Case Map for Daft: Organization Theory and Design (Thomson)

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: hbsp.harvard.edu

PART I INTRODUCTION TO ORGANIZATIONS Chapter 1 Organizations and Organization Theory Abstract Khalil Abdo Group: Louis B. Three brothers inherit a business in Egypt; the complications begin as Barnes, Muna Sukhtian each gets married, has a family, and becomes torn among different Product #: 898011 family interests. Now the third generation is appearing. Learning Objective: To examine how family configurations and Length: 6p Teaching Note: 805018 rivalries can erode trust. Egghead.com: Jeffrey F. Egghead Software, an entrenched traditional chain retailer specializing Rayport, Jeremy B. Dann, Rob in computer software and peripherals, had established a nationwide Schmults chain of mall and shopping center stores and a well-organized national brand. In early 1998, management made a highly unusual, and Product #: 898283 perhaps unprecedented, decision: the company closed down all its Length: 18p stores in North America and moved its retail operations exclusively to Teaching Note: 901029 the Web. This rejection of marketplace in favor of marketspace illustrated the differences in managing retail operations for "information products," such as software, and "physical products," such as home furnishings or tools. The fact that software could be examined, sampled, purchased, and even distributed on-line indicated to Egghead management the high costs in PPE and labor represented by physical retailing were no longer justified by the category. The brand promise of Egghead could be realized as effectively at lower cost of operations on the Web, and the Web could begin to provide new sources of consumer value as the Egghead site harnessed the unique attributes and advantages of the digital environment. Learning Objective: To challenge students to evaluate the logic and implications of an unprecedented decision by a retailer. This evaluation pushes students to understand the differences between managing physical products and information products; and the implications for retail services, consumer behavior, and channel configuration based on those differences. PART II ORGANIZATIONAL PURPOSE AND STRUCTURAL DESIGN Chapter 2 Strategy, Organization Design, and Effectiveness Abstract Phase Zero: Introducing New Focuses on whether world-renowned product design firm IDEO's new Services at IDEO: Amy C. customer service fits with the firm's strategic position and organization Edmondson, Laura R. Feldman capabilities. Over the course of IDEO's 13-year history, an increasing Product #: 605069

Length: 19p Teaching Note: 607063

The Roman Catholic Diocese of San Jose: Allen Grossman, Christina Darwall Product #: 303069 Length: 28p

share of revenues are a result of "Phase 0" projects--preliminary strategic explorations of future product possibilities for various client firms. Describes a specific Phase 0 project in order to explore the challenge of managing these strategic, intangible services in the context of IDEO's successful history of generating award-winning tangible product designs. A team at IDEO's Boston office worked with mattress manufacturer Simmons to discover unmet customer needs and identify new product line opportunities. Describes the challenges and questions facing the Simmons project team as well as critical and operational questions facing IDEO. Examines these issues through the eyes of the head of the Boston office, who wonders how to evaluate Phase 0 projects. Learning Objective: To explore factors necessary to achieve and sustain organizational learning in a dynamic business environment, with a special focus on two learning challenges: about tangible product innovation and about customers' organizational systems. Also, to discuss the appropriate operations design for an organization that provides high-end customized service offerings to corporate customers. Patrick J. McGrath, the bishop of the healthy and growing San Jose diocese, is pioneering the use of long-term, business-like strategic planning to better deliver on his churches' core mission. The adopted plan addresses issues at the heart of how the diocese is organized and services are delivered. In addition, lay leaders and priests, for the first time, will be held accountable for their performance. Only dioceses facing critical financial crises have used strategic planning in the past. The planning process was arduous, and implementation across 52 churches will challenge all the leadership skills of the bishop and his management team. Can the culture of a 2000-year-old organization successfully merge with approaches to management developed by McKinsey? Learning Objective: To demonstrate how innovative leaders, regardless of their organization, can use business-like approaches to increase organization effectiveness. Abstract In the spring of 2005, CEO Jeff Leerink has called a meeting of the executive committee to formulate Leerink Swann's growth strategy over the next five years so that it accomplishes three goals: expand into a new business, reinforce the firm's legacy businesses, and maximize the synergies between different parts of the firm. Covers the history of the boutique investment bank, including the nature and source of its personnel and culture, the development of its competitive strategy, the leadership style of its founder, and the development of each department, product, and function. Learning Objective: To discuss a range of issues about business growth and building sustainable competitive advantage while simultaneously considering the organizational capabilities necessary to achieve strategic objectives. Also, to look at: aligning an organization within a changing competitive environment; strategy implementation; aligning human resources strategy with the firm's

