IBM's Corporate Management Committee (CMC) in resolving conflicts between the line and staff elements of IBM's organization. The issue for discussion is not a substantive technological question but a question of the proper role for the CMC in dealing with such questions. May be used with: (9-180-034) IBM Corp., Background Note. HBS Number: 9-180-042 Geographic Setting: United States Industry Setting: computers Company Size: Fortune 500 Event Year Start: 1979 Event Year End: 1979 Subjects: Computer industry; Control systems; Organizational structure; Resource allocation; Technology Academic Discipline: Human resources management Supplementary Materials: Supplement (Note), (9-483-128), 1p, by Vijay V. Sathe; Case Video, (9-880-504), 10 min, by Richard F. Vancil; Teaching Note, (5-182-230), 9p, by Richard F. Vancil   Add     9 pp.  Teaching Note For use with 9-180-042 HBS Number: 5-182-230 Subjects: Computer industry; Control systems; Organizational structure; Resource allocation; Technology    IBM Corp.: The Bubble-Memory Incident, Chronology of Key Events   Add   View  1 pp.  Case Author(s): Sathe, Vijay V. Publication Date: 06/21/1983 Revision Date: 12/19/1983 Product Type: Supplement (Note) Product Description: Supplements the case. Must be used with: (9-180-042) IBM Corp.: The Bubble-Memory Incident. HBS Number: 9-483-128 Industry Setting: Computer industry Subjects: Control systems; Organizational structure; Resource allocation; Technology Academic Discipline: Human resources management    Implementing Change: Note   Add   View  11 pp.  Case Author(s): Jick, Todd D. Publication Date: 04/22/1991 Product Type: Note Product Description: Highlights the challenges of implementing major change in an organization. It first describes the common pitfalls so that implementors will be “forewarned.'' Next, it characterizes the guidelines for successful implementation as the “ten commandments'', while offering a step-by-step approach for managers. Also concludes that implementation is a combination of science and art, of planning and flexibility. The role of the middle manager as implementor is stressed throughout. HBS Number: 9-491-114 Subjects: Implementation; Management of change; Middle management; Organizational change Academic Discipline: Human resources management    Incentive Pay for Portfolio Managers at Harvard Management Co.   Add   View  7 pp.  Case Author(s): Hall, Brian J.; Lim, Jonathan P. Publication Date: 11/14/2001 Revision Date: 12/15/2003 Product Type: Case (Field) Product Description: Describes the compensation system for portfolio managers at Harvard's portfolio management company, including its formulaic and bonus bank features. Harvard Management Co. President Jack Meyer explains the philosophy behind the incentive pay at his company. Teaching Purpose: To analyze the design of compensation plans and the incentives created by various features of a bonus plan. HBS Number: 9-902-130 Geographic Setting: Boston, MAIndustry Setting: investment managementNumber of Employees: 185 Event Year Start: 2000Event Year End: 2001 Subjects: Bonuses; Compensation; Incentives; Performance measurement; Portfolio management Academic Discipline: Human resources management    Incentive Strategy II: Executive Compensation and Ownership Structure   Add   View  44 pp.  Case Author(s): Hall, Brian Publication Date: 05/05/2002 Revision Date: 10/11/2002 Product Type: Note Product Description: Used in the course Coordination, Control, and Management of Organizations at the Harvard Business School. Analyzes incentive strategy from the perspective of a company's board of directors and owners. The focus is the role that executive compensation and ownership structure (the composition of, and financial structure between, a company's owners) play in motivating value-creating behavior. Teaching Purpose: To synthesize and summarize the course. May be used with: (9-902-131) Incentive Strategy Within Organizations. HBS Number: 9-902-134 Subjects: Corporate governance; Executive compensation; Incentives; Options; Stocks Academic Discipline: Human resources management    Incentive Strategy Within Organizations   Add   View  38 pp.  Case Author(s): Hall, Brian Publication Date: 03/13/2002 Product Type: Note Product Description: Intended to serve as a supplement to any course on incentive design and implementation. The analysis first locates incentive strategy within the larger structure of organizations and markets and then helps to define the central components and difficulties of incentive design. Focuses on the principal difficulties in implementing incentive systems, including the trade-off between objective and subjective performance metrics, how to design incentive systems in team environments, and the inherent problems with designing incentive systems in environments where workers are involved in multiple activities. Teaching Purpose: Intended to serve as background material to help define the language and structure of incentive design within organizations. May be used with: (9-902-134) Incentive Strategy II: Executive Compensation and Ownership Structure. HBS Number: 9-902-131 Subjects: Bonuses; Compensation; Incentives; Pay for performance; Performance measurement Academic Discipline: Human resources management    Incentives and Controllability: A Note and Exercise   Add   View  3 pp.  Case Author(s): Hall, Brian Publication Date: 12/11/2000 Revision Date: 01/22/2002 Product Type: Note Product Description: Describes three performance measures for "plants" or businesses: cost centers, revenue centers, and profit centers. Discusses what should be done if a function outside of the "controllability" of the manager affects the performance measure and therefore compensation. Teaching Purpose: To help students understand the connection between incentives and performance measurement. What do you do when some factors are uncontrollable? HBS Number: 9-801-334 Subjects: Incentives; Performance measurement Academic Discipline: Human resources management    Incentives Game   Add   View  13 pp.  Case Author(s): Barro, Jason R.; Hall, Brian J.; Lim, Jonathan P. Publication Date: 02/22/2002 Revision Date: 12/11/2003 Product Type: Exercise Product Description: Provides an opportunity to gain insight about designing, negotiating, and responding to incentives. The setting is investment management. The basic structure of the game is as follows. A class is divided into a certain number of investment firms. Each company has one CEO and begins with four portfolio managers (PMs), who manage their portfolios by choosing from a restricted set of assets. Takes place over approximately two weeks and is divided into three periods. Each period will last from two to four days. At the end of each period, new funds flow to high-performing portfolios while funds flow out of poorly performing portfolios, simulating contributions from investors. CEOs and PMs negotiate compensation arrangements and PMs may move from one company to another, subject to some costs and rules regarding how much of their portfolio they take with them to their new companies. CEOs try to maximize the value of their companies at the end of the game whereas PMs attempt to maximize their total compensation during the game. Teaching Purpose: Designed to generate general insight about incentives, compensation, and negotiations in a world where workers have choices about where and how they want to work. HBS Number: 9-902-197 Subjects: Executive compensation; Incentives; Investment management Academic Discipline: Human resources management    Incentives Within Organizations   Add   View  12 pp.  