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Organizational Behavior & Leadership

ILR0512G Title: "A Players" or "A Positions"? The Strategic Logic of Workforce Management Author(s): Huselid, Mark A.; Beatty, Richard W.; Becker, Brian E. Publication Date: 12/01/2005 Product Type: Harvard Business Review Article Abstract: Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions and surplus C positions, then focusing disproportionate resources on making sure A players hold A positions. This is not as obvious as it may seem, because the three types of positions do not reflect corporate hierarchy, pay scales, or the level of difficulty in filling them. A positions are those that directly further company strategy and, less obviously, exhibit wide variation in the quality of the work done by the people who occupy them. Why variability? Because raising the average performance of individuals in these critical roles will pay huge dividends in corporate value. If a company like Nordstrom, for example, whose strategy depends on personalized service, were to improve the performance of its frontline sales associates, it could reap huge revenue benefits. B positions are those that support A positions or maintain company value. Inattention to them could represent a significant downside risk. (Think how damaging it would be to an airline, for example, if the quality of its pilots were to drop.) Yet investing in them to the same degree as A positions is ill-advised because B positions don't offer an upside potential. (Pilots are already highly trained, so channeling resources into improving their performance would probably not create much competitive advantage.) And C positions? Companies should consider outsourcing them--or eliminating them. We all know that effective business strategy requires differentiating a firm's products and services in ways that create value for customers. Accomplishing this requires a differentiated workforce strategy, as well. Industry Setting: High technology; Pharmaceutical industry; Retail industry Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2005 2424 Title: "A Players" or "A Positions"? The Strategic Logic of Workforce Management (HBR OnPoint Enhanced Edition) Author(s): Huselid, Mark A.; Beatty, Richard W.; Becker, Brian E. Publication Date: 12/01/2005 Product Type: HBR OnPoint Article Abstract: Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions and surplus C positions, then focusing disproportionate resources on making sure A players hold A positions. This is not as obvious as it may seem, because the three types of positions do not reflect corporate hierarchy, pay scales, or the level of difficulty in filling them. A positions are those that directly further company strategy and, less obviously, exhibit wide variation in the quality of the work done by the people who occupy them. Why variability? Because raising the average performance of individuals in these critical roles will pay huge dividends in corporate value. If a company like Nordstrom, for example, whose strategy depends on personalized service, were to improve the performance of its frontline sales associates, it could reap huge revenue benefits. B positions are those that support A positions or maintain company value. Inattention to them could represent a significant downside risk. (Think how damaging it would be to an airline, for example, if the quality of its pilots were to drop.) Yet investing in them to the same degree as A positions is ill-advised because B positions don't offer an upside potential. (Pilots are already highly trained, so channeling resources into improving their performance would probably not create much competitive advantage.) And C positions? Companies should consider outsourcing them--or eliminating them. We all know that effective business strategy requires differentiating a firm's products and services in ways that create value for customers. Accomplishing this requires a differentiated workforce strategy, as well. Subjects: NO SUBJECTS(KEYWORDS) Length: 10p List Price: $6.50 Year New: 2005 2638BC Title: "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005

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Product Type: HBS Press Chapter Abstract: Becoming a great and resonant leader does not happen by accident. This chapter asks leaders to tackle the challenges of personal transformation and renewal to achieve resonance. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Resonant Leadership. Subjects: NO SUBJECTS(KEYWORDS) Length: 7p List Price: $6.95 Year New: 2007 808040 Title: "Doer's Profile" Nelson Mandela (1918-) Author(s): Stevenson, Howard; Spence, Shirley Publication Date: 08/28/2007 Revision Date: 04/28/2008 Product Type: Case (Library) Abstract: Profile of Nelson Mandela designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical records. Geographic Setting: South Africa Industry Setting: Government & regulatory Event Year Start: 1918 Event Year End: 2007 Subjects: NO SUBJECTS(KEYWORDS) Length: 13p Supplementary Materials: Teaching Note, (808140), 8p, by Howard Stevenson, Shirley M. Spence Year New: 2007 U9804A Title: 10 Myths About Post-heroic Leadership--And Why They're Wrong Author(s): Stauffer, David Publication Date: 04/01/1998 Product Type: Harvard Management

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Organizational Behavior & Leadership


Update Article Abstract: Increasingly, the heroic model of leadership is being challenged by a movement toward shared responsibility. Post-heroic managers allow their employees to contribute to the process of managing and thereby produce better results and higher morale. As good as this sounds, the concept of post-heroic management is often met with strong resistance, particularly at upper levels. This article discusses 10 misunderstandings about post-heroic leadership and offers suggestions for getting past them. Subjects: Employee morale; Leadership; Managers; Participatory management Length: 4p List Price: $4.50 BESTSELLER 405022 Title: 10 Uncommon Values (R): Optimizing the Stock-Selection Process Author(s): Groysberg, Boris; Healy, Paul M. Publication Date: 11/03/2004 Revision Date: 03/20/2007 Product Type: Case (Field) Abstract: In 2003, Steve Hash, research director at Lehman Brothers, prepared to initiate the firm's "Ten Uncommon Values" stock-picking process for the year. An investment committee had to pick the 10 best stocks from about 100 stock ideas presented by the firm's analysts. The performance of the stocks selected for the Ten Uncommon Values had historically been strong--an investment strategy to acquire the recommended stocks and hold them for one year would have outperformed the S&P 500 for 39 of the last 54 years. However, during the latest three years--2000 to 2002--the recommendations had performed poorly, generating an average return of -22.5% vs. -11.7% for the S&P 500. Hash pondered several questions: What was the importance of the Ten Uncommon Values for Lehman Brothers and its clients? How much time and effort should the firm put into the process of selecting stocks for the report? How many members should be on the Investment Policy Committee, and who should be selected? What should the process for selection be? Should analysts whose stocks were selected be compensated for their picks? Finally, should they continue the process? Teaching Purpose: Using both qualitative and quantitative data, to allow students to discuss a range of issues: the optimal process of selecting stocks, the optimal size of the committee, how much time to spend with each analyst, private or public voting on stocks by the committee members, the right decisionmaking process, and whether incentives play a role in the process. Geographic Setting: United States Industry Setting: Investment banking Number of Employees: 150 Gross Revenues: $200-$300 million research budget Event Year Start: 2004 Event Year End: 2004 Subjects: Group dynamics; Human resources management; Investment banking; Teams Length: 17p Supplementary Materials: Teaching Note, (407073), 35p, by Boris Groysberg, Paul M. Healy Year New: 2005 4015 Title: The 180-Degree Turnaround (HBR Article Collection) Author(s): Kanter, Rosabeth Moss; Charan, Ram; Abrashoff, D. Michael Publication Date: 06/01/2003 Product Type: HBR OnPoint Collection Abstract: Does your firm seem bogged down by an indefinable force, even if it's not on the brink of disaster? Do all your financial savvy, sound strategies, and product innovation appear useless? Your company may have a culture of indecision--an inability to make up its collective mind. The symptoms vary: People may be confused about how to execute key decisions. Or they hesitate to state that the emperor has no clothes--until he's left the meeting room. Untreated indecisiveness can spawn chronic underperformance. The antidote? Decisive dialogue--clear, honest, and creative interactions. Reward those who say what they're really thinking. Ask probing questions to reveal new and diverse information. Ensure that people leave meetings knowing what's expected of them. If your firm edges closer to the brink of failure-marked by finger pointing, turf protecting, and paralysis--initiate a psychological turnaround by restoring people's confidence in themselves and each other. Augment dialogue with three additional antidotes: respect, collaboration, and initiative. The three Harvard Business Review articles in this collection: "Conquering a Culture of Indecision" by Ram Charan (HBR reprint R0104D), "Leadership and the Psychology of Turnarounds" by Rosabeth Moss Kanter (HBR reprint R0306C), and "Retention Through Redemption" by D. Michael Abrashoff (HBR reprint R0102L). Subjects: Communication in organizations; Delegation of authority; Employee empowerment; Leadership;

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Management of change; Organizational change; Organizational development Length: 35p List Price: $17.95 6633BN Title: The 2001 HBR List: Change Is Changing, Special Offer Publication Date: 04/01/2001 Product Type: Management Program Abstract: This special offer has been created around one of the groundbreaking business ideas featured in The 2001 HBR List: Breakthrough Ideas for Today's Business Agenda. The idea is about change. Is it revolution or evolution? Radical reinvention or incremental adjustment? How can companies best navigate a roiling business landscape? The authors square off on this question. Longtime revolution proponent Gary Hamel shows what a radical, grassroots uprising can do for a company in "Waking Up IBM." Eric Abrahamson, Nestle CEO Peter Brabeck, and Michael Beer and Nitin Nohria disagree. Abrahamson laments the danger in overly ambitious corporate reinvention and advises continual--but small--reconfigurations. Brabeck urges companies to clarify which of their aspects shouldn't change. Beer and Nohria recommend a blend of carefully timed large-scale change and small adjustments. This special offer includes the HBR OnPoint Collection, "Change Is Changing," which synthesizes the essence of four Harvard Business Review articles, including: "Waking Up IBM: How a Gang of Unlikely Rebels Transformed Big Blue" by Gary Hamel; "Change Without Pain" by Eric Abrahamson; "The Business Case Against Revolution: An Interview with Nestle's Peter Brabeck" by Suzy Wetlaufer; and "Cracking the Code of Change" by Michael Beer and Nitin Nohria. The collection features a onepage overview that draws out the main points from the articles and an annotated bibliography pointing you to related resources. This special offer also includes an individual HBR OnPoint article, "Meeting the Challenge of Disruptive Change" by Clayton M. Christensen and Michael Overdorf. It also includes the best-selling HBS Press book, Leading the Revolution by Gary Hamel. Subjects: Employee empowerment; Organizational change; Strategy implementation List Price: $45.95 C0102E Title: 21st-Century Job Descriptions Publication Date: 02/01/2001 Product Type: Harvard Management

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Organizational Behavior & Leadership


Communication Letter Article Abstract: The traditional job description has failed to keep pace with the fastmoving world of work. But there are ways to make these documents useful. One key: describe the results the company wants from the employee, rather than focusing on how he or she should spend his or her time. Subjects: Communication; Management communication; Recruitment Length: 2p List Price: $4.50 U0803B Title: 360-Degree Mentoring Author(s): Collins, Elizabeth Publication Date: 03/01/2008 Product Type: Harvard Management Update Article Abstract: In today's business culture, your ideal mentor is not necessarily several rungs up the corporate ladder. Instead, your mentor might actually be a network of five or six individuals from all levels in your organization. Think of it as the 360-degree model of mentoring. In this article, thought leaders and practitioners lay out specific steps to take to wring the most value from your mentoring relationships. Among their advice: Clarify learning goals and expectations upfront. Make every mentoring relationship reciprocal. Keep the commitment strong on both sides-and know how to end the relationship when it's run its course. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 C0101D Title: The 3G Mobile Phone: A Manager's Guide Publication Date: 01/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: The latest wireless telephone technology may have enormous implications on the way people communicate. Donal O'Shea and Mary Crowe, two technology experts, offer insight on how this technology could change the way business will be done. Subjects: Communication; Management communication; Technology Length: 2p List Price: $4.50 405018 Title: The 48-Hour Diary: Assignment and Interpretation Author(s): Higgins, Monica Publication Date: 10/13/2004 Product Type: Note Abstract: Instructions for a two-day, diary-keeping exercise designed to reveal information about students' lifestyles. Teaching Purpose: To assist in career planning. Subjects: Careers & career planning; Self evaluation Length: 6p Year New: 2004 7835BC Title: A Changing World: New Kinds of Organizations, New Kinds of Teams Author(s): Bresman, Henrik; Ancona, Deborah Publication Date: 06/26/2007 Product Type: HBS Press Chapter Abstract: The new fierce, innovationbased competitive environment has forced radical changes in the context in which teams must manage the challenges they're now being asked to tackle: specifically, changes in the organizational structures in which teams operate, in the structure of knowledge with which they work, and in the structure of tasks they perform. In the new loose, distributed organization, the model of internally focused teams that has dominated in the past is no longer sufficient. Today, teams need to find ways to proactively engage the external environment as well as the internal one and to exert bold organizational leadership. Subjects: NO SUBJECTS(KEYWORDS) Length: 24p List Price: $6.95 7597BC Title: A Note on Impasse and Depression Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Chapter Abstract: This chapter discusses the differences between impasse and depression, and gives suggestions on how to determine which one you're experiencing. The author takes care to note that regardless of whether you are feeling impasse or depression, you should never try to push through it alone. Subjects: NO SUBJECTS(KEYWORDS) Length: 6 min List Price: $6.95 BH257 Title: A Strategic Risk Approach to Knowledge Management Author(s): Perrott, Bruce E. Publication Date: 11/01/2007 Product Type: Case (Field) Publisher: Business Horizons/Indiana University Abstract: In today's business environment, strong forces of competition and globalization have

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created an urgency to focus how an organization controls and nurtures its intellectual capital. The concept of knowledge and its management has gained currency and momentum as technology has enabled thoughts and ideas to be more easily generated and distributed. With an increased application of technologies such as Internet, customer relationship management (CRM), and advanced software capabilities, it has been suggested the time has come for discussion of a new paradigm for knowledge management. Toward that end, this article examines the knowledge literature and reviews the experience of a leading private health care group, with the objective of gaining a better understanding of the issues that confront effective knowledge management in contemporary organizations. Finally, a tentative knowledge process model is developed herein, one which is intended to guide future discussion in the ongoing knowledge debate. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2007 IMD172 Title: ABB (A): The Barnevik Era (19882001) Author(s): Strebel, Paul; Govinder, Nanci Publication Date: 01/01/2003 Revision Date: 08/06/2004 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Abstract: Examines the evolution of ABB under its four leaders, from the merger to 2002. Describes the history of both companies--Asea AB and Brown Boveri et Cie--the rationale for the merger, the merger process, and the integration and restructuring of the company under Percy Barnevik, the first CEO of ABB. Why was the merger so successful? What were the advantages and disadvantages of Barnevik's management system, especially the highly decentralized matrix structure? How did this structure serve ABB? At the end of 1996, Barnevik decided to step down as CEO. Who would succeed him? What challenges would the new CEO face? Geographic Setting: Switzerland Industry Setting: Engineering Gross Revenues: $30 billion revenues Subjects: Decentralization; Engineering; Leadership; Negotiations; Restructuring; Scandinavia; Switzerland Length: 15p Supplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel,

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Organizational Behavior & Leadership


Nanci Govinder; Supplement (Field), (IMD174), 7p, by Paul Strebel, Nanci Govinder; Supplement (Field), (IMD175), 6p, by Paul Strebel, Nanci Govinder; Supplement (Field), (IMD176), 5p, by Paul Strebel, Nanci Govinder Year New: 2005 IMD174 Title: ABB (B): The Lindahl Era (19972001) Author(s): Strebel, Paul; Govinder, Nanci Publication Date: 01/01/2003 Revision Date: 08/06/2004 Product Type: Supplement (Field) Publisher: IMD - International Institute for Management Development Abstract: Supplements the (A) case. Must be used with: (IMD172) ABB (A): The Barnevik Era (1988-2001). Geographic Setting: Scandanavia; Switzerland Industry Setting: Engineering Subjects: Decentralization; Engineering; Leadership; Negotiations; Restructuring; Scandinavia; Switzerland Length: 7p Supplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel, Nanci Govinder Year New: 2005 IMD175 Title: ABB (C): The Centerman Era (2001-2002) Author(s): Strebel, Paul; Govinder, Nanci Publication Date: 01/01/2003 Revision Date: 08/06/2004 Product Type: Supplement (Field) Publisher: IMD - International Institute for Management Development Abstract: Supplements the (A) case. Must be used with: (IMD172) ABB (A): The Barnevik Era (1988-2001). Geographic Setting: Scandanavia; Switzerland Industry Setting: Engineering Subjects: Decentralization; Engineering; Leadership; Negotiations; Restructuring; Scandinavia; Switzerland Length: 6p Supplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel, Nanci Govinder Year New: 2005 IMD176 Title: ABB (D): The Dormann Era (2002--) Author(s): Strebel, Paul; Govinder, Nanci Publication Date: 01/01/2003 Revision Date: 08/06/2004 Product Type: Supplement (Field) Publisher: IMD - International Institute for Management Development Abstract: Supplements the (A) case. Must be used with: (IMD172) ABB (A): The Barnevik Era (1988-2001). Geographic Setting: Scandanavia; Switzerland Industry Setting: Engineering Subjects: Decentralization; Engineering; Leadership; Negotiations; Restructuring; Scandinavia; Switzerland Length: 5p Supplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel, Nanci Govinder Year New: 2005 98C011 Title: ABB Poland Author(s): Frost, Ann C.; Weinstein, Marc Publication Date: 11/24/1998 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: This case gives students the opportunity to explore constraints imposed by an organizational structure that, in most parts of the world, provides the firm with significant benefits. However, in the context of Poland (and other former COMECON nations) the structure imposes a number of critical constraints. Geographic Setting: Poland Industry Setting: Electronic instruments & controls Company Size: large Subjects: Eastern Europe; Electric industries; Management of change; Matrix organization; Organizational structure; Restructuring Length: 14p Supplementary Materials: Teaching Note, (898C11), 9p, by Ann C. Frost IMD128 Title: ABB in the New Millennium: New Leadership, New Strategy, New Organization Author(s): Morosini, Piero Publication Date: 01/01/2000 Revision Date: 12/17/2002 Product Type: Case (Pub Mat) Publisher: IMD - International Institute for Management Development Abstract: Takes an inside look at ABB's unprecedented 1997 to 2000 transformation under Gvran Lindahl, the second CEO of this electrical engineering powerhouse, who succeeded Percy Barnevik during late 1996. After a highly successful first decade of existence under Barnevik (1988 to 1996), ABB found itself in the midst of a crisis by the end of 1997, after the combined effects of global deregulation, radical technological innovations, and an unpredictable but sweeping financial crisis across most

