Cas

se Map for
Robbin
ns & Judge:: Organizatiional Behav
vior
(Pre
entice Hall)

This map was prepared d by an experienced editor at HBS Pub blishing, not b y a teaching professor. Fa
aculty
at Harvardd Business School were no e textbook orr selecting the
ot involved in analyzing the e cases and
articles.

Every cas se map providdes only a parrtial list of rele

evant items frrom HBS Pub blishing. To e
explore
alternative
es, or for morre information
n on the cases s listed below
w, visit: hbsp.h
harvard.edu

INTRODU
UCTION

Chapter 1:1 What Is

Organiza ational Behavvior? Abstractt
GE's Two o-Decade GE
G is faced with w Welch's im mpending retiirement and tthe question o on
Transformmation: Jack Welch's
W many
m minds is s whether anyyone can susstain the bliste ering pace of
Leadership: Christopheer A. change
c and growth characcteristic of the e Welch era. AAfter briefly
Bartlett describing
d GEE's heritage a nd Welch's trransformation n of the compa any's
Product #:
# 399150 business
b portffolio of the 19980s, the case e chronicles WWelch's
Length: 244p revitalization
r initiatives thro
ough the late 1980s and 19 990s. It focusses
Teaching Note: 300019 9 on
o six of Welc ch's major cha ange program ms: The "Softw ware" Initiativves,
Globalization,
G Redefining L Leadership, S Stretch Objecttives, Service e
Business
B Dev velopment, an nd Six Sigma Quality.
Learning
L Objjective: Can be used to de evelop multiple lessons,
in
ncluding corp porate strateg gy developme ent, transformaational chang ge,
management
m and leadersh hip, and corpoorate renewall.
Southwes st Airlines (A):: Charles In 1994 both United
U Airline
es and Continental Airlines launched low w-
A. O'Reilly
y, Jeffrey Pfeffer cost
c airlines-wwithin-an-airlin ne to compete e with Southwwest Airlines. From
Product #:
# HR1A 1991
1 until 19993 Southwestt had increase ed its market share of the
Length: 277p critical
c West Coast
C market from 26% to 45%. This ca ase considerss how
Teaching Note: HR1T Southwest
S had developed a sustainable e competitive advantage and
B case#: HR1B emphasizes
e th
he role of hum man resource es as a lever ffor the successsful
im
mplementatio on of strategyy. Asks whether competitorrs can successsfully
im
mitate the So outhwest apprroach.
Subjects
S Cov vered: Compe etitive advanttage; Corporaate strategy;
Human
H resource managem ment; Impleme enting strateg
gy; Organizational
behavior
b
Motorola Corporation:
C The View Motorola,
M a leader in semicconductors an nd telecommu unications,
from the CEO
C Office: Janis L. embarked
e on an ambitiouss program of rrenewal begin nning in the early
Gogan, Shoshana Zub boff, 1980s,
1 leading g to dramaticc improvemen nts in the com
mpany's qualityy,
Gloria Sch
huck cycle
c time, an nd growth. Mu uch of this pro
ogress was atttributed to a major
Product #:
# 494140 in
nvestment in workers' skillls and in mecchanisms thatt encouraged
Length: 15
5p teams of emp ployees to worrk on continuo ous improvem ment projects. In
1994
1 top man nagement con nsidered whetther to promo ote a corporatte-
wide
w empowe erment initiativve that would encourage a an unprecedented
downward
d dellegation of re sponsibilities. With very am mbitious global
growth
g goals, Motorola asp pired to be "th
he finest corporation in the e
world,"
w with an n organization n that was booth more flexibble and
 participative
p and
a dedicated d to continuouus improveme ent. The case
focuses
f on the e role of the CCEO office in promoting co orporate initiaatives
while
w preserviing the $17 b illion corporattion's decentrralized structu ure.
Subjects
S Covvered: Contin nuous improve ement; Leade ership;
Organizationa
O al change; Pa articipative ma
anagement; T Teams;
Technological
T l change; Tottal quality
Who Has the D? How Clear
C Decisions
D are the coin of th he realm in buusiness. But e even in highlyy
Decision Roles
R Enhancce respected
r commpanies, deciisions can ge et stuck inside e the organiza ation
Organizattional Perform
mance: liike loose change. As a ressult, the entire e decision-ma aking processs can
Paul Rogeers, Marcia Blenko stall,
s usually at
a one of four bottlenecks: global vs. loccal, center vs..
Product #:
# R0601D business
b unit,, function vs. ffunction, and inside vs. ou utside partnerrs.
Length: 10
0p Decision-mak
D king bottleneccks can occur whenever the ere is ambigu uity or
tension over who w gets to de ecide what. BBain consultan nts Paul Roge ers
and
a Marcia Bllenko use an approach callled RAPID (rrecommend,
agree,
a performm, input, and decide) to he elp companiess unclog theirr
decision-maki
d ing bottleneckks by explicitly defining roles and
responsibilitie
r s. For examp ple, British Am
merican Tobaccco struck a n new
balance
b betwe een global an nd local decision making to o take advantage
of
o the compan ny's scale wh ile maintainin ng its agility in
n local marketts.
Learning
L Objjective: To diiscover a metthodology for clarifying who
plays
p what rolle during a ke ey business decision--such h as who
recommends
r a course of aaction, who must agree to tthe idea, who o
im
mplements th he decision, w who provides input, and wh ho brings the
decision
d to clo
osure.
What Effe
ective Genera al A gap has existed between n the conventtional wisdom m about how
Managers s Really Do: John
J P. managers
m work and the acctual behaviorr of effective m managers. In n this
Kotter HBR
H Classic, John Kotter e explains that managers wh ho limit their
Product #:
# 99208 in
nteractions to o orderly, focuused meetings actually shu ut themselvess off
Length: 10
0p from
f vital inforrmation and rrelationships. General man nagers face tw wo
fundamental
f challenges:
c fig
guring out whhat to do desp pite an enorm mous
amount
a of pottentially relevaant informatioon, and gettin ng things done e
through a larg ge and diverse e set of peop le despite havving little dire ect
control
c over most
m of them. To tackle the ese challenge es, effective
general
g mana agers develop p flexible agenndas and broa ad networks o of
relationships.
r Kotter has ad dded a retrosspective comm mentary
highlighting
h th
he article's relevance to current conceptts of leadersh hip.
Learning
L Objjective: To ap ppreciate howw flexible agendas and bro oad
networks
n of re
elationships ccan help gene eral managerss set direction n and
build
b consens sus for change e.
The Indiv
vidual

Chapter 2:
2 Diversity in
Organiza
ations Abstractt

Chapter 3:
3 Attitudes and
a Job
Satisfaction Abstractt
Jet Blue Airways:
A Startting from JetBlue
J Airwaays shows how w an entrepreeneurial ventuure can use
Scratch: Jody
J Hoffer Gittell,
G human
h resourrce managem ment, specifica
ally a values-ccentered
Charles A.
A O'Reilly approach
a to managing
m peo
ople, as a souurce of compeetitive advanta
age.
Product #:
# 801354 The
T major cha allenge faced
d by Ann Rhoa ades is to gro
ow this peoplee-
Length: 20
0p centered
c orga anization at a rapid rate, wh hile retaining high standard ds for
Teaching Note: 801386
6 employee
e sele ection and a ssmall compan ny culture.
Learning
L Objjective: To co onsider the ro ole of human resource
management,
m , leadership, a and values in a start-up ve enture, and to o
address
a the te ension betwee en a strong o organizationall culture and rrapid
growth.
g
The SAS Institute: A Different The
T SAS Instiitute is a large e, growing so oftware compa any
Approach to Incentives s and headquartered
h d in the Rese earch Triangle e in North Carrolina. Founded
People-Management Practices
P more
m than 25 years ago, it has evolved a unique app proach, given its
in the Sofftware Industrry: Jeffrey in
ndustry, to de eveloping and d retaining talent including using no stocck
Pfeffer options
o or pha antom stock a and not paying its salespeo ople on
Product #:
# HR6 commission.
c The
T CEO and d Vice Preside ent of Human n Resources m must
Length: 17 7p decide
d how wellw their curre ent management practices will continue to
serve
s them as s the compan ny gains greatter visibility an nd faces an
in
ncreasingly competitive
c labbor market.
Subjects
S Cov vered: Appliccations; Comp pensation; Hu uman resourcce
management;
m ; Incentives; M Management philosophy; O Organizationa al
behavior;
b Organizational cu ulture
How to Play to Your Sttrengths: Traditional,
T coorrective feed dback has its p place, of courrse; every
Laura Morgan Roberts s, organization
o must
m filter outt failing emplo oyees and enssure that
Gretchen Spreitzer, Jane everyone
e perfforms at an exxpected levell of competen nce. But too m much
Dutton, Robert Quinn, Emily emphasis
e on problem
p areaas prevents co ompanies from m reaping the e best
Heaphy, Brianna
B Barkeer from
f their peo ople. This articcle presents a tool to help you understa and
Product #:
# R0501G and
a leverage your strength hs. Called the e Reflected Be est Self (RBS S)
Length: 6p exercise,
e it offfers a unique feedback exp perience thatt counterbalan nces
negative
n inputt. It allows yo u to tap into ttalents you m may or may no ot be
aware
a of and, so, increase your career p potential. To begin the RB BS
exercise,
e you first need to ssolicit comme ents from fam mily, friends,
colleagues,
c annd teachers, a asking them tto give speciffic examples o of
times in which h those streng gths were parrticularly bene eficial. Next, yyou
need
n to searc ch for common n themes in th he feedback, organizing th hem
in
n a table to develop a clea ar picture of your strong su uits.
Subjects
S Cov vered: Caree er planning; Employee deve elopment;
Improving perrformance; Jo ob satisfaction n; Organizatio onal behaviorr;
Performance
P appraisals; P Personal strate egy & style; P
Psychology; S Self-
assessment
a
The Set-U
Up-to-Fail Syn
ndrome: Why
W do some e employees p perform poorly? Most man nagers would
Jean-Franncois Manzonni, Jean- contend
c that poor
p performa ance is the em mployee's fau ult. The autho ors’
Louis Barrsoux research
r with hundreds of executives sttrongly sugge ests that it is
Product #:
# 98209 bosses
b thems selves--albeit accidentally a and with the bbest intention ns--
Length: 133p who
w are often responsible for an employyee's sub-parr achievemen nt.
They
T call this dynamic "The e Set-Up-to-F Fail Syndrome e," and in thiss
provocative
p lo
ook at what m makes--and su ustains--dysfu unctional workk
relationships,
r the authors cconclude with h a detailed de escription of h how
to break out of o the negative e spiral that ccan drain both h individuals a and
organizations
o of valuable p productive ene ergy.
Learning
L Objjective: To un nderstand how a managerr's mistrust off an
employee's
e ab bilities can ero rode the perso on's performa ance, and to learn
how
h to preven nt this dynamiic from arising g and to reveerse it if it does
arise.
a
Chapter 4:
4 Emotions and
Moods Abstractt
What Mak kes a Leader?
?: Daniel Psychologist
P and
a author Da aniel Golema an first broughht the term
Goleman "emotional
" inttelligence" to a wide audien nce with his 11995 book of the
Product #:
# R0401H same
s name, anda Goleman n first applied the concept tto business w with
Length: 10
0p this 1998 clas ssic HBR articcle. In his reseearch at nearrly 200 large,
global
g compan nies, Golema an found that ttruly effective
e leaders are
distinguished
d by a high deg gree of emotional intelligen nce. The chieef
components
c of
o emotional in ntelligence--sself-awarenesss, self-regula ation,
motivation,
m em
mpathy, and ssocial skill--ca an sound unb businesslike, b but
Goleman,
G cocchair of the Co onsortium forr Research on n Emotional
Intelligence in n Organization ns, based at RRutgers Unive ersity, found ddirect
ties between emotional
e inte
elligence and measurable business results.
Learning
L Objjective: To un nderstand how the five com mponents of
emotional
e inte
elligence enha ance a leaderr's ability to generate
measurable
m business resu lts.
Primal Le eadership: Th
he Hidden Drawing
D on twwo years of re esearch, the a authors conte end that the
Driver of Great
G Perform
mance : le
eader's mood d and his or h er attendant behaviors havve enormouss
Daniel Gooleman, Richaard effects
e on bottom-line perfo ormance. In o other words, b before leaders can
Boyatzis, Annie McKee e turn to setting strategy, fixin ng budgets, o or hiring staff,, they must firrst
Product #:
# R0111C attend
a to the impact of theiir moods and behaviors. To help them d do
Length: 100p that, the autho ors introduce a five-step prrocess of selff-reflection an nd
planning.
p Worrking through this process will help lead ders determine
how
h their emo otional leaderrship is drivingg the moods a and actions oof
their organizations and how w to adjust their behavior a accordingly.
Learning
L Objjective: To ap ppreciate how w a leader's mmood stronglyy
in
nfluences an organization and to learn how leaders can manage their
mood
m to impro ove companyy performance e.