Chapter 3 Fundamentals of Organization Structure Leerink Swann & Co.: Creating Comparative: Boris Groysberg, Andrew N. McLean Product #: 406060 Length: 34p Teaching Note: 406061

strategy; scalability of culture; and managing a professional services firm. Growth and Profitability at In March 2005, Mark Schneider, CEO of Fresenius, is considering the Fresenius: Joel Podolny, group's strategic and organizational future. The highly decentralized 7 Vincent Dessain, Monika billion euro German health care group is active in three different business units, with the largest, FMC AG, listed separately from the Stachowiak, Anders Sjoman parent Fresenius AG and representing the lion's share of the Product #: 405083 company's revenue and profit. A decentralized approach had let the Length: 28p group units grow independently over the years, and Fresenius took pride in its adaptive, entrepreneurial spirit. Schneider, however, wonders whether the decentralized approach will allow the group to continue to grow in a coordinated and cost-conscious fashion. How should he combine the company's entrepreneurial and profit-oriented culture with any latent synergies in the existing organization? Although Fresenius looks healthy at the moment, Schneider knows that the company's future is tied to improved sales and profitability. Learning Objective: To highlight the challenges of leading a decentralized global organization and to provide a context for thinking through the costs and benefits of more or less decentralized organizations. Oticon A/S (Consolidated): A condensed version of Oticon A/S: "Cogitate Incognito" ("Think the Peter Hagstrom Unthinkable"; Oticon A/S Company Motto) & Oticon A/S: Project 330. In this case the presentations of the company, its products, Product #: 195142 competitive position, and use of information technology have been Length: 17p significantly reduced. Learning Objective: To evaluate both the extraordinary new organization and the chosen implementation process. In addition, to allow for a discussion of the necessary conditions for accomplishing organizational innovation, and whether organizational capabilities translate into competitive advantage. Procter & Gamble: Improving The evolution of Proctor & Gamble's development of efficient Consumer Value Through consumer response (ECR) involved a series of trials, a resolve to Process Redesign: James L. distribute diapers on the basis of product movement, a conscious McKenney, Theodore H. Clark effort to move to a new means of distribution across all lines, a first cut at a new system, and finally, the development of the existing mix of Product #: 195126 integrated IT systems linking the value chain from factory to shelf. Length: 20p Learning Objective: To explore issues in creating dramatically new Teaching Note: 396083 means of doing business with IT. To help students understand the importance of organizational change and taking a system-wide point of view. PART III OPEN SYSTEM DESIGN ELEMENTS Chapter 4 The External Environment Abstract Yahoo!: Business on Internet To examine how a company organizes itself to formulate strategy in Time: Jan W. Rivkin, Jay Girotto the midst of rapid environmental change and reveals how external turbulence puts new pressures on a firm's strategy, its organizational Product #: 700013 Length: 27p structure, and its managers. Learning Objective: To consider how one successful company has Teaching Note: 700086 structured itself to cope with severe environmental uncertainty. To consider the structural attractiveness of the portal industry and the strength of Yahoo!'s position in the industry.