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emerging markets. ABB's response was to shift its strategic focus radically to favor knowledge- and service-based offerings across all of its businesses. The company's implementation of such strategy took place in two bold steps. The first one comprised a major global restructuring of ABB, as a result of which the company divested from mature manufacturing businesses such as power generation and transportation and became a global leader in areas such as industrial process automation and electrical distribution solutions. The second step was to transform ABB into a fast-growing high-technology company, moving from old to new economy Internet-based services and solutions. The case contains two mini-cases in ABB distribution solutions and ABB's global information systems group--two instances that show first-hand the pains of rapidly transforming a vast, manufacturing concern into an Internetand solutions-based powerhouse as the new millennium unfolds. Geographic Setting: Global Industry Setting: Energy Gross Revenues: $25 billion revenues Subjects: Electric power; Energy; Globalization; Implementation; Internet; Management of change; Organizational change; Restructuring; Strategy implementation Length: 11p Supplementary Materials: Teaching Note, (IMD129), 28p, by Piero Morosini NEW 494075 Title: ABC Sales and Service Division: A Case Study of Personal and Organizational Transformation Author(s): Mills, D. Quinn; Orwig, Brock W.; Pumo, Janet M.; Stilson, Todd C.; Wei, Richard C. Publication Date: 01/24/1994 Product Type: Case (Field) Abstract: In the midst of dramatic changes in the information systems industry and declining profits at the ABC Co., the vice president in charge of the sales and service division, Jeff, and his managers attempt to transform their division. The transformation gets off to a good start but soon runs into problems as the managers are forced to lay off employees and to cancel a conference intended to move the transformation forward. Jeff wonders what he should do next as some members of his management team resign and morale is low. Geographic Setting: United States Industry Setting: Information services Gross Revenues: $3 billion revenues Subjects: Corporate culture; Employee morale; Group dynamics; Leadership;

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Organizational Behavior & Leadership


Management communication; Organizational change Length: 15p 304095 Title: ACCION International: Maintaining High Performance Through Time Author(s): Chu, Michael Publication Date: 03/19/2004 Revision Date: 07/05/2005 Product Type: Case (Field) Abstract: ACCION International has been a major innovator in microfinance for 30 years. Reviews organizational context under which key industryshaping concepts were developed (from peer group lending, guarantee funds, equity investment funds, and regulated commercial banking institutions to joint ventures with banks) and assesses future challenges. Number of Employees: 102 Gross Revenues: $12.2 million revenues Event Year End: 2004 Subjects: Leadership; Management of change; Management performance; Networks; Organizational development; Social enterprise Length: 30p Year New: 2005 306S01 Title: ACCION International: Maintaining High Performance Through Time, Spanish Version Author(s): Chu, Michael Publication Date: 03/19/2004 Revision Date: 07/05/2005 Product Type: LACC Case Abstract: ACCION International has been a major innovator in microfinance for 30 years. Reviews organizational context under which key industryshaping concepts were developed (from peer group lending, guarantee funds, equity investment funds, and regulated commercial banking institutions to joint ventures with banks) and assesses future challenges. Number of Employees: 102 Gross Revenues: $12.2 million revenues Event Year End: 2004 Subjects: NO SUBJECTS(KEYWORDS) Length: 31p 407097 Title: AFL-CIO: Office of Investment and Home Depot Author(s): Khurana, Rakesh; Weber, James Publication Date: 06/12/2007 Revision Date: 12/18/2007 Product Type: Case (Field) Abstract: Describes the AFL-CIO: Office of Investments activities in their campaign to improve governance at Home Depot by calling attention to Home Depot CEO Robert Nardelli's compensation package and the company's poor performance. The AFLCIO Office of Investments advocates for improved corporate governance at public companies, focusing on the problems of excessive chief executive compensation, improperly backdated stock options, insufficiently independent corporate board members, poor responsiveness to shareholders concerns, and a lack of transparency in the activities and decisions of boards. The AFL-CIO believes that such problems were indicators of underlying problems in corporate governance that could impact the long-term value of a public company. To advance its cause, the Office targeted Home Depot. In an effort to bring about change at the company, the AFL-CIO and AFSCME corresponded with Home Depot executives, staged public protests, appeared on talk shows, and maintained several Web sites. The trillion-dollar size of the union pension funds gave the Office a platform from which to work. The departure of Home Depot's CEO had been a significant step by Home Depot and the company had made other concessions as well. The AFL-CIO Office of Investment now needed to decide whether to continue to use its limited resources focusing on Home Depot or find a new target to forward their cause. Event Year Start: 2006 Event Year End: 2007 Subjects: NO SUBJECTS(KEYWORDS) Length: 20p Year New: 2007 497004 Title: AT&T Resource Link: Revisioning the Managerial Workforce Author(s): Bradach, Jeffrey L.; Sackley, Nicole Publication Date: 10/07/1996 Revision Date: 01/07/1997 Product Type: Case (Field) Abstract: Resource Link is an in-house temporary firm, supplying managers and technical workers to the 26 business units of AT&T on a contract basis. The challenge facing Resource Link is how to grow, since an increasing number of managers are eager to use variable workers to staff their businesses. Resource Link must decide whether to bring outsiders into the pool or to continue to rely on AT&T employees who choose this way of working. Geographic Setting: United States Industry Setting: Telecommunications industry

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Number of Employees: 1,000 Gross Revenues: $80 million revenues Subjects: Careers & career planning; Human resources management; Organizational design; Personnel management Length: 18p Supplementary Materials: Teaching Note, (497064), 12p, by Jeffrey L. Bradach 903118 Title: Abby Joseph Cohen: A Career Retrospective Author(s): Nanda, Ashish; Lieb, Kristin J. Publication Date: 04/01/2003 Revision Date: 06/09/2003 Product Type: Case (Field) Abstract: This case provides a career retrospective as of 2003 on Goldman Sachs strategist Abby Joseph Cohen. It reviews Cohen's career path and progress through key decision points. Geographic Setting: New York, NY Industry Setting: Financial services Event Year End: 2003 Subjects: Careers & career planning; Decision making; Investment banking; Professional services Length: 19p NEW 402043 Title: Abelli and Saviotti at Banca Commerciale Italiana (A) Author(s): Casciaro, Tiziana; McGinn, Kathleen L.; Belingheri, Massimiliano Publication Date: 01/11/2002 Revision Date: 06/06/2003 Product Type: Case (Field) Abstract: In 1999, a powerful struggle amidst complex corporate and interpersonal networks led to the failed merger between Banca Commerciale Italiana and Unicredito Italiano--two of Italy's largest banking groups. This case analyzes the actions of Abelli and Saviotti, co-CEOs of Banca Commerciale Italiana at that time, as well as those of central players in Banca d'Italia, Mediobanca, and several prominent national and international banking and industrial groups. The events shed light on the management of multilayered resource dependencies and tactics of political influence as a critical precondition for implementing sound business strategy. Geographic Setting: Italy Industry Setting: Banking industry Number of Employees: 20,000 Gross Revenues: $4 billion revenues Subjects: Banking; Italy; Management of change; Mergers; Networks; Power & influence Length: 23p Supplementary Materials: Supplement

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Organizational Behavior & Leadership


(Field), (402044), 3p, by Tiziana Casciaro, Massimiliano Belingheri, Kathleen L. McGinn; Teaching Note, (403170), 16p, by Tiziana Casciaro, Kathleen L. McGinn 402044 Title: Abelli and Saviotti at Banca Commerciale Italiana (B) Author(s): Casciaro, Tiziana; Belingheri, Massimiliano; McGinn, Kathleen L. Publication Date: 01/07/2002 Revision Date: 11/26/2002 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (402043) Abelli and Saviotti at Banca Commerciale Italiana (A). Geographic Setting: Italy Industry Setting: Banking industry Subjects: Banking; Italy; Management of change; Mergers; Networks; Power & influence Length: 3p Supplementary Materials: Teaching Note, (403170), 16p, by Tiziana Casciaro, Kathleen L. McGinn 805115 Title: Abraham Lincoln and the Civil War Author(s): Koehn, Nancy F. Publication Date: 03/21/2005 Revision Date: 05/21/2007 Product Type: Case (Compilation) Abstract: Analyzes Abraham Lincoln's leadership during America's greatest crisis, the 1861-1865 Civil War. Using Lincoln's own words, the case traces the development of the 16th president's leadership philosophy, ethics, and skills in the years leading up to war. Geographic Setting: United States Event Year Start: 1809 Event Year End: 1865 Subjects: Business history; Diversity; Ethics; Leadership; Organizational behavior; Politics; Values Length: 47p Year New: 2007 78307 Title: The Abrasive Personality Author(s): Levinson, Harry Publication Date: 05/01/1978 Product Type: Harvard Business Review Article Abstract: Abrasive personalities frequently prevent young, high-powered, and capable executives from gaining top positions in companies. A profile of the problem personality reveals a generally intelligent, analytical, hard worker who exhibits impatience with others and reluctance to delegate assignments. These highly competent people become key to the organization yet their political insensitivity makes them unpromotable. They tend to overorganize and oversupervise and often demoralize their subordinates. Their problems must be approached in a forthright manner. Subjects: Human behavior; Personal strategy & style Length: 7p 2177BC Title: Accelerate Your Learning: The First 90 Days Author(s): Watkins, Michael Publication Date: 09/18/2003 Product Type: HBS Press Chapter Abstract: When a new leader derails, failure to learn is almost always a factor. It is essential to figure out what you need to know about your new organization and then learn it as rapidly as possible. This chapter shows you how to identify the best sources of insight in an organization, rely on structured learning methods, and create and execute a learning plan. May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2180BC) Match Strategy to Situation: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2184BC) Achieve Alignment: The First 90 Days; (2185BC) Build Your Team: The First 90 Days; (2188BC) Create Coalitions: The First 90 Days; (2189BC) Keep Your Balance: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2192BC) Conclusion: Beyond Sink or Swim (The First 90 Days). Subjects: NO SUBJECTS(KEYWORDS) Length: 0p List Price: $6.95 NEW U0309E Title: Accelerating the New Manager's Start: Debriefing Linda A. Hill Author(s): Johnson, Lauren Keller Publication Date: 09/01/2003 Product Type: Harvard Management Update Article Abstract: Making the leap from individual contributor to manager counts as among the most challenging transitions in business life. New expectations, a new identity, new performance criteria--all can set a firsttime manager's head spinning. Though newcomers to the managerial role must master their transition primarily through old fashioned on-the-job experience, their bosses can also help speed up the process. In an age when a company's success hinges on its ability to attract and manage topnotch talent, every executive should be able to master the art of managerial development. Subjects: Communication; Leadership;

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Management development Length: 2p List Price: $4.50

5313C Title: Accessing Your Creativity: Overcoming the Challenges of Time and Stress Author(s): Ray, Michael L. Publication Date: 08/11/2005 Product Type: Faculty Seminar Video Medium: CD-ROM Publisher: Stanford University Abstract: Most of us believe that the only constant is change. But, in fact, there is another constant--our own inner resources. In these times of change, continuous innovation is required for competitive advantage in business. To promote constant innovation, it is imperative to tap into people's inner creative resources, fully leveraging the rest of their skills, making their work more meaningful and allowing them to contribute to the best of their abilities. Drawing on 25 years of teaching his innovative Personal Creativity in Business class, Professor Michael L. Ray weaves together stories, tips for living, and exercises to help you combat the challenges of time and stress to bring this resource into your life more fully. Subjects: NO SUBJECTS(KEYWORDS) Length: 33 min Year New: 2005 5313F Title: Accessing Your Creativity: Overcoming the Challenges of Time and Stress (Faculty Lecture CD-ROM for Group Use) Author(s): Ray, Michael L. Publication Date: 08/11/2005 Product Type: Faculty Seminar Video Medium: CD-ROM Abstract: Most of us believe that the only constant is change. But, in fact, there is another constant--our own inner resources. In these times of change, continuous innovation is required for competitive advantage in business. To promote constant innovation, it is imperative to tap into people's inner creative resources, fully leveraging the rest of their skills, making their work more meaningful and allowing them to contribute to the best of their abilities. Drawing on 25 years of teaching his innovative Personal Creativity in Business class, Professor Michael L. Ray weaves together stories, tips for living, and exercises to help you combat the challenges of time and stress to bring this resource into your life more fully. Subjects: NO

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Organizational Behavior & Leadership


SUBJECTS(KEYWORDS) Length: 33 min Year New: 2005 BH248 Title: The Accountability Lens: A New Way to View Management Issues Author(s): Hall, Angela T.; Bowen, Micheal G.; Ferris, Gerald R.; Royle, M. Todd; Fitzgibbons, Dale E. Publication Date: 09/15/2007 Product Type: Case (Field) Publisher: Business Horizons/Indiana University Abstract: Contends that viewing organizations through an accountability lens (in terms of source, focus, salience, and intensity) helps illuminate issues of governance and ethical dilemmas common to most individuals at work. Proposes that disconnects between aspects of accountability may pressure individuals to behave unethically and seek to rationalize their behaviors and suggests that accountability is not only an organizational requirement, but also a perceptual lens that can be used to observe and understand behavior in, and of, organizations. Demonstrates how to make better sense of functional and dysfunctional behavior in organizations by applying the accountability lens. A key component of this accountability lens is the notion of an accountability environment: those aspects of an individual's immediate work environment that directly affect the subjective interpretation and experience of felt accountability. The notion that individuals perceive and interpret their accountabilities subjectively is critical to understanding why multiple employees can behave differently (and sometimes unethically) under the same accountability conditions. Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2007 HKU622 Title: AccuForm: Ethical Leadership and Its Challenges in the Era of Globalization Author(s): Woo, Claudia, HL; Lau, Amy; Wong, Raymond Publication Date: 03/13/2006 Product Type: Case (Field) Publisher: University of Hong Kong Abstract: AccuForm, a German-Hong Kong joint venture specializing in the production of chemical coatings for application to garments, is confronted with a situation where an unauthorized Chinese manufacturer had stolen one of AccuForm's experimental coatings, applied it to their own brand of clothing, and sold it to the public as an AccuForm product. The product had caused allergic reactions in some children, and the media had widely reported the incident. It was later discovered there was more to the situation than stolen coating, as some staff were found to have engaged in money laundering, misappropriation of company assets, acceptance of illegitimate rebates, and bribes. The general manager of AccuForm, in addition to having to deal with the media, also had to find a way to resolve the differences in business practices between the company's German and Hong Kong parents, which are thought to have been partially responsible for the incident, as well as rebuild staff morale and customers' confidence in AccuForm's products. Illustrates how differences in company cultures can create difficulty for management, and what are formulas for success in one country may be guarantees of failure in another. Geographic Setting: Hong Kong Industry Setting: Chemical industry Subjects: NO SUBJECTS(KEYWORDS) Length: 13p Supplementary Materials: Teaching Note, (HKU623), 11p, by Claudia Woo HL, Amy Lau, Raymond Wong Year New: 2007 307048 Title: Acelero Learning: Building a Culture of Performance Author(s): Childress, Stacey Publication Date: 02/14/2007 Revision Date: 11/01/2007 Product Type: Case (Field) Abstract: An abstract is not available for this product. Subjects: NO SUBJECTS(KEYWORDS) Length: 19p Supplementary Materials: Teaching Note, (309027), 13p, by Tiffany K. Cheng, Stacey Childress, Jason Mahon Year New: 2007 2184BC Title: Achieve Alignment: The First 90 Days Author(s): Watkins, Michael Publication Date: 09/18/2003 Product Type: HBS Press Chapter Abstract: The higher you climb in organizations, the more you take on the role of organizational architect, creating the context within which others can achieve superior performance. No matter how charismatic you are, you cannot hope to do much if the key elements in your unit are fundamentally out of alignment. This chapter tackles the challenge of assessing the architecture of your group and identifying

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areas for improvement in the alignment of strategy, structure, systems and skills in the first 90 days. May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2185BC) Build Your Team: The First 90 Days; (2188BC) Create Coalitions: The First 90 Days; (2189BC) Keep Your Balance: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2192BC) Conclusion: Beyond Sink or Swim (The First 90 Days). Subjects: NO SUBJECTS(KEYWORDS) Length: 0p List Price: $6.95 NEW SMR133 Title: Achieving Deep Customer Focus Author(s): Vandermerwe, Sandra Publication Date: 04/01/2004 Product Type: SMR Article Abstract: Today's managers acknowledge the importance of customer focus. Yet the costly customer efforts they usually implement rarely bring the promised gains. The reason? A superficial understanding of what customer focus really means. True customer focus involves comprehensive organizational change. As Baxter Healthcare, LexisNexis, IBM, and BP are learning, the kind of customer focus that creates an advantage competitors have great difficulty copying calls for companywide transformation. The author's in-depth research over many years shows how 10 breakthroughs in thinking, remarkably consistent across industries, improve growth and profitability more effectively than customer relationship management software, loyalty programs, or satisfaction surveys. She describes how, for example, the manager of Baxter Healthcare Corp. Germany got employees thinking of themselves as doing postoperative "home-recovery enhancement" instead of merely providing postoperative nutritional products to hospitals--and how that ultimately led to Baxter becoming indispensable to customers. When deep customer focus gets rooted in employee behavior, people at all levels become innovators. Subjects: Competitive advantage; Customer relations; Leadership; Marketing implementation; Organizational change Length: 11p

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Organizational Behavior & Leadership


Year New: 2005 481010 Title: Action Planning and Implementation: A Manager's Checklist Author(s): Schlesinger, Leonard A.; Ware, James P. Publication Date: 07/01/1980 Product Type: Note Abstract: A checklist of suggested guidelines for managers embarking on action planning and implementation activities. Used as a supplement to assist in the preparation of case materials. Subjects: Action planning; Case method; Organizational behavior; Organizational change Length: 7p 605079 Title: Action Planning: An LCA Perspective, Module Note Author(s): Sucher, Sandra J. Publication Date: 03/30/2005 Revision Date: 05/11/2006 Product Type: Note Abstract: Module note for Leadership and Corporate Accountability course. Subjects: Action planning; Corporate responsibility; Ethics; Leadership Length: 6p Year New: 2005 490087 Title: Action Taking and Action Planning Author(s): Barnes, Louis B. Publication Date: 04/15/1990 Product Type: Note Abstract: Written for the book Organizational Transactions by C. Kafter and L. Barnes. Subjects: Action planning; Decision making; Human behavior; Leadership; Managerial behavior; Organizational behavior Length: 9p 407S13 Title: Acton-Burnett, Inc., Spanish Version Author(s): Gabarro, John J. Publication Date: 08/01/1975 Product Type: LACC Case Abstract: Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. Based on Belmont-White Co. and Vandercook Chain Stores, Inc. by E.P. Learned. Geographic Setting: Midwestern United States Industry Setting: Metals Gross Revenues: $400 million sales Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2007 476018 Title: Acton-Burnett, Inc. Author(s): Gabarro, John J. Publication Date: 08/01/1975 Revision Date: 07/15/1993 Product Type: Case (Gen Exp) Abstract: Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. Based on Belmont-White Co. and Vandercook Chain Stores, Inc. by E.P. Learned. Geographic Setting: Midwestern United States Industry Setting: Metals Company Size: large Gross Revenues: $400 million sales Subjects: Group dynamics; Interdepartmental relations; Interpersonal relations; Leadership; Metals Length: 9p 484005 Title: Acton-Burnett, Inc. (A) Author(s): Isenberg, Daniel J. Publication Date: 07/12/1983 Revision Date: 03/25/1992 Product Type: Case (Gen Exp) Abstract: Describes the formation, selection, and experience of a task force with multi-departmental membership. The problems faced by the task force leader raise issues concerning the selection of members for a task force, who does the selecting, the establishment of group norms, values, goals, the leadership of a task force, questions of confidentiality and responsibility, individual rivalry and intragroup conflict and politics. A rewritten version of an earlier case by J.J. Gabarro. Geographic Setting: Midwestern United States Industry Setting: Non-ferrous metals Company Size: mid-size Gross Revenues: $400 million sales Subjects: Group behavior; Interpersonal behavior; Leadership; Teams Length: 5p Supplementary Materials: Supplement

