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					               Harvard Business School Publishing                                                     1

                                            Case Map for
                      Hellriegel/Slocum: Organizational Behavior, 11th Edition
                                          (Thomson, 2007)

This map was prepared by an experienced editor, not by a teaching professor. Faculty at
Harvard Business School were not involved in analyzing the textbook or selecting the
cases and articles.

Every case map provides only a partial list of relevant items from HBS Publishing. To
explore alternatives, or for more information on the cases listed below, visit:
www.hbsp.harvard.edu/educators


Case/Article     Institution,    Geographical and    Abstract, Key Subjects
Title            HBSP            Industry Setting,
                 Product         Company Size,
                 Number,         Time Frame
                 Length,
                 Teaching
                 Note
Chapter 1 Organizational Behavior and Foundation
Competencies
Paul Levy:       303008          Boston, MA;         On January 7, 2002, Paul Levy became CEO of the
Taking Charge of 9p              Health care         Beth Israel Deaconess Medical Center, a troubled
the Beth Israel  TN#303126       industry; $790      organization, in serious financial difficulty. This case
Deaconess                        million revenues;   describes the situation Levy inherited, his negotiations
Medical Center                   4,500 employees;    prior to taking the job, and his first six months as
(A)                              2002                CEO.
Southwest        HR1B            United States;      During a summer executive program for human
Airlines: Using  7p              Airline industry;   resource executives, the (A) case was assigned. After
Human            TN#HR1T         $2.2 billion        reading the case, a study group of four executives
Resources for                    revenues; 12,000    decided that the description in the (A) case was too
Competitive                      employees; 1994     positive and could not be accurate. To test this, the
Advantage (B)                                        four conducted an impromtu field study of the
                                                     Southwest station in San Jose. These executives
                                                     interviewed six employees on duty. They reported
                                                     their findings during the case discussion the following
                                                     day. This case is based on that report.
Lincoln Electric    376028      Cleveland, OH;       Covers the strategy and management practices of the
Co.                 30p         Manufacturing        world's largest manufacturer of welding equipment.
                    TN#395230   industries;          Discusses the compensation system and company
                                Welding; $270        culture, and the leadership style of management.
                                million sales;
                                1974
Chapter 2 Understanding Individual Differences
Stephen Brown    402048         Boston, MA;          Describes a major organizational transformation
at John Hancock  17p            Insurance            process at John Hancock Financial Services in which
Financial        TN#406100      industry; $8         CEO Stephen Brown takes a series of measured steps
Services                        billion revenues;    to turn the old-line mutual insurance company into a
                                1992-1997            competitive, performance-oriented financial services
                                                     firm. At the end of the case, Brown is considering
                                                     whether to take the company public. Raises question


                              Harvard Business School Publishing
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            Harvard Business School Publishing                                                         2

                                           Case Map for
                     Hellriegel/Slocum: Organizational Behavior, 11th Edition
                                         (Thomson, 2007)

