Leading High Performance Teams Dr. Alison Davis-Blake McCombs School of Business Cases and Readings Creating Productivity Through People Reading: Jeffrey Pfeffer and John F. Viega, Putting People First for Organizational Success, Academy of Management Executive, May 1999, p. 37-48. Case: JetBlue Airways: Starting from Scratch Carefully read the case and come prepared to discuss the following questions: 1. What is JetBlue’s strategy? What are the key sources of competitive advantage for JetBlue? 2. To what extent, if any, is JetBlue’s culture and philosophy a source of competitive advantage? 3. How well do JetBlue’s people management practices (e.g., selection, training, compensation) support its strategic objectives? 4. What changes, if any, should JetBlue make in its people management practices? Hiring for the Job and the Team Readings: Peter Cappelli, Making the Most of On-Line Recruiting, Harvard Business Review, March 2001, p.139-146. James Jenks and Brian Zevnik, ABCs of Job Interviewing, Harvard Business Review, July-August 1989, p. 2-4. Appraising the Team and its Members Case: Citibank: Performance Evaluation Carefully read the case and come prepared to discuss the following questions: 1. Why did Citibank introduce a Performance Scorecard? How did Citibank expect the scorecard to influence the performance of its California Division? 2. Assume that you are Lisa Johnson. Complete Exhibit 1 to evaluate James McGaran’s performance. 3. As Lisa Johnson, what feedback would you give James McGaran about his performance? 4. Should Citibank change the scorecard? If so, what changes should be made and why? Managing Idiosyncratic Deals Readings: Wayne Cascio, Managing a Virtual Workplace, Academy of Management Executive, August 2000, p. 81-90. Denise M. Rousseau, The Idiosyncratic Deal: Flexibility versus Fairness, Organizational Dynamics, 2001, volume 29, number 4, p. 260-273. Rewarding Individuals and Teams Reading: Jeffrey Pfeffer, Six Dangerous Myths About Pay, Harvard Business Review, May- June 1998, p. 108-119. Case: SAS Institute: A Different Approach to Incentives and People Management Practices in the Software Industry. Carefully read the case and come prepared to discuss the following questions: 1. What is SAS’s strategy? What are its key sources of competitive advantage? 2. Describe the key aspects of SAS’s reward system (including both monetary and nonmonetary rewards). What is the likely impact of SAS’s compensation system on SAS’s competitiveness? 3. What other organizational practices must be in place in order for SAS’s reward system to work? 4. Should SAS change its reward system? If so, how?