Case Author(s): Hall, Brian J. Publication Date: 01/09/2004 Revision Date: 07/20/2006 Product Type: Note HBS Number: 9-904-043 Subjects: Compensation; Incentives; Performance measurement Academic Discipline: Human resources management Product Description: Serves as a brief introduction to incentive design and implementation. The analysis first locates incentive strategy within the larger structure of organizations and markets and then helps to define the central components and difficulties of incentive design. Focuses on the principal difficulties in implementing incentive systems, including the tradeoff between objective and subjective performance metrics, how to design incentive systems in team environments, and the inherent problems with designing incentive systems in environments where workers are involved in multiple activities. A rewritten version of an earlier note.    Insulting Andrew   Add   View  3 pp.  Case Author(s): Bennett, Nicole; Hall, Brian J. Publication Date: 11/20/2008 Product Type: Case (Field) HBS Number: 909025 Event Year Start: 2008 Event Year End: 2008 Subjects: Contracts; Executive compensation; Executive selection; Interpersonal communications; Motivation; Negotiations; Values Academic Discipline: Human resources management Product Description: This case describes a compensation negotiation between a global HR director and a candidate for a high-level executive position. The situation becomes awkward when the candidate feels insulted because he is given a monetary incentive to join the company more quickly than originally planned. The case provides an opportunity to analyze negotiation strategy and the importance of emotional intelligence and effective interpersonal communication during a negotiation.    Internal Revenue Service: Automated Collection System   Add   View  17 pp.  Case Nohria, Nitin; Chalykoff, John Describes how the IRS's collection operations changed from a largely manual system (COF) to an automated system (ACS). A central aspect of ACS was the electronic scheduling and maintaining of work. While with ACS the IRS accomplished significant improvements in the task efficiency of its collection operations, the system also led to greater turnover and lower employee morale. This raises questions of how the system could be redesigned. The primary teaching objective of the case is to show how information technology, control systems, and organization design are intertwined and how any change effort must address all three aspects simultaneously. HBS Number: 9-490-042 Type: Case (Field) Publication Date: 2/15/1990 Revision Date: 7/16/1990 Geographic Setting: United States Industry Setting: government Number of Employees: 120,000 Event Year Start: 1989 Event Year End: 1989 Subjects: Automation; Control systems; Federal government; Information systems; Information technology; Management of change; Taxation; Work force management Supplementary Materials: Teaching Note, (5-490-043), 7p, by Nitin Nohria, John Chalykoff; Teaching Note, (5-396-115), 5p, by Thomas H. Davenport   Add     5 pp.  Teaching Note For use with 9-490-042 HBS Number: 5-396-115 Subjects: Automation; Control systems; Federal government; Information systems; Information technology; Management of change; Taxation; Work force management    Jacobs Suchard: Reorganizing for 1992   Add   View  20 pp.  Case Author(s): Eccles, Robert G.; Holland, Philip Publication Date: 05/19/1989 Revision Date: 09/12/1989 Product Type: Case (Field) Product Description: Jacobs Suchard, the Swiss-based coffee and chocolate producer, is preparing for the common market and EEC 1992. At the time of the case, the company is still organized toward independent, local country markets, and believes it must move toward a more global organization structure. The case covers actions taken to date and plans for the future. HBS Number: 9-489-106 Geographic Setting: Europe Industry Setting: confectionery Company Size: large Event Year Start: 1987 Event Year End: 1989 Subjects: Europe; Food; Organizational change; Organizational structure Academic Discipline: Human resources management    Jeff Bradley (A)   Add   View  11 pp.  Case Author(s): Sathe, Vijay V.; Dredge, C. Paul Publication Date: 02/01/1984 Revision Date: 07/30/2007 Product Type: Case (Field) HBS Number: 9-484-066 Geographic Setting: United States Industry Setting: Manufacturing industries Company Size: large Event Year Start: 1978 Event Year End: 1980 Subjects: Change management; Corporate culture; Human resources management; Manufacturing; Operations management Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-484-067), 13p, by Vijay V. Sathe, C. Paul Dredge Product Description: Jeff Bradley made significant contributions by working well with the prevailing culture in one assignment, and influencing needed change in another — all from a relatively unfavorable position. Series (A-D) presents a rewritten version of an earlier single case by the same author.    Jeff Bradley (B)   Add   View  13 pp.  Case Author(s): Sathe, Vijay V.; Dredge, C. Paul Publication Date: 02/02/1984 Revision Date: 07/30/2007 Product Type: Supplement (Field) HBS Number: 9-484-067 Subjects: Change management; Corporate culture; Human resources management; Manufacturing; Operations management Academic Discipline: Human resources management Product Description: Jeff Bradley made significant contributions by working well with the prevailing culture in one assignment, and influencing needed change in another — all from a relatively unfavorable position. Series (A-D) presents a rewritten version of an earlier single case by the same author. Must be used with: (9-484-066) Jeff Bradley (A).    Jennifer Gaston   Add   View  9 pp.  Case Author(s): Coates, Bethany ; Ellis, Jim Publication Date: 10/19/2007 Product Type: Case (Field) Publisher: Stanford University HBS Number: E279 Geographic Setting: North America Industry Setting: Executive search; Jewelry industry Subjects: Entrepreneurs; Executive selection; Hiring Academic Discipline: Human resources management Product Description: In this fictional case, Jennifer Gaston, founder and CEO of mid-sized luxury jewelry company Aquamarine, was managing a couple of key hiring issues that had recently cropped up. In just six months, Gaston had brought in a new COO and was about to finalize a multi-month search for a CFO. Although she had nearly completed the transformation of her executive team, she still needed to thoroughly check references on the CFO candidate and extend a formal offer. A lot was riding on these positions and, despite the help of an executive search firm, hiring for them had not been easy. Students are asked to evaluate several aspects of hiring and prepare role plays for them.    Jet Airways (A): Weathering Turbulence   Add   View  14 pp.  Case Author(s): Blair, Nathan T.; Jha, Saumitra Publication Date: 02/26/2009 Product Type: Case (Field) Publisher: Stanford University HBS Number: P60A Geographic Setting: India Industry Setting: Airline industry Subjects: Downsizing; Employee problems; Ethics; Human resources management Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (P60B), 11p, by Nathan T. Blair, Saumitra Jha; Supplement (Spreadsheet), (P60AB), 0p, by Nathan T. Blair, Saumitra Jha; Teaching Note, (P60TN), 8p, by Nathan T. Blair, Saumitra Jha Product Description: An abstract is not available for this product.    