Home  |  Service Overview  |  eBookstore   |  Using Primis Database  |  Completed Order  |  Your Publisher

My Book Request Click here to start a new order

My Primis   |  eBook Options  |  Help / Feedback  |  Primis Online

Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business Review Brief Cases — Organizational Behavior  • 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.    Authenticity: Is It Real or Is It Marketing?   Add   View  8 pp.  HBR Case Study Author(s): Weinberger, David Publication Date: 03/01/2008 Product Type: Harvard Business Review Article HBS Number: R0803X Industry Setting: Motorcycle Subjects: Authenticity; Marketing campaigns Academic Discipline: Organizational behavior & leadership Product Description: Marty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers — employees must personally subscribe to the brand's values. Should the company's CEO support Marty's “real deal” vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an authenticity-based campaign can be effective — but only if it's truly drawn from history. Marketers like Marty often remember their organization's past in a golden haze. Weindruch recommends exploring old engineering drawings, ads, and product photos in order to understand what customers and employees really valued back in the day. Gillian Arnold, a consultant to luxury fashion and fine jewelry brands, thinks Marty's approach is right: People in key marketing posts must be passionate about their products and know them inside and out. She argues that the CEO needs to commit more fully to the new campaign and address the significant gap between the staff and the brand. James H. Gilmore and B. Joseph Pine II, the cofounders of Strategic Horizons, point out that Hunsk needs to manage customers' perceptions rather than trying to be a “real company” or forming a management team whose personal interests match the brand. People purchase a product if it conforms to their self-image; that alone determines the brand's authenticity. Glenn Brackett of Sweetgrass Rods, a maker of bamboo fly-fishing rods, says Marty seems to be one of the few people who underst   Add   View  12 pp.  HBR Case Study and Commentary Author(s): Weinberger, David; Weindruch, Bruce; Arnold, Gillian; Gilmore, James H.; Pine II, B. Joseph; Brackett, Glenn Publication Date: 03/01/2008 Product Type: Harvard Business Review Article HBS Number: R0803A Industry Setting: Motorcycle Subjects: Authenticity; Marketing campaigns Academic Discipline: Organizational behavior & leadership Product Description: Marty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers — employees must personally subscribe to the brand's values. Should the company's CEO support Marty's “real deal” vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an authenticity-based campaign can be effective — but only if it's truly drawn from history. Marketers like Marty often remember their organization's past in a golden haze. Weindruch recommends exploring old engineering drawings, ads, and product photos in order to understand what customers and employees really valued back in the day. Gillian Arnold, a consultant to luxury fashion and fine jewelry brands, thinks Marty's approach is right: People in key marketing posts must be passionate about their products and know them inside and out. She argues that the CEO needs to commit more fully to the new campaign and address the significant gap between the staff and the brand. James H. Gilmore and B. Joseph Pine II, the cofounders of Strategic Horizons, point out that Hunsk needs to manage customers' perceptions rather than trying to be a “real company” or forming a management team whose personal interests match the brand. People purchase a product if it conforms to their self-image; that alone determines the brand's authenticity. Glenn Brackett of Sweetgrass Rods, a    Big Shoes to Fill   Add   View  9 pp.  Case Study and Commentary Author(s): Beer, Michael; Eckert, Robert A.; Dichter, Steven F.; Canavan, Patrick J.; Sulkowicz, Kerry Publication Date: 05/01/2006 Product Type: Harvard Business Review Article HBS Number: R0605A Industry Setting: Medical equipment & device industry Subjects: Brief case; CEO; Change management; Competitive advantage; HBR case discussions; Innovation; Leadership; Organizational change; Organizational problems; Organizational structure Academic Discipline: Organizational behavior & leadership Product Description: Jack Donally was a colossal figure who commanded a lot of respect, if not affection. Just before Jack suddenly died, the board appointed Stephanie Fortas as the new CEO to lead Innostat, the world's best-known manufacturer of prosthetic limbs and surgical implants. Innostat has recently been struggling; its once generous margins have been narrowing for the past several years as other companies have found ways to engineer around its patents and develop competitive products of their own. Worse, the company seems to have lost its innovative edge: It has not launched a major new product in four years. The previous year, the board rejected a plan for a large-scale reorganization that might have addressed many of these fundamental problems. Should Stephanie revive the plan? Her coach tells her she doesn't have the clout to survive a reorg and advises her to scope out new products and drive them through the way Jack used to. Meanwhile, Stephanie deliberates about whether to fire Frank Timoshotsky, the self-effacing head of production who had been Jack's protege and who was passed over for the CEO position.   