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(Gen Exp), (484006), 3p, by Daniel J. Isenberg; Supplement (Gen Exp), (484007), 3p, by Daniel J. Isenberg

484006 Title: Acton-Burnett, Inc. (B) Author(s): Isenberg, Daniel J. Publication Date: 07/12/1983 Revision Date: 11/20/1991 Product Type: Supplement (Gen Exp) Abstract: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (484005) Acton-Burnett, Inc. (A). Subjects: Group behavior; Interpersonal behavior; Leadership; Teams Length: 3p 484007 Title: Acton-Burnett, Inc. (C) Author(s): Isenberg, Daniel J. Publication Date: 07/12/1983 Revision Date: 03/25/1992 Product Type: Supplement (Gen Exp) Abstract: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (484005) Acton-Burnett, Inc. (A). Subjects: Group behavior; Interpersonal behavior; Leadership; Teams Length: 3p 482003 Title: Adam Aron (A) Author(s): Sonnenfeld, Jeffrey A.; Fisher D Publication Date: 07/29/1981 Product Type: Case (Field) Abstract: Young manager considers job change in the face of employer's financial crisis. Issues raised concern early career socialization, company loyalty, risks of job change, evaluating career opportunities, and definitions of career success. Geographic Setting: New York, NY Industry Setting: Airline industry Gross Revenues: $40 billion sales Subjects: Airlines; Careers & career planning; Cost benefit analysis; Human resources management Length: 13p 483040 Title: Adam Aron (B) Author(s): Sonnenfeld, Jeffrey A.; Dowd, James J. Publication Date: 09/10/1982 Revision Date: 06/29/1983 Product Type: Case (Field) Abstract: Describes the advances in Aron's career in the 18 months since his decision to stay with Pan Am and try to help save it. Geographic Setting: New York, NY Industry Setting: Airline industry Subjects: Airlines; Careers & career

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Organizational Behavior & Leadership


planning; Cost benefit analysis; Human resources management Length: 5p 6670CD Title: Adaptive Leadership Virtual Seminar with Ron Heifetz Author(s): Heifetz, Ronald A. Publication Date: 05/14/2009 Product Type: Conference Audio Abstract: The Practice of Adaptive Leadership: Tools and Tactics for Changing your Organization and the World. A conversation with Ron Heifetz. Subjects: NO SUBJECTS(KEYWORDS) Length: 90 min List Price: $149.00 6670CF Title: Adaptive Leadership Virtual Seminar with Ron Heifetz Author(s): Heifetz, Ronald A. Publication Date: 05/14/2009 Product Type: Conference Abstract: The Practice of Adaptive Leadership: Tools and Tactics for Changing your Organization and the World. A conversation with Ron Heifetz. Subjects: NO SUBJECTS(KEYWORDS) Length: 90 min List Price: $349.00 B0507D Title: Add a Customer Profitability Metric to Your Balanced Scorecard Author(s): Kaplan, Robert S. Publication Date: 07/15/2005 Product Type: Balanced Scorecard Report Article Abstract: It's no news that increasing the customer base doesn't necessarily translate into higher profits. In fact, at too many companies, the quest to expand the number of customers--and find new ways to please them--translates into reduced profitability. What can companies do to prevent this selfdefeating practice? Simple: Incorporate customer profitability metrics into their Balanced Scorecard. By applying the principles of time-driven, activity-based costing (a new variation on Robert S. Kaplan's accounting methodology), companies can more readily identify unprofitable customer relationships. The BSC can then help them take corrective action to better align internal and customer processes with the company's ultimate financial goals. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $9.50 Year New: 2005 409014 Title: Adobe Systems: Working Towards a "Suite" Release (A) Author(s): Barley, Lauren; Thomas, David A. Publication Date: 09/24/2008 Product Type: Case (Field) Abstract: The case examines the tools a manager can use to keep her project on track and manage conflict and tension as Adobe prepares to launch Creative Suite 3, the biggest software release in the company's 25-year history. The protagonist, Yvonne Murray, is a group program manager at Adobe and responsible for coordinating the integration of her business unit's product--Device Central--in Creative Suite 3. Murray is copied on an email that warns the Device Central product team that Device Central may be pulled from the Creative Suite 3 marketing materials and from the launch entirely because it was in danger of missing a deadline. Murray wonders if and how to respond to the email that was addressed to her Device Central colleague, group product manager Carol Linburn. Geographic Setting: California Number of Employees: 6,000 Gross Revenues: $2.6 billion Event Year Start: 2006 Event Year End: 2008 Subjects: NO SUBJECTS(KEYWORDS) Length: 23p Supplementary Materials: Supplement (Field), (409015), 6p, by Lauren Barley, David A. Thomas 409015 Title: Adobe Systems: Working Towards a "Suite" Release (B) Author(s): Barley, Lauren; Thomas, David A. Publication Date: 09/24/2008 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (409014) Adobe Systems: Working Towards a "Suite" Release (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 6p 406111 Title: Adrian Ivinson at the Harvard Center for Neurodegeneration and Repair Author(s): Kaplan, Robert Steven; Kanji, Ayesha Publication Date: 04/26/2006 Product Type: Case (Field) Abstract: Adrian Ivinson is the director of Harvard Center for Neurodegeneration and Repair (HCNR), a not-for-profit research center at the Harvard Medical School (HMS). The

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center was started in late 2000 with a gift of $37.5 million from an anonymous donor. Its mandate was to conduct research that could lead to actual treatments for neurodegenerative disease (i.e., ALS, Parkinson's, Alzheimer's, MS, and Huntington's) and do so by encouraging collaboration among researchers in the HMS community. When Ivinson takes the helm in 2001, he finds a dysfunctional center with little organization or structure. In addition, he has little formal authority to make changes and he must navigate the complex culture of the HMS neurological research community as well as the HMS academic culture. Demonstrates Ivinson's efforts to develop HCNR as a catalyst for aligning scientific researchers in the HMS community by creating incentives for innovation and collaboration. Also, profiles the issues he faces as general manager at various stages of the organization's development--and how his style, priorities, and approach must change as the needs of the organization change. Provides an opportunity for action planning to address the major issues facing the HCNR at the end of 2005. Focuses on organizational culture, alignment, leadership style/fit, and change management. Geographic Setting: Boston, MA Industry Setting: Health care industry Number of Employees: 35 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 25p Supplementary Materials: Teaching Note, (407004), 12p, by Robert Steven Kaplan Year New: 2006 C0110A Title: After the Bubble: How to Communicate Now Author(s): Morgan, Nick Publication Date: 10/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: The dot-com era changed forever how we talk about our business to customers and employees. We face new communication challenges: a constant flow of information that continues to increase--and no easy way to sift out the important data. But what hasn't changed is the fact that our communications to customers and employees aren't as good, focused, or clear as they should be. Here, we offer some communication lessons from the dot-com boom--and suggest certain skills to hone for success in the next era. Subjects: Management communication Length: 3p

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Organizational Behavior & Leadership


List Price: $4.50 4251 Title: Age of Paradox (Hardcover) Author(s): Handy, Charles Publication Date: 02/17/1994 Product Type: HBS Press Book Abstract: In this striking sequel to his best-selling book, Age of Unreason, Charles Handy shows how the changes he predicted are upon us. New developments in technology, radical changes in the global economy, and the relentless pursuit of productivity have altered forever our organizations, our careers, and our lifestyles. These changes are inevitable and irreversible, and they bring a host of new problems and paradoxes. This book identifies the unintended consequences of change and provides a set of guiding principles to cope with the paradoxes of modern life, leading to a more balanced existence for individuals, greater rewards for organizations, and a more just society for all. A paperback version is available: Order No. 6432, $12.95. Subjects: Business & society; Careers & career planning; Creativity; Demographics; Organizational behavior; Organizational design; Social change; Technological change Length: 320p List Price: $24.95 6432 Title: Age of Paradox (Paperback) Author(s): Handy, Charles Publication Date: 06/21/1995 Product Type: HBS Press Book Abstract: In this striking sequel to his best-selling book, Age of Unreason, Charles Handy shows how the changes he predicted are upon us. New developments in technology, radical changes in the global economy, and the relentless pursuit of productivity have altered forever our organizations, our careers, and our lifestyles. These changes are inevitable and irreversible, and they bring a host of new problems and paradoxes. This book identifies the unintended consequences of change and provides a set of guiding principles to cope with the paradoxes of modern life, leading to a more balanced existence for individuals, greater rewards for organizations, and a more just society for all. Subjects: Business & society; Careers & career planning; Creativity; Demographics; Ethics; Organizational behavior; Organizational design; Social change; Social enterprise; Technological change Length: 320p List Price: $16.00 2461 Title: Age of Unreason (Hardcover) Author(s): Handy, Charles Publication Date: 09/01/1990 Product Type: HBS Press Book Abstract: In an era when change is constant, random, and, as Handy calls it, discontinuous, it is necessary to break out of old ways of thinking in order to use change to our advantage. Handy examines how dramatic changes are transforming business, education, and the nature of work. We can see it in astounding new developments in technology, in the shift in demand from manual to cerebral skills, and in the virtual disappearance of lifelong, full-time jobs. Handy maintains that discontinuous change requires discontinuous, upside-down thinking, and discusses the need for new kinds of organizations, new approaches to work, new types of schools, and new ideas about the nature of our society. A paperback version is available: Order No. 3018, $12.95. Subjects: Business & society; Careers & career planning; Demographics; Organizational behavior; Social change; Technological change Length: 288p List Price: $29.95 3018 Title: Age of Unreason (Paperback) Author(s): Handy, Charles Publication Date: 09/01/1991 Product Type: HBS Press Book Abstract: In an era when change is constant, random, and, as Handy calls it, discontinuous, it is necessary to break out of old ways of thinking in order to use change to our advantage. Handy examines how dramatic changes are transforming business, education, and the nature of work. We can see it in astounding new developments in technology, in the shift in demand from manual to cerebral skills, and in the virtual disappearance of lifelong, full-time jobs. Handy maintains that discontinuous change requires discontinuous, upside-down thinking, and discusses the need for new kinds of organizations, new approaches to work, new types of schools, and new ideas about the nature of our society. Subjects: Business & society; Careers & career planning; Demographics; Ethics; Organizational behavior; Social change; Social enterprise; Technological change Length: 288p List Price: $16.00 BESTSELLER OD1A Title: Agilent Technologies:

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10

Organizational Change (A) Author(s): Carroll, Glenn R.; Barnett, William P.; Chang, Victoria Publication Date: 09/21/2001 Revision Date: 12/01/2001 Product Type: Case (Field) Publisher: Stanford University Abstract: On March 2, 1999, HewlettPackard (HP) announced a plan to create a separate company, subsequently named Agilent Technologies, made up of HP's businesses in test and measurement, semiconductor products, healthcare solutions, chemical analysis, and the related portions of HP laboratories. In developing the transformation strategy, Agilent president and CEO, Ned Barnholt, grappled with how to improve the efficiency and effectiveness of the new company while still maintaining the best portions of HP's culture and practices. Barnholt adopted HP's values of innovation and contribution, trust and respect for individuals, and uncompromising integrity, but he added three new values: speed, focus, and accountability. Barnholt also wanted to improve the company's efficiency in terms of shared services. In 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 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. Geographic Setting: Silicon Valley Industry Setting: Computer industry; Electronic components; Electronic instruments & controls; Medical equipment & device industry; Network device; Semiconductor industry Number of Employees: 46,000 Gross Revenues: $10.8 billion revenues Subjects: Computer industry; High technology; New process; Organizational change; Organizational design; Organizational development; Organizational management; Organizational problems Length: 35p Supplementary Materials: Supplement (Field), (OD1B), 2p, by Glenn R. Carroll, William P. Barnett, Victoria Chang OD1B Title: Agilent Technologies: Organizational Change (B) Author(s): Carroll, Glenn R.; Barnett, William P.; Chang, Victoria

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Organizational Behavior & Leadership


Publication Date: 09/21/2001 Revision Date: 12/01/2001 Product Type: Supplement (Field) Publisher: Stanford University Abstract: Supplements (OD1A). Must be used with: (OD1A) Agilent Technologies: Organizational Change (A). Industry Setting: Computer industry Subjects: Computer industry; High technology; New process; Organizational change; Organizational design; Organizational development; Organizational management; Organizational problems Length: 2p IES111 Title: Agnellis and the Fiat Group: The Story of a Family Empire (A) Author(s): Tapies, Josep; Toninato, Francesca Publication Date: 02/23/2005 Revision Date: 03/01/2005 Product Type: Case (Field) Publisher: IESE Business School Abstract: Synthesizes the most important events and turning points in the history of Fiat, one of the largest companies in Italy, and deals with the issues the Agnelli family faced to secure their control of the company, despite several financial crises and tragic family events. Brings up typical issues facing by family-owned businesses: how to manage and plan the succession to new generations (in Fiat, there are now representatives of the 5th generation sitting on the board of directors); control and manage possible conflicts among family members; avoid dilution of ownership and loss of control, even in tough financial periods; and regain effective control from CEOs and management teams not belonging to the family. Geographic Setting: Italy Industry Setting: Automotive industry; Manufacturing industries Subjects: NO SUBJECTS(KEYWORDS) Length: 15p Supplementary Materials: Teaching Note, (IES114), 11p, by Josep Tapies, Francesca Toninato; Supplement (Field), (IES112), 13p, by Josep Tapies, Francesca Toninato; Supplement (Field), (IES113), 10p, by Josep Tapies, Francesca Toninato Year New: 2006 IES112 Title: Agnellis and the Fiat Group: The Story of a Family Empire (B) Author(s): Tapies, Josep; Toninato, Francesca Publication Date: 02/14/2005 Revision Date: 03/15/2005 Product Type: Supplement (Field) Publisher: IESE Business School Abstract: An abstract is not available for this product. Must be used with: (IES111) Agnellis and the Fiat Group: The Story of a Family Empire (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 13p Supplementary Materials: Teaching Note, (IES114), 11p, by Josep Tapies, Francesca Toninato Year New: 2006 IES113 Title: Agnellis and the Fiat Group: The Story of a Family Empire (C) Author(s): Tapies, Josep; Toninato, Francesca Publication Date: 02/14/2005 Revision Date: 03/18/2005 Product Type: Supplement (Field) Publisher: IESE Business School Abstract: An abstract is not available for this product. Must be used with: (IES111) Agnellis and the Fiat Group: The Story of a Family Empire (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Supplementary Materials: Teaching Note, (IES114), 11p, by Josep Tapies, Francesca Toninato Year New: 2006 400022 Title: Agrochemicals at Ciba-Geigy AG (A) Author(s): Tushman, Michael L.; Smith, Wendy K.; Radov, Daniel B. Publication Date: 12/20/1999 Product Type: Case (Field) Abstract: After spending five years to develop a revolutionary product, the director of Ciba-Geigy's fungicide research department is handed an unfavorable market study. The case details the R&D process for the new product, including information on corporate partnerships, company structure, and departmental research procedures. The case ends with the R&D director faced with a decision about the best way of moving forward, if at all, with the product. May be used with: (400023) Agrochemicals at Ciba-Geigy AG (B). Geographic Setting: Switzerland Industry Setting: Chemical industry; Pharmaceutical industry Subjects: Agribusiness; Innovation; Leadership; Management of change; Marketing strategy; Pharmaceuticals; Product development; Research & development; Switzerland Length: 8p Year New: 2007

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11

400023 Title: Agrochemicals at Ciba-Geigy AG (B) Author(s): Tushman, Michael L.; Smith, Wendy K.; Radov, Daniel B. Publication Date: 12/20/1999 Revision Date: 01/10/2000 Product Type: Case (Field) Abstract: Focuses on Pierre Urech's efforts to change the division structure at Ciba-Geigy to facilitate the marketing of the new product. Details the relationships Urech cultivates and the strategy he pursues as "product champion." Also describes the restructuring of the research department into small teams to improve product development. Other topics include the marketing of the new product in different regional settings, the emergence of a "dominant design," and a slow-down in subsequent innovation. May be used with: (400022) Agrochemicals at CibaGeigy AG (A). Geographic Setting: Switzerland Industry Setting: Chemical industry; Pharmaceutical industry Subjects: Agribusiness; Innovation; Leadership; Management of change; Marketing strategy; Pharmaceuticals; Product development; Research & development; Switzerland Length: 9p Year New: 2006 479001 Title: Al Westerfield Author(s): Beer, Michael; Stein, Ellen Publication Date: 08/01/1978 Product Type: Case (Field) Abstract: Describes a mentor-protege relationship and the struggles and conflicts which have emerged in that relationship. Geographic Setting: Texas Industry Setting: Computer industry Company Size: mid-size Subjects: Computer industry; Human behavior; Interpersonal relations; Organizational behavior Length: 11p 404S14 Title: Alan Stein, Spanish Version Author(s): Sloane, Carl S.; Zuboff, Shoshana; Giarman, R. Keith Publication Date: 05/17/1993 Product Type: LACC Case Abstract: Describes the career and personal history of an adult male, choice points in his life, and how he made critical career and personal choices. Focuses in particular on his decision to "retire" from Goldman, Sachs at an early age (46), make a transition into a state government role, and then make a transition back into an investmentbanking position with a different firm in a