Jet Airways (B): A Bumpy Landing   Add   View  11 pp.  Case Author(s): Blair, Nathan T.; Jha, Saumitra Publication Date: 05/15/2009 Product Type: Supplement (Field) Publisher: Stanford University HBS Number: P60B Subjects: Downsizing; Ethics; Human resources management Academic Discipline: Human resources management Supplementary Materials: Supplement (Spreadsheet), (P60AB), 0p, by Nathan T. Blair, Saumitra Jha; Teaching Note, (P60TN), 8p, by Nathan T. Blair, Saumitra Jha Product Description: Supplements the (A) case. Must be used with: (P60A) Jet Airways (A): Weathering Turbulence.    Jet Airways, (A) and (B), Teaching Note   Add     8 pp.  Teaching Note Author(s): Blair, Nathan T.; Jha, Saumitra Publication Date: 05/15/2009 Product Type: Teaching Note Publisher: Stanford University HBS Number: P60TN Academic Discipline: Human resources management Product Description: Teaching Note for [P60A] and [P60B]. Must be used with: (P60A) Jet Airways (A): Weathering Turbulence; (P60B) Jet Airways (B): A Bumpy Landing.    Jody McVay   Add   View  13 pp.  Case Author(s): Sathe, Vijay V.; Conger, Jay Publication Date: 01/09/1982 Revision Date: 07/30/2007 Product Type: Case (Field) HBS Number: 9-482-063 Industry Setting: Consumer products Gross Revenues: $1 billion sales Event Year Start: 1978 Event Year End: 1981 Subjects: Corporate culture; Managerial skills; Organizational behavior; Women Academic Discipline: Human resources management Product Description: A Harvard MBA '78 has been successful at getting things done in a consumer products company with an “entrenched” culture. She has also handled issues women face in a “male culture” rather well.    John Smithers   Add   View  9 pp.  Case Author(s): Nohria, Nitin Publication Date: 12/17/2001 Revision Date: 11/22/2002 Product Type: Case (Field) Product Description: Describes an ill-fated effort to institute a total quality program. Using the vantage point of one of the managers selected to be a quality instructor, the case traces the rise and fall of the quality effort during its very brief existence over the course of six months. Allows students to identify many things that can undermine implementation of change: lack of corporate commitment, overly formalized programs, inflated expectations, lack of initial successes, etc. A rewritten version of an earlier case. HBS Number: 9-402-041 Geographic Setting: New EnglandIndustry Setting: telecommunications Event Year Start: 2001Event Year End: 2001 Subjects: Management of change; Organizational behavior; Organizational change; Quality control; Telecommunications; Total quality Academic Discipline: Human resources management    John Smithers at Sigtek   Added   View  9 pp.  Case Author(s): Jick, Todd D. Publication Date: 10/05/1990 Revision Date: 04/30/1998 Product Type: Case (Field) Product Description: Describes an ill-fated effort to institute a total quality program. Using the vantage point of one of the managers selected to be a quality instructor, the case traces the rise and fall of the quality effort during its very brief existence over the course of six months. Allows students to identify many things that can undermine implementation of change: lack of corporate commitment, overly formalized programs, inflated expectations, lack of initial successes, etc. HBS Number: 9-491-035 Geographic Setting: United States Industry Setting: telecommunications Number of Employees: 1,000 Event Year Start: 1988 Event Year End: 1988 Subjects: Management of change; Organizational behavior; Organizational change; Quality control; Telecommunications; Total quality Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-491-087), 7p, by Todd D. Jick   Add     7 pp.  Teaching Note For use with 9-491-035 HBS Number: 5-491-087 Subjects: Management of change; Organizational behavior; Organizational change; Quality control; Telecommunications; Total quality    Kenexa, Teaching Note   Add     18 pp.  Teaching Note Author(s): Dietz, Joerg; Joshi, Chetan Publication Date: 01/29/2007 Product Type: Teaching Note Publisher: Richard Ivey School of Business/UWO HBS Number: 807C04 Academic Discipline: Human resources management Product Description: An abstract is not available for this product. Must be used with: (907C04) Kenexa.    Kirk Stone (B)   Add   View  3 pp.  Case Author(s): Sathe, Vijay V.; Mueller, Robert, Jr. Publication Date: 01/07/1982 Revision Date: 07/30/2007 Product Type: Supplement (Field) HBS Number: 9-482-068 Subjects: Careers & career planning; Corporate culture; Personal strategy & style; Values Academic Discipline: Human resources management Product Description: Presents a continuation of Kirk Stone (A).    Kohl Industries   Add   View  5 pp.  Case Author(s): Davis, John A. Publication Date: 09/24/2007 Product Type: Case (Gen Exp) HBS Number: 9-808-078 Geographic Setting: United States Event Year Start: 2007 Event Year End: 2007 Subjects: Compensation; Family-owned businesses Academic Discipline: Human resources management Supplementary Materials: Note, (9-808-021), 16p, by John A. Davis Product Description: Describes a compensation dilemma with a father and his three children, who work in different businesses under the family holding companies. The father, James Cole, must set compensation that meets the needs of the family and the business.    Leading Change   Add   View  6 pp.  Case Author(s): Beer, Michael Publication Date: 01/07/1988 Revision Date: 01/12/2007 Product Type: Note HBS Number: 9-488-037 Subjects: Change management; Organizational change Academic Discipline: Human resources management Product Description: Presents a conceptual framework for understanding the process of leading organizational change. Change leaders must create dissatisfaction with the status quo, develop a vision of the future state, and manage a process that sequences and orchestrates events and changes in such a way that internal commitment is developed and resistance reduced. Practical suggestions for developing these conditions for change are provided.    London Symphony Orchestra (A)   Add   View  22 pp.  Case Hackman, J. Richard; Lehman, Erin; Galinsky, Adam Riding the crest of recent artistic and organizational successes, this self-governing symphony orchestra now confronts the challenge of engendering a culture in which, in the words of the managing director, "everyone in the orchestra is constantly thinking, how can we make this better?" HBS Number: 9-494-034 Type: Case (Field) Publication Date: 3/9/1994 Revision Date: 7/19/2000 Geographic Setting: London, England Industry Setting: performing arts Gross Revenues: L8 million budget Event Year Start: 1991 Event Year End: 1993 Subjects: Arts administration; Employee empowerment; Organizational behavior; Organizational change; Performing arts; Social enterprise; Teams Supplementary Materials: Case Video, (9-901-801), 15 min, by J. Richard Hackman, Erin Lehman, Adam Galinsky, Maury Peiperl    London Symphony Orchestra (B)   Add   View  4 pp.  Case Author(s): Hackman, J. Richard; Lehman, Erin; Galinsk Publication Date: 03/24/2000 Revision Date: 01/11/2002 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-494-034) The London Symphony Orchestra (A). HBS Number: 9-400-075 Subjects: Arts administration; Employee empowerment; Organizational behavior; Organizational change; Performing arts; Social enterprise; Teams Academic Discipline: Human resources management Supplementary Materials: Case Video, (9-901-801), 15 min, by J. Richard Hackman, Erin Lehman, Adam Galinsky, Maury Peiperl    Lukens Inc.: The Melters’ Committee (A)   Add   View  12 pp.  