Add   View  5 pp.  Case Study Author(s): Beer, Michael Publication Date: 05/01/2006 Product Type: Harvard Business Review Article HBS Number: R0605X Industry Setting: Medical equipment & device industry Subjects: Brief case; CEO; Change management; Competitive advantage; HBR case discussions; Innovation; Leadership; Organizational change; Organizational problems; Organizational structure Academic Discipline: Organizational behavior & leadership Product Description: Jack Donally was a colossal figure who commanded a lot of respect, if not affection. Just before Jack suddenly died, the board appointed Stephanie Fortas as the new CEO to lead Innostat, the world's best-known manufacturer of prosthetic limbs and surgical implants. Innostat has recently been struggling; its once generous margins have been narrowing for the past several years as other companies have found ways to engineer around its patents and develop competitive products of their own. Worse, the company seems to have lost its innovative edge: It has not launched a major new product in four years. The previous year, the board rejected a plan for a large-scale reorganization that might have addressed many of these fundamental problems. Should Stephanie revive the plan? Her coach tells her she doesn't have the clout to survive a reorg and advises her to scope out new products and drive them through the way Jack used to. Meanwhile, Stephanie deliberates about whether to fire Frank Timoshotsky, the self-effacing head of production who had been Jack's protege and who was passed over for the CEO position. May be used with: (R0605Z) Big Shoes to Fill (Commentary for HBR Case Study).    CEO Who Couldn’t Keep His Foot out of His Mouth   Add   View  8 pp.  Case Study Author(s): Burrell, Lisa Publication Date: 12/01/2006 Product Type: Harvard Business Review Article HBS Number: R0612X Subjects: Brief case; Executive ability; Executive selection; HBR case discussions; Interpersonal behavior; Interpersonal communications; Interpersonal conflicts; Interpersonal skills; Managerial skills Academic Discipline: Organizational behavior & leadership Product Description: In the four years since Rob Miranda became CEO of Growing Places, a provider of on-site child care for companies in the midwestern United States, he has been a font of ideas. For instance, he set up rooms where moms can breastfeed their babies during breaks in the workday and put Webcams in classrooms so that parents can “visit” their children from their desks. As a result of Rob's entrepreneurial vision and operational savvy, the company has achieved profitable growth. The problem is that Rob tends to stick his foot in his mouth. Evan Breyer, the company's founder and chairman, hopes that Rob will learn to avoid making verbal gaffes; he even gets Rob to see a coach. But while Evan is wrapping up a facility tour for a potential corporate sponsor of a scholarship program, Rob makes an insensitive remark about breastfeeding in front of the visitors — among them, a reporter. Not surprisingly, the local paper runs a scathing editorial the next day. Several days later, during a conference presentation on preschool curricula, he does it again with a comment implying that teachers are lazy and unprepared. The result is more bad press and a meaningful dip in stock price. It's beginning to look as though Rob is not going to change, and many board members are talking ouster. Should Evan try to persuade the board to hang on to Rob? May be used with: (R0612Z) The CEO Who Couldn't Keep His Foot out of His Mouth (Commentary for HBR Case Study).   Add   View  12 pp.  Case Study with Commentary Author(s): Burrell, Lisa; Heifetz, Ronald; Biggs, John H.; Clarke, Torie; Brown, Roger Publication Date: 12/01/2006 Product Type: Harvard Business Review Article HBS Number: R0612A Subjects: Brief case; Executive ability; Executive selection; HBR case discussions; Interpersonal behavior; Interpersonal communications; Interpersonal conflicts; Interpersonal skills; Managerial skills Academic Discipline: Organizational behavior & leadership Product Description: In the four years since Rob Miranda became CEO of Growing Places, a provider of on-site child care for companies in the midwestern United States, he has been a font of ideas. For instance, he set up rooms where moms can breastfeed their babies during breaks in the workday and put Webcams in classrooms so that parents can “visit” their children from their desks. As a result of Rob's entrepreneurial vision and operational savvy, the company has achieved profitable growth. The problem is that Rob tends to stick his foot in his mouth. Evan Breyer, the company's founder and chairman, hopes that Rob will learn to avoid making verbal gaffes; he even gets Rob to see a coach. But while Evan is wrapping up a facility tour for a potential corporate sponsor of a scholarship program, Rob makes an insensitive remark about breastfeeding in front of the visitors — among them, a reporter. Not surprisingly, the local paper runs a scathing editorial the next day. Several days later, during a conference presentation on preschool curricula, he does it again with a comment implying that teachers are lazy and unprepared. The result is more bad press and a meaningful dip in stock price. It's beginning to look as though Rob is not going to change, and many board members are talking ouster. Should Evan try to persuade the board to hang on to Rob?    