Plum Creek Timber (A): Max H. Bazerman, Hannah Riley, Dov Brachfeld, John G. Troast Jr. Product #: 801131 Length: 19p

Plum Creek Timber Co., the nation's sixth largest private timberland owner and forest products company, must decide whether to enter negotiations with the U.S. government to establish a Habitat Conservation Plan (HCP) on its Pacific Northwest properties for a threatened fish species, the bull trout. Under the Endangered Species Act, Plum Creek could voluntarily create an HCP in exchange for longterm regulatory assurances from the U.S. government. The company has to weigh several factors in its decision to proceed with the negotiations: whether it can replicate the success of a recent HCP for spotted owls, the likelihood of government or third-party lawsuits against the company, the costs of coordinating with multiple state and federal environmental agencies, and the value of regulatory predictability. Learning Objective: Highlights the complexity of negotiating in a changing political environment. Useful for applying basic negotiation principles in a complex context characterized by multiple politically energized stakeholders, regulatory uncertainty, and public-private sector innovation. Can be used as a capstone for a negotiations course, or as a negotiation case within an environmental management course. Abstract IBM faces a collective action problem: It open sourced its $40 million application platform and has to convince other companies to contribute. Explores the events leading up to IBM's decision to make the Eclipse platform available as an Open Source project. In 1998, Lee Nackman, director of architecture for the application and integration middleware of the IBM Software Group, initiates the development of a software platform that would enable IBM products to offer better interoperability and a common look and feel. In the years that follow, Lee faces the challenge of getting the platform adopted within IBM and the need to manage carefully its evolution. The Eclipse platform works and gains momentum, but IBM would like to create an ecosystem of complementing applications developed by independent software vendors (ISVs). In 2001, IBM forms the Eclipse Consortium and makes the Eclipse platform available as Open Source software. Despite the popularity of the Eclipse platform, ISVs still hesitate to deliver complementing applications and to contribute actively back to the platform. Market analysts are not sure whether this project is truly open source. Lee and his colleagues are trying to decide whether the Open Source strategy was the right choice. Also, how can IBM alleviate the concerns of ISVs and encourage their participation? Subjects Covered: Collaboration; Open source software; Organizational change; Product development; Standardization; Technological planning; Vendors Jeanette Clough, the CEO of Mt. Auburn Hospital, successfully leads a turnaround for the struggling local hospital. When she assumed leadership of Mt. Auburn in 1998, the hospital had recently suffered a $10 million loss. During her first six months, several members of the senior leadership team quit. Clough successfully led this change effort through a transparent, collaborative approach that focused first and

Chapter 5 Interorganizational Relationships IBM and Eclipse (A): Siobhan O'Mahony, Fernando Cela Diaz, Evan Mamas Product #: 906007 Length: 19p

Jeanette Clough at Mount Auburn Hospital: Laura Morgan Roberts, Ayesha Kanji Product #: 406068 Length: 21p

foremost on patient care. She was skilled at building trust and credibility with key constituents: the trustees, medical staff, and employees. After the first year, they reduced the losses to $5 million. In 2000, the hospital broke even. In 2004, the hospital earned a $7 million profit. The hospital is currently in the midst of a capital campaign to update the facilities and expand. Community groups are resisting the hospital expansion in Cambridge, posing a new set of challenges. Clough must also be clear about the strategic positioning of the hospital--a mixture of a community and teaching hospital. How can Mt. Auburn maintain this unique positioning without attempting to expand beyond its reach in competing with the other Boston-based teaching hospitals? Learning Objective: To look at change management and aligning key constituencies in a health care organization. Chapter 6 Designing Organizational for the International Environment Andersen Consulting - EMEAI: Reorganization for Revitalization: Ashish Nanda, Michael Y. Yoshino Product #: 396007 Length: 20p

Philips versus Matsushita: The Competitive Battle Continues: Christopher A. Bartlett Product #: 910410 Length: 20p Teaching Note: 910411