Chapter 5:
5 Personalitty and
Values Abstractt
Ben & Jerrry's Homema ade Ice Ben
B & Jerry's is an anti-esttablishment, vvalues-driven n company tha at
Cream, In
nc.: Keeping the has
h become a successful vventure. The dominant founder, Ben Co ohen,
Mission(s) Alive: John Theroux is
s not an effec ctive managerr, but he bring gs creative m
marketing and
Product #:
# 392025 product
p skills that have bee en important tto the compa any's success. He
Length: 22
2p also
a is controllling sharehollder and the fforce behind tthe company's
Teaching Note: 395238 8 socially-minde
s ed culture. On ne of the man ny policies tha
at have refleccted
Ben's
B values butb which hass created diffiiculty in mana aging the
organization
o is
s the 5 to 1 co
ompensation differential between the to op
and
a the bottom m of the orga nization. Up tto mid 1990, tthe company was
operating
o in an explosive g growth busine ess with relativvely weak
competitors;
c this has chang ged by the timme of the case e in Septemb ber
1990.
1 The cas se opens as C Chuck Lacy iss taking over as president. He
needs
n to decid de what to do o about the 5 to 1 rule and the related isssues
of
o Ben's role, and the value e of the comp pany's counte erculture style.
Students
S mus st consider thee difficulty and importance e of the general
manager's
m ressponsibility in reconciling ccompany valu ues with
commercial
c im
mperatives an nd to considerr the effect off compensatio on
policy
p on mora ale and organ nizational effeectiveness.
Subjects
S Cov vered: Comp ensation; Enttrepreneurial managementt;
 Management
M philosophy; MMorale; Organ nizational cultture;
Organizationa
O al developmen nt; Social responsibility
Narcissisttic Leaders: The
T Love
L of the limmelight often sstems from w what Freud ca alled a narcisssistic
Incredible
e Pros, the Ine
evitable personality,
p saays psychoan nalyst and antthropologist MMichael Macccoby
Cons: Micchael Maccob by in
n this HBR classic, first pu ublished in thee January-February 2000 iissue.
Product #:
# R0401J Narcissists
N are good for co ompanies in e extraordinary ttimes--those that
Length: 9p need
n people with
w the passiion and daring to take them m in new
directions.
d But narcissists ccan also lead companies into disaster b by
refusing
r to listten to the advvice and warnnings of their managers.
Narcissists
N whho want to ovvercome the liimits of their ppersonalities must
work
w as hard at that as the ey do at business success. One solution n is to
find
f a trusted sidekick who can point out the operatio onal requirements
of
o the narcissiistic leader's o often overly ggrandiose visiion and keep him
or
o her rooted in reality.
Learning
L Objjective: To un nderstand the e advantagess and risks tha at
narcissistic
n leaaders--characcterized espe ecially by largee egos--bring
g to
themselves an nd their organnizations, and
d to see how tthey can mitig gate
narcissism's
n risks
r
Make You ur Values Mea
an Take
T a look at this list of coorporate valuees: Communiication. Respect.
Something: Patrick M. Lencioni Integrity. Exce ellence. Theyy sound prettyy good, don't tthey? Maybe they
Product #:
# R0207J even
e resemble your own co ompany's vallues. If so, you should be
Length: 5p nervous.
n Thes se are the corrporate value es of Enron, as claimed in iits
2000
2 annual report.
r Indeedd, most value s statements, says the autthor,
are
a bland, too othless, or jus t plain dishon
nest. Empty values statements
create
c cynicall and dispiriteed employeess and undermine managerial
credibility.
c Butt coming up w with strong vaalues--and sticcking to themm--
is
sn't easy.
Subjects
S Cov vered: Downssizing; Organ nizational behavior;
Organizationa
O al developmen nt; Organizatiional learning
g; Organizatioonal
problems;
p Rec cruitment; Vaalues

Chapter 6:
6 Perception n and
Individua
al Decision Making
M Abstractt
Saturn Coorporation's Module
M II In the Spring of o 1994, Satu urn Corp. wass setting saless records by
Decision: Anita McGah han, Greg attracting
a morre than 25,000 0 buyers per month. Saturrn officials
Keller believed
b theree was a long-tterm opportun nity to sell 40
00,000 to 500,,000
Product #:
# 795011 cars
c per year in the United States and sselected intern national markkets.
Length: 18
8p Saturn
S manag gers had been n reviewing ooptions for a ssecond assem mbly
Teaching Note: 799021 1 plant
p (known as a "Module II ") with Generral Motors (GM) since the
beginning
b of the year. One e possibility w as to expand capacity at
Saturn's
S existing productio n facility in Sppring Hill, Tennnessee. A
second
s set of options invollved refitting oone of severa al plants that h
had
been
b mothballed or was sccheduled to cllose shortly.
Learning
L Objjective: Acce ess tradeoffs oof strategic in
nvestment opttions.
Decision-Making at thee Top: Describes
D a senior manage ement team'ss strategic deccision making g
The All-Sttar Sports Catalog process.
p The division presiident faces th hree options fo or redesigning the
Division: David
D A. Garvvin, process
p to address severa l key concern ns. The presiddent has extensive
Michael A.
A Roberto quantitative
q annd qualitative
e data about the process to o guide him as he
Product #:
# 398061 and
a the senior team attemp pt to make immprovements.
Length: 21p Learning
L Objjective: To te each studentss about how g general managers
Teaching Note: 398103 3 can
c design an nd shape dec ision-making processes, a and how these e
 processes
p affe
ect the qualityy of the choicce and the imp plementation.
Dave Armmstrong (A): George
G A second-yea ar Harvard MB BA student co onsiders the p pros and conss of
Wu three job offerrs. He identifie es several cooncerns and e evaluates eacch job
Product #:
# 396300 in
n terms of ho ow well they m meet these co oncerns. He a assesses
Length: 3p probabilities
p fo
or whether th e jobs will be e successful fo or him.
Teaching Note: 396364 4 Learning
L Objjective: Introd duction to a ccourse on deccision making g and
B case#: 396301
3 preference
p an
nalysis. Since the case con ntains no num mbers, the
emphasis
e o structuring the decision problem, not analysis.
is on
How (Un)ethical Are Yoou?: More
M than two o decades of psychologica al research ind dicates that m most
Mahzarin R. Banaji, Maax H. of
o us harbor unconscious
u b
biases that arre often at odd ds with our
Bazerman n, Dolly Chugh consciously
c held beliefs. Th he flawed juddgments arisin ng from these e
Product #:
# R0312D biases
b are ethhically problem matic and und dermine managers'
Length: 8p fundamental
f work--to
w recru
uit and retain superior talen nt, boost indivvidual
and
a team perfformance, an d collaborate e effectively w
with partners. T This
article
a explore es four related d sources of u unintentional unethical deccision
making:
m impliccit bias--judgi ng according to unconscio ous stereotypes
rather
r than me erit; in-group bias--favoring g people in thheir own circle es; a
tendency to overclaim cred dit; and confliccts of interestt.
Learning
L Objjective: To un nderstand and counteract the unconscious
biases
b that caan derail mana agers' decisioons and unde ermine the quality
of
o their work.
Delusionss of Success: How The
T evidence is disturbinglly clear: Mostt major busine ess initiativess--
Optimism Undermines mergers
m and acquisitions,
a ccapital investtments, marke et entries--fail to
Executivees' Decisions: Dan pay
p off. The authors
a show that a combin nation of cogn nitive biases
Lovallo, Daniel
D Kahnemman (including anc choring and co ompetitor neg glect) and org ganizational
Product #:
# R0307D pressures
p lead managers tto make overlly optimistic fo orecasts in
Length: 8p analyzing
a propposals for ma ajor investmen nts. By exagg gerating the likely
benefits
b of a project
p and ig noring the po otential pitfallss, they lead thheir
organizations
o into initiative s that are dooomed to fall wwell short of
expectations.
e The biases a and pressuress cannot be e escaped, the
authors
a argue e, but they can n be tempere ed by applying g a very differrent
method
m of foreecasting--one e that takes a much more o objective "outtside
view"
v of an iniitiative's likelyy outcome.
Learning
L Objjective: To le earn how man nagers can co ounteract cognitive
biases
b and organizational p pressures tha at can distort the strategic
decision-maki
d ing process.