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Organizational Behavior & Leadership


different and more self-fulfilling role. Geographic Setting: United States Subjects: Careers & career planning; Human behavior; Self evaluation Length: 10p 493088 Title: Alan Stein Author(s): Sloane, Carl S.; Zuboff, Shoshana; Giarman, R. Keith Publication Date: 05/17/1993 Product Type: Case (Field) Abstract: Deals with issues of adult and career development at mid-life. Describes the career and personal history of an adult male, choice points in his life, and how he made critical career and personal choices. Focuses in on his decision to "retire" from Goldman, Sachs at an early age (46), make a transition into a state government role, and then make a transition back into an investment banking position with a different firm in a different and more selffulfilling role. Geographic Setting: United States Subjects: Careers & career planning; Human behavior; Self evaluation Length: 9p 489039 Title: Alex Dean Author(s): Zuboff, Shoshana; Delong, David; Scharf, Kathleen Publication Date: 09/09/1988 Revision Date: 07/12/2000 Product Type: Case (Field) Abstract: Traces the evolution of Alex Dean's internal and external careers, exploring his psychological and emotional development, as well as seemingly dramatic shifts in career direction from research scientist to venture capitalist. Designed to encourage students to reflect on the evolution of their own internal and external careers. Subjects: Careers & career planning Length: 15p Supplementary Materials: Teaching Note, (490069), 5p, by Shoshana Zuboff 405106 Title: Alex Montana at ESH Manufacturing Co. Author(s): DeLong, Thomas J.; Kernish, Michael Publication Date: 06/30/2005 Revision Date: 05/04/2006 Product Type: Case (Gen Exp) Abstract: Alex Montana sat at his desk pondering the career decision before him. Alex was director of the North American division of ESH Manufacturing, a $4.6 billion, Clevelandbased company with operations on three continents. ESH's CEO had just offered Montana a promotion to global vicepresident. Normally, Montana would have jumped at such an opportunity, but he worried about its impact on his already strained personal life. Since his last promotion, he had trouble balancing an increasingly demanding workload with his responsibilities to his wife and daughter at home. Montana felt pressure to accept the promotion. His boss expected him to accept; in fact, his boss had emphasized that he had no second choice. He had always dreamed of making it big in the business world. Success in this new role could put him in the running for COO and, eventually, CEO. But at what cost? Geographic Setting: Midwestern United States Industry Setting: Manufacturing industries Event Year End: 2003 Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Supplementary Materials: Teaching Note, (407102), 10p, by Thomas J. DeLong, Terry Heymann Year New: 2005 B0409A Title: Align the Organization to the Strategy Author(s): Norton, David P.; Russell, Randall H. Publication Date: 09/15/2004 Product Type: Balanced Scorecard Report Article Abstract: The point of an organization is to make the whole greater than the sum of its parts--to create synergies. Whether it's about sharing resources (to cut costs) or sharing customers (to boost revenues), creating these new resources of value requires organizational alignment. In this article, authors David Norton and Randall Russell explore best practices in alignment--between and among corporate, its business and support units, external partners, and the board. Subjects: Balanced scorecard; Organizational development; Performance measurement; Strategy implementation Length: 5p List Price: $9.50 Year New: 2004 B0411C Title: Aligning Employees at Unibanco: A Unit Executive's View Publication Date: 11/15/2004 Product Type: Balanced Scorecard Report Article Abstract: Read this interview with Jose Rudge, CEO, Unibanco AIG Insurance and Private Pensions. A 15-year veteran of Unibanco, Brazil's fourth-largest bank,

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Rudge is also one of the champions of the bank's BSC program. His was the first of Unibanco's four business units to integrate fully the BSC into its operations. Rudge offers an inside look at the bank's BSC-guided transformation, with details on how the insurance unit and the company as a whole make strategy everyone's job. Geographic Setting: South America Industry Setting: Banking industry; Insurance industry Subjects: Balanced scorecard; Insurance; Interviews; Knowledge management; South America; Strategy implementation Length: 2p List Price: $9.50 Year New: 2004 B0509D Title: Aligning Enterprise Risk Management with Strategy Through the BSC: The Bank of Tokyo-Mitsubishi Approach Author(s): Nagumo, Takehiko Publication Date: 09/15/2005 Product Type: Balanced Scorecard Report Article Abstract: Following the wide-scale success of its Americas headquarters' Balanced Scorecard (BSC) implementation (BSR NovemberDecember 2002), international banking giant Bank of Tokyo-Mitsubishi (BTM) launched a global BSC implementation from its Tokyo headquarters. Led by President and CEO Nobuo Kuroyanagi, BTM has thus embarked on a journey to use BSC as an enterprisewide strategic management tool. In the process, BTM is undertaking a groundbreaking application of the BSC: integrating it with enterprise risk management. As a corporate governance instrument, this integrated model--and BTM's application of it--is sure to capture attention. Geographic Setting: Tokyo Industry Setting: Banking industry Subjects: NO SUBJECTS(KEYWORDS) Length: 4p List Price: $9.50 Year New: 2005 B0601A Title: Aligning Support Functions Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 01/15/2006 Product Type: Balanced Scorecard Report Article Abstract: Historically, support units have been regarded as "discretionary expense centers." But it's a mistake to view them this way. When aligned to the strategy of the enterprise and the business units they support--through

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Organizational Behavior & Leadership


strategy maps and Balanced Scorecards--support units can become value-creating organizations. But alignment isn't a one-time event; sustaining it calls for establishing processes, relationships, and tools with which the support unit can carry out its partnership with corporate and the business units. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p List Price: $9.50 Year New: 2006 B0603A Title: Aligning the Board of Directors Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 03/15/2006 Product Type: Balanced Scorecard Report Article Abstract: In the post-Enron era, few tools have come to the fore that remedy the gaping information holes, process flaws, and time constraints that hamstring boards of directors in executing their corporate governance responsibilities. And new regulations have created even more requirements for corporate governors. Yet, a solution already exists for getting the board and top executives on the same page. Learn how a Balanced Scorecard program for the board of directors provides the checks and balances the board needs to do its job efficiently and effectively while fulfilling its ultimate responsibility to shareholders, the capital markets, and the public. Subjects: NO SUBJECTS(KEYWORDS) Length: 7p List Price: $9.50 Year New: 2006 SMR223 Title: Aligning the Organization with the Market Author(s): Day, George S. Publication Date: 10/01/2006 Product Type: SMR Article Abstract: Responding to competitive pressures, a growing number of corporate managers are dismantling organizations and cultures that were built on selling particular products and replacing them with new structures designed to be more responsive to customer needs. The push to restructure around customers is more than a new management fad. It is supported by success stories at companies including IBM, Cummins India, Fidelity Investments, and Imation. Companies transitioning from product-oriented to customer-centered organizations progress along a continuum. They begin with informal coordination to overcome the deficiencies of product or functional silos, adding integrating functions (such as key account managers and customer segment task forces) as needed. The market logic for becoming customer focused is often compelling. In surveying 347 companies, the author found that companies that embraced this approach saw accountability for customer relationships improve, and information about customers was more readily shared. These companies were also easier to do business with, according to customers. However, the author found that transforming product-centered cultures can be difficult and that the potential benefits do not necessarily translate into superior performance. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2006 B0409E Title: Alignment at Tata Motors' Commercial Vehicle Business Unit Author(s): Johnson, Lauren Keller Publication Date: 09/15/2004 Product Type: Balanced Scorecard Report Article Abstract: Alignment at Tata Motors is a vertical, horizontal, cross-functional, and external experience. With unrelenting focus, India's largest commercial vehicle maker (and one of the world's top 10) has 26,000 employees, more than 100 dealerships, and three manufacturing plants on the same page--and has turned loss into profit in two years. Geographic Setting: India Industry Setting: Automotive industry Subjects: Automobile industry; Balanced scorecard; India; Manufacturing strategy; Performance measurement Length: 2p List Price: $9.50 Year New: 2004 UV0478 Title: All Means ALL: Maintaining Success in Norfolk Public Schools Author(s): Gillespie, Megan; Kelly, Dorothy C.; Fairchild, Tierney Publication Date: 10/07/2005 Product Type: Case (Field) Abstract: Stephen Jones, the newly hired superintendent of Norfolk Public Schools (NPS), wants to pick up where his predecessor John Simpson left off. During his six-year tenure, Simpson had managed a successful turnaround for the school division and garnered tremendous praise. Yet one accolade continued to elude NPS: the prestigious Broad Prize in Urban Education. How can Jones step into a well-performing

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organization and continue the momentum? What actions can he take to succeed where his predecessor had not? What can Jones do to take NPS to the next level? Industry Setting: Higher education Subjects: NO SUBJECTS(KEYWORDS) Length: 29p Year New: 2008 R0601Z Title: All the Wrong Moves (Commentary for HBR Case Study) Author(s): Garvin, David A.; McCormick, Christopher J.; Moje, Hauke; Biggadike, Ralph; Domorski, Paul Publication Date: 01/01/2006 Product Type: Harvard Business Review Article Abstract: Nutrorim's products have been gaining national attention. In particular, sales of the company's organic, performance-enhancing sports supplement powder, ChargeUp, have gone through the roof. Now the new and improved version, called ChargeUp with Lipitrene, has recently hit the market, and expectations are high. CEO Don Rifkin has tried hard to build an inclusive, democratic culture at this successful company. But the organization's open decision-making process has proved problematic, especially during times of conflict and crisis--and a crisis there is. Several months after ChargeUp with Lipitrene is initially released, an investigator from the Minnesota state department of health calls Rifkin to report "11 cases of gastrointestinal distress" among those using the supplement. Nutrorim's top executives must now decide whether to recall the product. The head of R&D, Steve Ford, insists there is nothing wrong with the new ChargeUp, citing elaborate toxicity studies in animals and humans. Meanwhile, the heads of PR and legal want to stem any negative publicity by recalling the product and issuing a press release to that effect. The company decides to recall the supplement--but, two weeks later, the health department investigator calls back with good news: The people who had become ill, it turns out, had actually picked up a bug from their gym's smoothie bar. In other words, Nutrorim is exonerated. But the close call prompts Nutrorim to bring in a consultant to review the company's methods for making decisions. Among the many questions he's asking is, What's the right decision-making process for Nutrorim? May be used with: (R0601X) All the Wrong Moves (HBR Case Study). Industry Setting: Sports industry;

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Organizational Behavior & Leadership


Vitamin & dietary supplement Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2006 R0601A Title: All the Wrong Moves (HBR Case Study and Commentary) Author(s): Garvin, David A.; McCormick, Christopher J.; Moje, Hauke; Biggadike, Ralph; Domorski, Paul Publication Date: 01/01/2006 Product Type: Harvard Business Review Article Abstract: Nutrorim's products have been gaining national attention. In particular, sales of the company's organic, performance-enhancing sports supplement powder, ChargeUp, have gone through the roof. Now the new and improved version, called ChargeUp with Lipitrene, has recently hit the market, and expectations are high. CEO Don Rifkin has tried hard to build an inclusive, democratic culture at this successful company. But the organization's open decision-making process has proved problematic, especially during times of conflict and crisis--and a crisis there is. Several months after ChargeUp with Lipitrene is initially released, an investigator from the Minnesota state department of health calls Rifkin to report "11 cases of gastrointestinal distress" among those using the supplement. Nutrorim's top executives must now decide whether to recall the product. The head of R&D, Steve Ford, insists there is nothing wrong with the new ChargeUp, citing elaborate toxicity studies in animals and humans. Meanwhile, the heads of PR and legal want to stem any negative publicity by recalling the product and issuing a press release to that effect. The company decides to recall the supplement--but, two weeks later, the health department investigator calls back with good news: The people who had become ill, it turns out, had actually picked up a bug from their gym's smoothie bar. In other words, Nutrorim is exonerated. But the close call prompts Nutrorim to bring in a consultant to review the company's methods for making decisions. Among the many questions he's asking is, What's the right decision-making process for Nutrorim? Industry Setting: Sports industry; Vitamin & dietary supplement Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2006 R0601X Title: All the Wrong Moves (HBR Case Study) Author(s): Garvin, David A. Publication Date: 01/01/2006 Product Type: Harvard Business Review Article Abstract: Nutrorim's products have been gaining national attention. In particular, sales of the company's organic, performance-enhancing sports supplement powder, ChargeUp, have gone through the roof. Now the new and improved version, called ChargeUp with Lipitrene, has recently hit the market, and expectations are high. CEO Don Rifkin has tried hard to build an inclusive, democratic culture at this successful company. But the organization's open decision-making process has proved problematic, especially during times of conflict and crisis--and a crisis there is. Several months after ChargeUp with Lipitrene is initially released, an investigator from the Minnesota state department of health calls Rifkin to report "11 cases of gastrointestinal distress" among those using the supplement. Nutrorim's top executives must now decide whether to recall the product. The head of R&D, Steve Ford, insists there is nothing wrong with the new ChargeUp, citing elaborate toxicity studies in animals and humans. Meanwhile, the heads of PR and legal want to stem any negative publicity by recalling the product and issuing a press release to that effect. The company decides to recall the supplement--but, two weeks later, the health department investigator calls back with good news: The people who had become ill, it turns out, had actually picked up a bug from their gym's smoothie bar. In other words, Nutrorim is exonerated. But the close call prompts Nutrorim to bring in a consultant to review the company's methods for making decisions. Among the many questions he's asking is, What's the right decision-making process for Nutrorim? May be used with: (R0601Z) All the Wrong Moves (Commentary for HBR Case Study). Industry Setting: Sports industry; Vitamin & dietary supplement Subjects: NO SUBJECTS(KEYWORDS) Length: 6p Year New: 2006 491066 Title: Allen-Bradley's ICCG: Repositioning for the 1990s Author(s): Nohria, Nitin; Berkley, James D. Publication Date: 12/20/1990 Product Type: Case (Field)

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Abstract: Allen-Bradley's Industrial Computer and Communication Group (ICCG) underwent a period of rapid transformation in the 1980s, instituting a wide array of innovations from product development to information systems. In 1990 the Ohio-based group announced a major reorganization of its business and began carrying out a sweeping program of cultural change. The case requires students to develop an overall perspective on the process of organizational change and to think critically about the kind of challenges that lie ahead for ICCG. Geographic Setting: Highland Heights, OH Number of Employees: 2,000 Subjects: Control systems; Corporate culture; Information systems; Organizational structure; Performance measurement; Reorganization Length: 20p Supplementary Materials: Teaching Note, (492057), 9p, by Nitin Nohria R0501D Title: Almost Ready: How Leaders Move Up Author(s): Ciampa, Dan Publication Date: 01/01/2005 Product Type: Harvard Business Review Article Abstract: Most designated CEO successors are talented, hardworking, and smart enough to go all the way--yet fail to land the top job. What they don't realize is, the qualities that helped them in their climb to the number two position aren't enough to boost them to No. 1. In addition to running their businesses well, the author explains, would-be CEOs must master the art of forming coalitions and winning support. They must also sharpen their self-awareness and their sensitivity to the needs of bosses and influential peers because they typically receive little performance feedback once they're on track to become CEO. Indeed, the ability to pick up on subtle cues is often an important part of the test. When succession doesn't go well--or fails altogether--many people pay the price. Among those at fault are boards that do not keep a close watch on the succession process, human resources organizations that should have the capacity to help but are not up to the task, and CEOs who do a poor job coaching potential successors. But the aspiring CEO also bears some responsibility. He can dramatically increase his chances of success by understanding his boss's point of view, knowing his own limitations, and managing what psychologist Gerry Egan has called the "shadow organization"-the political side of a company,

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Organizational Behavior & Leadership


characterized by unspoken relationships and alliances--without being labeled "political." Most of all, he must learn to conduct himself with a level of maturity and wisdom that signals he is ready--not almost ready--to be chief executive. Subjects: Board of directors; Executives; Leadership; Management development; Succession planning Length: 11p Year New: 2005 2154BC Title: The Alpha Commander: The Top Dog Who Can Be a Pit Bull Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter Abstract: In this chapter, the authors examine the strengths and potential problems that confront one of the four alpha male types--the commander--and suggest strategies for overcoming the alpha commander's central challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real. Subjects: NO SUBJECTS(KEYWORDS) Length: 34p List Price: $6.95 Year New: 2006 2157BC Title: The Alpha Executor: The Driver Who Can Drive You Up the Wall Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter Abstract: In this chapter, the authors examine the unique strengths and potential problems that confront one of the alpha male types--the executor--and suggest some strategies for overcoming the alpha executor's central challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real. Subjects: NO SUBJECTS(KEYWORDS) Length: 28p List Price: $6.95 Year New: 2006 99C014 Title: Alpha Gearing Systems Shanghai Co. Ltd. Author(s): Slaughter, Kathleen E.; Jie, Zhang; Everatt, Donna Publication Date: 04/28/1999 Revision Date: 10/21/2002 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: Examines the relationship between management at Alpha Shanghai and San Yu Mopeds, a large Chinese moped producer, and a customer which Alpha Shanghai had hoped would become one of their largest. Specifically, the case focuses on the general manager's influence on the organization's communications strategy and the extent to which it was a departure from "typical" supplier relationships in China. The case poses the issue of to what extent the failure in the relationship was a function of the general manager's lack of exposure to doing business in China, and/or an insensitivity to local customs and business practices. By examining these issues, the students will learn to appreciate how culturally specific communication patterns are, as well as what societal and cultural assumptions affect the behavior, attitudes, and communication patterns within the organization, and between the organization and its local partners, suppliers, and strategic alliances. Geographic Setting: Shanghai Industry Setting: Motorcycle Company Size: large Subjects: China; Communication; Cross cultural relations; International business; Interpersonal relations; Motorcycles; Negotiations Length: 18p Supplementary Materials: Teaching Note, (899C14), 10p, by Donna Everatt 1703ES Title: Alpha Male Syndrome: A Harvard

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Business School Press Book Summary in Partnership with getAbstract Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 11/15/2006 Product Type: HBS Press Book Summary Abstract: The business world abounds with alpha powerhouses who take charge, produce results, and bring great value to their organizations. But many unfortunately also leave a path of destruction in their wake. "Alpha Male Syndrome" provides an in-depth look at what makes alphas tick and how to better manage nonproductive alpha behavior. Using exercises, selfassessments, and other tools, the book shows alphas of all types how to leverage their strengths while curbing their destructive weaknesses. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2006 9130 Title: Alpha Male Syndrome: Curb the Belligerence, Channel the Brilliance (Hardcover) Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Book Abstract: The business world swarms with alpha males--powerhouses who take charge, produce astonishing results, and bring enormous value to their organizations. But many alphas also leave a path of destruction in their wake. Competitive, belligerent, and impatient, these hard-charging leaders can run roughshod over colleagues and employees, to the detriment of their careers and the bottom line. In Alpha Male Syndrome, Kate Ludeman and Eddie Erlandson build on their Harvard Business Review article "Coaching the Alpha Male"--sounding a wake-up call to all alphas and the companies for which they work. The authors show alphas how to leverage their unique strengths while confronting their destructive "flip side risks." They describe the distinguishing dynamics of the alpha male syndrome and identify four breeds: commanders, executors, strategists, and visionaries. By understanding each type's nuances, alphas can transform themselves into more effective leaders. And those who work with alphas can transform nightmare work groups into collaborative dream teams. Exercises, checklists, and tips enable readers to harness the enormous power of the alpha personality while minimizing the downside of alpha behavior. Subjects: NO

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Organizational Behavior & Leadership