Abstract Vernon Ellis, managing partner of Andersen Consulting -- Europe, Middle East, Africa, and India (AC -- EMEAI), is considering how best to reorganize. AC -- EMEAI has grown rapidly over the past five years to become Europe's largest consulting operation. However, Ellis feels that the organization needs to be reconfigured if it has to continue on its trajectory of rapid growth. Each of the various alternatives that he is considering offers intriguing potential benefits but also carries considerable risks. Learning Objective: Exposes students to the challenge of managing a multi-line international professional service organization. Specifically, the students grapple with identifying the appropriate organization design and leading organizational change in such a setting. Describes the development of the global strategies and organizations of two major competitors in the consumer electronics industry. Over four decades, both companies adapt their strategic intent and organizational capability to match and counter the competitive advantage of the other. The case shows how each is faced to restructure as its competitive advantage erodes. Learning Objective: To illustrate how competitive strategy depends on a company's organizational capability, which is often deeply embedded in a company's administrative heritage. Shows the limits of both the "global" and the "multinational" models.

Asea Brown Boveri: Robert L. Simons, Christopher A. Bartlett Product #: 192139 Length: 16p Teaching Note: 394128

In 1987, two European rivals--Asea AB of Sweden and BBC Brown Boveri Ltd. of Switzerland--merged to form Asea Brown Boveri. The new company employed 150,000 employees in 850 legal entities operating in 140 countries. The case describes the challenges facing Percy Barnevik--the organization's leader--and how he resolved those challenges through staffing, communicating priorities, new structural alignments, and information and reporting systems. Subjects Covered: Acquisitions; Information systems; International business; Leadership; Matrix organization PART IV INTERNAL DESIGN ELEMENTS

Chapter 7 Manufacturing and Service Technologies DispatchPro System: Leveraging GovernmentInitiated IT Infrastructure: Ali Farhoomand, Pauline Ng, Vincent Mak Product #: HKU277 Length: 3p Teaching Note: HKU278

ITT Automotive: Global Manufacturing Strategy1994: Gary P. Pisano, Sharon Rossi Product #: 695002 Length: 23p Teaching Note: 696040

Abstract In early 2000, Info Mapping (Hong Kong) Ltd., a Hong Kong-based technology SME with an interest in developing logistics applications for local businesses, spotted a growing demand among Hong Kong companies for an efficient job allocation and job status reporting system for their outdoor workers. It proceeded to design and develop an innovative software application called DispatchPro System, whereby employers could schedule jobs to employees, and employees could remotely access such work schedules on a real-time basis. However, Info Mapping needed an IT infrastructure that covered the major areas of Hong Kong to leverage the full benefits of the application. The company did not have the resources to build such a vast and complicated infrastructure itself and decided to use the sprawling network of easy-to-use IT kiosks established by ESD Services Ltd. under the auspices of the Hong Kong government. Was it the best choice? Why? Serves as a best-practice example of an SME managing and furthering business growth through leveraging government-initiated IT infrastructure. Subjects Covered: Business & government relations; Business growth; Information technology; Operations management ITT Automotive is in the process of developing a new-generation antilock brake system (ABS), designated the MK-20. The case focuses on the level of automation to be used in the production of this new system, and whether all plants should use the same process technology. Due to intensifying cost pressure and rapidly growing demand for lower-cost ABS, the development team and senior management (based in Frankfurt, Germany) strongly favor using a single, highly automated production process in the four plants scheduled to produce the MK-20 (located in Germany, Belgium, and the United States). Managers at the company's two plants in the United States favor using less automation technology in order to allow greater flexibility for improving process technology over time. Learning Objective: To enable students to explore two issues: 1) The choice of process technology; in particular, the relationship between the level of automation and opportunities for process improvement; and 2) The strategic management of process technology in the global plant network. Abstract Intermountain Health Care (IHC), an integrated delivery system based in Utah, has adopted a new strategy for managing health care delivery. The approach focuses management attention not only on the facilities where care takes place but also on physician decision making and the care process itself, with the aim of boosting physician productivity and improving care quality, while saving money. This case explores the challenges facing Brent James, executive director of the Institute for Health Care Delivery Research at IHC, as he implements new structures and systems (including a data warehouse for care outcomes, electronic patient records, computer workstations, clinical data support systems, and protocols for care) designed to support clinical process