                                                     of leadership, alignment, and culture change.
Yvette Hyater-    401023         Philadelphia, PA;   Yvette Hyater-Adams, senior VP of CoreStates Bank,
Adams and Terry   15p            Banking industry;   and CEO Terry Larsen reflect on their five-year
Larsen at                        2,000 employees;    mentor-protege relationship. They describe how
CoreState                        1993-1998           building a relationship across both race and gender
                                                     was challenging and ultimately highly rewarding.
                                                     Their relationship develops in the context of a major
                                                     culture change that Hyater-Adams and Larsen were
                                                     leading the organization through. This case discusses
                                                     the impact their relationship had on the organization
                                                     and the change process.
Avon Products     301059         New York, NY;       The general manager of Avon Mexico, Fernando
(A)               22p            Personal care       Lezama, must decide whether to promote a woman to
                                 products; $5        the position of vice president of sales. If appointed,
                                 billion revenues;   the candidate would be the first female in all of Latin
                                 33,900              America to hold an executive position and one of the
                                 employees; 1992-    first women in Mexico to attain this level of
                                 1998                responsibility. Lezama's all-male executive team has
                                                     doubts about the candidate's readiness, but Lezama is
                                                     also cognizant of Avon's global vision which calls for
                                                     the advancement of women at all levels of the
                                                     organization. Earlier in the year, the Avon Mexico
                                                     organization had completed an exercise called
                                                     "appreciative inquiry" aimed at enhancing gender
                                                     relations in the workforce.
Chapter 3 Perception and Attribution
Jensen Shoes:     395120         United States;      Jane Kravitz (Caucasian female), strategic product
Jane Kravitz's    7p             Footwear            manager, and Lyndon Twitchell (African American
Story             TN#396017      industry; $65       male), a member of her staff at Jensen Shoes, a
                                 million revenues;   successful producer and marketer of casual, athletic,
                                 4,500 employees;    and children's footwear, are assigned to new positions
                                 1994                and to each other at the start of the story. Presents
                                                     their very different points of view on their first couple
                                                     of months working together. Can be taught in a
                                                     variety of ways: with all students receiving both
                                                     cases; half receiving one and half receiving the other;
                                                     or a third of the class receiving both, one third
                                                     receiving one, and one third receiving the other (as is
                                                     appropriate). Should be used with Jenson Shoes:
                                                     Lyndon Twitchell's Story.
Chapter 4 Learning and Reinforcement
McKinsey &       396357         Global;              Describes the development of McKinsey & Co. as a
Co.: Managing    20p            Consulting; $1.8     worldwide management consulting firm from 1926 to
Knowledge and    TN#398065      billion revenues;    1996. In particular, it focuses on the way in which
Learning                        6,000 employees;     McKinsey has developed structures, systems,
                                1996                 processes, and practices to help it develop, transfer,
                                                     and disseminate knowledge among its 3,800
                                                     consultants in 69 offices worldwide. Concludes by
                                                     focusing on three young consultants operating in each
                                                     dimension of the firm's organization--the local office,

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             Harvard Business School Publishing                                                        3

                                            Case Map for
                      Hellriegel/Slocum: Organizational Behavior, 11th Edition
                                          (Thomson, 2007)

                                                     the industry practice, and the firm's competence
                                                     center. Managing director, Rajat Gupta, wonders if
                                                     the changes he has made are sufficient to maintain the
                                                     firm's vital knowledge development process.
Chapter 5 Fundamentals of Motivation
The Ritz-Carlton 601163         District of          In just seven days, the Ritz-Carlton transforms newly
Hotel Co.        30p            Columbia;            hired employees into "Ladies and Gentlemen Serving
                 TN#602113      Lodging industry;    Ladies and Gentlemen." The case details a new hotel
                                $1.5 billion         launch, focusing on the unique blend of leadership,
                                revenues; 18,000     quality processes, and values of self-respect and
                                employees; 2000      dignity, to create award-winning service.
The SAS          HR6            North Carolina;      The SAS Institute is a large, growing software
Institute: A     16p            Software industry;   company headquartered in the Research Triangle in
Different                       $750 million         North Carolina. Founded more than 25 years ago, it
Approach to                     revenues; 5,000      has evolved a unique approach, given its industry, to
Incentives and                  employees; 1997      developing and retaining talent including using no
People                                               stock options or phantom stock and not paying its
Management                                           salespeople on commission. The CEO and Vice
Practices in the                                     President of Human Resources must decide how well
Software                                             their current management practices will continue to
Industry                                             serve them as the company gains greater visibility and
                                                     faces an increasingly competitive labor market.
Chapter 6 Motivation Through Goal Setting and
Reward Systems
Nordstrom:        191002       West Coast;           In 1989, the performance measurement systems and
Dissension in the 24p          Retail industry;      compensation policies of Nordstrom Department
Ranks? (A)        TN#692085    1989                  Stores unexpectedly came under attack by employees,
                                                     unions, and government regulators. The case
                                                     describes the "sales-per-hour" monitoring and
                                                     compensation system that many believed to be
                                                     instrumental in Nordstrom's phenomenal success.
                                                     Illustrates how rapid company growth, decentralized
                                                     management, and unrelenting pressure to perform can
                                                     distort performance measurement systems and lead to
                                                     undesirable consequences.
Nordstrom:          192027       West Coast;         Presents a follow-up to the (A) case.
Dissension in the   2p           Retail industry;
Ranks? (B)          TN#192026    1989-1990
Compensation        800290       Long Island City,   Describes a company's struggles in implementing a
and Performance     26p          NY;                 subjective performance rating system for its
Evaluation at                    Semiconductor       employees. In particular, it describes the difficulties
Arrow                            industry; $6        faced by the CEO in getting managers to combat
Electronics                      billion revenues;   "ratings inflation"--that is, to produce numerical
                                 6,000 employees;    ratings that are both differentiated and "not too high."
                                 1994-1998