Chapter 7:
7 Motivation
Concepts s Abstractt
JetBlue Airways:
A Starting from JetBlue
J Airwaays shows how w an entrepreeneurial ventu ure can use
Scratch: Jody
J Hoffer Gittell,
G human
h resourrce managem ment, specificaally a values-ccentered
Charles A.
A O'Reilly approach
a to managing
m peoople, as a souurce of compe etitive advanta
age.
Product #:
# 801354 The
T major cha allenge facedd by Ann Rhoa ades is to groow this peoplee-
Length: 200p centered
c orgaanization at a rapid rate, whhile retaining high standardds for
Teaching Note: 801386 6 employee
e sele
ection and a ssmall compan ny culture.
Learning
L Objjective: To co onsider the ro
ole of human resource
management,
m , leadership, a
and values in a start-up ve enture, and to
o
address
a the te
ension betwee en a strong oorganizationall culture and rrapid
growth.
g
Sealed Air Corporationn: Sealed
S Air Coorp.'s CEO an nd COO are cconsidering what approach h they
Globalizattion and Corp
porate should
s take too building a seeamless corp porate culture worldwide.
Culture (A
A): Lynn Sharp Paine, Anticipating
A coontinuing grow wth and expa ansion, especcially outside tthe
Karen H. Wruck United
U States, they are con ncerned with preserving an nd promoting the
Product #:
# 398096 culture
c that ha as been one o of the compan ny's key asse ets. However, their
Length: 188p experiences
e in
n integrating aacquired com mpanies, espe ecially outsidee the
B case#: 398097
3 United
U States, have heighttened their aw wareness of d differences ammong
the regional cultures of the e world and th he challenges they face in
maintaining
m a unified corpo orate culture.
Learning
L Objjective: To ill ustrate the ch hallenges of b building a singgle
corporate
c cultture in a globa al enterprise aand to explorre the tensions
between
b U.S. culture and ccultures of Eu urope and Asiia.
Mary Kay Cosmetics, Inc.: Describes
D thee incentive sysstem by which Mary Kay C Cosmetics
Sales Forrce Incentives
s (A): motivates
m the sales force o of 200,000 ind dependent ag gents who
Robert L. Simons, Hilary A. comprise
c the firm's
f only disstribution chaannel. Illustrattes the powerrful
Weston effect
e on sales s-force behavvior that resullts when crea ative types of
Product #:
# 190103 employee
e recognition are ccombined with h financial inccentives. Focuses
Length: 166p on
o the challen nges that man nagers face w when they try to reduce
Teaching Note: 191198 8 program
p costs s by modifying g the VIP auttomobile prog gram that awa ards
B case#: 190122 the use of pink Cadillacs an nd other carss to successfu ul sales agentts. A
detailed
d descrription of the p parameters a and formulas tthat drive the
recognition
r annd reward pro ograms is provvided.
Subjects
S Cov vered: Contro ol systems; G Goal setting; In ncentives;
Motivation;
M Sa ales; Sales co ompensation
Managing g for Creativity
y: Richard How
H do you accommodate
a e the complexx and chaotic nature of the
Florida, Ja
ames Goodniight creative
c proce ess while incrreasing efficie ency, improvin ng quality, and
Product #:
# R0507L raising
r produc ctivity? Most b businesses haven't figured d this out. A
Length: 7p notable
n excep ption is SAS In nstitute, the w
world's largesst privately heeld
software
s comp pany. SAS h has learned ho ow to harnesss the creative e
energies
e of all its stakehold ders, includin g its custome ers, software
developers,
d managers,
m and d support stafff. Its framewo ork for managging
creativity
c rests s on three gu iding principle es. By nurturring relationsh hips
among
a develo opers, salespe eople, and cu ustomers, SA AS is investing g in
itts future creative capital.
Learning
L Objjective: To diiscover a thre ee-pronged sttrategy for
maximizing
m th
he creativity off managers a and employee es throughoutt an
organization.
o
One Moree Time: How Do
D You Itt's a manager's perennial q question: "Ho ow do I get an n employee to o do
Motivate Employees?:
E Frederick what
w I want?" The psycholo ogy of motiva ation is very ccomplex, but tthe
Herzberg surest
s way of getting some eone to do something is to deliver a kickk in
Product #:
# R0301F the pants--putt bluntly, the K KITA. Compa anies usually resort to positive
Length: 9p KITAs,
K ranging from fringe benefits to employee counseling. Frederick
Herzberg,
H who ose work influ uenced a gen neration of sch holars and
managers,
m likeens motivatioon to an intern nal generator.. An employee
with
w an interna al generator, he argues, needs no KITA A. Achieveme ent,
recognition
r for achievemen nt, the work itself, responsibility, and gro owth
or
o advanceme ent motivate p people. The a author cites reesearch show wing
that those intrrinsic factors a are distinct fro
om extrinsic, or KITA, elem ments
that lead to job dissatisfacttion.
Learning
L Objjective: To ap ppreciate the importance o of providing
in
nteresting, ch hallenging wo ork and growth h opportunitiees to motivate e
employees.
e
Chapter 8:8 Motivationn: From
Concepts s to Applicattions Abstractt
JetBlue Airways:
A Starting from See
S Chapter 6 for abstractt.
Scratch: Jody
J Hoffer Gittell,
G
Charles A.
A O'Reilly
Product #:
# 801354
Length: 200p
Teaching Note: 801386 6
Sealed Air Corporationn: See
S Chapter 6 for abstractt.
Globalizattion and Corp
porate
Culture (A
A): Lynn Sharp Paine,
Karen H. Wruck
Product #:
# 398096
Length: 188p
B case#: 398097
3
The Best--Laid Incentive Plans Hiram
H Phillipss couldn't have e been in bettter spirits. Th
he CFO and cchief
(HBR Cas se Study): Steeven Kerr administrative
a e officer of Raainbarrel Prod ducts, a diverssified consummer-
Product #:
# R0301X durables
d manufacturer, Ph hillips felt he'd
d single-hande edly turned th
he
Length: 4p company's
c pe
erformance arround. He'd b been at Rainbarrel only a yyear,
but
b the compa any's numberrs had, accord ding to his meeasures, alreaady
im
mproved by le eaps and bou unds.. The co orporate executive council was
meeting,
m and even CEO Ke eith Randall w was applaudin ng the CFO'ss
work.
w Everything looked po ositively rosy---until some qquestionable
in
nformation be egan to trickle e in from othe er meeting participants. It ccame
to light, for ins
stance, that R R&D had deve eloped a brea akthrough product
that was not being
b broughtt to market ass quickly as it should have
been--thanks
b to Hiram's infflexible budge eting processs. An employe ee
survey
s showe ed that workerrs were demo oralized. And customers were
complaining
c about
a Rainbarrrel's service. The general message? The
new
n performa ance metrics a and incentives had indeed been affectin ng
overall
o perform mance--but n ot for the bettter. Should R Rainbarrel reviisit its
approach
a to performance
p m
management? ? Three comm mentators we eigh
in
n.
Subjects
S Covvered: Compe ensation; Em mployee attitud de; Employee e
problems;
p Humman resource e managemen nt; Performan nce appraisalss;
Performance
P measuremen nt
Off-Rampps and On-Raamps: Most
M professio onal women sstep off the ca areer fast tracck at some pooint.
Keeping Talented
T Wom men on With
W children to raise, elde erly parents to o care for, andd other pulls o
on
the Road to Success: Sylvia
S their time, these women arre confronted with one off-ramp after
Ann Hewlett, Carolyn Buck
B another.
a The on-ramps
o for professional women to ge et back on track
Luce are
a few and fa ar between, th he authors co onfirm. Their nnew survey
Product #:
# R0503B research
r reveeals for the firsst time the exxtent of the prroblem--what
Length: 10
0p percentage
p off highly qualiffied women le eave work and d for how longg,
what
w obstacle es they face ccoming back, and what pricce they pay fo or
their time-outs s. And what a are the implica ations for corporate America?
One
O thing at le east seems cclear: As markket and econo omic factors aalign
in
n ways guara anteed to makke talent consstraints and skill shortagess
huge
h issues again,
a employyers must learrn to reverse this brain dra ain.
Learning
L Objjective: To le earn how a co ompany can p persuade talen nted
women
w to retu
urn to the worrkforce after interrupting th heir careers to
o
handle
h family responsibilitie es.
Six Dange erous Myths About
A In this article, Jeffrey Pfeffeer (Thomas D D. Dee Professsor of
Pay: Jeffrey Pfeffer Organizationa
O al Behavior att Stanford Bussiness Schoo ol) identifies w
widely
Product #:
# 98309 accepted
a "fictions" about p
pay, disprovess them with evvidence, and then
Length: 122p offers
o advice on o how mana agers should pay their emp ployees, and why.
Indeed, much of the conve entional wisdo om and publicc discussion a about
pay
p today is misleading,
m in correct, or bo
oth. The resullt is that busin
ness
people
p are ad dopting wronggheaded notio ons about howw to pay peop ple
and
a why. Tho ose that do, h
he warns, are probably doo omed to endle ess
tinkering with pay that at th he end of the day will accomplish little b but
cost
c a lot.
Learning
L Objjective: To se ee how using compensatio on incorrectly can
erode
e employ yee productivi ty, increase ccompany costts, and dull a firm's
competitive
c eddge.