Civics and Civility   Add   View  8 pp.  Case Study Author(s): Buchanan, Leigh Publication Date: 10/01/2004 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R0410Z. The complete case study and commentary is reprint R0410A. The Denver office of Clarion Co., a $30 million, full-service marketing firm, has always been a politics-free zone. Nonwork conversations revolve around families, romances, and the state of the powder at Aspen. If the office sometimes seems detached from the wider world, no one cares. But that all changes with the arrival of Marcus Lippman. A senior project manager hired away from a rival firm in Chicago, Marcus is both charming and aggressive about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to the day's headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol. Those informed enough to respond, generally do so. Over time, others join in. Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-of-control e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate and, if so, what? Commenting on this fictional case study in R0410A and R0410Z are Brian Flynn, the CEO of Schlossberg: Flynn, a business development consulting firm; Frank Furedi, a professor of sociology at the University of Kent in England; Paula Brantner, the progr    Into the Fray   Add   View  8 pp.  Case Study Author(s): Peebles, M. Ellen Publication Date: 01/01/2005 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R0501Z. The complete case study and commentary is reprint R0501A. Talk of cost cutting and layoffs was already in the air in the New York offices of international beverage company Legrand SA. But now everyone is imagining the worst after the sudden and mysterious resignation of Lucien Beaumont, the company's president of U.S. operations. The rumors are flying fast and furious about what prompted his departure and, just as important, who will get Lucien's job. Michael Feldstein is confident that he's a top contender for Lucien's job. Michael, the global category director for rums, believes his stellar brand results and strong track record might earn him the position. Then, with a slight sense of paranoia, he notices Danielle Harcourt -- the global category director for vodka and liqueurs and Michael's chief competitor for Lucien's job -- networking with some of the Paris executives at a launch party for one of Michael's brands. She has also reached out to at least one of his direct reports. Before he can confront her, Michael gets a call from CEO Pierre Hoffman and a proposition -- but not the one he's looking for. In this fictional case study, Michael must weigh the advantages of taking an unexpected post in China against holding his ground in the politically charged New York offices of Legrand. Commenting on this fictional case study in R0501A and R0501Z are Nancy Clifford Widmann, an executive coach, and Amy Dorn Kopelan, the CEO of Bedlam Entertainment, a conference management company; Fred Hassan, the chairman and CEO of Schering-Plough; Allan Cohen, the Edward A. Madden Distinguished Professor in Global Leadership at Babson College; and Gary B. Rhodes, a senior fellow at the Center for Cre    Left on a Mountainside   Add   View  8 pp.  Case Study Author(s): Kirby, Julia Publication Date: 01/01/2004 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is Reprint R0401Z. The complete case study and commentary is Reprint R0401A. Ed Davidson is on top of the world, literally and figuratively, at the beginning of this fictional case study. He's in the Swiss Alps, headed for Davos and his first experience as a delegate to the World Economic Forum's annual conference. And he has reason to believe he is about to be made president of his company, Carston Waite -- and, therefore, heir apparent to the CEO position. Then his phone rings. It's his mentor, Frank Maugham, the CFO and a board member at Carston Waite, calling to inform him of a major setback. ``David asked me to let you know you are not going to be named president,'' he says. ``At least not yet. He wants to stay close to the business.'' But Frank has a plan to change the CEO's mind. Meanwhile, Ed feels betrayed and humiliated -- and his desire for revenge against the CEO mounts. When the news comes that Frank's plan has failed and has cost Frank his job, Ed is already deep in a plot of his own. He's in Davos because David had to back out; Ed is supposed to deliver the CEO's remarks in his stead. But why not use this opportunity on the world stage instead to deal a parting blow? In R0401Z, a psychoanalyst, a psychiatrist, an executive coach, and a governance expert comment on Ed's state of mind and his best course of action. They are Kenneth Eisold, the president of the International Society for the Psychoanalytic Study of Organizations; Dee Soder, the founder and managing partner of the CEO Perspective Group; Jeffrey P. Kahn, the CEO of WorkPsych Associates; and Charles M. Elson, the Edgar S. Woolard, Jr., Chair of Corporate Governance at the University of Delaware. HBS Number: R0401X   Add   View  12 pp.  