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                                            Case Map for
                      Hellriegel/Slocum: Organizational Behavior, 11th Edition
                                          (Thomson, 2007)

Chapter 7 Workplace Stress and Aggression
Storm King       304046         Colorado; Fire       Describes the Colorado fire tragedy that resulted in 12
Mountain         16p            fighting &           deaths. Examines leadership, decision making, and
                 TN#306030      protection; 1994     team dynamics in a high-stress, crisis situation.
Bradley          403005         New York, NY;        The Bradley Marquez advertising agency had created
Marquez:         8p             $80 million          a successful niche delivering ethnic markets to their
Reduction in                    revenues; 900        clients, corporate giants like Compaq, Sprint, Texaco,
Force (A)                       employees; 2000      and British Airways. The company was operating in
                                                     aggressive growth mode when, in 2000, the stock
                                                     market bubble of the 1990s burst. Now, Andrew
                                                     Lauder, chief operating officer, faces the possibility of
                                                     a second round of layoffs and downsizing, "no longer
                                                     cutting fat but cutting muscle," as Lauder puts it.
                                                     Being a public company means that warning of
                                                     upcoming layoffs would violate securities laws.
Chapter 8 Leading Effectively Foundations
GE's Two-Decade 399150           $100 billion        GE is faced with Jack Welch's impending retirement
Transformation:    24p           revenues; 293,000   and whether anyone can sustain the blistering pace of
Jack Welch's       TN#300019 employees; 1981-        change and growth characteristic of the Welch era.
Leadership                       1998                After briefly describing GE's heritage and Welch's
                                                     transformation of the company's business portfolio of
                                                     the 1980s, the case chronicles Welch's revitalization
                                                     initiatives through the late 1980s and 1990s. It focuses
                                                     on six of Welch's major change programs: The
                                                     "Software" Initiatives, Globalization, Redefining
                                                     Leadership, Stretch Objectives, Service Business
                                                     Development, and Six Sigma Quality.
Meg Whitman at      401024       San Jose, CA;       Meg Whitman takes over as CEO of eBay from the
eBay, Inc. (A)      32p          Internet & online   founder. She must figure out how to lead the company
                                 services            through a stage of phenomenal growth without
                                 industries; 1999    compromising eBay's unique external customer
                                                     culture and internal culture--its key success factors. A
                                                     rewritten version of an earlier case.
New Leadership at   PEL026       Artic &             Provides an opportunity to examine leadership and
the Portland        31p          Antarctica; 1914-   entrepreneurship in the context of Ernest Shackleton's
Public Schools                   1916                1914 Antarctic expedition, a compelling story of
                                                     crisis, survival, and triumph. Summarizes
                                                     Shackleton's career as an officer in the British
                                                     Merchant Marine, his work on several prominent
                                                     Antarctic missions, and the competitive nature of
                                                     polar exploration in the late 19th and early 20th
                                                     centuries. Also examines Shackleton's planning and
                                                     advance management of what he hoped would be the
                                                     first-ever trek across the Antarctic continent. Details
                                                     the events of this epic voyage aboard the Endurance.
                                                     Readers have the opportunity to examine how, after
                                                     the vessel became trapped in ice and the crew
                                                     abandoned ship, the commander shifted his objectives
                                                     and responsibilities from completing an historic