THE GRO OUP

Chapter 9:
9 Foundatio ons of
Group Be ehavior Abstractt
The Overhead Reductiion Task A middle man nager is aboutt to meet with h his boss to ddiscuss her
Force: Joh
hn J. Gabarroo, Ruth request
r that he
h head up a ttask force to determine ho ow overhead ccan
Wageman n, J. Richard Hackman be
b reduced by y 20%. He mu ust decide wh hat to addresss in that meetting
Product #:
# 400026 and
a how the task force sho ould be launch hed and led. The focus is on
Length: 7p team leadersh hip at four sta
ages in a team m's life cycle: 1) preparatioon, 2)
Teaching Note: 400027 7 in
nitial meeting g, 3) mid-courrse consultatio on, and 4) poost-performance
Video#: 400502 debriefing.
d
Learning
L Objjective: To le earn about the e effective leaadership of wo ork
groups
g and teeams. A rewrittten version o of an earlier ccase.
Slade Pla
ating Department: Describes
D a conflict
c betwee en the valuess and norms o of a segment of an
Linda A. Hill
H in
nternal sociall system and those of man nagement and d the wider cuulture.
Product #:
# 496018 Includes decis sion opportun nity. A rewritte
en version of an earlier casse.
Length: 11p Subjects
S Cov vered: Compe ensation; Con nflict; Group ddynamics; Hu uman
resource
r man nagement; Lab bor relations; Organization nal culture; Teeams
Buck & Puulleyn's Team
m In 1993, the firm began to m move from a traditional hie erarchical
Managem ment: Louis B. Barnes structure
s to client-focused teams. The ccase describe es the processs and
Product #:
# 497007 some
s consequ uences of thiss restructuring. Performance seems to be
Length: 9p im
mproving, butt some emplo oyees preferre ed the structuure certainty aand
client
c variety of
o the old dayys. How does managemen nt deal with these
is
ssues?
Learning
L Objjective: Team m manageme ent has becom me very popullar,
but
b transitions s from traditioonal structuress to teams are e not easy. The
discussion
d willl center on hoow to deal witth these issue es.
Collabora
ation Rules: Philip The
T authors have h found suurprising paraallels between n the anarchisstic,
Evans, Boob Wolf caffeinated,
c hirsute world oof Linux hacke ers and the disciplined, tea a-
Product #:
# R0507H sipping,
s cleann-cut world of Toyota engin neering. Speccifically, Toyotta
Length: 8p and
a Linux ope erate by ruless that blend th he self-organizzing advantag ges
of
o markets witth the low tran nsaction costts of hierarchiies. In place oof
markets'
m cashh and contractts and hierarcchies' authoritty are rules about
how
h individuals and groupss work togeth her (with rigoroous discipline
e);
how
h they com mmunicate (wiidely and with h granularity); and how leaders
guide
g them to oward a comm mon goal (by e example). Those rules,
augmented
a byy simple comm munication te echnologies a and a lack of legal
barriers
b to shaaring informattion, create rich common kknowledge, th he
 ability
a to organ nize teams m modularly, extrraordinary mo otivation, and high
le
evels of trust,, which radica ally lowers traansaction costs. Low
transaction co osts, in turn, m
make it profitaable for organ nizations to
perform
p more and smaller transactions---and so incre ease the pace e and
flexibility
f typic
cal of high-perrformance org ganizations.
Subjects
S Covvered: Collab boration; Consstructive confflict; Information
sharing;
s Intelle
ectual capitall; Modularity; Motivation; N Networks; Ope en
source
s softwa are; Organizattional behavio or; Reputation ns; Software
development;
d Trust
What Youu Don't Know About Most
M executiv ves think of deecision makin ng as a singullar event that
Making Decisions: Davvid A. occurs
o at a paarticular pointt in time. In re
eality, though, decision making
Garvin, Michael
M A. Rob
berto is
s a process frraught with po ower plays, p politics, personal nuances, and
Product #:
# R0108G in
nstitutional history. Most o often, participaants use an a advocacy proccess,
Length: 8p possibly
p the le
east productivve way to get things done. They view
decision
d making as a conte est, arguing ppassionately ffor their preferred
solutions,
s pressenting informmation selectiively, withhold ding relevant
conflicting
c datta so they cann make a con nvincing case,, and standing g firm
against
a oppos sition. Much m more powerful is an inquiryy process, in w which
people
p consid der a variety oof options and d work together to discover the
best
b solution. The authors discuss in de etail strategiess for moving ffrom
an
a advocacy to t an inquiry p process, as w well as for fostering producctive
conflict,
c true consideration,
c , and timely cclosure.
Learning
L Objjective: To se ee how consttructive conflicct, openness to
others'
o ideas, and closure ccan help deciision-makers identify bette er
solutions,
s stim
mulate creativve thinking, an nd make higher-quality
decisions.
d

Chapter 10:
1 Understa anding
Work Tea ams Abstractt
The Overhead Reductiion Task See
S Chapter 9 for abstractt.
Force: Joh
hn J. Gabarroo, Ruth
Wageman n, J. Richard Hackman
Product #:
# 400026
Length: 7p
Teaching Note: 400027 7
Video#: 400502
Slade Pla
ating Department: See
S Chapter 9 for abstractt.
Linda A. Hill
H
Product #:
# 496018
Length: 11p
The Teamm That Wasn'tt (HBR Eric
E Holt had one responsi bility as FireA Art's director o
of strategy: to
o put
Case Studdy): Suzy We etlaufer together a tea am of people ffrom each divvision and cre eate and
Product #:
# 94612X im
mplement a comprehensiv
c ve plan for thee company's strategic
Length: 11p realignment
r within
w six monnths. Unfortunnately, the tea
am got off on tthe
wrong
w foot froom its first me
eeting. Randy Louderback, FireArt's
charismatic
c annd extremely talented director of sales a and marketing,
seemed
s intent on sabotagi ng the group''s efforts. Anxxiously awaiting
the start of thee team's fourtth meeting, E
Eric was deterrmined to add dress
Randy's
R beha avior openly in
n the group. BBut before he could, Randyy
provoked
p a co
onfrontation, aand the meetting ended ab bruptly. What
should
s Eric doo now? Is Ran ndy the team's only proble em?
 Commentator
C rs weigh in.
Subjects
S Cov vered: Conflicct; Cross funcctional manag gement; Grou up
dynamics;
d Inteerpersonal skkills; Teams
Can Abse ence Make a Team
T Some
S projects s have such d diverse requirrements that tthey need a
Grow Stroonger?: Ann variety
v of spec cialists to worrk on them. B But often the b
best-qualified
Majchrzak k, Arvind Malh
hotra, specialists
s aree scattered arround the globe, perhaps a at several
Jeffrey Stamps, Jessicca Lipnack companies.
c The scores of successful virtual teams th he authors
Product #:
# R0405J examined
e didn n't have manyy of the psych hological and practical
Length: 8p obstacles
o thatt plagued the ir more traditiional, face-to--face
counterparts.
c Team memb ers felt freer tto contribute---especially
outside
o their established
e arreas of experrtise.. Reapingg those
advantages,
a though, dema anded shrewd d managemen nt of a virtual
team's work processes
p andd social dyna mics. Differennces were mo ost
effectively
e hasshed out in te eleconference es, which teamm leaders also
used
u to fosterr group identitty and solidarrity.
Subjects
S Cov vered: Group p dynamics; O Organizational behavior; Te eams;
Virtual
V commu unities; Workiing with virtua al teams
The Discipline of Team
ms: Jon R. In this groundbreaking Marrch 1993 articcle, authors Jo on Katzenbacch
Katzenbach, Douglas K.
K Smith and
a Douglas Smith S outline the discipline
e that definess a real team. The
Product #:
# R0507P essence
e of a team
t is shareed commitment. Without it,, groups perfo orm
Length: 9p as
a individuals; with it, they become a po owerful unit off collective
performance.
p The best tea ms invest a trremendous a amount of time e
shaping
s a purrpose that the ey can own. T They also trannslate their
purpose
p into specific
s perforrmance goalss. The authorss identify threee
kinds
k of teams s: those that rrecommend tthings--task fo orces or projeect
groups;
g those that make orr do things--m manufacturing g, operations, or
marketing
m gro
oups; and thosse that run things--groups that oversee
some
s significa ant functional activity. Man nagers who ca an foster teamm
development
d in the right pl ace at the rig
ght time primee their
organizations
o for top perforrmance.
Learning
L Objjective: To re ecognize the vvalue that effeective team-b based
work
w creates and a the five ccharacteristicss that define h high-performa ance
teams.