Case Lorsch, Jay W.; Watson, Alison H. Discusses the Lukens board's involvement in strategic planning. HBS Number: 9-493-070 Type: Case (Field) Publication Date: 4/12/1993 Revision Date: 10/1/1993 Geographic Setting: Coatesville, PA Industry Setting: steel, corrosion & safety products Company Size: large Number of Employees: 3884 Gross Revenues: $628 million revenues Event Year Start: 1992 Event Year End: 1992 Subjects: Board of directors; Corporate governance; Organizational behavior; Strategic planning Supplementary Materials: Supplement (Field), (9-493-071), 3p, by Jay W. Lorsch, Alison H. Watson; Teaching Note, (5-796-082), 7p, by Jay W. Lorsch, Cynthia A. Montgomery   Add     7 pp.  Teaching Note For use with 9-493-070 HBS Number: 5-796-082 Subjects: Board of directors; Corporate governance; Organizational behavior; Strategic planning    Lukens Inc.: The Melters’ Committee (B)   Add   View  3 pp.  Case Author(s): Lorsch, Jay W.; Watson, Alison H. Publication Date: 04/13/1993 Revision Date: 10/01/1993 Product Type: Supplement (Field) Product Description: Supplements the (A) case. Must be used with: (9-493-070) Lukens Inc.: The Melters' Committee (A). HBS Number: 9-493-071 Subjects: Board of directors; Corporate governance; Organizational behavior; Strategic planning Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-796-082), 7p, by Jay W. Lorsch, Cynthia A. Montgomery   Add     7 pp.  Teaching Note For use with 9-493-071 HBS Number: 5-796-082 Subjects: Board of directors; Corporate governance; Organizational behavior; Strategic planning    Lyondell Petrochemical Co.   Add   View  20 pp.  Case Lorsch, Jay W.; Erikson, Daniel P. In August 1994, Lyondell Petrochemical Co.'s corporate parent and largest single shareholder effectively shed its stock, resulting in the resignation of 5 of its 11 directors. The remaining outside directors immediately acted to overhaul the executive compensation plan used to pay the CEO and other top officers. This case examines the role played by the compensation committee of the board of directors in this initiative. Also addresses several important aspects of the compensation process, including the role played by outside consultants, appropriate ways of measuring performance, and the motivational impact of pay plans on management. Teaching Purpose: To illustrate the issues facing the board of directors in designing a new management pay plan for a large, publicly-owned company. HBS Number: 9-498-028 Type: Case (Field) Publication Date: 2/3/1998 Geographic Setting: Houston, TX Industry Setting: petrochemicals Number of Employees: 1,500 Gross Revenues: $4 billion revenues Event Year Start: 1994 Event Year End: 1995 Subjects: Board of directors; Corporate governance; Executive compensation; Incentives; Motivation; Outside directors; Petrochemicals Supplementary Materials: Teaching Note, (5-499-053), 2p, by Jay W. Lorsch   Add     2 pp.  Teaching Note For use with 9-498-028 HBS Number: 5-499-053 Subjects: Board of directors; Corporate governance; Executive compensation; Incentives; Motivation; Outside directors; Petrochemicals    Managerial Effectiveness and Diversity: Organizational Choices   Add   View  36 pp.  Case Author(s): Gentile, Mary Publication Date: 08/03/1994 Revision Date: 06/01/1995 Product Type: Note Product Description: Defines "diversity" in organizational terms and provides a descriptive framework for understanding the ways organizations identify and respond to its challenges and opportunities. The four components or lenses of the framework are: motivators, mindset, methods, measures. Teaching Purpsoe: To be used as an overview note in a course or module on diversity in the workplace and customer base. HBS Number: 9-395-020 Subjects: Diversity; Human resources management Academic Discipline: Human resources management    Managing a New State-owned Enterprise: An Experiment by Beijing Capital Group   Add   View  13 pp.  Case Author(s): Wong, Gilbert; Chan, Scarlet; Ho, Mary Publication Date: 08/15/2001 Product Type: Case (Field) Publisher: University of Hong Kong HBS Number: HKU141 Geographic Setting: China Industry Setting: state-owned enterprise Event Year Start: 1995 Event Year End: 2000 Subjects: China; Human resources management; Regulation Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (HKU142), 6p, by Gilbert Wong, Scarlet Chan, Mary Ho Product Description: The Beijing Capital Group was one of the most profitable and successful state-owned enterprises in China. Since its foundation, the group had been making unrelenting efforts in promoting reform, improving capital operation, and capitalizing on the advantages of the group in terms of operational scale. All these efforts had helped it achieve success. The employee turnover rate was low, as the staff had a sense of pride in being part of a successful firm. For the immediate future, however, the market environment was expected to be increasingly tough. Some of the important issues that the president of the group had to deal with included how to sustain growth and remain competitive following China's expected accession to the World Trade Organization. Given the structural and institutional constraints inherited from the socialist tradition, it was not easy for the group to overcome all the limits of the system. At this point, the president wondered whether he could find a way to reform the group's human resources system within the limits set by the state. Teaching Purpose: Explores the human resources practices in a socialist economy. Demonstrates how a state-owned enterprise in China modified its human resources practices to adapt to a market economy. Also allows for a discussion of how human resources practices can serve as a driving force for change in business an   Add     6 pp.  Teaching Note For use with HKU141 HBS Number: HKU142 Subjects: China; Human resources management; Regulation    Managing Performance at Haier (A)   Add   View  16 pp.  Case Author(s): Pucik, Vladimir; Xin, Katherine; Everatt, Donna Publication Date: 01/01/2003 Revision Date: 06/15/2004 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Product Description: Examines the key elements and principles behind Haier's performance management system and the organizational behavioral context in which it was implemented. Haier's performance management system constituted a significant competitive advantage and was a key factor in the company's transformation from a small, backward, collectively owned local company to the number five player in the global white goods industry. The strength of the case lies in the universality of the key principles behind Haier's management performance systems. HBS Number: IMD191 Number of Employees: 20,000 Event Year Start: 2002Event Year End: 2002 Subjects: China; Competitive advantage; Globalization; Human resources management; Organizational behavior; Performance effectiveness Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (IMD193), 6p, by Vladimir Pucik, Katherine Xin, Donna Everatt; Teaching Note, (IMD192), 17p, by Vladimir Pucik, Katherine Xin, Donna Everatt    Managing Performance at Haier (A) and (B), Teaching Note   Add     17 pp.  Teaching Note Author(s): Pucik, Vladimir; Xin, Katherine; Everatt, Donna Publication Date: 07/30/2003 Product Type: Teaching Note Publisher: IMD - International Institute for Management Development HBS Number: IMD192 Academic Discipline: Human resources management Product Description: Teaching Note to (IMD191) and (IMD193). Must be used with: (IMD191) Managing Performance at Haier (A); (IMD193) Managing Performance at Haier (B).    