                              Harvard Business School Publishing
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            Harvard Business School Publishing                                                         5

                                           Case Map for
                     Hellriegel/Slocum: Organizational Behavior, 11th Edition
                                         (Thomson, 2007)

                                                      march to ensuring the survival of all 28 expedition
                                                      members. Considers Shackleton's efforts to maintain
                                                      his team's morale, loyalty, and commitment in the
                                                      face of extraordinary mental and physical trials during
                                                      almost two years in the Antarctic.
Chapter 9 Leading Effectively: Contemporary
Developments
Leadership in     803127         Artic &              Provides an opportunity to examine leadership and
Crisis: Ernest    41p            Antarctica; 1914-    entrepreneurship in the context of Ernest Shackleton's
Shackleton and                   1916                 1914 Antarctic expedition, a compelling story of
the Epic Voyage                                       crisis, survival, and triumph. Summarizes
of the Endurance                                      Shackleton's career as an officer in the British
                                                      Merchant Marine, his work on several prominent
                                                      Antarctic missions, and the competitive nature of
                                                      polar exploration in the late 19th and early 20th
                                                      centuries. Also examines Shackleton's planning and
                                                      advance management of what he hoped would be the
                                                      first-ever trek across the Antarctic continent. Details
                                                      the events of this epic voyage aboard the Endurance.
                                                      Readers have the opportunity to examine how, after
                                                      the vessel became trapped in ice and the crew
                                                      abandoned ship, the commander shifted his objectives
                                                      and responsibilities from completing an historic
                                                      march to ensuring the survival of all 28 expedition
                                                      members. Considers Shackleton's efforts to maintain
                                                      his team's morale, loyalty, and commitment in the
                                                      face of extraordinary mental and physical trials during
                                                      almost two years in the Antarctic.
Leadership        406002          New York, NY;       In November 1999, 11 of Goldman Sachs' finest
Development at    24p             Investment          gathered to put the final touches on a revolutionary
Goldman Sachs                     banking;            leadership development plan. Following Goldman's
                                  Professional        explosive growth during the 1990s and its eventual
                                  services; $13       IPO in 1999, a diverse group of leaders from across
                                  billion revenues;   the firm were selected to "assess the future training
                                  15,000              and development needs of Goldman Sachs, with a
                                  employees; 1999     particular focus on the need for a more systematic and
                                                      effective approach to developing managing directors."
                                                      After six months of brainstorming, holding
                                                      discussions with Goldman Sachs colleagues,
                                                      interviewing experts, and benchmarking best
                                                      practices, it was finally time to present their findings
                                                      to the management committee. The briefing contained
                                                      an integrated leader development plan with concrete
                                                      recommendations on how to resolve several critical
                                                      design issues, including: location, faculty, content,
                                                      format, method, target audience, governance, and
                                                      sponsorship. No one sitting on the management
                                                      committee had relied on a formal leadership program
                                                      to reach the top. How skeptical might they be? How
                                                      do you convince hard-nosed bankers to leave their


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                                          Case Map for
                    Hellriegel/Slocum: Organizational Behavior, 11th Edition
                                        (Thomson, 2007)