Chapter 8 Using IT for Coordination and Control Intermountain Health Care: Richard Bohmer, Amy C. Edmondson, Laura R. Feldman Product #: 603066 Length: 30p Teaching Note: 603082

GE's Digital Revolution: Redefining the E in GE: Christopher A. Bartlett, Meg Glinska Product #: 302001 Length: 24p Teaching Note: 304022

Guidant Corp.: Shaping Culture Through Systems: Robert L. Simons, Antonio Davila Product #: 198076 Length: 17p Teaching Note: 199056 Chapter 9 Organization Size, Life Cycle, and Decline Olympus Optical Co. Ltd. (A): Cost Management for Short Life Cycle Products: Robin Cooper Product #: 195072 Length: 12p Teaching Note: 195074 Lehigh Steel: V.G. Narayanan, Laura E. Donohue Product #: 198085 Length: 15p Teaching Note: 198112

management across a geographically diverse group of physicians with varying levels of interest and dedication to IHC. Also highlights an innovative strategy for creating and disseminating knowledge at the individual and organizational levels to maintain high standards in care delivery. Learning Objective: To familiarize students with a clinical processbased approach to care management. To evaluate its structure, James' strategy for implementation, and whether it can be achieved in other health systems. Engages students in a debate about the benefits and costs of standardization in health care delivery and other service organizations that face high variability and needs for customized service delivery. This case details the implementation of the e-business initiative--the last of Jack Welch's four company-wide strategic thrusts. First, it summarizes the 20-year change process that Welch led, detailing the initiatives he put in place. It then traces how Gerry Podesta, the ebusiness head in GE Plastics, implemented the new initiative. In doing so, highlights how the "social architecture" (culture and values) and "operating systems" (systems and processes) help the company drive through changes that have it named Internet Week's top e-business of 2000. Ends with questions about the effectiveness of successive pushes on "e-sell," "e-buy," and "e-make" and whether the e-business teams should be broken up and rolled back into the company. Learning Objective: To examine the process of transformational change, particularly the role of structure, systems, processes, and culture required to support it; to illustrate effective strategy implementation in large companies; and to examine the role of the different levels of management in driving change. Guidant is a successful IPO start-up selling pacemakers and defibrillators. The case describes how managers install systems to balance innovation and control. Three parts of a shareholder value strategy are described. Controls include incentive systems, beliefs systems, and risk management systems. Subjects Covered: Control systems; Implementing strategy; Incentives; Planning systems; Risk management Abstract Explores Olympus Optical's strategic response to major losses in its camera business. Key to Olympus's recovery were its extensive product planning process, a quality improvement program, and an aggressive cost-reduction program. In particular, the case details Olympus's target costing system, which enabled the firm to design highquality products at low cost. Subjects Covered: Cost control; Cost systems; Product development Lehigh Steel is a specialty steel manufacturer that plummeted from record profits to record losses in less than three years, driven by an inability to distinguish between profitable and unprofitable business. The scale and growth of service activities and overhead costs in an increasingly customized product line suggests that activity-based costing (ABC) could unlock the secrets of profitability. However, the high fixed-cost structure suggests that theory of constraints (TOC)