Managing Performance at Haier (B)   Add   View  6 pp.  Case Author(s): Pucik, Vladimir; Xin, Katherine; Everatt, Donna Publication Date: 07/30/2003 Product Type: Supplement (Field) Publisher: IMD - International Institute for Management Development Product Description: Supplements the (A) case. Must be used with: (IMD191) Managing Performance at Haier (A). HBS Number: IMD193 Subjects: China; Competitive advantage; Globalization; Human resources management; Organizational behavior; Performance effectiveness Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (IMD192), 17p, by Vladimir Pucik, Katherine Xin, Donna Everatt    Managing the Chicago Public Schools   Add   View  29 pp.  Case Author(s): Elmore, Richard ; Grossman, Allen ; King, Caroline Publication Date: 10/05/2006 Revision Date: 01/22/2007 Product Type: Case (Field) Publisher: Public Education Leadership Project HBS Number: PEL033 Geographic Setting: Illinois Subjects: Change management; Strategy alignment; Price differentiation; Strategy; Improving performance Academic Discipline: Human resources management Supplementary Materials: Case Teaching Note, (PEL034), 11p, by Richard Elmore,Allen Grossman,Caroline King Product Description: This is a PELP case study. Describes ongoing systemic reform efforts in the Chicago Public Schools. Introduces the concept of “differentiation and integration,” a managerial approach emerging in public school systems that couples “differentiated” treatment and support for individual schools with efforts to “integrate” the work of all schools and the district's central offices around a coherent improvement strategy. Participants have an opportunity to diagnose the circumstances in the 617-school district that drive CPS leadership to manage through differentiation and integration in order to improve student and school performance at scale. The discussion will enable participants to evaluate the district's actions to date; analyze key roles, structures, and functions that facilitate effective differentiation and integration; and identify major challenges to strategy execution.    Managing the Chicago Public Schools, Teaching Note   Add     11 pp.  Teaching Note Author(s): Elmore, Richard; Grossman, Allen S.; King, Caroline Publication Date: 10/05/2006 Product Type: Teaching Note HBS Number: 5-PEL-034 Academic Discipline: Human resources management Product Description: An abstract is not available for this product. Must be used with: (9-PEL-033) Managing the Chicago Public Schools.    Managing with Fairness in an Operational Context   Add   View  8 pp.  Case Author(s): Jost, John T.; Buechel, Jennifer Publication Date: 06/13/2002 Product Type: Case (Field) Publisher: Stanford University Product Description: Helen Priano, manufacturing manager at General Grain's Michigan Cereal Facility, had 2 critical decisions to make in early February 2002: whether to fire a 30-year veteran employee and whether to drop charges against an employee caught stealing company property. Priano wanted to be known as a fair leader, and she realized that how she handled these issues and upcoming union contract negotiations would establish her reputation as a leader within the plant. Priano, at age 27, had been promoted to her new position after spending 2 years as a production manager in the neighboring powdered drink mix factory. HBS Number: OB39 Geographic Setting: MichiganIndustry Setting: food processingNumber of Employees: 600 Event Year Start: 2002Event Year End: 2002 Subjects: Food processing industry; Human resources management; Labor relations; Leadership; Performance appraisal Academic Discipline: Human resources management    Manila Water Co. (A)   Add   View  17 pp.  Case Author(s): Beer, Michael; Weldon, Elizabeth Publication Date: 08/31/2000 Product Type: Case (Field) Product Description: On February 3, 1997 the east zone of the Manila Metropolitan Water and Sewerage System (MWSS) was taken over by the Manila Water Co. (MWC), a newly created joint venture between the Ayala Corp., a large Filipino conglomerate; Bechtel Enterprises, Inc., an American engineering and construction firm; and United Utilities, a British utilities firm. At the time of privatization, MWSS was an inefficient, ineffective, and corrupt government agency. MWC must develop the employees and the assets acquired from MWSS to build a profitable firm. This case describes MWSS and the three partners in MWC. Also introduces Filemon Berba, the new CEO and president of MWC, and the challenges he will face. Teaching Purpose: To analyze the challenges of radical organizational change. May be used with: (9-401-015) Manila Water Co. (B). HBS Number: 9-401-014 Geographic Setting: PhilippinesIndustry Setting: water Event Year Start: 1997Event Year End: 1997 Subjects: Asia; International business; Joint ventures; Management of change; Organizational change; Privatization; Utilities Academic Discipline: Human resources management    Manila Water Co. (B)   Add   View  22 pp.  Case Author(s): Beer, Michael; Weldon, Elizabeth Publication Date: 08/31/2000 Product Type: Case (Field) Product Description: On August 1, 1997 the Manila Water Co. took control of the east zone of the newly privatized Manila Metropolitan Water and Sewerage System (MWSS). At the time of privatization, MWSS was an inefficient, ineffective, and corrupt government agency. MWC must develop the employees and the assets acquired from MWSS to build a profitable firm. This case describes the changes made to the organization. Teaching Purpose: To analyze the process of radical organizational change. May be used with: (9-401-014) Manila Water Co. (A). HBS Number: 9-401-015 Geographic Setting: PhilippinesIndustry Setting: water Event Year Start: 1999Event Year End: 1999 Subjects: Asia; International business; Joint ventures; Management of change; Organizational change; Privatization; Utilities Academic Discipline: Human resources management    Massachusetts Financial Services   Add   View  26 pp.  Case Author(s): Hall, Brian J.; Lim, Jonathan P. Publication Date: 01/17/2002 Revision Date: 08/03/2004 Product Type: Case (Field) Product Description: Describes the compensation and performance evaluations at an investment management company. The senior management team of Massachusetts Financial Services (MFS) Investment Management was contemplating an introduction of hedge funds at the firm, but many believed that typical hedge fund manager pay (20% of the upside) would harm the MFS culture, which glorified "star performance but not star egos." Describes the MFS compensation philosophy and plan (including the plan's emphasis on subjective compensation), the types of people it attracted, the resulting culture, and how the senior management team approached the hedge funds question. Includes side discussion on firm-specific human capital. Teaching Purpose: To analyze the design of compensation plans and the incentives created by a plan emphasizing subjective performance evaluations. HBS Number: 9-902-132 Geographic Setting: Boston, MA Industry Setting: investment management Number of Employees: 2,800 Event Year Start: 2001 Event Year End: 2001 Subjects: Compensation; Incentives; Investment management; Performance measurement; Portfolio management Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-902-196), 21p, by Brian J. Hall, Jason R. Barro   Add     21 pp.  