                                                      desks and invest precious time focusing on what many
                                                      perceived as "soft" issues?
Chapter 10 Developing and Leading Teams
Taran Swan at    400036         Miami, FL; Cable      Eighteen months after launching Nickelodeon Latin
Nickelodeon      25p            television            America, general manager Taran Swan must leave the
Latin America    TN#400071      industry; 1998        company's Miami headquarters for her New York
(A)                                                   home because of complications with her pregnancy.
                                                      Unable to travel for at least the next six months, Swan
                                                      must decide how she will continue to run the channel
                                                      from New York. Should she put an interim acting
                                                      head in place, and if so, who among her team should it
                                                      be? What adjustments will she need to make in her
                                                      leadership style and working relationships with her
                                                      team? The case describes the channel's launch and
                                                      first 18 months on the air, focusing on how Swan puts
                                                      together her team and crafts the company's culture.
SkyStream         E135A         Silicon Valley;       SkyStream Networks was a worldwide networking
Networks, Inc.    33p           High technology;      infrastructure company. Its products enabled service
(A)                             130 employees;        providers to create new revenue streams by delivering
                                1998-2001             digital media services like corporate communications,
                                                      live broadcast video, enhanced TV, media asset
                                                      distribution, distance learning, and broadband
                                                      entertainment portals over any broadcast or broadband
                                                      network. SkyStream Networks was continually faced
                                                      with the challenge of which markets to target and
                                                      whether to remained focus or broaden its customer
                                                      base. This case chronicles the history of SkyStream,
                                                      beginning in 1998 through the end of 2001. Although
                                                      the company had faced tremendous success during
                                                      that period, the management team was faced with a
                                                      difficult decision in December 2001. Given the
                                                      difficult economic environment, the team needed to
                                                      find a way to cut additional costs. It had to decide
                                                      whether to cut costs from a new product targeted
                                                      primarily at telcos or from existing products.
Dawn Riley at     401008        Auckland; Sports      Dawn Riley and America True are based in Auckland,
America True      12p           industry; start-up;   New Zealand, where racing will begin in six weeks.
(C)                             100 employees;        The senior management team will be meeting in
                                1999-2000             August 1999 to decide whether or not to make
                                                      changes to Tag, the practice boat that they are using as
                                                      a testing platform. Riley has striven to create a
                                                      consensus-based approach to decision-making, and
                                                      see herself as a "participant" in these meetings. She
                                                      wonders if things have gotten "too democratic," and if
                                                      she should step in and lead this meeting. Would
                                                      changing her behavior now about such a seminal
                                                      matter compromise her effort to create a collaborative
                                                      decision making approach? This case provides
                                                      information on sailing and design programs, and
                                                      explores in depth Riley's role as a "producing


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                                           Case Map for
                     Hellriegel/Slocum: Organizational Behavior, 11th Edition
                                         (Thomson, 2007)