SUBJECTS(KEYWORDS) Length: 288p List Price: $26.95 Year New: 2006 2152BC Title: Alpha Male Syndrome: The Good, The Bad, the Ugly Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter Abstract: This chapter introduces the concept of alpha male syndrome, promising tools and advice for alphas, their families, coworkers, and organizations to harness the immense power of alpha males while minimizing their potential downside. May be used with: (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real. Subjects: NO SUBJECTS(KEYWORDS) Length: 39p List Price: $6.95 Year New: 2006 2158BC Title: The Alpha Male Team: The Club Where Everyone Wants to Be in Charge Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter Abstract: Both the immense potential and the enormous challenges of teamwork are magnified when the players are alpha males. In this chapter, the authors illustrate how to harness the take-charge energy of alpha males which can ignite team members, enliven creative discussions, and drive productive action to new heights, while regulating the damage the same alphas can do if impatient, judgmental, and selfserving behavior goes unchecked. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real. Subjects: NO SUBJECTS(KEYWORDS) Length: 28p List Price: $6.95 Year New: 2006 2156BC Title: The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter Abstract: In this chapter, the authors address the distinct strengths and potential problems brought to the table by the alpha strategist, one of the four alpha male types, and sugget strategies for overcoming the alpha strategist's major challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real. Subjects: NO SUBJECTS(KEYWORDS) Length: 33p List Price: $6.95 Year New: 2006 2155BC Title: The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter Abstract: In this chapter, the authors describe the strengths and potential problems that confront one of the alpha

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male types--the visionary--and suggest strategies for overcoming the alpha visionary's central challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real. Subjects: NO SUBJECTS(KEYWORDS) Length: 27p List Price: $6.95 Year New: 2006 492034 Title: Amelia Rogers at Tassani Communications (A) Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/19/1992 Revision Date: 03/16/1995 Product Type: Case (Field) Abstract: Describes a conflict that has arisen between an account manager and a creative director at Tassani Communications, a Chicago-based advertising agency which is making the transition from entrepreneurial to professional management. The client, the marketing director of a muffler repair chain, has called the account manager to complain about the creative director's behavior. The account manager must figure out what to do. The object is to provide students with an opportunity to grapple with the challenges of managing relationships with peers and superiors. Students can discuss managing 1) cross-departmental relationships, 2) interpersonal conflicts, and 3) creativity. Geographic Setting: Chicago, IL Industry Setting: Advertising industry Company Size: small Number of Employees: 50 Gross Revenues: $25 million revenues Subjects: Advertising; Conflict; Creativity; Entrepreneurship; Interdepartmental relations; Interpersonal relations; Organizational behavior; Power & influence Length: 15p Supplementary Materials: Supplement (Field), (492035), 1p, by Linda A. Hill, Melinda B. Conrad; Teaching Note, (494098), 20p, by Linda A. Hill,

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Organizational Behavior & Leadership


Katherine S. Weber 492035 Title: Amelia Rogers at Tassani Communications (B) Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/19/1992 Revision Date: 03/16/1995 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (492034) Amelia Rogers at Tassani Communications (A). Industry Setting: Advertising industry Subjects: Advertising; Conflict; Creativity; Entrepreneurship; Interdepartmental relations; Interpersonal relations; Organizational behavior; Power & influence Length: 1p Supplementary Materials: Teaching Note, (494098), 20p, by Linda A. Hill, Katherine S. Weber 494093 Title: American Express (A) Author(s): Lorsch, Jay W. Publication Date: 04/25/1994 Revision Date: 08/01/1996 Product Type: Case (Library) Abstract: In January 1993, the American Express board met to decide who would succeed James D. Robinson, III as chairman and CEO. The board needed to act in the spotlight of intense media and investor scrutiny, and after leaks had revealed that there was a conflict among the board members about whether Robinson should have been asked to leave. The board needed to find a way of calming the public's concern over the future of American Express, at the same time choosing a leadership structure that would lead American Express for the foreseeable future. The case brings up several critical issues revolving around CEO succession and performance evaluation: What should the board take into account when deciding when to ask a CEO to step down? What kinds of processes can boards institute so that such battles over CEO succession will not ensue? Subjects: Board of directors; Corporate governance; Financial services; Leadership; Succession planning Length: 30p Supplementary Materials: Supplement (Library), (494094), 4p, by Jay W. Lorsch 494094 Title: American Express (B) Author(s): Lorsch, Jay W. Publication Date: 04/25/1994 Product Type: Supplement (Library) Abstract: Supplements the (A) case. Must be used with: (494093) American Express (A). Subjects: Board of directors; Corporate governance; Financial services; Leadership; Succession planning Length: 4p OD2 Title: American Heart Association: Reorganization of the Western States Affiliate Author(s): Carroll, Glenn R.; Ho, Kristina Publication Date: 03/19/2002 Revision Date: 05/20/2003 Product Type: Case (Field) Publisher: Stanford University Abstract: In 1997, the American Heart Association (AHA) Western States Affiliate reorganized to increase fundraising revenues for the nonprofit. Rather than having a wide range of fundraising and programmatic duties, all staff now had key fundraising and programmatic activities. Some staff had been dissatisfied with the new scope and reporting structure of their positions. Roman Bowser, the executive vice president and CEO of the affiliate, made several adjustments to the organizational structure to deal with problems that arose with the organization and had other issues to consider in 2002 related to staff and local community volunteers--the lifeblood of the organization. Furthermore, a national AHS task force was recommending a reorganization of the AHA along the same lines that Bowser had used for his Western States Affiliate. Bowser was not certain that the national center and other affiliates could learn and benefit from his model, which he had tailored for a particular staff and geographical territory. He wondered how and if the AHA could leverage his organizational model across disparate communities nationally and what the impact might be on the long-term viability of the AHA. Geographic Setting: United States Number of Employees: 250 Gross Revenues: $42 million revenues Subjects: Implementation; Nonprofit organizations; Organizational design; Reorganization Length: 19p 408040 Title: The American National Red Cross (A) Author(s): Lorsch, Jay; Sherman, Eliot; Chen, David Publication Date: 12/03/2007 Revision Date: 10/30/2008 Product Type: Case (Field) Abstract: Describes the governance issues facing the Board of Governors of the American Red Cross. After a series

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of issues--FDA consent decree on its blood operations; the response to 9/11 and Hurricane Katrina--the Red Cross board was under pressure to fix its governance from the public, the media, and from Congress. Describes the Red Cross governance structure and practices in place and the process used to examine them. Geographic Setting: United States Industry Setting: Nonprofit Number of Employees: 90,000 Event Year Start: 2006 Event Year End: 2007 Subjects: NO SUBJECTS(KEYWORDS) Length: 27p Supplementary Materials: Supplement (Field), (408041), 3p, by Jay Lorsch, Eliot Sherman Year New: 2007 408041 Title: The American National Red Cross (B) Author(s): Lorsch, Jay; Sherman, Eliot Publication Date: 12/03/2007 Revision Date: 10/30/2008 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (408040) The American National Red Cross (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2007 404009 Title: Amy Kelly's 48-Hour Diary Author(s): Higgins, Monica Publication Date: 08/18/2003 Product Type: Case (Field) Abstract: The response of former SelfAssessment and Career Development student Amy Kelly to the "48-Hour Diary" assignment. Subjects: Careers & career planning; Interviews; Self evaluation Length: 3p NEW 404004 Title: Amy Kelly's Job Search Author(s): Higgins, Monica; Teebagy, Christine Publication Date: 08/18/2003 Revision Date: 03/10/2004 Product Type: Case (Field) Abstract: Narrates the job search of former Self-Assessment and Career Development student Amy Kelly. Subjects: Careers & career planning; Interviews; Self evaluation Length: 15p NEW

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Organizational Behavior & Leadership


404051 Title: Amy Kelly's Written Interview Author(s): Higgins, Monica Publication Date: 08/18/2003 Revision Date: 12/20/2004 Product Type: Case (Field) Abstract: Presents former SelfAssessment and Career Development student Amy Kelly's response to the "Written Interview" assignment. Subjects: Careers & career planning; Education; Interviews; Self evaluation Length: 18p Year New: 2004 407032 Title: Analyzing Work Groups Author(s): Hill, Linda; Anteby, Michel Publication Date: 08/30/2006 Product Type: Note Abstract: Work groups are the building blocks of organizations. They are found in all areas of an organization, from research and development to customer service, and at all levels, from the executive suite to the factory floor. Some are incredibly successful, while others are dismal failures. Team work is hard work, and all too often groups do not live up to their potential. Provides a framework for analyzing work groups so that group leaders and members can identify actions that will enhance their effectiveness. Helps provide insight into the factors most profoundly shaping the development, dynamics, and effectiveness of task-performing groups and, in particular, group culture, its antecedents, and consequences. To illustrate how the framework is used, it looks at and analyzes an actual work group: the new product team of the Merit Corporation. Examines the impact of leadership style on group culture and outcomes and describes how one leader's individual style can affect the way teams operate and perform. Subjects: NO SUBJECTS(KEYWORDS) Length: 18p Year New: 2006 B0603C Title: Anatomy of an Early OSM Adoption: Suzano Petroquimica's Office of Strategy Management Author(s): Winkler, Carole Publication Date: 03/15/2006 Product Type: Balanced Scorecard Report Article Abstract: To thrive in an era of global competition and increasing price volatility, commodity producers must run a tight ship. Many have adopted the Balanced Scorecard (BSC) to help clarify strategy, sharpen performance, and fortify their competitive strengths by thinking and planning long term. It's no coincidence that Polibrasil Resinas (now Suzano Petroquimica) had an Office of Strategy Management (OSM) in place a mere six months after adopting the BSC. Here's an inside look at the company's OSM--in particular, its innovative initiative management tool. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p List Price: $9.50 Year New: 2006 1674BC Title: Anchor Yourself (Keeping a Sense of One's Essential Personal Identity Is Key to Weathering the Storms of Leadership) Author(s): Heifetz, Ronald A.; Linsky, Marty Publication Date: 04/09/2002 Product Type: HBS Press Chapter Abstract: This chapter highlights how many people experience a rude awakening when they leave positions of authority. The benefits they enjoyed in the past were often more associated with their role or position than with their personal identity. It's critical--though hugely challenging--to distinguish oneself from one's job or one's organizational role. If a leader is anchored in his- or herself, and recognizes and respects his or her various but distinct roles, he or she is less vulnerable to the pains of leadership. May be used with: (1665BC) The Heart of Danger (Why Leading Change is Fraught with Risk); (1666BC) The Faces of Danger (Obstacles Leaders Must Learn to Recognize and Overcome); (1667BC) Get on the Balcony (Why Leaders Need to Step Back to Get Perspective); (1668BC) Think Politically (Nurturing Relationships Is Key to Successful Leadership); (1669BC) Orchestrate the Conflict (How to Creatively Engage Conflict to Achieve Leadership Goals); (1670BC) Give the Work Back (The Importance of Empowering Others to Achieve Difficult Goals); (1671BC) Hold Steady (How Leaders Need to Take the Heat and Let Issues Ripen); (1672BC) Manage Your Hungers (Why Recognizing and Managing Psychological Drives Is Essential to Successful Leadership); (1675BC) What's on the Line? (How Can Leaders Maintain a Deep Sense of Meaning in Their Work?); (1676BC) Sacred Heart (How to Maintain Compassion and an Open Heart Despite the Trials of Leadership). Subjects: NO SUBJECTS(KEYWORDS) Length: 23p List Price: $6.95

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903138 Title: An Ancient Fable Author(s): Nanda, Ashish Publication Date: 06/14/2003 Revision Date: 10/30/2003 Product Type: Note Abstract: This case presents a thinly disguised account of Andersen's collapse, followed by a tightening of the oversight of audit firms. It raises questions on who lost and who gained, as well as the long-term implications of the changes for the accounting profession and society. It is distributed toward the end of class discussion on consulting by auditors. May be used with: (902161) Consulting by Auditors (A): Levitt's Campaign; (903069) Consulting by Auditors (B): The Compromise and Its Fallout. Industry Setting: Auditing; Consulting; Professional services Subjects: Auditing; Consulting; Professional services; Regulation; Service management Length: 2p NEW 408035 Title: Andrea Jung: Empowering Avon Women (A) Author(s): George, William W. Publication Date: 07/13/2007 Revision Date: 01/28/2008 Product Type: Case (Field) Abstract: In October 2005 Andrea Jung is coping with a 30% decline in Avon's stock price--the biggest test of her leadership since she became CEO in 2000. Geographic Setting: New York; United States Industry Setting: Cosmetic Number of Employees: 49,000 Gross Revenues: $8.1 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 15p Supplementary Materials: Supplement, (408036), 2p, by William W. George Year New: 2007 408036 Title: Andrea Jung: Empowering Avon Women (B) Author(s): George, William W. Publication Date: 07/13/2007 Product Type: Supplement Abstract: An abstract is not available for this product. Must be used with: (408035) Andrea Jung: Empowering Avon Women (A). Subjects: NO SUBJECTS(KEYWORDS)

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Organizational Behavior & Leadership


Length: 2p Year New: 2007 475068 Title: Andrew Carnegie Author(s): Zaleznik, Abraham; Cohen, Audrey J. Publication Date: 12/01/1974 Revision Date: 05/06/1999 Product Type: Case (Library) Abstract: Concerns the life and wealth of Andrew Carnegie. Industry Setting: Steel industry Subjects: Organizational behavior; Power & influence; Steel Length: 25p 482023 Title: Anne Cahill (A) Author(s): McCaskey, Michael B.; Balbaky, E. Mary Lou Publication Date: 09/01/1981 Product Type: Case (Field) Abstract: Describes Anne Cahill's work as a member of a consulting team. Presents a typical dilemma a consulting team might face. Students discuss what Cahill should do and why before reading the next case. Geographic Setting: New York, NY Industry Setting: Consulting Gross Revenues: $6 million sales Subjects: Consulting; Project management; Teams; Women Length: 5p Supplementary Materials: Supplement (Field), (482024), 5p, by Michael B. McCaskey, E. Mary Lou Balbaky; Supplement (Field), (482025), 4p, by Michael B. McCaskey, E. Mary Lou Balbaky 482024 Title: Anne Cahill (B) Author(s): McCaskey, Michael B.; Balbaky, E. Mary Lou Publication Date: 09/01/1981 Product Type: Supplement (Field) Abstract: See Anne Cahill (A) for the abstract. Must be used with: (482023) Anne Cahill (A). Industry Setting: Consulting Subjects: Consulting; Project management; Teams; Women Length: 5p 482025 Title: Anne Cahill (C) Author(s): McCaskey, Michael B.; Balbaky, E. Mary Lou Publication Date: 09/01/1981 Product Type: Supplement (Field) Abstract: See Anne Cahill (A) for the abstract. Must be used with: (482023) Anne Cahill (A). Industry Setting: Consulting Subjects: Consulting; Project management; Teams; Women Length: 4p 405065 Title: Anne Mulcahy: Leading Xerox Through the Perfect Storm (B) Author(s): George, Bill; McLean, Andrew N. Publication Date: 03/15/2005 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (405050) Anne Mulcahy: Leading Xerox Through the Perfect Storm (A). Industry Setting: Stock markets Subjects: Bankruptcy; Families & family life; Leadership; Management of crises; Organizational behavior; Strategy formulation Length: 6p Supplementary Materials: Teaching Note, (408101), 22p, by William George Year New: 2005 405050 Title: Anne Mulcahy: Leading Xerox Through the Perfect Storm (A) Author(s): George, William; McLean, Andrew N. Publication Date: 01/26/2005 Product Type: Case (Field) Abstract: In 2000, Xerox faces bankruptcy amid a liquidity crisis, collapsed profitability, and an expanding SEC investigation. Traces the career and leadership development of Anne Mulcahy, a former sales executive unexpectedly named COO of the beleaguered company as a last effort to turn Xerox around. Describes how Mulcahy assembles and motivates her team, frames her priorities, and fills her knowledge gaps in the face of critics doubtful of Xerox's ability to change. Raises questions in her mind about stakeholder priorities, employee motivation, difficult strategic trade-offs, and finding profitability while trying to avoid bankruptcy. Industry Setting: Stock markets Subjects: Bankruptcy; Families & family life; Leadership; Management of crises; Organizational behavior; Printing; Strategy formulation Length: 21p Supplementary Materials: Supplement (Field), (405065), 6p, by Bill George, Andrew N. McLean; Teaching Note, (408101), 22p, by William George Year New: 2005 390076 Title: Annual Reports: Reading Beyond the Financials Author(s): Kent, Robert W. Publication Date: 05/15/1990 Product Type: Note Abstract: Helps readers gauge the

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effectiveness of the so-called front matter, particularly the chairman's letter to shareholders. The questions management must address--who we are and what we do, what happened the past year and what we are worth, and where we are headed and why--are the same questions readers should be asking and seeking clear answers to. The "facts" do not speak for themselves. Management's interpretation of operations and the balance sheet is a key indicator of its capacity to manage. Subjects: Communication strategy; Goal setting; Management communication; Management performance; Stockholders Length: 2p 907C32 Title: Anupam Majumdar: Relationship Manager Author(s): Erskine, James A.; Kohli, Uhnat Publication Date: 09/25/2007 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: Anupam Majumdar, relationship manager, and Aditya Mehta, regional head of Hindustan Neon General Insurance Limited, India, were meeting an important client. Mehta asked Majumdar to serve them tea. This really embarrassed and infuriated Majumdar. It was not the first time that Mehta, Majumdar's boss, had treated him like a peon. Majumdar was about to take a three-week leave of absence to attend his brother's wedding in New York so he was not sure if this was the right time, if ever, to do anything about the situation. Geographic Setting: India Subjects: NO SUBJECTS(KEYWORDS) Length: 8p R0203H Title: The Anxiety of Learning: An Interview with Edgar H. Schein Author(s): Schein, Edgar H.; Coutu, Diane L. Publication Date: 03/01/2002 Product Type: Harvard Business Review Article Abstract: Despite all of the time, money, and energy that executives pour into corporate change programs, the stark reality is that few companies ever succeed in genuinely reinventing themselves. That's because the people at those companies rarely master the art of transformational learning--that is, eagerly challenging deeply held assumptions about a company's processes and, in response, altering their thoughts and actions. Instead, most