Teaching Note For use with 9-902-132 HBS Number: 5-902-196 Subjects: Compensation; Incentives; Investment management; Performance measurement; Portfolio management    Mat MacGregor (A)   Add   View  8 pp.  Case Author(s): Sathe, Vijay V.; Ho, Chin B.; Dowd, James J. Publication Date: 01/21/1983 Revision Date: 07/30/2007 Product Type: Case (Field) HBS Number: 9-483-098 Geographic Setting: Midwestern United States Company Size: large Event Year Start: 1970 Event Year End: 1980 Subjects: Action planning; Corporate culture; Management styles; Managerial behavior; Managing superiors; Personal strategy & style; Project management Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-483-099), 3p, by Vijay V. Sathe, Chin B. Ho, James J. Dowd; Supplement (Field), (9-483-100), 2p, by Vijay V. Sathe, Chin B. Ho, James J. Dowd Product Description: Mat MacGregor took charge of a failing project but failed to turn it around because of a variety of personal, technical, cultural, and political reasons. The purpose of the case is to understand the underlying dynamics and their implications.    Mat MacGregor (B)   Add   View  3 pp.  Case Author(s): Sathe, Vijay V.; Ho, Chin B.; Dowd, James J. Publication Date: 01/24/1983 Revision Date: 07/30/2007 Product Type: Supplement (Field) HBS Number: 9-483-099 Subjects: Action planning; Corporate culture; Management styles; Managerial behavior; Managing superiors; Personal strategy & style Academic Discipline: Human resources management Product Description: Describes how Mat MacGregor dealt with issues raised at the end of the (A) case. Must be used with: (9-483-098) Mat MacGregor (A).    Mat MacGregor (C)   Add   View  2 pp.  Case Author(s): Sathe, Vijay V.; Ho, Chin B.; Dowd, James J. Publication Date: 01/24/1983 Revision Date: 07/30/2007 Product Type: Supplement (Field) HBS Number: 9-483-100 Subjects: Action planning; Corporate culture; Management styles; Managerial behavior; Managing superiors; Personal strategy & style Academic Discipline: Human resources management Product Description: Describes what happened following the (B) case. Must be used with: (9-483-098) Mat MacGregor (A).    Medtronic, Inc. (A)   Add   View  16 pp.  Case Author(s): Lorsch, Jay W.; Spaulding, Norman Publication Date: 04/14/1994 Revision Date: 12/13/1999 Product Type: Case (Field) HBS Number: 9-494-096 Geographic Setting: Minneapolis, MN Industry Setting: Medical equipment & device industry Subjects: Corporate culture; Corporate governance; Corporate responsibility; Succession planning Academic Discipline: Human resources management Product Description: In 1993, Medtronic Chairman Winston Wallin and CEO Bill George want to reevaluate their respective roles, as well as the entire corporate governance process at Medtronic. The board at Medtronic has long been very actively involved in the supervision of the company. Wallin and George seek to preserve that tradition, while at the same time navigating a significant turnover of board personnel due to term limits and a mandatory retirement age. The case probes the thoughts of Medtronic's management and directors concerning what the proper role of the board is in supervising the company. May be used with: (9-400-042) Medtronic, Inc. (B); (95107) Empowering the Board.    Medtronic, Inc. (B)   Add   View  12 pp.  Case Author(s): Lorsch, Jay W.; Pick, Katharina Publication Date: 10/04/1999 Product Type: Case (Field) HBS Number: 9-400-042 Geographic Setting: Minneapolis, MN Industry Setting: Medical equipment & device industry Number of Employees: 19,334 Gross Revenues: $4 billion revenues Event Year Start: 1995 Event Year End: 1999 Subjects: Corporate culture; Corporate governance; Corporate responsibility; Succession planning Academic Discipline: Human resources management Product Description: The board of directors of Medtronic, Inc., a company known for its commitment to effective corporate governance, must prepare for the departure of Chairman and CEO Bill George and the retirement of four long-time directors. The company had experienced rapid growth in the early 1990's as well as significant change in the composition of its board. Now the Medtronic directors must evaluate how the board has changed, how it will continue to change, and how it should prepare for the future. May be used with: (9-494-096) Medtronic, Inc. (A).    Megalith, Inc. — Hay Associates (A)   Add   View  14 pp.  Case Author(s): Kotter, John P.; Harlan, Anne; Seeger, John A. Publication Date: 01/01/1976 Revision Date: 06/29/1984 Product Type: Case (Field) Product Description: In 1969, Megalith centralized its financial and control functions. John Boyd, senior vice president for finance, hired four brilliant young managers to "bring the group out of the stone age." By 1975, this management team had created a near-perfect finance office of 630 employees. But two of the "young stars" have just quit, and Boyd is sure the constraints of salary ceilings are responsible. He talks with a compensation consultant (Hay Associates). May be used with: (9-484-070) Megalith, Inc. -- Hay Associates (B); (9-484-071) Megalith, Inc. -- Hay Associates (C). HBS Number: 9-476-107 Geographic Setting: New York, multinationalIndustry Setting: printing and office & computer equipmentCompany Size: largeGross Revenues: $1.7 billion sales Event Year Start: 1975Event Year End: 1975 Subjects: Executive compensation; Executives; Financial management; Motivation; Multinational corporations; Office equipment; Organizational problems Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-485-014), 7p, by Michael Beer, Bert A. Spector   Add     7 pp.  Teaching Note For use with 9-476-107 HBS Number: 5-485-014 Subjects: Executive compensation; Executives; Financial management; Motivation; Multinational corporations; Office equipment; Organizational problems    Megalith, Inc. — Hay Associates (B)   Add   View  4 pp.  Case Author(s): Mills, D. Quinn Publication Date: 02/10/1984 Product Type: Case (Field) Product Description: Describes Hay Associates Climate Survey Questionnaire and the eight dimensions of organizational climate. Rewritten by G.W. Baird, company partner. May be used with: (9-476-107) Megalith, Inc. -- Hay Associates (A); (9-484-071) Megalith, Inc. -- Hay Associates (C). HBS Number: 9-484-070 Geographic Setting: New YorkIndustry Setting: compensation specialists Subjects: Executive compensation; Executives; Human resources management; Motivation Academic Discipline: Human resources management    Megalith, Inc. — Hay Associates (C)   Add   View  6 pp.  Case Author(s): Mills, D. Quinn Publication Date: 02/10/1984 Product Type: Case (Field) Product Description: Provides a glossary of executive compensation terms. Rewritten by G.W. Baird, company partner. May be used with: (9-476-107) Megalith, Inc. -- Hay Associates (A); (9-484-070) Megalith, Inc. -- Hay Associates (B). HBS Number: 9-484-071 Geographic Setting: New YorkIndustry Setting: compensation specialists Subjects: Executive compensation; Executives; Human resources management; Motivation Academic Discipline: Human resources management    Men’s Wearhouse: Success in a Declining Industry   Added   View  25 pp.  