Chapter 11:
1 Commun nication Abstractt
Jensen Shoes: Lyndon n Details
D the exxperiences of Jane Kravitz (Caucasian ffemale), strate egic
Twitchell"s Story: Mary
y Gentile, product
p mana ager, and Lynd don Twitchelll (African Ame erican male), a
Pamela J. Maus member
m of heer staff at Jenssen Shoes, a successful p producer and
Product #:
# 395121 marketer
m of ca
asual, athleticc, and children's footwear. They are
Length: 8p assigned
a to neew positions and to each o other at the sttart of the sto ory.
Teaching Note: 396017 7 Presents
P theirr very differen
nt points of vie
ew on their firrst couple of
months
m workin ng together.
Learning
L Objjective: Raise es how stereo otypes and se elf-fulfilling
prophesies
p inffluence perfo rmance feedb back. Can be e taught in a
variety
v of way ys: with all stu
udents receiving both case es; half receiving
one
o and half receiving
r the other; or a th ird of the classs receiving b both,
one
o third rece eiving one, an nd one third reeceiving the o other (as is
appropriate).
a Should
S be ussed with Jense en Shoes: Ja ane Kravitz's S Story
(395120).
Intel in Ch
hina: Kathleen
n E. Intel PRC was s a division off Intel Corp., a U.S. $20 billion
Slaughterr, Donna Everratt, Qian semiconducto
s or manufacturrer. A newly a appointed diviision head ma akes
Xiaojun a decision tha at an employe ee responds to emotionallyy, with a deep p
Product #:
# 99C007 resentment,
r creating
c the pootential for co
onflict within the departmen nt.
Length: 11p The
T incident forces f the maanager to exam mine whetherr there are de eeper
Teaching Note: 899C07 organizationa
o l or communi cation proble ems he needss to consider.
Cross-cultural
C l issues come e into play givven that the mmanager, altho ough
originally
o fromm China, was educated and d gathered exxtensive
experience
e in the west and d was thus co onsidered an e expatriate by his
employees.
e The case exam mines the effe ect of organizational culture on
an
a employee's s behavior.
Subjects
S Cov vered: Conflicct; Cross cultural relations; Interpersona al
relations;
r Man nagement com mmunication
Chrysler: Iacocca's Leggacy: Describes
D the
e changes fasshioned by Iaccocca during his tenure ass
Nitin Nohrria, Sandy E. Green CEO
C of the Ch hrysler Corp. Pays particular attention tto the rhetoricc he
Product #:
# 493017 employed
e in mobilizing
m chaange and the actions he to ook to implemment
Length: 199p change.
c
Teaching Note: 496059 9 Subjects
S Cov vered: Chang ge manageme ent; Leadersh hip; Managem ment
communicatio
c on; Organizatiional change
Telling Ta
ales: Stephen Denning A carefully chosen story ca an help the leader of an org ganization
Product #:
# R0405H translate an abstract conce ept into a mea aningful mand date for
Length: 7p employees.
e The key is to kknow which na arrative strate
egies are righht for
what
w circumsttances. Know wledge manag gement experrt Stephen
Denning
D expla ains that, for o optimal effectt, form should d follow function. If
the aim is to motivate
m peopple to act whe en they might not be incline ed to
do
d so, it's bes st to take an a approach thatt's light on dettail--particularrs
can
c bog down n listeners and d prevent the em from focussing on the
message.
m Dra awing on his e experiences a at the World BBank and
observations
o made
m elsewhhere, the author provides sseveral dos an nd
don'ts
d for orga anizational sto orytellers, alo
ong with exam mples of narraatives
that get resultts.
Subjects
S Cov vered: Comm munication; Co ommunication n strategy;
Creativity;
C Kno owledge man nagement; Le eadership; Ma aking
presentations
p ; Managemen nt communica ation; Motivattion; Personal
strategy
s & sty yle
The Peopple Who Make e Managers
M invariably use th heir personal contacts whe en they need tto,
Organizattions Go--or Stop:
S Rob say,
s meet an impossible de eadline or lea arn the truth aabout a new b boss.
Cross, La
aurence Prusa ak Itt is entirely po ossible to devvelop and ma anage informa al networks
Product #:
# R0206G systematically
s y, say manage ement expertts Cross and Prusak.
Length: 8p Specifically,
S senior executi ves need to ffocus their atttention on fou ur key
role-players
r in
n informal nettworks: centra al connectors, boundary
spanners,
s info
ormation brokkers, and peripheral specia alists. The auuthors
describe
d the four
f roles in d
detail, discusss the use of a well-establish hed
tool called soc cial network a analysis for de etermining wh ho these role--
players
p are in the network, and suggestt ways that exxecutives can
transform inefffective inform mal networks into productivve ones.
Subjects
S Cov vered: Comm munication in o organizationss; Intellectual
capital;
c Knowlledge transfe r; Networks; O Organizationa al behavior;
Organizationa
O al structure; SSocial enterpriise; Virtual co ommunities

Chapter 12:
1 Leadersh hip Abstractt
Albert Dunlap and Corporate After
A restructu
uring Scott Paaper with a 34
4% reduction in head coun nt and
Transform
mation (A): Ro
oss Petty, successfully
s selling
s the com
mpany to Kimmberly Clark, A
Al Dunlap is h
hired
Virginia Soybel, Phyllis s as
a CEO by Su unbeam. Thiss case describbes the mana agement princciples
Schlesingger, Sam Perk kins, of
o this corpora
ate turnaroun d expert and his actions at Sunbeam.
David Wy ylie, Al Anders son Subjects
S Covvered: Accouunting standarrds; Businesss ethics; Corpporate
Product #:
# BAB032 reorganization
r n; Fraud; Leg al aspects of business; Reestructuring
Length: 177p
Teaching Note: BAB53 32
B case#: BAB033
Bill Gates
s and the Man nagement In July 1991, Microsoft hass achieved reccord growth a and profitabilitty in
of Microsooft: Philip M. the PC softwa are industry. T The case focu uses on Micro osoft's founde er and
Rosenzwe eig CEO,
C Bill Gate es, and his to op manageme ent team, as tthey seek to rretain
Product #:
# 392019 the innovation n and spirit off a small comp pany in a rapidly growing a and
Length: 199p changing
c enviironment. Spe ecific issues iinclude the m
management o of
Teaching Note: 394028 8 organizationa
o l complexity, cultural change, CEO and d COO interacction,
compensation
c n, and leadersship.
Subjects
S Covvered: Busine ess growth; CCEO; Compen nsation;
Leadership;
L Organizationa
O l change; Org ganizational cculture;
Organizationa
O al manageme nt
GE's Two o-Decade GE
G is faced with w Welch's im mpending retiirement and tthe question o on
Transformmation: Jack Welch's
W many
m minds is s whether anyyone can susstain the bliste ering pace of
Leadership: Christopheer A. change
c and growth characcteristic of the e Welch era. A After briefly
Bartlett describing
d GEE's heritage a nd Welch's trransformation n of the compa any's
Product #:
# 399150 business
b portffolio of the 19980s, the case e chronicles WWelch's
Length: 244p revitalization
r initiatives thro
ough the late 1980s and 19 990s. It focusses
Teaching Note: 300019 9 on
o six of Welc ch's major cha ange program ms: The "Softw ware" Initiativves,
Globalization,
G Redefining L Leadership, S Stretch Objecttives, Service e
Business
B Dev velopment, an nd Six Sigma Quality.
Learning
L Objjective: Can be used to de evelop multiple lessons,
in
ncluding corp porate strateg gy developme ent, transforma ational chang ge,
management
m and leadersh hip, and corpo orate renewall.
Moments of Greatness s: When
W we do ouro best workk as leaders, w we don't imita
ate others. Ra ather,
Entering the
t Fundamental State we
w draw on ou ur own valuess and capabillities. We ente er what autho or
of Leaderrship: Robert E.
E Quinn Robert
R Quinn calls the fund damental statte of leadersh hip. This is a fframe
Product #:
# R0507F of
o mind we ten nd to adopt w when facing a significant ch hallenge: a
Length: 9p promotion
p oppportunity, the risk of professsional failuree, a serious illness,
a divorce, the death of a lo oved one, or aany other major life jolt. Criisis
calls,
c and we rise to the occcasion. We ccan make the e shift at any ttime
by
b asking ours selves--and h honestly answ wering--four trransformative e
questions.
q Whhen we can a nswer these questions in tthe affirmative e,
we're
w prepare ed to lead in th he truest sensse. Over time e, we create a
high-performa
h ance culture---and one that can be susta ained.
Learning
L Objjective: To un nderstand how to shift into o a leadership p
mode
m essentia al to high perrformance.
Managers s and Leaderss: Are Managers
M andd leaders are two very diffe erent types off people.
They Diffe
erent?: Abrah
ham Managers'
M goals arise out o of necessitiess rather than desires; they
Zaleznik excel
e at defus sing conflicts b between indivviduals or dep partments,
Product #:
# R0401G placating
p all sides while en nsuring that an n organization's day-to-day
Length: 9p business
b getss done. Leade ers, on the othher hand, ado opt personal,
active
a attitudees toward goa als. They lookk for the opportunities and
rewards
r that lie around the e corner, inspiiring subordinnates and firin ng up
the creative process with th heir own enerrgy. In this artticle, first
published
p in 1977, the auth hor argues tha at businessess need both
 managers
m andd leaders to ssurvive and su ucceed. Menttor relationshiips
are
a crucial to the
t developm ment of leaderrship persona alities, but in large,
bureaucratic
b organizations
o , such relationships are no
ot encouraged d.
Businesses
B must
m find wayss to train goodd managers aand develop
le
eaders at the same time.
Learning
L Objjective: To un nderstand difffferences betw
ween manage ers
and
a leaders along four dim mensions and to learn how companies ccan
better
b develop
p leaders.