could also be relevant. Lehigh must determine how to measure profitability to rationalize its products. Learning Objective: To demonstrate to students that Accounting methods must reflect the economics of the business, the time horizon, and the nature of the decision. To assess the relevance of various costs and the structure (fixed or variable) to calculate profitability relevant to a product mix decision over a certain time horizon. Appex Corp.: Nitin Nohria, 1990 Business Week named Appex Corp. the fastest growing highJulie Gladstone technology company in the United States. Appex provided management information systems and intercarrier network services to Product #: 491082 cellular telephone companies. During its rapid growth, the company Length: 18p went through several structural changes. At first, there was essentially Teaching Note: 492039 no structure and no control systems. The atmosphere at Appex eventually became chaotic. As the new CEO, Shikhar Ghosh realized that Appex needed some structure and bureaucracy. Once control was established, he reasoned, he could begin to break down the structure. Much of the structural change he implemented had advantages and disadvantages in terms of company culture and productivity. In 1991, Appex was acquired by EDS. Appex's challenge now was to work out its own structure in the context of its role as a division of a large, bureaucratic organization. Subjects Covered: Computers; Control systems; Entrepreneurial management; Organizational change; Organizational design; Organizational structure Johnsonville Sausage Co. (A): Describes the evolution of Johnsonville Sausage through a generation Michael J. Roberts of management and from a small operation to a large concern of over 500 employees. Describes how each of the functional areas in the firm Product #: 387103 has evolved, and how its structure and systems have changed over the Length: 15p years. Teaching Notes: 395231; Subjects Covered: Entrepreneurial management; Organizational 49108; 1388092 development; Organizational structure; Teams PART V: MANAGING DYNAMIC PROCESSES Chapter 10 Organizational Culture and Ethical Values Abstract Establishing an "ECL" Culture Electronic Communications Ltd. (ECL) had decided to make China its in China: Organizational second home and to seek common prosperity with Chinese people. Difference or National The company knew that there were major gains to be made, but there Difference?: Gilbert Wong, were also risks and challenges. One of these was the management of cultural differences. An essential question facing the management was Scarlet Chan, Mary Ho whether it should adapt ECL's management practice to the Chinese Product #: HKU155 culture or instead implement ECL's global management policies in Length: 11p China. Teaching Note: HKU156 Learning Objective: To study how to manage cultural differences and establish a strong organizational culture in a socialist economy. Three Cultures of Why do so many organizations fail to learn? According to the author, Management: The Key to such failures may be caused not by resistance to change, human Organizational Learning: Edgar nature, or poor leadership, but by the lack of communication among H. Schein three cultures: operating, engineering, and executive. The culture of operators is based on human interaction. Operators may use their Product #: SMR022 learning ability to thwart management's efforts to improve productivity. Length: 14p The engineering culture represents the design elements of the

Sun Hydraulics Corp. (A): Louis B. Barnes, Colleen Kaftan Product #: 491119 Length: 17p

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. Subjects Covered: Communication in organizations; Innovation; Leadership; Organizational culture; Organizational development; Organizational learning Involves the design and creation of a company with no formally-defined hierarchy. Describes the steps the founder takes to avoid the organizational politics he perceives as crushing the human contributions they were designed to harness. Fifteen years later, the company has achieved widespread recognition in the industry for its innovative designs, its quality products, and its highly ethical standards for business dealings. Describes the organization, the plant, and current concerns. Subjects Covered: Employee attitude; Employee empowerment; Group dynamics; Management philosophy; Manufacturing; Organizational culture; Teams Abstract Advanced tools like computer simulations can significantly increase developers' problem-solving capacity as well as their productivity, enabling them to address categories of problems that would otherwise be impossible to tackle. This is particularly true in the pharmaceutical, aerospace, semiconductor, and automotive industries, among others. Furthermore, state-of-the-art tools can enhance the communication and interaction among communities of developers, even those who are "distributed" in time and space. But new tools must first be integrated into a system that's already in place. Tools are embedded both within the organizations that deploy them and within the tasks the tools themselves are dedicated to performing. Moreover, each organization's approach to how people, processes, and tools are integrated is unique. All too often, companies spend millions of dollars on tools that fail to deliver on their promise, and the culprit is typically not the technology itself but the use of the technology. When new tools are incorrectly integrated into an organization (or not integrated at all), they can actually inhibit performance, increase costs, and cause innovation to founder. To avoid this, companies should beware three common pitfalls: using new tools merely as substitutes, adding instead of minimizing organizational interfaces, and changing tools but not people's behavior. Subjects Covered: Information technology; Innovation; Integration planning; Operations management