Case Author(s): Pfeffer, Jeffrey Publication Date: 07/01/1997 Revision Date: 11/08/2004 Product Type: Case (Field) Publisher: Stanford University Product Description: George Zimmer, CEO of the Men's Wearhouse, is considering what has made the firm so successful; what, if anything, it should do differently to continue to succeed; and how to manage its growth and culture as the firm expands in the very competitive men's tailored clothing market. Retailing is the largest industry in the United States. Most retailing firms have traditionally been staffed with poorly paid, poorly trained, part-time help, and often experience tremendous turnover. Founded in 1973 in Houston, the Men's Wearhouse now has over 300 stores and is adding stores at the rate of 50 per year as it extends its geographic reach. This case provides information on the founder's beliefs, the firm's financial performance, the company's management practices, and detailed information on its various training activities. HBS Number: HR5 Geographic Setting: San Francisco, CAIndustry Setting: retail clothingNumber of Employees: 4,000Gross Revenues: $500 million revenues Event Year Start: 1997Event Year End: 1997 Subjects: Clothing; Corporate culture; Employee training; Management philosophy; Personnel policies; Retailing; Work force management Academic Discipline: Human resources management    Merck & Co., Inc. (A)   Add   View  6 pp.  Case Author(s): Murphy, Kevin J. Publication Date: 09/12/1990 Revision Date: 11/20/1991 Product Type: Case (Field) Product Description: Merck & Co., Inc., a major pharmaceutical company, is in the process of reviewing and evaluating its personnel policies and practices. Employee interviews revealed that rewards for excellent performance were not adequate: outstanding performers received salary increases that were, in many cases, only marginally better than those given to average performers. In many cases, outstanding performance was not even clearly identified. The objective is to have students wrestle with a common malady of performance appraisal systems: the tendency of managers to assign uniform ratings to employees regardless of performance. Alternative appraisal systems should be suggested and discussed. May be used with: (9-491-006) Merck & Co., Inc. (B). HBS Number: 9-491-005 Geographic Setting: United States Industry Setting: pharmaceutical Company Size: Fortune 500 Number of Employees: 35,000 Gross Revenues: $6 billion sales Event Year Start: 1986 Event Year End: 1989 Subjects: Employee compensation; Performance appraisal; Performance effectiveness; Performance measurement; Personnel management; Personnel policies; Pharmaceuticals Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-491-008), 11p, by Kevin J. Murphy; Case Video, (9-492-505), 11 min, by Merck & Co.   Add     11 pp.  Teaching Note For use with 9-491-005 HBS Number: 5-491-008 Subjects: Employee compensation; Performance appraisal; Performance effectiveness; Performance measurement; Personnel management; Personnel policies; Pharmaceuticals    Merck & Co., Inc. (B)   Add   View  8 pp.  Case Author(s): Murphy, Kevin J. Publication Date: 09/12/1990 Revision Date: 11/20/1991 Product Type: Case (Field) Product Description: In late 1986, Merck revised its performance review and pay practices. The most important change was a shift from an absolute rating system to a forced-distribution system in which managers are forced to adhere to a given distribution of performance ratings. Other major revisions included revised rating categories, revised performance categories, and a shift in the timing of performance evaluations. A discretionary award program was also introduced. The objective is to have students discuss the costs and benefits of the revised performance plan, paying particular attention to the relative performance evaluation aspects of the new plan. Is it better than the plan it replaced? Is pay more closely related to performance under the new plan? May be used with: (9-491-005) Merck & Co., Inc. (A). HBS Number: 9-491-006 Geographic Setting: United States Industry Setting: pharmaceutical Company Size: Fortune 500 Number of Employees: 35,000 Gross Revenues: $6 billion sales Event Year Start: 1986 Event Year End: 1989 Subjects: Employee compensation; Performance appraisal; Performance effectiveness; Performance measurement; Personnel management; Personnel policies; Pharmaceuticals Academic Discipline: Human resources management Supplementary Materials: Supplement (Field), (9-491-007), 3p, by Kevin J. Murphy; Teaching Note, (5-491-008), 11p, by Kevin J. Murphy; Case Video, (9-492-505), 11 min, by Merck & Co.   Add     11 pp.  Teaching Note For use with 9-491-006 HBS Number: 5-491-008 Subjects: Employee compensation; Performance appraisal; Performance effectiveness; Performance measurement; Personnel management; Personnel policies; Pharmaceuticals    Merck & Co., Inc. (C)   Add   View  3 pp.  Case Author(s): Murphy, Kevin J. Publication Date: 09/12/1990 Revision Date: 11/20/1991 Product Type: Supplement (Field) Product Description: Discusses the 1989 modified performance appraisal program by adding performance gradations and allowing for differences in employee rating distributions depending on the division performance for the year. The objective is to have students discuss the revisions in the plan, focusing on the effects of forced-distribution ranking systems with flexible targets. Must be used with: (9-491-006) Merck & Co., Inc. (B). HBS Number: 9-491-007 Subjects: Employee compensation; Performance appraisal; Performance effectiveness; Performance measurement; Personnel management; Personnel policies; Pharmaceuticals Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-491-008), 11p, by Kevin J. Murphy   Add     11 pp.  Teaching Note For use with 9-491-007 HBS Number: 5-491-008 Subjects: Employee compensation; Performance appraisal; Performance effectiveness; Performance measurement; Personnel management; Personnel policies; Pharmaceuticals    Merck Latin America (A)   Add   View  12 pp.  Case Author(s): Beer, Michael; Weber, James B. Publication Date: 03/12/2001 Revision Date: 09/16/2002 Product Type: Case (Field) Product Description: Introduces Grey Warner, the vice president of Merck's Latin America region, and his efforts to improve the organizational effectiveness of the region and to introduce a more global business culture and values. Discusses Merck's ethics and values, its Latin American organization, the change methodologies used, and the political and economic conditions in the region. The change methodologies included Myers Briggs personality type assessment, 360 degree feedback management evaluations, a new strategic planning process, and especially, organizational fitness profiling to discover and overcome barriers to achieving the strategic vision. Teaching Purpose: Allows students to examine the management of foreign operations--especially the management of change and the cultural implications thereof. May be used with: (9-401-030) Merck Latin America (B): Argentina; (9-401-031) Merck Latin America (C): Brazil; (9-401-032) Merck Latin America (D): Mexico. HBS Number: 9-401-029 Geographic Setting: Latin AmericaIndustry Setting: pharmaceuticalsGross Revenues: $33 billion revenues Event Year Start: 1999Event Year End: 1999 Subjects: Central America; Corporate culture; Management of change; Organizational behavior; Organizational change; Organizational learning; Pharmaceuticals; South America; Strategic planning; Values Academic Discipline: Human resources management    Merck Latin America (B): Argentina   Add   View  13 pp.  