                                                     manager."
Chapter 11 Managing Conflict and Negotiating
Effectively
Negotiating Star 906026         United States;       In this three-party negotiation exercise, Jesse J, star
Compensation at 5p              Sports industry      center in the U.S.A. Women's Basketball League, with
the USAWBL                                           her agent, is negotiating a possible compensation
(A-1):                                               package with the Boston Sharks involving a base
Confidential                                         salary, a possible share of team merchandising profits,
Instructions for                                     and a performance incentive. Each player (Jesse J, her
Jesse J                                              agent, the Sharks general manager) has a confidential
                                                     brief as the basis for the negotiation.
Sherif Mityas at   904031        United States;      Sherif Mityas, recently promoted as project manager
A.T. Kearney:      13p           Japan;              at A.T. Kearney, faced a client service challenge in
Negotiating a                    Consulting; $950    his very first project experience. Mityas had been
Client Service                   million revenues;   working closely for six weeks with the management
Predicament (A)                  3,000 employees;    team of the U.S. subsidiary of a Japan-headquartered
                                 1996-2003           consumer products company to identify ways to turn
                                                     around the U.S. operations. Following the midproject
                                                     status meeting, executives from the Japanese parent
                                                     company made an unexpected request that placed
                                                     Mityas in a quandary. Mityas related the situation: "At
                                                     the conclusion of the midproject meeting, I felt
                                                     confident that we had made solid recommendations
                                                     about turning around the U.S. operations, but the
                                                     Japanese parent company executives made a difficult
                                                     request. They wanted us to evaluate the ability of the
                                                     U.S. management team to carry out the turnaround.
                                                     U.S. management had been instrumental in our being
                                                     able to understand and analyze the situation
                                                     comprehensively, and we would need their
                                                     cooperation for our future work to be meaningful. If
                                                     they came to know that we were simultaneously
                                                     evaluating them, we could lose their trust--but, then,
                                                     the Japanese executives represented the client. I didn't
                                                     know how to proceed."
Chapter 12 Interpersonal Communication in
Organizations
Henry Tam and     404068       Boston, MA;           Within a short time frame, seven diverse team
the MGI Team      17p          Software industry;    members assemble to write a business plan for a new
                  TN#404079    7 employees;          company and struggle to define their roles, make
                               2002                  decisions together, and resolve conflict. Henry Tam, a
                                                     second-year Harvard MBA student, who joins an
                                                     aspiring start-up company and a fellow classmate to
                                                     enter the school's business plan contest. The founders
                                                     of the company are two internationally accomplished
                                                     musicians and a 1987 Harvard MBA, all Russian, who
                                                     are trying to create, produce, and sell a unique
                                                     computer-based music game. Conflict builds as the
                                                     team generates a range of ideas about how to market
                                                     their product, but has trouble agreeing on which ideas

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                                          Case Map for
                    Hellriegel/Slocum: Organizational Behavior, 11th Edition
                                        (Thomson, 2007)

                                                    to pursue. Henry Tam wrestles with how to fix the
                                                    problems that have hindered the team's progress.
Chapter 13 Managerial and Ethical Decision
Making
Executive       305026          United States;      Describes the evolution of General Motors' strategy,
Decision Making 20p             Automotive          organizational structure, and management processes
at General      TN#306026       industry; $185.3    from its founding to the present day. Focuses on the
Motors                          billion (2003)      role of GM's management committee--the senior-
                                revenues; 326,000   decision-making body at the company, now called the
                                (2003)              Automotive Strategy Board (ASB)--and how it
                                employees; 2004     operates under Rick Wagoner, its current CEO. In
                                                    October 2004, Wagoner and the ASB are wrestling
                                                    with recent changes in GM's planning and budgeting
                                                    processes and how they will affect the balance
                                                    between global and local needs.
Shared Decision   604001        Boston, MA;         The Foundation for Informed Medical Decision-
Making            18p           Health care         Making has created an interactive videodisc system
                                industry; 1995      that provides patients with customized support
                                                    regarding medical treatment or screening decisions
                                                    when they face a choice between two equally
                                                    effective courses of action. The videodiscs, known as
                                                    shared decision-making programs (SDPs), were the
                                                    result of considering grant-funded research into
                                                    treatment outcomes and patients' preferences
                                                    concerning varying medical treatments. Over a six-
                                                    year period, the foundation has partnered with a
                                                    variety of commercial firms to manufacture and
                                                    market the SDPs. Despite robust evidence supporting
                                                    the effectiveness of the SDPs and the enthusiastic
                                                    response of early purchasers, the foundation has been
                                                    unable to widely disseminate the product and faces
                                                    major debt.
Making the HR     SMR118                            Some observers see outsourcing as a key trend
Outsourcing       10p                               (perhaps even the key trend) shaping the future of
Decision                                            human resources. They envision HR departments
                                                    focused entirely on strategic activities, leaving all the
                                                    transactional and administrative activities to vendors.
                                                    But, the author cautions that outsourcing any business
                                                    activity creates potential risks as well as benefits:
                                                    Companies can find themselves overly dependent on
                                                    suppliers, and they can lose strength in strategically
                                                    core competencies. The author synthesizes the
                                                    strongest of the available research on the outsourcing
                                                    decision and identifies the six key factors that
                                                    companies should consider when making important
                                                    outsourcing decisions. The framework, which helps
                                                    assess the pros and cons of outsourcing, can be
                                                    applied specifically to HR functions. In particular, it
                                                    can help explicate the managerial issues of
                                                    outsourcing agreements such as the recent landmark