Case Study and Commentary Author(s): Kirby, Julia Publication Date: 01/01/2004 Product Type: Harvard Business Review Article Product Description: Ed Davidson is on top of the world, literally and figuratively, at the beginning of this fictional case study. He's in the Swiss Alps, headed for Davos and his first experience as a delegate to the World Economic Forum's annual conference. And he has reason to believe he is about to be made president of his company, Carston Waite -- and, therefore, heir apparent to the CEO position. Then his phone rings. It's his mentor, Frank Maugham, the CFO and a board member at Carston Waite, calling to inform him of a major setback. ``David asked me to let you know you are not going to be named president,'' he says. ``At least not yet. He wants to stay close to the business.'' But Frank has a plan to change the CEO's mind. Meanwhile, Ed feels betrayed and humiliated -- and his desire for revenge against the CEO mounts. When the news comes that Frank's plan has failed and has cost Frank his job, Ed is already deep in a plot of his own. He's in Davos because David had to back out; Ed is supposed to deliver the CEO's remarks in his stead. But why not use this opportunity on the world stage instead to deal a parting blow? A psychoanalyst, a psychiatrist, an executive coach, and a governance expert comment on Ed's state of mind and his best course of action. They are Kenneth Eisold, the president of the International Society for the Psychoanalytic Study of Organizations; Dee Soder, the founder and managing partner of the CEO Perspective Group; Jeffrey P. Kahn, the CEO of WorkPsych Associates; and Charles M. Elson, the Edgar S. Woolard, Jr., Chair of Corporate Governance at the University of Delaware. THIS HBR CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY ONLY, REPRINT R0401X, AND COMMENTARY ONLY, REPRINT R0401Z. HBS Numb    Springboard to a Swan Dive?   Add   View  8 pp.  Case Study Author(s): Kambil, Ajit; Beebe, Bruce Publication Date: 02/01/2005 Product Type: Harvard Business Review Article Product Description: For teaching purposes, this is the case-only version of the HBR case study. The commentary-only version is reprint R0502Z. The complete case study and commentary is reprint R0502B. John Clough, the CFO of NetRF, a tech firm in Salt Lake City, gets an offer he's not sure he wants to refuse. Benchmark, a Fortune 500 packaged goods company, is looking for someone to join its board -- specifically, to join the audit committee. "Would you be interested?" the executive recruiter asks. John's experience with publicly held companies is limited, but he's highly regarded in the financial community for his acumen and probity. At NetRF, a maker of wireless communications equipment, John had championed expensing stock options at a time when it was uncommon for high-tech firms to do so; he'd received a lot of admiring press for that move. In mulling over the offer, the 39-year-old executive and flight enthusiast considers his situation. He loves his work, his Cessna time-share, and the skiing in the Salt Lake area. Board membership would confer on him a certain amount of honor and prestige, but would he be spreading himself too thin? One colleague, Gordon Telford, extols a few of the virtues of board membership -- the opportunity to learn and the chance to expand your business network. But another colleague, Philip Tedeschi, chief outside counsel to NetRF, warns that the hours can be considerable and board members' responsibilities (post-Sarbanes-Oxley) substantial. Subsequent meetings with Benchmark's nominating committee, its CEO, and its audit committee leave John with more questions than answers. Should he join the board? This fictional case study outlines the risks and rewards that come with board service. Commenting on this fictional case study in reprints R0502B and R0502Z are Peter Goodson, a strategic a   Add   View  12 pp.  