Chapter 13:
1 Power an nd
Politics Abstractt
Jeanne Le ewis at Staple
es, Inc. Jeanne
J Lewiss, after six yea ars with Staplles, Inc., is prromoted to se enior
(A) (Abridged): Linda A.
A Hill, vice
v presidentt of marketing g. She is to w ork for fifteen
n months
Jennifer M.
M Suesse alongside
a her predecessorr, a legacy in tthe organizattion, "learning g the
Product #:
# 400065 ropes"
r before he moves on n. This case iss set nine mo onths after she e
Length: 144p begins
b workinng with the ma arketing depa artment. At thiis time, Staple es
B case#: 499042
4 has
h just emerged from a pe eriod of prolo
onged litigation around an F FTC
antitrust
a suit challenging
c Sttaples' attemppted merger w with Office De epot.
Post-merger,
P Lewis must d determine how w the marketing departmen nt
c most effectively and effficiently help the companyy maintain its
can
competitive
c eddge in an incrreasingly com mpetitive and complex marrket.
Looks
L at the challenges
c am middle manag ger faces "takking charge" a and
managing
m cha
ange in a revi talization situ uation in which h a more
evolutionary
e approach
a is apppropriate.
Learning
L Objjective: To ill ustrate the ch hallenges of m managing cha ange
in
n a revitalizattion (as oppossed to turnaro ound) situatioon in which a more
evolutionary
e approach
a is apppropriate. To o explore the challenges o of
managing
m cha
ange as a mid ddle managerr. To manage e the network of
relationships.
r To highlight tthe challenge es of the "takin ng charge"
process.
p
Heidi Roiz
zen: Nicole Te
empest, Heidi
H Roizen, a venture ca pitalist at SOFTBANK Ven nture Capital and a
Kathleen L. McGinn former
f entrepreneur, mainttains an exten nsive persona al and
Product #:
# 800228 professional
p network.
n She leverages this network to benefit both
Length: 19
9p herself
h and otthers. The casse considers the steps she e's taken to build
Teaching Note: 801278 8 and
a cultivate a network tha at is both broaad and deep.
Learning
L Objjective: Proviides studentss with an exam mple of an
effective
e socia
al network; fa cilitates discu ussion of netwwork types,
content,
c costss, and benefitss.
Andy Cheew at Siemenss Nixdorf: Andy
A Chew, a British mana ager reassign ned to Germany by a large
Change frrom the Middle: German
G compputer compan ny, is in the m
middle of carryying out a projject
Rosabeth Moss Kanterr, John F. as
a a designate ed "change a agent" in a pro ogram to resh hape the cultu ure
McGuire toward one that is more en ntrepreneurial for success a as a nimble g global
Product #:
# 396204 competitor.
c Hee is still uncerrtain of his su upport.
Length: 12
2p Subjects
S Covvered: Chang ge manageme ent; Entrepren neurship;
Innovation; Orrganizational behavior; Po ower and influence
Tipping Point Leadersh
hip: W. When
W William
m Bratton was appointed po olice commisssioner of New w
Chan Kimm, Renee A. York
Y City in 19994, turf warss over jurisdicction and fund ding were rife,
Mauborgn ne promotion
p borre little relatio
onship to perfo ormance, and d crime was o out of
Product #:
# R0304D control.
c Yet inn less than two o years, and without an inccrease in his
Length: 9p budget,
b Bratto
on turned New w York into thhe safest large e city in the
nation.
n Brattonn's turnaroun ds demonstra ate what the a authors call
 "tipping
" point leadership." TThe theory off tipping pointts, which has its
roots
r in epidemiology, hing ges on the inssight that in anny organizatio on,
fundamental
f changes
c can occur quicklyy when the be eliefs and ene ergies
of
o a critical ma ass of peoplee create an eppidemic move ement toward an
id
dea.
Learning
L Objjective: To un nderstand thee four leadersship practicess that
a New York CityC police chie ef used to red
duce crime in the city.
Power Is the
t Great Mo otivator: Nowadays,
N wiith organizatio
ons growing e ever flatter an
nd responsibility
David C. McClelland,
M David
D H. being
b pushed further down n the ranks, addmitting to a ddesire for pow wer is
Burnham a little out of fa
ashion. But aas the researcch in this 1976 6 classic HBR R
Product #:
# R0301J article
a shows, power is esssential to good d manageme ent. In fact, wh
hen it
Length: 9p comes
c to mannaging big com mpanies, the desire for po ower--that is, a
manager's
m desire to have a an impact, to be strong and d influential--is
more
m importan nt than the ne
eed to get thin
ngs done or the wish to be e
liiked. The nee ed to achieve , while importtant in small ccompanies,
actually
a becom mes counterp productive in llarge, comple ex organizatio ons,
le
eading managers to try to do things the emselves rath her than sprea ad
tasks among many m people . As the manyy examples show, top
executives
e can learn to telll who the goood managers a are likely to b
be
and
a to train ex xisting ones to
o be more efffective. McKin nsey Award
Winner.
W
Learning
L Objjective: Be inntroduced to tthree types off managers
distinguished
d by what moti vates each, aand discover tthat "institutioonal
managers"--w
m who relish usin ng their poweer to benefit th
heir organizattion--
are
a the most effective.
e

Chapter 14:
1 Conflict anda
Negotiation Abstractt
Basil "Buz
zz" Hargrove and Buzz
B Hargrov ve, national prresident of the
e Canadian A Auto Workers,
de Havilla
and, Inc.: Angela needs
n to find a way to secu ure an agreem ment from a n negotiated
Keros, Kaathleen L. McGGinn contract
c with de
d Havilland, Inc. Local un nion leaders feeel the deal iss not
Product #:
# 899138 good
g enough,, but Hargrove e is convinced manageme ent will close tthe
Length: 7p plant
p down oth herwise.
Teaching Note: 801277 7 Learning
L Objjective: Multi -level negotiaations, dealing
g with "holes"" in
B case#: 899176
8 one's
o power base,
b and usin ng media to ccreate voice a and power.

The Chatttanooga Ice Cream

C Senior
S functional officers (m marketing, ma anufacturing, rresearch &
Division: Carl
C S. Sloane development,
d control, and h
human resourrces) clash ovver alternative e
Product #:
# 498001 id
deas for turninng around a b business in deecline. The geeneral manage er is
Length: 11p faced
f not only y with choosin g between co ompeting idea as, but also
managing
m connflict and dete rmining wheth her his consensus-oriented d style
is
s appropriate to the needs of the situatio on.
Learning
L Objective: To inttroduce stude ents to issues and dilemmas of
le
eadership of teams,
t espec ially cross-fun
nctional teamss operating un nder
pressure
p for reesults.
USA TOD DAY: Pursuing g the Describes
D the
e evolution of USA TODAY Y Online, the eelectronic verrsion
Network Strategy
S (A): Michael
M of
o the newspa aper, within th he organizatioonal structure of the
L. Tushmaan, Michael J.
J newspaper.
n Describes
D the tensions and d issues that ddevelop and tthe
Roberts, David
D Kiron pressure
p fromm the Online d division to be spun off. At th
he same time e,
Product #:
# 402010 CEO
C Tom Curley sees a grreater strateg gic need for in
ntegration. Pooses
Length: 18
8p the question of o what degre ee/type of straategic integrattion is requireed,
Teaching Note: 802229
9 what
w degree of o organizatio onal integratioon this impliess, and how it ccan
be
b achieved.
Learning
L Objjective: Expo oses studentss to difficult isssues surround ding
in
ntegration wh hen two organ nizational unitts are so diffeerent and explores
the ambidextrrous organiza ation.
Want Colllaboration? Accept--
A Companies
C try
y all kinds of wways to impro ove collabora ation among
and Active
ely Manage--Conflict: different
d parts s of the organ ization: crosss-unit incentivve systems,
Jeff Weiss
s, Jonathan Hughes
H organizationa
o l restructuring g, teamwork ttraining. The problem? Mo ost
Product #:
# R0503F companies
c foccus on the syymptoms ("Sa ales and delivvery do not wo ork
Length: 10
0p together as closely as theyy should") rath her than on thhe root cause e of
failures
f in coo operation: con nflict. The factt is, you can'tt improve
collaboration
c until
u you've a addressed the e issue of conflict. The auth hors
offer
o six strateegies for effecctively manag ging conflict. TThe first three
e
strategies
s focu us on the poin nt of conflict; the second th hree focus on n
escalation
e of conflict
c up thee managemen nt chain.
Subjects
S Cov vered: Comm munication in o organizationss; Conflict;
Constructive
C conflict;
c Grou p dynamics; M Managementt communicattion;
Organizationa
O al culture; Tea ams
Six Habits
s of Merely Efffective Most
M executiv ves know the basics of neg gotiation; somme are
Negotiato
ors: James K. Sebenius spectacularly
s adept. Yet evven experiencced negotiato ors routinely leeave
Product #:
# R0104E money
m on the table, end up p in deadlockk, damage rela ationships, orr
Length: 9p allow
a conflictss to spiral. Farr from being e exercises in mmanipulation,
understanding
u g your counte erpart's interessts and shapiing the decision
so
s that the oth her side agree es to a propo osal for its own n reasons aree the
keys
k to jointly creating and d claiming susstainable value from a
negotiation.
n In
n this article, JJames Seben nius compare es good
negotiating
n prractice with ba ad, providing examples fro om the busine ess
world
w and insiights from 50 years of rese earch and ana alysis on
negotiation.
n
Learning
L Objjective: To id dentify and avvoid six comm mon mistakes that
can
c hamper business
b negootiations and damage workking relationships
among
a bargaiiners.
THE ORG
GANZATION SYSTEM