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                                            Case Map for
                      Hellriegel/Slocum: Organizational Behavior, 11th Edition
                                          (Thomson, 2007)

                                                      deal between BP and Exult Inc. That $600 million,
                                                      seven-year arrangement provides a window into the
                                                      many opportunities--and complexities--of HR
                                                      outsourcing.
Decision Making     398061       United States;       Describes a senior management team's strategic
at the Top: The     21p          Mail order; Retail   decision-making process. The division president faces
All-Star Sports     TN#398103    industry; $800       three options for redesigning the process to address
Catalog Division                 million revenues;    several key concerns. The president has extensive
                                 1,000 employees;     quantitative and qualitative data about the process to
                                 1997                 guide him as he and the senior team attempt to make
                                                      improvements.
Chapter 14 Designing Organizations
Enterprise IT at  605015         Silicon Valley;      Illustrates the challenges associated with centralizing
Cisco (2004)      14p            High technology;     IT decisions at Cisco after a decade of decentralized
                                 Telecommunicati      planning and project funding. When Brad Boston
                                 ons industry; $19    became Cisco's new CIO in 2001, he found that
                                 billion revenues;    managers were starting to get frustrated with the
                                 35,000               results of their latest IT initiatives. Boston believed
                                 employees; 2001-     that Cisco needed to focus on its global infrastructure
                                 2004                 before investing in more functional tools and
                                                      applications. Under the leadership of Boston and an
                                                      executive operating committee, Cisco selected three
                                                      major enterprise projects that required an
                                                      unprecedented level of process planning and cross-
                                                      functional cooperation, a major change from Cisco's
                                                      legacy of entrepreneurial drive. As these three
                                                      projects started to wind down in 2004, Boston and the
                                                      operating committee were thinking about what types
                                                      of new projects the IT organization should support.
                                                      Raises issues about change management, centralized
                                                      planning, IT prioritization and resource allocation,
                                                      enterprise cooperation, and project funding.
The Atchison        301020       United States;       A new general manager uses a profit-center-based
Corp. (A)           4p           Consumer             system to shake up an old line company. He then
                                 products; $2         faces the task of placating a board member upset by
                                 billion revenues;    the human consequences. A rewritten version of an
                                 1995                 earlier case.
Richard Jenkins     494113       New England;         Written from the point of view of Richard Jenkins, the
                    4p           Telephone            president of CelluComm. Presents his reflections on
                                 industry; small;     the series of events leading to the firing of one of
                                 51 employees         CelluComm's general managers, Erik Peterson. A
                                                      rewritten version of an earlier case.
Chapter 15 Cultivating Organizational Culture
Establishing an   HKU155         China                Electronic Communications Ltd. (ECL) had decided
"ECL" Culture in 11p                                  to make China its second home and to seek common
China:            TN#HKU156                           prosperity with Chinese people. The company knew
Organizational                                        that there were major gains to be made, but there were
Difference or                                         also risks and challenges. One of these was the
National                                              management of cultural differences. An essential
Difference?                                           question facing the management was whether it

                              Harvard Business School Publishing
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             Harvard Business School Publishing                                                     10

                                            Case Map for
                      Hellriegel/Slocum: Organizational Behavior, 11th Edition
                                          (Thomson, 2007)