Case Study and Commentary Author(s): Kambil, Ajit; Beebe, Bruce Publication Date: 02/01/2005 Product Type: Harvard Business Review Article Product Description: John Clough, the CFO of NetRF, a tech firm in Salt Lake City, gets an offer he's not sure he wants to refuse. Benchmark, a Fortune 500 packaged goods company, is looking for someone to join its board -- specifically, to join the audit committee. "Would you be interested?" the executive recruiter asks. John's experience with publicly held companies is limited, but he's highly regarded in the financial community for his acumen and probity. At NetRF, a maker of wireless communications equipment, John had championed expensing stock options at a time when it was uncommon for high-tech firms to do so; he'd received a lot of admiring press for that move. In mulling over the offer, the 39-year-old executive and flight enthusiast considers his situation. He loves his work, his Cessna time-share, and the skiing in the Salt Lake area. Board membership would confer on him a certain amount of honor and prestige, but would he be spreading himself too thin? One colleague, Gordon Telford, extols a few of the virtues of board membership -- the opportunity to learn and the chance to expand your business network. But another colleague, Philip Tedeschi, chief outside counsel to NetRF, warns that the hours can be considerable and board members' responsibilities (post-Sarbanes-Oxley) substantial. Subsequent meetings with Benchmark's nominating committee, its CEO, and its audit committee leave John with more questions than answers. Should he join the board? This fictional case study outlines the risks and rewards that come with board service. Offering expert advice are Peter Goodson, a strategic adviser to corporate boards; John F. Olson, chair of the ABA Business Law Section's Corporate Governance Committee; David J. Berger, a partner at the law firm Wilson Sonsini Goodrich & Rosati; and Charles H. King, managing direct    The Nice Guy   Add   View  5 pp.  Case Study Author(s): Edelman, Russ; Hiltabiddle, Tim Publication Date: 02/01/2006 Product Type: Harvard Business Review Article HBS Number: R0602X Geographic Setting: Cleveland, OH Subjects: Brief case; CEO; HBR case discussions; Interpersonal behavior; Interpersonal relations; Leadership; Management styles; Personal strategy & style; Promotion from within Academic Discipline: Organizational behavior & leadership Product Description: As Paul Kennedy sits in Cleveland's endless morning traffic, his thoughts are going in all sorts of directions, even if he's not. He's worried about his wife, who may be coming down with a cold right before their wedding anniversary. He's worried about the pitching and fielding assignments he'll have to make for tonight's Little League game. He's worried about the health of his boss, Larry, who recently had a heart attack. He's worried about his associate, Lisa, whose mother is ill and whose work is slipping. He's worried about the Cleveland Browns. He's excited too, though, about his plans to expand Daner Associates into Europe and the reorganization he's recommending, which would take a load off Larry by ceding day-to-day operations of the “new media” company to a new CEO — probably Paul, from all the hints he's heard. “I could swear Larry's been doing the nudge-nudge, wink-wink in my direction,” Paul says to himself. And why not? He's been there for 10 years; he knows every facet of the operation. Customers, vendors, and employees love him. But when he meets with his boss that afternoon, Paul is in for a rude shock. Larry is considering hard-nosed George for the top slot and Paul for the No. 2 role. Paul has many of the right ingredients to be CEO, Larry explains, but he's got to get tougher.   Add   View  9 pp.  Case Study and Commentary Author(s): Edelman, Russ; Hiltabiddle, Tim; Schmidt, Eric; Covey, Stephen R.; Manvel, Don; Craddock, Maggie Publication Date: 02/01/2006 Product Type: Harvard Business Review Article HBS Number: R0602A Geographic Setting: Cleveland, OH Subjects: Brief case; CEO; HBR case discussions; Interpersonal behavior; Interpersonal relations; Leadership; Management styles; Personal strategy & style; Promotion from within Academic Discipline: Organizational behavior & leadership Product Description: As Paul Kennedy sits in Cleveland's endless morning traffic, his thoughts are going in all sorts of directions, even if he's not. He's worried about his wife, who may be coming down with a cold right before their wedding anniversary. He's worried about the pitching and fielding assignments he'll have to make for tonight's Little League game. He's worried about the health of his boss, Larry, who recently had a heart attack. He's worried about his associate, Lisa, whose mother is ill and whose work is slipping. He's worried about the Cleveland Browns. He's excited too, though, about his plans to expand Daner Associates into Europe and the reorganization he's recommending, which would take a load off Larry by ceding day-to-day operations of the “new media” company to a new CEO — probably Paul, from all the hints he's heard. “I could swear Larry's been doing the nudge-nudge, wink-wink in my direction,” Paul says to himself. And why not? He's been there for 10 years; he knows every facet of the operation. Customers, vendors, and employees love him. But when he meets with his boss that afternoon, Paul is in for a rude shock. Larry is considering hard-nosed George for the top slot and Paul for the No. 2 role. Paul has many of the right ingredients to be CEO, Larry explains, but he's got to get tougher. “What does that mean?” Paul thinks indignantly, back in traffic, on the way

Privacy Notice    The McGraw-Hill Companies    McGraw-Hill Higher Education    McGraw-Hill Custom Publishing

2008 copyright reserved