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Organizational Behavior & Leadership


people just end up doing the same old things in superficially tweaked ways. Why is transformational learning so hard to achieve? HBR senior editor Diane Coutu explores this question with psychologist and MIT professor Edgar Schein, a world-renowned expert on organizational development. In sharp contrast to the optimistic rhetoric that permeates the debate on corporate learning and change, Schein is cautious about what companies can and cannot accomplish. Corporate culture can change, he says, but this kind of learning takes time, and it isn't fun. In this article, he describes two basic types of anxiety-learning anxiety and survival anxiety-that drive radical relearning in organizations. Schein's theories spring from his early research on how American prisoners of war in Korea were brainwashed by their captors. Heavy socialization is back in style in U.S. corporations today, Schein says, even if no one is calling it that. Subjects: Corporate culture; Interviews; Learning; Management of change; Organizational change; Organizational learning Length: 7p 2639BC Title: Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter Abstract: In this chapter, the authors describe the physiological basis for the Sacrifice Syndrome and the Cycle of Sacrifice and Renewal to help readers understand a holistic approach to leadership and how the body, as well as the mind, heart, and spirit contribute to resonant leadership. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader; (2640BC) Appendix B: Additional Exercises: Resonant Leadership. Subjects: NO SUBJECTS(KEYWORDS) Length: 19p List Price: $6.95 Year New: 2007 2640BC Title: Appendix B: Additional Exercises: Resonant Leadership Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter Abstract: This chapter provides a number of activities to inspire selfreflection, achieve a better understanding of your approach to leadership, evaluate your current situation, and move deliberately forward toward the future of your dreams. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to SelfAwareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership. Subjects: NO SUBJECTS(KEYWORDS) Length: 22p List Price: $6.95 Year New: 2007 2402BC Title: Appendix: The Knowing-Doing Survey Author(s): Pfeffer, Jeffrey; Sutton, Robert I. Publication Date: 10/05/1999 Product Type: HBS Press Chapter Abstract: Organizations should work to identify the gaps in what leaders know, and what is actually going on in the company can provide an agenda for action. This chapter is a tutorial in asking managers the right questions to identify and tackle knowing-doing gaps. May be used with: (2394BC) Knowing "What" to Do Is Not Enough: Understanding the

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Knowing-Doing Gap; (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the KnowingDoing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the KnowingDoing Gap; (2400BC) Firms That Surmount the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p List Price: $6.95 Year New: 2007 95M001 Title: Archimax Systems Ltd. Author(s): Fry, Joseph N.; Jack, Stephen Publication Date: 02/27/1995 Revision Date: 10/03/2000 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: Charles Douglas is a recent business school graduate and an equally recent employee of Archimax Systems. Archimax is a small company with big aspirations in the fast-changing virtual reality market. Douglas is soon caught up in the pace and uncertainty of work in such a company and is facing a particularly difficult set of decisions that call for him to integrate the interests of the company, his boss, and himself. Geographic Setting: North America Industry Setting: Service industries Company Size: small Subjects: Careers & career planning; Decision making; Organizational change; Personal strategy & style Length: 13p Supplementary Materials: Teaching Note, (895M01), 12p, by Joseph N. Fry 405067 Title: Arctic Timber AB: Engineered Woods Division (A) Author(s): Tushman, Michael; Kiron, David; Smith, Wendy Publication Date: 05/27/2005 Revision Date: 03/28/2006 Product Type: Case (Field) Abstract: Describes the leadership challenges involved in managing strategic innovation and change in a highly mature business unit. Allows systematic exploration of organizational structures, incentives, competencies,

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Organizational Behavior & Leadership


and culture that impede innovation. Pivots on a new leader's dilemmas in shaping both his team and larger organization to initiate both incremental as well as radical innovation. Number of Employees: 500 Gross Revenues: $1 billion revenues Subjects: Careers & career planning; Human behavior; Self evaluation Length: 15p Supplementary Materials: Supplement (Field), (405068), 7p, by Michael Tushman, David Kiron, Wendy Smith; Supplement (Field), (405069), 1p, by Michael Tushman, David Kiron, Wendy Smith Year New: 2005 405068 Title: Arctic Timber AB: Engineered Woods Division (B) Author(s): Tushman, Michael; Kiron, David; Smith, Wendy Publication Date: 05/27/2005 Revision Date: 04/17/2006 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (405067) Arctic Timber AB: Engineered Woods Division (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 7p Year New: 2005 405069 Title: Arctic Timber AB: Engineered Woods Division (C) Author(s): Tushman, Michael; Kiron, David; Smith, Wendy Publication Date: 05/27/2005 Revision Date: 04/17/2006 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (405067) Arctic Timber AB: Engineered Woods Division (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 1p Year New: 2005 R0605E Title: Are Leaders Portable? Author(s): Groysberg, Boris; McLean, Andrew N.; Nohria, Nitin Publication Date: 05/01/2006 Product Type: Harvard Business Review Article Abstract: Does management talent transfer from one company to another? The market certainly seems to think so. Stock prices spike when companies announce new CEOs from a talent generator like General Electric. But how do these executives perform over the long term? The authors studied the careers of 20 former GE executives who went on to lead other major organizations, with strikingly uneven results. Even the best management talent, the authors found, is transferable only if it maps to the challenges of the new environment. More specifically, the authors identified five types of skills that may or may not transfer to a new job: general management human capital, or the skills to gather, cultivate, and deploy financial, technical, and human resources; strategic human capital, or individuals' expertise in cost cutting, growth, or cyclical markets; industry human capital, meaning the technical and regulatory knowledge unique to an industry; relationship human capital, or the extent to which a manager's effectiveness can be attributed to his or her experience working with colleagues or as part of a team; and companyspecific human capital, or the knowledge about routines and procedures, corporate culture and informal structures, and systems and processes that are unique to a company. The GE executives' performance as CEOs depended on whether their new organizations were able to leverage each type of skill. The authors' findings challenge the conventional wisdom on human capital, which holds that there are two types of skill: general management, which is readily transferable, and company specific, which is not. In fact, they argue, other types of management capabilities can contribute significantly to performance, and company-specific skills can be an asset in a new job. Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2006 429X Title: Are Leaders Portable? (HBR OnPoint Enhanced Edition) Author(s): Groysberg, Boris; McLean, Andrew N.; Nohria, Nitin Publication Date: 05/01/2006 Product Type: HBR OnPoint Article Abstract: Does management talent transfer from one company to another? The market certainly seems to think so. Stock prices spike when companies announce new CEOs from a talent generator like General Electric. But how do these executives perform over the long term? The authors studied the careers of 20 former GE executives who went on to lead other major organizations, with strikingly uneven results. Even the best management talent, the authors found, is transferable only if it maps to the challenges of the new environment. More specifically, the authors identified five types of skills that

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may or may not transfer to a new job: general management human capital, or the skills to gather, cultivate, and deploy financial, technical, and human resources; strategic human capital, or individuals' expertise in cost cutting, growth, or cyclical markets; industry human capital, meaning the technical and regulatory knowledge unique to an industry; relationship human capital, or the extent to which a manager's effectiveness can be attributed to his or her experience working with colleagues or as part of a team; and companyspecific human capital, or the knowledge about routines and procedures, corporate culture and informal structures, and systems and processes that are unique to a company. The GE executives' performance as CEOs depended on whether their new organizations were able to leverage each type of skill. The authors' findings challenge the conventional wisdom on human capital, which holds that there are two types of skill: general management, which is readily transferable, and company specific, which is not. In fact, they argue, other types of management capabilities can contribute significantly to performance, and company-specific skills can be an asset in a new job. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p List Price: $6.50 Year New: 2006 BH254 Title: Are Movie Theaters Doomed? Do Exhibitors see the Big Picture as Theaters lose their Competitive Edge? Author(s): Silver, Jon; McDonnell, John Publication Date: 11/01/2007 Product Type: Case (Field) Publisher: Business Horizons/Indiana University Abstract: After three straight years of decline, movie theaters in the US may have recently ended a period of crisis with an increase in annual admissions (+3%) in 2006. This articles argues, however, that major problems are not over for the industry. Most movie theaters in the multiplex era have adopted a remarkable similar strategy, one which is also very vulnerable to recent trends such as the explosion of home cinema, pay TV, video-on-demand (VOD), discounting by Mass merchandisers of DVDs, computer games, and the collapse of video windows. Just as technological convergence has created a challenge for movie theaters, as it has in the past, so too can new technologies and creative use of assets (combined with multiple

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Organizational Behavior & Leadership


target marketing) offer a counter measure for at least some movie theaters; at least so many multiplexes offer the same format as their competitors, appear to adopt a narrow definition of what business they are in, and manifest a 'one-size-should-fit-all' approach to customers, The industry has employed differentiation and niche marketing much less than other industries. As the extensive variety of necessary strategies cannot comprehensively be explored herein, this article focuses on two new technologies from the IMAX corporation, DMX and MPX, as an example of how a theater operator might counter audience declines. Industry Setting: DVD; Film industry; Home entertainment equipment; Theater; Video industry Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2007 R0110Z Title: Are Some Customers More Equal than Others? (Commentary for HBR Case Study) Author(s): Nunes, Paul F.; Johnson, Brian A.; Harrington, John; Goldman, Edward; Labak, Alexander; Crandall, Robert Publication Date: 11/01/2001 Product Type: Harvard Business Review Article Abstract: Jill Hoover was looking skyward, marveling at the heart-stopping beauty of Paradise Park-Seattle's newest attraction, its tallest and scariest roller coaster to date: the Anaconda. "Quite impressive," Jill thought. But a scuffle in the ride queue quickly brought the CEO of Paradise Parks back to earth. The company's 19 seasonal and year-round amusement parks had always been popular--ever since Jill's father founded the original Paradise Park just after the Second World War-but they hadn't been very profitable of late. Operating costs had been spiraling, and every dollar of extra revenue had been hard won. At the company's annual management off-site meeting, held that morning at the Seattle park, CFO Nathan Cortland proposed that Paradise offer its customers the option of a "preferred guest" card. Cardholders would pay more, but they would get first crack at the rides--entering through separate lines--and would get seated immediately at any of the parks' restaurants. According to Nathan, the plan would bolster Paradise's sagging finances because it would target the "mass affluents"--a rising demographic of moneyed but time-pressed people who might visit the park more often and spend more if it weren't for long lines at the rides. Jill respects Nathan's idea--but hasn't her plan to upgrade some of the parks' souvenir shops to gift boutiques already shown some promise? And doesn't Nathan's plan smack of elitism, as Jill's longtime friend and park manager Adam Goodwin suggests? The CEO has resolved to get back to Nathan with a decision about "Operation Upmarket" by the time she leaves Seattle and returns to headquarters. Should Paradise Parks offer guests different levels of service? May be used with: (R0110X) Are Some Customers More Equal than Others? (HBR Case Study). Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2005 R0110A Title: Are Some Customers More Equal than Others? (HBR Case Study and Commentary) Author(s): Nunes, Paul F.; Johnson, Brian A.; Harrington, John; Goldman, Edward; Labak, Alexander; Crandall, Robert Publication Date: 11/01/2001 Product Type: Harvard Business Review Article Abstract: Jill Hoover was looking skyward, marveling at the heart-stopping beauty of Paradise Park-Seattle's newest attraction, its tallest and scariest roller coaster to date: the Anaconda. "Quite impressive," Jill thought. But a scuffle in the ride queue quickly brought the CEO of Paradise Parks back to earth. The company's 19 seasonal and year-round amusement parks had always been popular--ever since Jill's father founded the original Paradise Park just after the Second World War-but they hadn't been very profitable of late. Operating costs had been spiraling, and every dollar of extra revenue had been hard won. At the company's annual management off-site meeting, held that morning at the Seattle park, CFO Nathan Cortland proposed that Paradise offer its customers the option of a "preferred guest" card. Cardholders would pay more, but they would get first crack at the rides--entering through separate lines--and would get seated immediately at any of the parks' restaurants. According to Nathan, the plan would bolster Paradise's sagging finances because it would target the "mass affluents"--a rising demographic of moneyed but time-pressed people who might visit the park more often and spend more if it weren't for long lines at the rides. Jill respects Nathan's idea--but

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hasn't her plan to upgrade some of the parks' souvenir shops to gift boutiques already shown some promise? And doesn't Nathan's plan smack of elitism, as Jill's longtime friend and park manager Adam Goodwin suggests? The CEO has resolved to get back to Nathan with a decision about "Operation Upmarket" by the time she leaves Seattle and returns to headquarters. Should Paradise Parks offer guests different levels of service? Event Year Start: 2 Event Year End: 2 Subjects: Customer service; Employee morale; Leadership; Management of professionals; Management styles; Managerial behavior Length: 7p R0110X Title: Are Some Customers More Equal than Others? (HBR Case Study) Author(s): Nunes, Paul F.; Johnson, Brian A. Publication Date: 11/01/2001 Product Type: Harvard Business Review Article Abstract: Jill Hoover was looking skyward, marveling at the heart-stopping beauty of Paradise Park-Seattle's newest attraction, its tallest and scariest roller coaster to date: the Anaconda. "Quite impressive," Jill thought. But a scuffle in the ride queue quickly brought the CEO of Paradise Parks back to earth. The company's 19 seasonal and year-round amusement parks had always been popular--ever since Jill's father founded the original Paradise Park just after the Second World War--but they hadn't been very profitable of late. Operating costs had been spiraling, and every dollar of extra revenue had been hard won. At the company's annual management off-site meeting, held that morning at the Seattle park, CFO Nathan Cortland proposed that Paradise offer its customers the option of a "preferred guest" card. Cardholders would pay more, but they would get first crack at the rides--entering through separate lines--and would get seated immediately at any of the parks' restaurants. According to Nathan, the plan would bolster Paradise's sagging finances because it would target the "mass affluents"--a rising demographic of moneyed but time-pressed people who might visit the park more often and spend more if it weren't for long lines at the rides. Jill respects Nathan's idea--but hasn't her plan to upgrade some of the parks' souvenir shops to gift boutiques already shown some promise? And doesn't Nathan's plan smack of elitism, as Jill's longtime friend and park manager Adam Goodwin suggests? The

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Organizational Behavior & Leadership


CEO has resolved to get back to Nathan with a decision about "Operation Upmarket" by the time she leaves Seattle and returns to headquarters. Should Paradise Parks offer guests different levels of service? May be used with: (R0110Z) Are Some Customers More Equal than Others? (Commentary for HBR Case Study). Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2005 U9811C Title: Are You Being Set Up to Fail? Author(s): Von Hoffman, Constantine Publication Date: 11/01/1998 Product Type: Harvard Management Update Article Abstract: A recent study published in Harvard Business Review shows that managers all over the world "create their own poor performers" by setting employees up to fail. The warning signs may be familiar--your boss seems to trust you less, questions your suggestions, and watches your every move. HMU consulted HR experts to find out how to cope if you find yourself in a set-up-to-fail situation. Includes a sidebar for managers who may be setting someone else up to fail. Subjects: Management styles; Managers; Performance effectiveness; Supervision Length: 2p List Price: $4.50 7126BC Title: Are You Change-Ready?: Preparing for Organizational Change Author(s): School Press, Harvard Business Publication Date: 12/04/2002 Product Type: HBS Press Chapter Abstract: For an organization to be change-ready, three key conditions must be present. This chapter explores these conditions and explains how to cultivate them if they don't already exist in the organization. May be used with: (7119BC) The Dimensions of Change: Examining the Different Types and Approaches; (7133BC) Seven Steps to Change: A Systematic Approach; (7140BC) Implementation: Putting Your Plan in Motion; (7157BC) Social and Human Factors: Reactions to Change; (7164BC) Helping People Adapt: Strategies to Reduce Stress and Anxiety; (7188BC) Toward Continuous Change: Staying Competitive Through Change. Subjects: NO SUBJECTS(KEYWORDS) Length: 18p List Price: $6.95 Year New: 2006 U0407A Title: Are You Delegating So It Sticks? Author(s): Johnson, Lauren Keller Publication Date: 07/01/2004 Product Type: Harvard Management Update Article Abstract: Managers have come under increasing pressure to generate measurable results faster than ever. And during tough economic times, some managers fear being viewed as unimportant or unnecessary if they delegate more to employees; they assume that there's only so much power and authority to go around. But just as delegating can be difficult, it also can be crucial for companies seeking to compete. Fortunately, experts and executives across a wide range of industries have developed techniques aimed at making delegation easier and more effective. Subjects: Delegation of authority; Management by objectives; Managerial behavior; Managerial skills Length: 3p List Price: $4.50 Year New: 2004 C0605B Title: Are You Giving Your Top Performers a Reason to Stay? Author(s): Field, Anne Publication Date: 05/01/2006 Product Type: Harvard Management Communication Letter Article Abstract: Career development communication is crucial to retaining talent. Employees need to know that development opportunities exist and that their managers will work with them to make the most of those opportunities. Yet, many managers give career development short shrift in their discussions with employees. This article features concrete advice from development and retention experts on how to make career development conversations less difficult and more effective. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 Year New: 2006 R0307G Title: Are You In with the In Crowd? Author(s): Kleiner, Art Publication Date: 07/01/2003 Product Type: Harvard Business Review Article Abstract: At the core of your company, there is a group of people who seem to call the shots--or, rather, all the shots seem to be called for their benefit. This

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core group can't be found on any organization chart. It exists in people's hearts and minds. It comprises the people whose perceived interests and needs are taken into account as decisions are made throughout the organization. In the best organizations, the core group can be a resource: Members represent the unique values and knowledge that distinguish their companies. When core groups display independence, creativity, and power, the rest of the company follows. Such behavior on the part of the company, in turn, creates value for shareholders, especially over the long term. But because of the core group's enormous power, members need to make themselves aware of the signals they send, both intended and unintended. For better and for worse, the core group reinforces whatever it pays attention to. If you do not know who constitutes the core group in your organization, or what the members stand for, you may find that leading will be extremely difficult--even if you are ostensibly the person in charge. Subjects: Communication in organizations; Innovation; Knowledge transfer; Leadership; Networks; Organizational behavior; Organizational change; Power & influence Length: 7p NEW C0104A Title: Are You Listening to Me? Author(s): Bierck, Richard Publication Date: 04/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: How can you tell when you've lost someone's attention? And, more importantly, what can you do to get it back? The answers to these two questions take on new importance in today's information-flooded world. Even the best communications are worthless if they fall on deaf ears. Communication experts weigh in with advice on capturing--and retaining--your audience's attention. Among their tips: When you suspect a listener of taking a mental vacation from the conversation, ask a question related to one of your points. Or, get the audience involved as a group by asking for a show of hands on a practice or opinion. Subjects: Communication; Interpersonal relations; Management communication Length: 3p List Price: $4.50 SMR203 Title: Are You Networked for Successful Innovation? Author(s): Rizova, Polly Publication Date: 04/01/2006

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Organizational Behavior & Leadership