Chapter 15:
1 Foundations of
Organiza ation Structure Abstractt
Polycom, Inc.: Visualiz
zing Polycom
P is a rapidly
r growinng maker of vvideo conferencing and
Culture: Clayton
C M. Chhristensen teleconferencing equipmen nt. Manageme ent is attemptting to use "natural
Product #:
# 601073 work
w groups" as an organizzing mechaniism, and to bu uild into the
Length: 166p culture
c implicit rules that wwill cause desired behaviorss to be self-
policing.
p
Learning
L Objjective: To exxplore organizzational forms that might
robustly
r handle continued g growth.
Novartis Pharma:
P The Business In June 2000, Novartis reorg ganized its pharmaceutical business to fo orm
Unit Modeel: Srikant M. Datar, global
g busines ss units in onco
ology, transplaantation, ophtthalmology, an nd
Carin-Isab
bel Knoop, Ca ate mature
m produc cts. The remaiining productss (primary caree products) we ere
Reavis managed
m as before
b within g
global functionss (R&D, markketing, etc.) Thhe
Product #:
# 101030 new
n organization created a matrix structu ure and new ro oles for heads of
Length: 20
0p business
b functtions, CEOs o of new businesss units, and ccountry manag gers.
Learning
L Objeective: To expplore the reassons for Novarrtis's reorganizzing
 in
nto the new matrix
m structure
e, the tensionss and challeng
ges the new
structure
s creattes, and the cu
ulture and acccountability ne
eeded to make
e the
new
n structure work.
w

Crunch: Paul
P W. Marsh
hall, Entrepreneur
E Doug Levine runs a fitnesss company w with an incrediibly
Jeremy B. Dann powerful
p brand. His compa any leveragess the brand to o expand, both h in
Product #:
# 899233 terms of facilitties and lines of business. But he may n need to make e
Length: 23
3p significant
s org
ganizational cchanges in ord der to continuue the growth.
Teaching Note: 800146
6 Learning
L Objjective: To ill ustrate the stteps necessary to transition
from
f an entrep preneurial, smmall companyy to a professionally manag ged,
medium-sized
m d one.
The Ambidextrous Corporate
C exeecutives mustt constantly lo ook backward d, attending too the
Organizattion: Michael L. products
p and processes off the past, while also gazin ng forward,
Tushman, Charles A. O'Reilly
O preparing
p for the
t innovation ns that will de
efine the futurre. This menta al
Product #:
# R0404D balancing
b act is one of the toughest of a all managerial challenges, and
Length: 8p itt's no surprisee that few com mpanies do itt well. But as every
businessperso
b on knows, the ere are companies that do. What's theirr
secret?
s These e organization ns separate th heir new, exp ploratory unitss from
their traditiona al, exploitative
e ones, allowing them to have different
processes,
p strructures, and cultures; at tthe same time e, they mainta ain
tight links acro oss units at thhe senior exe ecutive level. OOf utmost
im
mportance to the ambidexxtrous organizzation are ambidextrous
managers--ex
m xecutives with h the ability to
o understand a and be sensittive
to the needs of o very differe ent kinds of bu usinesses.
Learning
L Objjective: To diiscover how m managers can n create distin
nct
units
u focused on innovation n while also in ntegrating theem at the sen nior
executive
e leveel to ensure thheir success.
Do You Have
H a Well-D
Designed For
F most com mpanies, organ nization desiggn is neither a science norr an
Organizattion?: Michael Goold, art;
a it's an oxy ymoron. Orga anizational structures evolvve in fits and
Andrew Campbell
C starts,
s shaped d more by pollitics than by p policies. Althoough most
Product #:
# R0203K executives
e can sense when n their organiization design ns are not working
Length: 7p well,
w few take meaningful a action, partly because theyy lack a practiical
framework
f to guide them. T The authors o of this article provide just ssuch
a framework; they present nine tests tha at can be use ed either to
evaluate
e an ex xisting organ ization design n or create a new one.
Organizationa
O al decisions a re inevitably ccomplex, and d tweaking on ne
part
p of the des sign may prod duce unanticiipated conseq quences
elsewhere.
e
Subjects
S Cov vered: Busine ess units; Corrporate reorganization;
Management
M controls; Mattrix organizatiion; Organiza ational design;
Organizationa
O al structure

Chapter 16:
1 Organiza ational
Culture Abstractt
Jet Blue Airways:
A Startting from JetBlue
J Airwaays shows how w an entrepreeneurial ventu ure can use
Scratch: Jody
J Hoffer Gittell,
G human
h resourrce managem ment, specificaally a values-ccentered
Charles A.
A O'Reilly approach
a to managing
m peoople, as a souurce of compe etitive advanta
age.
Product #:
# 801354 The
T major cha allenge faced
d by Ann Rhoa ades is to gro ow this peoplee-
Length: 200p centered
c orgaanization at a rapid rate, whhile retaining high standardds for
Teaching Note: 801386 6 employee
e sele
ection and a ssmall compan ny culture.
 Learning
L Objjective: To co onsider the ro ole of human resource
management,
m , leadership, aand values in a start-up ve enture, and too
address
a the te ension betwee en a strong oorganizationall culture and rrapid
growth.
g
The SAS Institute: A Different The
T SAS Instiitute is a large e, growing so oftware compa any
Approach to Incentives s and headquartered
h d in the Rese earch Triangle e in North Carrolina. Founded
People-Management Practices
P more
m than 25 years ago, it has evolved a unique app proach, given its
in the Sofftware Industrry: Jeffrey in
ndustry, to de eveloping and d retaining talent including using no stocck
Pfeffer options
o or pha antom stock a and not paying its salespeo ople on
Product #:
# HR6 commission.
c The
T CEO and d Vice Preside ent of Human n Resources m must
Length: 17 7p decide
d how well w their curre ent management practices will continue to
serve
s them as s the compan ny gains greatter visibility annd faces an
in
ncreasingly competitive
c labbor market.
Subjects
S Cov vered: Appliccations; Comp pensation; Hu uman resourcce
management;
m ; Incentives; MManagement philosophy; O Organizationa al
behavior;
b Organizational cu ulture
Oil and Wasser
W (HBR Case
C Itt was suppos sed to be an a amicable "merger of equalss," an example of
Study): By
yron Reimus European
E togetherness, a synergistic de eal that would d create the
Product #:
# R0405X world's
w second-largest con nsumer foods company outt of two forme er
Length: 5p competitors.
c But
B the marria age of entreprreneurial pow werhouse Royyal
Biscuit
B and the conservativve, family-own ned Edeling G GmbH is beginning
to look overly ambitious. Bu ut for Royal BBiscuit HR head Michael
Brighton,
B the most
m immedia ate problem is that he can't get his Germ man
counterpart,
c Dieter
D Wallachh, to collabora ate on a workkable leadersh hip
development
d plan for the m
merged company's executives. And
stockholders
s have
h been prromised details of the new organizationa al
structure,
s incluuding a precisse timetable, in less than a month. The CEO
of
o the British company--and
c d of the postmmerger Royall Edeling--is
furious.
f It's pa artly a culture clash, but the e problems m may run deepe er
than that. Commentators w weigh in.
Learning
L Objjective: This case presentts a dilemma facing an Eng glish
firm
f and a German compan ny seeking a supposed "m merger of equa als":
how
h to resolve e cross-culturral tensions th hreatening the e deal. The reeader
considers
c stra
ategies such a as developing g a new vision n and strategic
goals
g that rise e above nation nal differencees, and cultiva ating personaal
relationships
r with
w the "othe er" to eliminatte stereotypess. The readerr also
explores
e ideas s for mitigatinng the forces leading to an "us vs. them"
mind-set
m and addressing kkey operationa al challenges beyond cross-
cultural
c difficu ulties.
Cultural In
ntelligence: P. Cultural
C intelligence, or CQ Q, is the abilityy to make sen nse of unfamiiliar
Christopher Earley, Ela aine contexts
c and then
t blend in . It has three components---cognitive,
Mosakowski physical,
p and emotional/mo otivational. Allthough it sha ares many of tthe
Product #:
# R0410J properties
p of emotional
e inte
elligence, CQQ goes one ste ep further by
Length: 8p equipping
e a person to distin nguish behavviors produced by the cultu ure in
question
q from behaviors th hat are peculia ar to particula
ar individuals and
those found in n all human b eings. In their surveys of 2 2,000 manage ers in
60
6 countries, the authors fo ound that most managers are not equally
strong
s in all th hree of these areas of CQ. The authors have devised d
tools that show w how to iden ntify one's streengths and developed training
techniques to help people o overcome we eaknesses.
Subjects
S Cov vered: Cross cultural relatiions; Employe ee developme ent;
 Human
H resource managem ment; Organizzational culturre
What Holdds the Modern The
T organizattional world iss awash with ttalk of corporrate culture--a and
Company y Together?: Rob
R for
f good reaso on. Culture ha as become a powerful wayy to hold a
Goffee, Gareth
G Jones company
c togeether against the recent tid dal wave of prressures for
Product #:
# 96605 disintegration
d , such as deccentralization and downsizing. But whatt is
Length: 16
6p culture?
c Perha aps more imp portant, is the
ere one right cculture for eveery
organization?
o And if the annswer is no, hhow can a ma anager change e an
organization's
o s culture? Add dressing those three questtions, Rob Go offee
and
a Gareth Jo ones begin th he article with the assertion n that culture is
community.
c Moreover,
M theyy contend, be ecause busine ess communitties
are
a no differen nt from comm munities outsid de the comme ercial arena---such
as
a families, sc chools, clubs,, and villages --they can (an nd should) bee
viewed
v througgh the lens off sociology.
Learning
L Objjective: To id dentify the chaaracteristics o
of a corporatee
culture,
c gain familiarity
f with
h four types oof cultures, annd learn how tto
align
a a compa any's culture w with its busine
ess environm ment.