Chapter 11 Innovation and Change Capturing the Real Value of Innovation Tools: Stefan Thomke Product #: SMR191 Length: 11p

E Ink in 2005: David B. Yoffie, Barbara J. Mack Product #: 705506 Length: 24p Teaching Note: 706477

Explores the challenges of commercializing a bleeding-edge technology. After seven years, E Ink has spent more than $100 million to commercialize electronic ink. With business momentum picking up, but resources running out, the case examines the key trade-offs in bringing a new technology to market. Learning Objective: To introduce the S-curve. Focuses sharply on a crossfunctional product development team at Honeywell's Building Controls Division. Traces the history of teams at the division, which introduced them as a response to intensifying competition and the need for faster development. Reveals the challenges team members, their managers, and executives face when an organization adopts a collaborative approach to work. With a history of sequential product development and animosity between functional areas, the MOD IV team has the added pressure of having to finish the division's most ambitious project in history under a strategy of faster development. Through three perspectives -- team member, manager, and executive -- the case exposes students to the reality of teamwork. Subjects Covered: Group dynamics; Interdepartmental relations; Organizational change; Participative management; Product development; Project management; Teams Abstract On January 7, 2002, Paul Levy became CEO of the Beth Israel Deaconess Medical Center, a troubled organization, in serious financial difficulty. This case describes the situation Levy inherited, his negotiations prior to taking the job, and his first six months as CEO. Learning Objective: Designed to show students how a talented CEO takes charge of a troubled organization and begins the turnaround process. Gives students the opportunity to discuss leadership style and management philosophy, the change process, communications strategy, and decision making. Describes the evolution of General Motors' strategy, organizational structure, and management processes from its founding to the present day. Focuses on the role of GM's management committee--the seniordecision-making body at the company, now called the Automotive Strategy Board (ASB)--and how it 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. Learning Objective: To explore issues of executive decision making in a complex, global, matrixed organization. To focus on the role of the management committee and discuss the range of decisions senior teams must manage, the mechanics that make such teams effective, and the challenges of working within a matrixed organization. Also, to explore the relationship among strategy, structure, and management processes. Abstract Consists of several vignettes and discussion points around issues of conflict in the workplace. Issues presented are differences of race,

Mod IV Product Development Team: Anne Donnellon, Joshua D. Margolis Product #: 491030 Length: 17p Teaching Note: 491086

Chapter 12 Decision Making Process Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center (A): David A. Garvin, Michael A. Roberto Product #: 303008 Length: 9p Teaching Note: 303126

Executive Decision Making at General Motors: David A. Garvin, Lynne C. Levesque Product #: 305026 Length: 20p Teaching Note: 306026

Chapter 13 Conflict, Power, and Politics Managing Conflict in a Diverse Workplace: Mary Gentile,

Sarah B. Gant Product #: 395090 Length: 25p Teaching Note: 396008 Mary Kay Cosmetics, Inc.: Sales Force Incentives (A): Robert L. Simons, Hilary A. Weston Product #: 190103 Length: 16p Teaching Note: 191198

gender, nationality, culture, religion; access to power, training, advancement; tolerance of style of management, language, politics; implications of involvement in these issues. Subjects Covered: Conflict; Cross cultural relations; Grievances; Group dynamics; Job satisfaction; Work force management Describes the incentive system by which Mary Kay Cosmetics motivates the sales force of 200,000 independent agents who comprise the firm's only distribution channel. Illustrates the powerful effect on sales-force behavior that results when creative types of employee recognition are combined with financial incentives. Focuses on the challenges that managers face when they try to reduce program costs by modifying the VIP automobile program that awards the use of pink Cadillacs and other cars to successful sales agents. A detailed description of the parameters and formulas that drive the recognition and reward programs is provided. Subjects Covered: Control systems; Goal setting; Incentives; Motivation; Sales; Sales compensation