                                                    should adapt ECL's management practice to the
                                                    Chinese culture or instead implement ECL's global
                                                    management policies in China.
Three Cultures of   SMR022                          Why do so many organizations fail to learn?
Management:         14p                             According to the author, such failures may be caused
The Key to                                          not by resistance to change, human nature, or poor
Organizational                                      leadership, but by the lack of communication among
Learning                                            three cultures: operating, engineering, and executive.
                                                    The culture of operators is based on human
                                                    interaction. Operators may use their learning ability to
                                                    thwart management's efforts to improve productivity.
                                                    The engineering culture represents the design
                                                    elements of the technology underlying the
                                                    organization and how the technology is to be used.
                                                    The executive culture revolves around maintaining an
                                                    organization's financial health and deals with boards,
                                                    investors, and capital markets. According to the
                                                    author, when organizations attempt to redesign or
                                                    reinvent themselves, the cultures collide and failure
                                                    occurs. Executives and engineers are task focused and
                                                    assume that people are the problem. Executives band
                                                    together and depersonalize their employees.
                                                    Executives and engineers can't agree on how to make
                                                    organizations work better while keeping costs down.
                                                    Each culture must learn how to learn and to analyze
                                                    its own culture. Then enough mutual understanding
                                                    must be created among the cultures to evolve
                                                    solutions that all groups can commit to.
Chapter 16 Guiding Organizational Change
Agilent          OD1A           Silicon Valley;     On March 2, 1999, Hewlett-Packard (HP) announced
Technologies:    36p            Computer            a plan to create a separate company, subsequently
Organizational                  industry;           named Agilent Technologies, made up of HP's
Change (A)                      Electronic          businesses in test and measurement, semiconductor
                                components;         products, healthcare solutions, chemical analysis, and
                                Electronic          the related portions of HP laboratories. In developing
                                instruments &       the transformation strategy, Agilent president and
                                controls; Medical   CEO, Ned Barnholt, grappled with how to improve
                                equipment &         the efficiency and effectiveness of the new company
                                device industry;    while still maintaining the best portions of HP's
                                Network device;     culture and practices. Barnholt adopted HP's values of
                                Semiconductor       innovation and contribution, trust and respect for
                                industry; $10.8     individuals, and uncompromising integrity, but he
                                billion revenues;   added three new values: speed, focus, and
                                46,000              accountability. Barnholt also wanted to improve the
                                employees; 1999-    company's efficiency in terms of shared services. In
                                2000                mid-2001, the Agilent team faced a series of
                                                    unexpected challenges. On April 5, 2001, Barnholt
                                                    announced that business conditions had worsened
                                                    more than previously expected. Barnholt wondered
                                                    whether he and his team had gone too far in the


                              Harvard Business School Publishing
                    800-545-7685 (Outside the U.S. and Canada 617-783-7600)
                                  custserv@hbsp.harvard.edu
                               www.hbsp.harvard.edu/educators
             Harvard Business School Publishing                                                  11

                                           Case Map for
                     Hellriegel/Slocum: Organizational Behavior, 11th Edition
                                         (Thomson, 2007)

                                                    organizational and cultural changes they had tried to
                                                    implement. He wondered whether his vision of speed,
                                                    focus, and accountability would be compatible with
                                                    HP's legacy values and culture, and if so, how would
                                                    he integrate the two.
Emerging           304075       United States;      By June 2003, IBM had made significant progress in
Business           20p          Computer            changing the way it managed new, emerging
Opportunities at   TN#305023    industry; $89.1     businesses. Describes the development of a separate
IBM (A)                         billion revenues;   management program at IBM designed to identify,
                                319,273             fund, and shepherd new businesses through growth.
                                employees; 2003     Traces the history of the program, its evolution, and
                                                    the current challenges senior management faces in
                                                    scaling up the program.




                             Harvard Business School Publishing
                   800-545-7685 (Outside the U.S. and Canada 617-783-7600)
                                 custserv@hbsp.harvard.edu
                              www.hbsp.harvard.edu/educators

				
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