Chapter 17:
1 Human Resource
R
Policies and
a Practice
es Abstractt
AvantGo: Alan MacCorrmack, Richard
R Owen n, CEO of Ava antGo, is prep paring for a m
meeting in which
Kerry Herrman he
h will set the human resou urce policy foor the firm going forward. Itt has
Product #:
# 601095 been
b three mo onths since th he company'ss IPO, and givven the
Length: 199p tremendous cramp
c in hiringg over the sixx months priorr to the IPO, hhe
knows
k that thiis meeting willl set the expe ectations for tthe many annnual
evaluations
e th
hat will follow. Uppermost in his mind is the decision over
whether
w to implement a "fo orced-curve" g grading schem me, and the
im
mplications ofo this decision n on staff perrceptions and notification.
Learning
L Objjective: To ill ustrate the ch hallenges of a rapidly growwing
new
n technolog gy venture, sp pecifically witth regard to th
he hiring,
retention,
r andd firing of new w employees. Also examine es the processs of
building
b a sennior managem ment team, inccluding the de ecision of wheen to
replace
r a CEO O, how to do it, and with w whom.
The SAS Institute: A Different The
T SAS Instiitute is a large e, growing so oftware compa any
Approach to Incentives s and headquartered
h d in the Rese earch Triangle e in North Carrolina. Founded
People-Management Practices
P more
m than 25 years ago, it has evolved a unique app proach, given its
in the Sofftware Industrry: Jeffrey in
ndustry, to deeveloping and d retaining talent including using no stocck
Pfeffer options
o or phaantom stock a and not paying its salespeo ople on
Product #:
# HR6 commission.
c The
T CEO and d Vice Preside ent of Human n Resources m must
Length: 17 7p decide
d how well
w their curre ent management practices will continue to
serve
s them as s the compan ny gains greatter visibility an
nd faces an
in
ncreasingly competitive
c labbor market.
Subjects
S Covvered: Appliccations; Comp pensation; Hu uman resourcce
management;
m ; Incentives; M Management philosophy; O Organizationa al
behavior;
b Organizational cu ulture
Lotus Devvelopment A group of Lotus employee es propose exxtending all he ealth care and
Corporatio
on: Spousal other
o benefits to the spoussal equivalentts of lesbian a and gay
Equivalen
nts (A): Mary Gentile,
G employees.
e The vice presid dent of huma an resources cconsiders the e
Sarah B. Gant
G proposal
p durin
ng a reorganizzation and pe eriod of financcial uncertaintty.
Product #:
# 394197 Learning
L Objjective: Proviides an oppo rtunity to disccuss the limitss and
Length: 18
8p competitive
c im
mplications off a business's appropriate rrole in respon nding
Teaching Note: 396020 0 to diverse employee needss.
B case#: 394201
3
"A Playerss" or "A Positions"? Companies
C simply can't affford to have ""A players" in all positions..
The Strateegic Logic of Rather,
R busine esses need to o adopt a porrtfolio approacch to workforcce
Workforcee Managemen nt: Mark management,
m , systematicallly identifying their strategiically important A
A. Huselid
d, Richard W.. Beatty, positions,
p sup
pporting B possitions and su urplus C posittions, then
Brian E. Becker
B focusing
f disprroportionate rresources on making sure A players hold A
Product #:
# R0512G positions.
p Thiss is not as ob bvious as it maay seem, beccause the thre ee
Length: 9p ty
ypes of positiions do not re eflect corporaate hierarchy, pay scales, o or the
le
evel of difficulty in filling thhem. A positioons are those that directly
further
f compa any strategy a and, less obviously, exhibitt wide variatio on in
the quality of thet work done e by the peopple who occup py them. Whyy
variability?
v Beecause raising g the averagee performance e of individua
als in
these critical roles
r will pay huge dividen nds in corpora ate value. If a
company
c like Nordstrom, fo or example, wwhose strateg gy depends on
personalized
p service,
s weree to improve thhe performan nce of its fronttline
sales
s associattes, it could re eap huge revvenue benefitss.
Learning
L Objjective: To le earn how to iddentify the jobbs in a compa any
that enable the organizatio on to execute its strategy, h how to establish
performance
p criteria
c for tho
ose positions and evaluate e employees
against
a the criteria, and ho ow to develop the skills of e employees in
these mission n-critical roles .
Fear of Fe
eedback: Jay M. Nobody
N likes performance reviews. Sub bordinates are e terrified theyy'll
Jackman, Myra H. Stro
ober hear
h nothing butb criticism. Bosses, for th heir part, think their direct
Product #:
# R0304H reports
r will res spond to even n the mildest criticism with h stonewalling g,
Length: 6p anger,
a or tears. The result? ? Everyone ke eeps quiet an nd says as litttle as
possible.
p Thatt's unfortunate e, because mmost people need help figuring
out
o how they can c improve ttheir performa ance and advvance their
careers.
c But there's
t hope, say the authors. Those w who learn adap ptive
techniques ca an free thems elves from these destructive responsess.
They'll
T be able e to deal with feedback be etter if they accknowledge
negative
n emotions, reframe e fear and critticism constru uctively, deveelop
realistic
r goals, create supp port systems, and reward themselves fo or
achievements
a s along the wa ay.
Subjects
S Covvered: Emplo oyee developm ment; Human n resource
management;
m ; Interpersona al skills; Mana
agement skillss; Manageme ent
styles;
s Morale e; Performancce appraisals;; Psychology
Chapter 18:
1 Organiza ational
Change and
a Stress
Managem ment Abstractt
Corning--1983-96: Transition at Focuses
F on Jaamie Houghto on's efforts to
o revitalize Co
orning from 19983-
the Top: Michael
M J. Roberts, 96,
9 including thet developm ment of a very strong set off values and
Michael L.
L Tushman culture.
c The isssue centers around Roge er Ackerman'ss rise to presid
dent
Product #:
# 401034 then chairman n/CEO, and h his drive to booth change the e business
Length: 30
0p strategically/fi
s nancially and
d develop a ne ew culture to support this
Follow-up
p case#: 4010035 change.
c
Learning
L Objjective: Dem onstrates imp portance of fitt among senioor
team, culture, strategy, and d organization n, and how ch hange in one
requires
r change in others. Gets studentts to think thro ough details o
of
im
mplementing culture chang ge.
Andy Che
ew at Siemens s Nixdorf: Andy
A Chew, a British mana ager reassign ned to Germany by a large
Change frrom the Middle: German
G comp puter compan ny, is in the m
middle of carryying out a projject
Rosabeth Moss Kanterr, John F. as
a a designate ed "change a agent" in a pro ogram to resh hape the cultu ure
McGuire toward one that is more en ntrepreneurial for success a as a nimble g global
Product #:
# 396204 competitor.
c He e is still uncerrtain of his su upport.
Length: 12
2p Subjects
S Cov vered: Chang ge manageme ent; Entrepren neurship;
Innovation; Orrganizational behavior; Po ower and influence
The AOL Time Warnerr, Inc.: AOL
A Time Wa arner providess the opportunity to analyzze the new mo odel
Stephen P.P Bradley, Errin E. for
f capturing value v in the e emerging com mpetitive landsscape. It is onne of
Sullivan the first majorr acquisitions in which a ne ew Internet coompany acquires a
Product #:
# 702421 major
m industry y incumbent. This merger iintroduces ne ew questions
Length: 21p surrounding
s open
o access ((cable) and ho ow federal reg gulations helpp
shape
s the new w economy's competitive la andscape.
Learning
L Objjective: To evvaluate the syynergies for the AOL Time e
Warner
W merge er.
Home Depot's Blueprin
nt for What
W could be e harder than n turning around a seeming gly wildly
Culture Change: Ram Charan successful
s company by imp posing a centtralized frame ework on a
Product #:
# R0604C heretofore
h rad
dically decenttralized, antie establishment, free-spirited d
Length: 11p organization?
o That was the e challenge G GE alumnus R Robert Nardelli
faced
f when he e abruptly succceeded Hom me Depot's po opular founde ers,
Bernie
B Marcus s and Arthur Blank, as the e top executive e in Decembe er
2000.
2 But des spite its glossyy high-growth h exterior, Home Depot wa as
standing
s on sh haky financia al footings. Th he story of thee vision, strate
egy,
and
a leadership skills Narde elli used to mo ove Home De epot to the ne ext
le
evel has been n told. But vission, strategy, and leadership alone--wh hile
necessary--ar
n re not enough h. In this articlle, Charan layys out the pan noply
of
o tools that, wielded
w in a ccoordinated an nd systematicc fashion, ena abled
Home
H Depot to t get a grip o on its freewhe eeling culture so that the
company
c coulld reap--and ssustain--the a advantages in nherent in its ssize.
Learning
L Objjective: To se ee how Home e Depot's CEO O used a
disciplined
d appproach--inclu uding establishing new perrformance me etrics
and
a centralizin ng certain fun nctions--to ren novate the coompany's
freewheeling
f culture
c and exxecute a new w strategy.
The Hard Side of Channge Everyone
E agre ees that man aging change e is tough, bu
ut few can agrree
Managem ment: Harold L.
L Sirkin, on
o how to do it. Most experrts are obsesssed with "soft ft" issues, succh as
Perry Kee
enan, Alan Jackson culture
c and motivation but, say the auth ors, focusing on these issu ues
Product #:
# R0510G alone
a won't brring about cha ange. Compa anies also nee ed to consideer the
Length: 10
0p hard
h factors--llike the time iit takes to com mplete a chan nge initiative, the
number
n of peo ople required to execute it, and so forth h. When the
authors
a studieed change inittiatives at 225 5 companies,, they found a
consistent
c corrrelation betw ween the outco omes of chan nge programss
(success vs. failure)
f and fo our hard facto ors, which they called DICE E:
project
p duratio on, particularlly the time be etween projecct reviews; inte egrity
of
o performanc ce, or the cap abilities of pro oject teams; tthe level of
commitment
c of
o senior execcutives and sttaff; and the a additional effoort
required
r of emmployees dire ectly affected by the chang ge. Companie es
can
c use DICE E assessmentts to force con nversations aabout projectss, to
gauge
g whethe er projects are e on track or in trouble, annd to manage
project
p portfolios.
Learning
L Objjective: To diiscover key elements of a successful
change
c initiatiive: frequent m milestone revviews, projectt team skill, viisible
support
s from management
m t, and manage eable workloa ads for emplo oyees
who
w must ado opt new proce esses.