Case Author(s): Beer, Michael; Weber, James B. Publication Date: 03/12/2001 Revision Date: 09/16/2002 Product Type: Case (Field) Product Description: Examines Merck's change effort in Argentina from the perspective of the local employees. Teaching Purpose: Allows students to examine the management of foreign operations--especially the management of change and the cultural implications thereof. May be used with: (9-401-029) Merck Latin America (A); (9-401-031) Merck Latin America (C): Brazil; (9-401-032) Merck Latin America (D): Mexico. HBS Number: 9-401-030 Geographic Setting: Latin AmericaIndustry Setting: pharmaceuticalsGross Revenues: $33 billion revenues Event Year Start: 1999Event Year End: 1999 Subjects: Corporate culture; Management of change; Organizational behavior; Organizational change; Organizational learning; Pharmaceuticals; South America; Strategic planning; Values Academic Discipline: Human resources management    Merck Latin America (C): Brazil   Add   View  15 pp.  Case Author(s): Beer, Michael; Weber, James B. Publication Date: 03/12/2001 Revision Date: 09/16/2002 Product Type: Case (Field) Product Description: Examines Merck's change effort in Brazil from the perspective of the local employees. Teaching Purpose: Allows students to examine the management of foreign operations--especially the management of change and the cultural implications thereof. May be used with: (9-401-029) Merck Latin America (A); (9-401-030) Merck Latin America (B): Argentina; (9-401-032) Merck Latin America (D): Mexico. HBS Number: 9-401-031 Geographic Setting: Latin AmericaIndustry Setting: pharmaceuticalsGross Revenues: $33 billion revenues Event Year Start: 1999Event Year End: 1999 Subjects: Corporate culture; Management of change; Organizational behavior; Organizational change; Organizational learning; Pharmaceuticals; South America; Strategic planning; Values Academic Discipline: Human resources management    Merck Latin America (D): Mexico   Add   View  10 pp.  Case Author(s): Beer, Michael; Weber, James B. Publication Date: 03/12/2001 Revision Date: 09/16/2002 Product Type: Case (Field) Product Description: Examines Merck's change effort in Mexico from the perspective of the local employees. Teaching Purpose: Allows students to examine the management of foreign operations--especially the management of change and the cultural implications thereof. May be used with: (9-401-029) Merck Latin America (A); (9-401-030) Merck Latin America (B): Argentina; (9-401-031) Merck Latin America (C): Brazil. HBS Number: 9-401-032 Geographic Setting: Latin AmericaIndustry Setting: pharmaceuticalsGross Revenues: $33 billion revenues Event Year Start: 1999Event Year End: 1999 Subjects: Corporate culture; Management of change; Mexico; Organizational behavior; Organizational change; Organizational learning; Pharmaceuticals; Strategic planning; Values Academic Discipline: Human resources management    Moet Hennessy Espana   Add   View  21 pp.  Case Author(s): Casciaro, Tiziana; Dessain, Vincent; Corsi, Elena Publication Date: 02/19/2008 Product Type: Case (Field) HBS Number: 408108 Number of Employees: 43 Event Year Start: 2007 Event Year End: 2007 Subjects: Corporate culture; Group dynamics; Human relations theory; Informal communications; Interdepartmental relations; Management styles Academic Discipline: Human resources management Product Description: Since being appointed CEO of Moet Hennessy Espana (MHE), the Spanish subsidiary of the wine & spirits business of Louis Vuitton Moet Hennessy (LVMH), the world's leading luxury products group, Ramiro Otano had overseen a spectacularly successful run at the company by any financial measure. Despite the company's growth, some of the employees who had been at the company for years were complaining that the company had lost its “human touch” in the process of professionalizing and modernizing to capitalize on the fantastic market opportunities that had opened up in Spain. Some felt that the work was now too structured and interpersonal relationships too dry. Otano acknowledged that the financial success had happened on the expense of the informal and relational atmosphere that used to characterize the company. But did it matter, Otano wondered? How should he go forward?    Motorola Corp.: The View from the CEO Office   Add   View  15 pp.  Case 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    Motorola-Elma   Add   View  16 pp.  Case Gogan, Janis L.; Zuboff, Shoshana; Schuck, Gloria; Handel, Michael J. Motorola's old automative electronics plant in Arcade, outside Buffalo, New York, faced the prospect of closure in the mid-1980s, but leading customers persuaded Motorola to give the plant a second chance. The new plant manager, Dennis HBS Number: 9-494-136 Type: Case (Field) Publication Date: 5/10/1994 Revision Date: 8/11/1994 Geographic Setting: Elma, NY Industry Setting: electronics Company Size: Fortune 500 Number of Employees: 550 Event Year Start: 1989 Event Year End: 1993 Subjects: Electronics; Employee training; Participatory management; Plant management; Production planning; Quality control; Supervision; Teams    Motorola-Penang   Add   View  18 pp.  Case Gogan, Janis L.; Zuboff, Shoshana; Schuck, Gloria S.K. Ko managed Motorola's Penang, Malaysia factory, producing telecommunications components and equipment. As a female manager of a multi-ethnic and labor-intensive plant in Asia, Ko faced a number of challenges. She had already promo HBS Number: 9-494-135 Type: Case (Field) Publication Date: 5/10/1994 Revision Date: 8/11/1994 Geographic Setting: Penang, Malaysia Industry Setting: electronics Company Size: Fortune 500 Number of Employees: 2,750 Event Year Start: 1990 Event Year End: 1993 Subjects: Electronics; Employee training; International operations; Leadership; Participatory management; Quality control; Technological change    Navistar: Managing Change   Add   View  12 pp.  Case Author(s): Jick, Todd D.; MacIsaac, Lori Ann Publication Date: 09/11/1989 Product Type: Case (Field) Product Description: Describes 15 years of change at Navistar. Highlights changes in strategy, name, products, services, size, human resources policies, and programs. Underscores the brisk pace and scope of changes. Students are asked to categorize the types of change, evaluate them, and consider how well Navistar is positioned to deal with future change challenges. HBS Number: 9-490-003 Geographic Setting: MidwestIndustry Setting: trucking/transportationCompany Size: Fortune 500Number of Employees: 10,000 Event Year Start: 1975Event Year End: 1989 Subjects: Human resources management; Machinery; Management of change; Organizational change Academic Discipline: Human resources management Supplementary Materials: Teaching Note, (5-491-118), 7p, by Todd D. Jick   Add     7 pp.  Teaching Note For use with 9-490-003 HBS Number: 5-491-118 Subjects: Human resources management; Machinery; Management of change; Organizational change    Neill Hance   Add   View  15 pp.  Case Author(s): Sathe, Vijay V.; Rhodes, Mark Publication Date: 01/19/1983 Revision Date: 07/30/2007 Product Type: Case (Field) HBS Number: 9-483-086 Industry Setting: Banking industry Company Size: large Event Year Start: 1978 Event Year End: 1980 Subjects: Banking; Corporate culture; Employee attitude; Personal strategy & style Academic Discipline: Human resources management Product Description: Neill Hance takes advantage of all available information and resources to insure a smooth entry into a culture — an entry that would have normally been rather difficult to deal with because of stereotyping and perceived threat.    New United Motors Manufacturing, Inc. (NUMMI)