Product Type: SMR Article Abstract: Research and development projects fail more often than they succeed. In fact, of every 10 R&D projects, five are flops, three are abandoned, and only two ultimately become commercially successful. A principal problem is that many companies don't know how best to organize their labs to conduct R&D work. A classic hierarchical structure, for instance, tends to impede the rapid spread of knowledge. Matrix organizations, on the other hand, can lead to information logjams, confusion, and conflict among employees. To investigate how companies can best manage their efforts to innovate, the author conducted an in-depth study of six R&D projects at the laboratory of a Fortune 500 corporation. She found that highly successful R&D projects have four crucial factors that reinforce each other: strong and sustained corporate support; the presence of open communication patterns and a low degree of formal reporting (beyond this, R&D teams must be organized in specific ways so that informal social networks are reinforced--not thwarted-by the formal organizational structures); inclusion in R&D projects of a person who is central to the "technical-advice network"; and inclusion of someone key to the "organizational-advice network." An understanding of the interplay between informal social networks and formal organizational structures can help companies design and maintain learning organizations in which employees exchange pertinent knowledge efficiently and willingly, leading to more successful R&D efforts. Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2006 R0202F Title: Are You Picking the Right Leaders? Author(s): Sorcher, Melvin; Brant, James Publication Date: 02/01/2002 Product Type: Harvard Business Review Article Abstract: When it comes time to hire or promote, top executives routinely overvalue certain skills and traits while overlooking others. Intuitively, for example, they might seek out team players, people who shine operationally, dynamic public speakers, or those who are demonstrably hungry for greater responsibility. But some attributes that seem like good indicators of leadership potential are, paradoxically, just the reverse. Team players and those who excel operationally often make better seconds in command. Unfortunately, few organizations have the right procedures in place to produce complete and accurate pictures of their top prospects. Assessments are often based on hearsay, gossip, and casual observation. A new evaluation process will help you avoid that trap. Candidates are assessed by a group of people who have observed their behavior directly over time and in different circumstances. Subjects: Human behavior; Leadership; Management styles; Personal strategy & style; Succession planning Length: 7p 892X Title: Are You Picking the Right Leaders? (HBR OnPoint Enhanced Edition) Author(s): Sorcher, Melvin; Brant, James Publication Date: 02/01/2002 Product Type: HBR OnPoint Article Abstract: When it comes time to hire or promote, top executives routinely overvalue certain skills and traits while overlooking others. Intuitively, for example, they might seek out team players, people who shine operationally, dynamic public speakers, or those who are demonstrably hungry for greater responsibility. But some attributes that seem like good indicators of leadership potential are, paradoxically, just the reverse. Team players and those who excel operationally often make better seconds in command. Unfortunately, few organizations have the right procedures in place to produce complete and accurate pictures of their top prospects. Assessments are often based on hearsay, gossip, and casual observation. A new evaluation process will help you avoid that trap. Candidates are assessed by a group of people who have observed their behavior directly over time and in different circumstances. Subjects: Human behavior; Leadership; Management styles; Personal strategy & style; Succession planning Length: 10p List Price: $6.50 U0809C Title: Are You Prepared for Change? Author(s): Johnson, Lauren Keller Publication Date: 09/01/2008 Product Type: Harvard Management Update Article Abstract: "Be Prepared" isn't just the Boy Scout motto--it's a critical prerequisite for success in today's fastmoving, fast-changing business world. Prepared leaders anticipate change, envision the new opportunities change presents, and enable their organizations

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to seize those opportunities. This article focuses on the work of Bill Welter and Jean Egmon, authors of The Prepared Mind of a Leader: Eight Skills Leaders Use to Innovate, Make Decisions, and Solve Problems, to identify eight skills that are essential in preparing your mind to react positively to change. Learn how to use these skills to develop not only your own preparedness for change, but to develop and retain forward-looking talent in your organization. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p List Price: $4.50 C0602A Title: Are You Promoting Change--or Hindering It? Author(s): Fendt, Jacqueline Publication Date: 02/01/2006 Product Type: Harvard Management Communication Letter Article Abstract: Most organizations today are busy changing direction in some way. Successful change requires not only sound strategic and financial decisions, but also effective leadership communication. Yet, many leaders inadvertently undermine the very commitment to change that they seek to foster; their communication style, rather than inspiring trust, hope, and optimism, demoralizes the work force and, thus, diminishes their chances of success. Based on extensive research, the author proposes that most leaders fall into one of three major communication styles: cartel, aesthetic, or video game. By identifying one's dominant style and consciously adopting the strengths of the other styles, the author argues, a leader can become a Holistic Communicator-someone with the communication flexibility, consistency, and creativity to navigate an organization successfully through major change. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 Year New: 2006 U9610D Title: Are You Ready for an Executive Coach? Author(s): Williams, Monci J. Publication Date: 10/01/1996 Product Type: Harvard Management Update Article Abstract: In this age of customization, managers are benefiting from many services tailored to specific circumstances--including the ultimate educational service for managers: the executive coach. Proactive companies such as American Express, Corning,

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Organizational Behavior & Leadership


Hewlett-Packard, Morgan Stanley, and Philip Morris have begun to offer private coaching as part of leadership development. When contacting prospective coaches, the recipient should be mindful of confidentiality concerns at the outset and ask for an agreement about what a coach will tell the employer. And don't try this at home by yourself: Coaches discourage coaching yourself--most of us toss out the truths we most need to hear. Subjects: Executives; Management development Length: 2p List Price: $4.50 C0302D Title: Are You Ready to Get Serious About Networking? Author(s): Parker, Susan G. Publication Date: 02/01/2003 Product Type: Harvard Management Communication Letter Article Abstract: Although networking groups have been around for a long time, you might want to think about joining one. The knowledge you gain from a networking group may help you take your business to the next level. What sets networking groups apart from simple one-on-one networking is that members are explicitly expected to help one another generate business and offer business services. Learn how to find networking groups where you live. Includes the sidebar "Finding a Networking Group." Subjects: Communication; Communication strategy; Group dynamics; Interpersonal behavior Length: 3p List Price: $4.50 C0306D Title: Are You Standing in the Way of Your Own Success? Author(s): Morgan, Nick Publication Date: 06/01/2003 Product Type: Harvard Management Communication Letter Article Abstract: The way you stand could change your life. For businesspeople, stance is an important indicator of how deeply you are engaged with your job, how much you believe in what you are selling, and how confident you are that your company will survive. This insight and many more are at the heart of modern communications research. Read the 10 categories of behavior that you should monitor and improve to help you at work. Subjects: Communication; Communication in organizations; Communication strategy Length: 1p List Price: $4.50 R0511B Title: Are You Working Too Hard? A Conversation with Herbert Benson, M.D. Author(s): Benson, Herbert, M.D. Publication Date: 11/01/2005 Product Type: Harvard Business Review Article Abstract: Stress is an essential response in highly competitive environments. Before a race, before an exam, before an important meeting, your heart rate and blood pressure rise, your focus tightens, you become more alert and more efficient. But beyond a certain level, stress overloads your system, compromising your performance and, eventually, your health. So the question is: When does stress help and when does it hurt? To find out, HBR talked with Harvard Medical School professor Herbert Benson, M.D., founder of the Mind/Body Medical Institute. Having spent more than 35 years conducting worldwide research in the fields of neuroscience and stress, Benson is best known for his 1975 best seller The Relaxation Response, in which he describes how the mind can influence stress levels through such tools as meditation. His most recent research centers on what he calls "the breakout principle," a method by which stress is not simply reduced but carefully controlled so that you reap its benefits while avoiding its dangers. He describes a four-step process in which you first push yourself to the most productive stress level by grappling intently with a problem. Next, just as you feel yourself flagging, you disengage entirely by doing something utterly unrelated--going for a walk, petting a dog, taking a shower. In the third step, as the brain quiets down, activity paradoxically increases in areas associated with attention, space-time concepts, and decision making, leading to a sudden, creative insight--the breakout. Step four is achievement of a "new-normal state," in which you find that the improved performance is sustained, sometimes indefinitely. As counterintuitive as this research may seem, managers can doubtless recall times when they've had an "aha" moment at the gym, on the golf course, or in the shower. What Benson describes here is a way to tap into this invaluable biological tool whenever we want. Geographic Setting: China Subjects: NO SUBJECTS(KEYWORDS) Length: 6p Year New: 2005

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SMR278 Title: Are You a "Vigilant Leader"? Author(s): Day, George S.; Schoemaker, Paul J.H. Publication Date: 04/01/2008 Product Type: Case (Field) Abstract: Vigilant leaders are those who make a practice of being abundantly alert and deeply curious so that they can detect, and act on, the earliest signs of threat or opportunity. They seek to nurture equally vigilant employees by modeling such behavior and by providing incentives for managers to look for--and interpret--weak signals. While such icons as Andy Grove and Jack Welch exemplify vigilant CEOs, the trait remains in short supply. That is a conclusion the coauthors reached after surveying 119 global companies about their overall capacity for diligence. Among their findings: Just 23% of the businesses were run by CEOs who tried to pick up weak signals from the periphery. Most leaders, they theorize, rise to the top by demonstrating superior operational skills. To help leaders recognize and develop the habit of vigilance, the researchers examine in detail the three traits that characterize vigilant executives: focusing externally, applying strategic foresight and encouraging exploration by others. They also capture such leaders in action and provide examples in which a distinct lack of vigilance has led companies such as The Coca-Cola Co. to "miss the boat" by overlooking big opportunities. Companies like General Electric Co. and Johnson & Johnson have instituted systematic programs to instill employees with the qualities of vigilant leaders. The CEO of Denmark-based Novozymes A/S is curious, fast and enterprising, an attitude he nurtures in his workers. Organizations may encourage vigilant leadership by hiring specifically for it or by openly rewarding displays of it. Whatever strategy CEOs choose, the authors find that it is critical for them to set an example. After all, it is only through vigilance that companies can avoid hidden dangers--and discover opportunities ripe for innovation. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2008 92104 Title: Are You a Strategist or Just a Manager? Author(s): Hinterhuber, Hans H.; Popp, Wolfgang Publication Date: 01/01/1992 Product Type: Harvard Business Review Article Abstract: Successful managers are

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Organizational Behavior & Leadership


born with the potential to be good strategists, but they must develop their natural talents. CEOs and top management can help by identifying and promoting such talents in their employees. A questionnaire has been developed to help measure strategic management competence. Strategic managers provide subordinates with general guidelines, just as the Prussian military strategist Helmuth von Moltke issued directives to his officers. Outstanding entrepreneurs and managers create a corporate culture in which their vision, philosophy, and business strategies are implemented by employees who think independently. Subjects: Creativity; Leadership; Management philosophy; Management styles; Strategic planning Length: 9p U9809C Title: Are Your Employees Bowling Alone?: How to Build a Trusting Organization Author(s): Smith, Douglas Publication Date: 09/01/1998 Product Type: Harvard Management Update Article Abstract: From 1980 to 1993, the number of bowlers grew by 10%, while league membership shrank by 40%. In his widely read 1994 essay, "Bowling Alone: America's Declining Social Capital," sociologist Robert Putnam used this statistic as a metaphor for civic disengagement. Putnam was writing about civic society, but his observations apply to business as well. The same erosion of social cohesion and trust occurring in society at large operates in the corporate sector--affecting the work environment, productivity, and profits. This article suggest that a company's ability to promote cohesion, community spirit, and mutual accountability depends entirely on its leaders, and reveals the five identifying hallmarks shared by genuinely trusting organizations. Subjects: Human behavior; Leadership; Loyalty Length: 5p List Price: $4.50 72107 Title: Are Your Meetings Like This One? Author(s): Golde, Roger A. Publication Date: 01/01/1972 Product Type: Harvard Business Review Article Abstract: A case study of a meeting conducted by the general manager of a company with four subordinate executives illustrates common pitfalls in the management of meetings. Approximately 200 executives discussed the case as part of a videocassette workshop. The three dimensions of meetings that were developed and examined at the workshop are: clarification of purpose, classification of behavior patterns, and the effect of physical surroundings. Subjects: Group dynamics; HBR Case Discussions; Management communication Length: 10p C0101A Title: Are Your Presentations Inspiring? Publication Date: 01/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Many presentations are longwinded and simpleminded; few manage to say the right thing at the right time in the fewest possible words. One speech that did exactly that was John F. Kennedy's speech to the citizens of West Berlin in June of 1963. Kennedy's intent was to connect with the people of Berlin, to reassure them that they were not alone in spite of being isolated by the Berlin Wall. An analysis of Kennedy's brief but powerful speech reveals six lessons for making an impact on your audience: 1) write the speech yourself; 2) keep it simple and true; 3) meet the needs of the audience; 4) appeal to something larger than self-interest; 5) identify with your audience early on; and 6) repeat memorable phrases often. Subjects: Management communication Length: 3p List Price: $4.50 403131 Title: The Army Crew Team Author(s): Snook, Scott A.; Polzer, Jeffrey T. Publication Date: 01/31/2003 Revision Date: 03/30/2004 Product Type: Case (Field) Abstract: The coach of the varsity Army crew team at West Point assembled his top eight rowers into the first crew team and the second tier of rowers into the second team using objective data on individual performance. As the second boat continually beat the first boat in races, the coach attempted to discern the team dynamics causing these aberrant results. By using very clean, objective performance data, the case makes clear that a team can be more (or less) than the sum of its individual parts, but allows students to analyze the factors that make this true. Geographic Setting: New York, NY Industry Setting: Military Subjects: Conflict; Leadership; Performance measurement; Teams Length: 11p Supplementary Materials: Teaching Note, (404117), 22p, by Scott A. Snook,

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406P01 Title: Army Crew Team, Portuguese Version Author(s): Snook, Scott A.; Polzer, Jeffrey T. Publication Date: 01/31/2003 Revision Date: 03/30/2004 Product Type: LACC Case Abstract: The coach of the varsity Army crew team at West Point assembled his top eight rowers into the first crew team and the second tier of rowers into the second team using objective data on individual performance. As the second boat continually beat the first boat in races, the coach attempted to discern the team dynamics causing these aberrant results. By using very clean, objective performance data, the case makes clear that a team can be more (or less) than the sum of its individual parts, but allows students to analyze the factors that make this true. Geographic Setting: New York, NY Industry Setting: Military Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2007 493085 Title: Arne Elifson Author(s): Sloane, Carl S. Publication Date: 05/20/1993 Product Type: Case (Field) Abstract: Deals with issues of adult and career development at mid-life. Describes the career and personal history of an adult male, choice points in his life and career, and how he went about making critical choices. Focuses in particular on his decision at age 51 to abandon a successful career with a large corporation in order to gain greater personal freedom by purchasing and controlling his own smaller business. Teaching Purpose: Illustrates the relationship between adult development needs and career choices, particularly the role that career choice plays in contributing to or blocking adult development. Also illustrates a number of practical considerations in purchasing a business and in moving from a large to a small company environment. Geographic Setting: United States Event Year Start: 1960 Subjects: Careers & career planning; Entrepreneurship; Human behavior; Self evaluation Length: 9p 484085 Title: Arnheiter's Ninety-Nine Days Author(s): Kets de Vries, Manfred F.R.

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Organizational Behavior & Leadership


Publication Date: 04/09/1984 Product Type: Case (Library) Abstract: Describes the ninety-nine days during which Captain Arnheiter commanded the USS Vance, a destroyer escort radar ship assigned to patrol the South Vietnamese coast to intercept infiltrators. A number of irregular practices led to his removal. Highlights the relationship between personality, leadership, and pathology. Geographic Setting: United States Industry Setting: Military Event Year Start: 1965 Event Year End: 1966 Subjects: Human behavior; Interpersonal relations; Leadership Length: 14p 3638 Title: Art for Work: The New Renaissance in Corporate Collecting (Hardcover) Author(s): Jacobson, Marjory Publication Date: 10/18/1993 Product Type: HBS Press Book Abstract: The collaboration between art and business stretches back as far as Renaissance Italy, and in recent years has strengthened dramatically throughout the world. A growing number of corporate collections have come to rival those of museums; many contain masterpieces. In the uncertain economic times of the 1990s, why should corporations turn their workplaces into centers of cultural leadership? Marjory Jacobson's exhaustive research took her to thirty cities in eight countries to seek out the most innovative corporate patrons of contemporary art. Her conclusion: corporate patrons know the value of experiment, risk taking, and standard setting in business. Their art programs are a highly sophisticated management tool geared to enlightened self-interest. Beautifully illustrated, with more than 40 companies showcased, this book reveals not only how business has a vital role to play in the contemporary world, but also how art enhances the corporation: in selling an image in a competitive marketplace; in promoting corporate citizenship within increasingly demanding communities; and in experimenting with novel ways to educate and stimulate the workforce. Industry Setting: Architectural services industry; Arts administration Subjects: Arts administration; Business & society; Corporate culture; Creativity; Innovation; Management philosophy Length: 256p List Price: $75.00 2887 Title: Art of Business Negotiation (Paperback) Author(s): HBR Publication Date: 12/01/1989 Product Type: HBS Press Book Abstract: Whether you're dealing with labor unions or venture capitalists, superior negotiating skills are essential for successful managers. This paperback collection of Harvard Business Review articles includes a variety of selections on such topics as staying out of court, negotiating with bankers and unions, and making deals in foreign markets. HBR paperbacks are regularly revised with recent articles. Subjects: Conflict; Management communication; Managerial skills; Negotiations; Power & influence Length: 72p List Price: $19.95 U0411B Title: The Art of Developing Leaders at Kraft Author(s): Vishwanath, Vijay; Blenko, Marcia Publication Date: 11/01/2004 Product Type: Harvard Management Update Article Abstract: Of the handful of CEOs who were rumored last spring to be on the short list for the top job at Coca-Cola, three share strikingly similar backgrounds. Mattel's Robert Eckert, Hershey's Richard Lenny, and Gillette's Jim Kilts all cut their managerial teeth at Kraft General Foods. That's no coincidence. During the past two decades, Kraft General Foods has been a prodigious producer of big cheeses. The secret lies in Kraft's management development process. Although the company does have a formal program for training leaders, for the most part, executive development takes place on the job and, more important, for the job. Read more about why Kraft has produced so many corporate leaders and what you can learn from its success. Subjects: Leadership; Management development; Management philosophy; Managerial skills Length: 3p List Price: $4.50 Year New: 2004 7197BN Title: The Art of Effective Leadership Collection Publication Date: 04/28/2004 Product Type: Management Program Abstract: This specially priced collection challenges the conventional wisdom surrounding leadership and reminds us that great leadership is not only about the mind, but the heart, and offers insights that could change the way you interact with others in every aspect of your life. This four-volume set includes:

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"Primal Leadership: Learning to Lead with Emotional Intelligence" (paperback), drawing from decades of research within world-class organizations, Daniel Goleman, Richard Boyatzis, and Annie McKee show that great leaders excel not just through skill and smarts, but by connecting with others using EI competencies like empathy and selfawareness; "Changing Minds: The Art and Science of Changing Our Own Mind and Other People's Minds" (hardcover), wherein Harvard psychologist Howard Gardner offers an original framework for understanding exactly what happens during the course of changing a mind-and how to influence that process; "The 180-Degree Turnaround" (HBR OnPoint collection), which tells us that firms edging closer to the brink of failure-marked by finger pointing, turf protecting, and paralysis--should initiate a psychological turnaround by restoring people's confidence in themselves and each other; and "Remember Who You Are: Life Stories That Inspire the Heart and Mind," wherein the author gathers lessons on balancing the personal and professional responsibilities of leadership from faculty members of Harvard Business School. This perceptive collection will improve your understanding of effective leadership--all at a savings of more than 10% off the individual prices. Subjects: Interpersonal behavior; Leadership; Management of change; Management styles; Managerial skills; Organizational behavior; Organizational learning List Price: $69.95 Year New: 2004 SMR178 Title: The Art of Making Change Initiatives Stick Author(s): Roberto, Michael A.; Levesque, Lynne C. Publication Date: 07/01/2005 Product Type: SMR Article Abstract: Too many managers are burned out on strategic change. They have lived through the scenario in which the CEO announces a bold initiative designed to lift performance dramatically. The initiative calls for sweeping changes in the company's processes, systems, and culture--and large resource investments. Despite some short-term gains, it's common for the organization to slip back into old ways of doing things. Argues for a system that enables change initiatives to stick. Uses a detailed case study (a disguised large clothing retailer) to demonstrate what it takes to produce sustainable changes in processes, behavior, or performance. Uncovers four

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Organizational Behavior & Leadership


critical processes--chartering, learning, mobilizing, and realigning--that pave the way for successful institutionalization of a strategic change initiative. The elements rely much more on an understanding of the mix of task-related, emotional, and behavioral factors than is fashionable in today's metrics-driven environment. Also highlights the study's divergence from conventional wisdom about programmatic change, arguing that managers need to set in motion a series of processes right at the start if widespread changes are to stick. Industry Setting: Apparel industry; Retail industry Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2005 U9811B Title: The Art of Managing Virtual Teams: Eight Key Lessons Author(s): Wardell, Charles Publication Date: 11/01/1998 Product Type: Harvard Management Update Article Abstract: A company's ability to seize an opportunity often depends on how fast it can field a team of talented individuals, wherever they may be. That puts a big premium on the skills of virtual management--the ability to run a team whose members are not in the same location, don't report to you, and may not even work for your company. Methodologies for managing virtual teams are still pretty rare, but the subject is being studied extensively. This article provides eight key lessons from authorities on virtual management. Subjects: Organizational change; Teams; Virtual communities Length: 2p List Price: $4.50 1677 Title: The Art of Middle Management: How to Outperform Your Company's-and Your Own--Expectations (HBR OnPoint Executive Edition) Author(s): Stewart, Thomas A.; Edelman, Russ; Hiltabiddle, Tim; Gosling, Jonathan; Mintzberg, Henry; Kanter, Rosabeth Moss; Gabarro, John J.; Kotter, John P.; Bruch, Heike; Ghoshal, Sumantra; Matta, Nadim F.; Ashkenas, Ronald N.; Rich, Stanley R.; Gumpert, David E.; Buckingham, Marcus; Morison, Robert; Erickson, Tamara; Dychtwald, Ken; Ibarra, Herminia Publication Date: 11/14/2006 Product Type: HBR Newsstand Special Issue Abstract: Middle managers are the backbone of most organizations--the ones typically charged with executing the plans made by the C-suite. They have to motivate their teams, provide honest feedback to top-level managers, and are often closer to the customer and the customer's concerns than others in the organization. Middle managers are critical to the success of a company. But it can be difficult to manage effectively when you must answer both up and down--and when you aspire to keep moving up yourself. This Harvard Business Review OnPoint Executive Edition centers on how to excel and add value in this key role. It provides tactics you will need to succeed but also, more generally, illuminates the art of being a truly effective middle manager while simultaneously striving to advance in the organization The articles in this issue include "The Five Minds of a Manager," by Jonathan Gosling and Henry Mintzberg; "The Middle Manager as Innovator," by Rosabeth Moss Kanter; "Managing Your Boss," by John J. Gabarro and John P. Kotter (an HBR Classic); "What Great Managers Do," by Marcus Buckingham; "How to Stay Stuck in the Wrong Career," by Herminia Ibarra; and an HBR Case Study on whether or not a nice guy can make it to the C-suite. Subjects: NO SUBJECTS(KEYWORDS) Length: 136p Year New: 2006 7706 Title: The Art of Possibility: Transforming Professional and Personal Life (Hardcover) Author(s): Zander, Rosamund Stone; Zander, Benjamin Publication Date: 08/28/2000 Product Type: HBS Press Book Abstract: The Art of Possibility offers a set of breakthrough practices for creativity in all human enterprises. This inspirational book is a synthesis of Rosamund Stone Zander's knowledge of cutting-edge psychology and Benjamin Zander's experiences as the conductor of the Boston Philharmonic Orchestra. Infused with the energy of their dynamic partnership, the book joins together Ben's extraordinary talent as a mover and shaker, teacher, and communicator with Rosamund's genius for creating innovative paradigms for personal and professional fulfillment. In lively counterpoint, the authors provide us with a deep sense of the powerful role that the notion of possibility can play in every aspect of our lives. The Zanders' deceptively simple practices are based on two premises: that life is composed as a story ("it's all invented") and that, with new definitions, much more is

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possible than people ordinarily think. The book shifts our perspective with uplifting stories, parables, and anecdotes. From "Giving an A" to the mysterious "Rule Number 6" to "Leading from Any Chair"-the account of Ben's stunning realization that the conductor/leader's power is directly linked to how much greatness he is willing to grant to others--each practice offers an opportunity for personal and organizational transformation. Subjects: Creativity; Leadership Length: 224p List Price: $24.00 4332 Title: Articulate Executive: Orchestrating Effective Communication (Hardcover) Author(s): Bartolome, Fernando, ed. Publication Date: 10/20/1993 Product Type: HBS Press Book Abstract: This collection of articles illustrates the powerful connections between effective communication and effective leadership in the information age. In addition to providing guidelines for the mechanics--improving writing skills, presenting plans, conducting interviews, and holding meetings--the book emphasizes the variables beneath the surface, such as nonverbal cues and personal agendas, which have at least as great an impact on how messages are received and acted upon as they travel up, down, and across the organization. This collection features bestselling Harvard Business Review authors, such as Chris Argyis, Chester Burger, and Anthony Jay, and an introductory essay by Fernando Bartolome, who describes the challenges of achieving effective communication in diverse organizations. Subjects: Careers & career planning; Communication; Interpersonal relations; Leadership; Management communication Length: 240p List Price: $29.95 2682 Title: Articulate Executive: Improving Written, Interpersonal, and Group Communication (Paperback) Publication Date: 12/01/1989 Product Type: HBS Press Book Abstract: Learn how to improve your written, interpersonal, and group communications. This paperback offers outstanding, best-selling Harvard Business Review articles on business communication. The sections of the book deal with one-on-one oral communication (including a selection on effectively interviewing managementlevel job candidates), business writing, and group communication dynamics. HBR paperbacks are regularly revised

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Organizational Behavior & Leadership


with recent articles. Subjects: Group behavior; Interpersonal relations; Management communication Length: 58p List Price: $19.95 908M54 Title: The Ascendance of AirAsia: Building a Successful Budget Airline in Asia Author(s): Doh, Jonathan P.; Lawton, Thomas Publication Date: 10/23/2008 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: In September 2001, Tony Fernandes left his job as vice president and head of Warner Music's Southeast Asian operations. He reportedly cashed in his stock options, took out a mortgage on his house, and lined up investors to take control of AirAsia, a struggling Malaysian airline. Three days later, terrorists destroyed the World Trade Center. Despite the negative aftermath of the 9-11 attacks, by 2003, AirAsia had demonstrated that the low-fare model epitomized by Southwest and JetBlue in the United States, and by Ryanair and easyJet in Europe, had great potential in the Asian marketplace. Now, Fernandes had to make plans to ensure that AirAsia maintained its momentum while considering the influx of new entrants into the low-fare segment of the airline industry in Asia. Geographic Setting: Asia Industry Setting: Airline industry Subjects: NO SUBJECTS(KEYWORDS) Length: 15p 9-408-S05 Title: Asda (A), Spanish Version Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Revision Date: 05/06/1998 Product Type: LACC Case Abstract: In the mid-1980s, Asda was one of the most successful retail companies in the United Kingdom. By 1991, the chain of 200 grocery stores had a lack of direction, a demoralized workforce, declining profits, rising debt, collapsing stock price, and was facing bankruptcy. This case describes the company's downfall and introduces Archie Norman, a young, highly talented chief executive, hired to restore the company. Geographic Setting: United Kingdom Industry Setting: Grocery stores; Retail industry Number of Employees: 70,000 Gross Revenues: $8 billion revenues Subjects: NO SUBJECTS(KEYWORDS) Length: 19p Year New: 2007 498005 Title: Asda (A) Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Revision Date: 05/06/1998 Product Type: Case (Field) Abstract: In the mid-1980s, Asda was one of the most successful retail companies in the United Kingdom. By 1991, the chain of 200 grocery stores had a lack of direction, a demoralized workforce, declining profits, rising debt, collapsing stock price, and was facing bankruptcy. This case describes the company's downfall and introduces Archie Norman, a young, highly talented chief executive, hired to restore the company. May be used with: (498007) Asda (B). Geographic Setting: United Kingdom Industry Setting: Grocery stores; Retail industry Number of Employees: 70,000 Gross Revenues: $8 billion revenues Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom Length: 15p Supplementary Materials: Supplement (Field), (498006), 3p, by Michael Beer, James B. Weber; Supplement (Field), (498008), 5p, by Michael Beer, James B. Weber; Teaching Note, (498033), 19p, by Michael Beer, James B. Weber; Case Video, (499506), 31 min, by Michael Beer, James B. Weber; Case Video, (499507), 13 min, by Michael Beer, James B. Weber; Case Video, (400503), 14 min, by Asda; Case Video, DVD, (499508), 31 min, by Michael Beer, James B. Weber; Case Video, Streaming, (1-279-5), 31 min, by Michael Beer, James B. Weber 498006 Title: Asda (A1) Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Revision Date: 05/01/1998 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (498005) Asda (A); (1-279-5) Asda: An Interview with Archie Norman and Allan Leighton, April 1998, Video (Streaming). Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom Length: 3p Supplementary Materials: Teaching

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Note, (498033), 19p, by Michael Beer, James B. Weber; Case Video, (499506), 31 min, by Michael Beer, James B. Weber; Case Video, (499507), 13 min, by Michael Beer, James B. Weber; Case Video, (400503), 14 min, by Asda; Supplement (Field), (498007), 22p, by Michael Beer, James B. Weber; Supplement (Field), (498008), 5p, by Michael Beer, James B. Weber 9-408-S36 Title: Asda (A1), Spanish Version Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Product Type: LACC Supplement Abstract: Supplements the (A) case. Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: NO SUBJECTS(KEYWORDS) Length: 4p 498007 Title: Asda (B) Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Revision Date: 05/06/1998 Product Type: Supplement (Field) Abstract: Describes Archie Norman's efforts over a five-year period to turn around the company by regaining financial control, delivering management, creating experimental projects where individuals felt free to innovate, instituting a back-to-roots strategy that put customers first, and creating a culture characterized by high involvement of employees and fast innovation and implementation of new ideas. Must be used with: (498006) Asda (A1). May be used with: (498005) Asda (A). Geographic Setting: United Kingdom Industry Setting: Grocery stores; Retail industry Number of Employees: 70,000 Gross Revenues: $8 billion revenues Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom Length: 22p Supplementary Materials: Teaching Note, (498033), 19p, by Michael Beer, James B. Weber; Case Video, (499506), 31 min, by Michael Beer, James B. Weber; Case Video, (499507), 13 min, by Michael Beer, James B. Weber; Case Video, (400503), 14 min, by Asda 9-408-S37 Title: Asda (B), Spanish Version Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Product Type: LACC Supplement

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Organizational Behavior & Leadership


Abstract: Describes Archie Norman's efforts over a five-year period to turn around the company by regaining financial control, delivering management, creating experimental projects where individuals felt free to innovate, instituting a back-to-roots strategy that put customers first, and creating a culture characterized by high involvement of employees and fast innovation and implementation of new ideas. Geographic Setting: United Kingdom Industry Setting: Grocery stores; Retail industry Number of Employees: 70,000 Gross Revenues: $8 billion revenues Subjects: NO SUBJECTS(KEYWORDS) Length: 26p 498008 Title: Asda (C) Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Revision Date: 05/01/1998 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (498005) Asda (A); (1-279-5) Asda: An Interview with Archie Norman and Allan Leighton, April 1998, Video (Streaming). Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom Length: 5p Supplementary Materials: Teaching Note, (498033), 19p, by Michael Beer, James B. Weber; Case Video, (499506), 31 min, by Michael Beer, James B. Weber; Case Video, (499507), 13 min, by Michael Beer, James B. Weber; Case Video, (400503), 14 min, by Asda 9-408-S38 Title: Asda (C), Spanish Version Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Product Type: LACC Supplement Abstract: Supplements the (A) case. Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: NO SUBJECTS(KEYWORDS) Length: 5p 499507 Title: Asda: Allan Leighton with the Advanced Management Program, May 31,1997, Video Author(s): Beer, Michael; Weber, James B. Publication Date: 06/01/1999 Product Type: Case Video Abstract: Allan Leighton of the Asda Group addresses an executive education class at Harvard Business School after a discussion of the Asda case series. Must be used with: (498005) Asda (A); (498006) Asda (A1); (498007) Asda (B); (498008) Asda (C). Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom Length: 13 min List Price: $150.00 499506 Title: Asda: An Interview with Archie Norman and Allan Leighton, April 1998, Video Author(s): Beer, Michael; Weber, James B. Publication Date: 06/01/1999 Product Type: Case Video Abstract: Archie Norman and Allan Leighton discuss the transformation of Asda. Provides a follow-up to the Asda case series. Must be used with: (498005) Asda (A); (498006) Asda (A1); (498007) Asda (B); (498008) Asda (C). Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom Length: 31 min List Price: $150.00 499508 Title: Asda: An Interview with Archie Norman and Allan Leighton, April 1998, Video (DVD) Author(s): Beer, Michael; Weber, James B. Publication Date: 06/01/1999 Product Type: Case Video, DVD Abstract: Archie Norman and Allan Leighton discuss the transformation of Asda. Provides a follow-up to the Asda case series. Must be used with: (498005) Asda (A). Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: NO SUBJECTS(KEYWORDS) Length: 31 min Year New: 2005 400503 Title: Asda: Company Video Author(s): Asda Publication Date: 08/01/1999 Product Type: Case Video Abstract: Shows a series of brief clips from Asda News and other internal informational videos widely distributed to Asda employees. The clips show various activities discussed in the cases, including Asda Way of Communicating,

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National Colleague Circle, and huddles. Video supports the Asda case series but is most useful with Asda (B). Must be used with: (498005) Asda (A); (498006) Asda (A1); (498007) Asda (B); (498008) Asda (C). Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom Length: 14 min List Price: $150.00 393004 Title: Ashland Oil, Inc.: Fire Aboard the M/V Jupiter Author(s): Livesey, Sharon M. Publication Date: 11/20/1992 Product Type: Case (Field) Abstract: Describes how Ashland Oil Co. handled a major gasoline fire aboard one of its tankers at Bay City, MI. The objective is to introduce students to crisis management. In particular, focuses on relationship building with the press, community, and government agencies. Geographic Setting: Bay City, MI Industry Setting: Petroleum industry Company Size: Fortune 500 Gross Revenues: $10 billion revenues Subjects: Communication strategy; Community relations; Environmental protection; Management of crises; Petroleum; Public relations Length: 18p 73106 Title: Asinine Attitudes Toward Motivation Author(s): Levinson, Harry Publication Date: 01/01/1973 Product Type: Harvard Business Review Article Abstract: American management attempts to motivate employees through the carrot-and-stick approach. According to the Great Jackson Fallacy executives unconsciously envision themselves as manipulators and controllers, and their subordinates as jackasses chasing the carrot. This attitude can place severe strain on management/employee relations and lead to employee inefficiency and low productivity. Executives should change their attitudes toward subordinates in order to ensure effective job performance. Subjects: Employee attitude; Leadership; Motivation; Organizational structure; Personnel management Length: 6p SKE067 Title: Asociacion Chilena de Seguridad (ACHS) Author(s): Koljatic, Mladen; Silva, Monica

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Organizational Behavior & Leadership


Publication Date: 07/23/2005 Product Type: Case (Field) Abstract: Outlines the history of the Asociacion Chilena de Seguridad (ACHS), a nonprofit organization dedicated to the prevention, treatment, and rehabilitation of work-related accidents and illnesses. ACHS is part of the Chilean system of "workers insurance organizations," known generically as "mutuales." By law, these organizations may not be administered directly or indirectly by any for-profit company. At the end of 2003, ACHS administered seven hospitals, 27 clinics, and 70 medical centers throughout Chile. However, due to efficiency in accident prevention and advancements in medical treatment, hospital infrastructure far exceeded demand. To deal with this problem, ACHS is reviewing a possible alliance with one of its competitors. Focuses on this dilemma, along with the pending succession of the organization's president, who has led for 45 years. Illustrates the delicate balance between pursuing financial goals and remaining loyal to the organization's mission. Geographic Setting: Chile; Latin America Industry Setting: Insurance industry; Nonprofit Gross Revenues: $165 million revenues Event Year Start: 2003 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 23p Supplementary Materials: Teaching Note, (SKE068), 12p, by Mladen Koljatic, Monica Silva Year New: 2006 SKS058 Title: Asociacion Chilena de Seguridad (ACHS), Spanish Version Author(s): Koljatic, Mladen; Silva, Monica Publication Date: 07/23/2005 Product Type: LACC Case Abstract: Outlines the history of the Asociacion Chilena de Seguridad (ACHS), a nonprofit organization dedicated to the prevention, treatment, and rehabilitation of work-related accidents and illnesses. ACHS is part of the Chilean system of "workers insurance organizations," known generically as "mutuales." By law, these organizations may not be administered directly or indirectly by any for-profit company. At the end of 2003, ACHS administered seven hospitals, 27 clinics, and 70 medical centers throughout Chile. However, due to efficiency in accident prevention and advancements in medical treatment, hospital infrastructure far exceeded demand. To deal with this problem, ACHS is reviewing a possible alliance with one of its competitors. Focuses on this dilemma, along with the pending succession of the organization's president, who has led for 45 years. Illustrates the delicate balance between pursuing financial goals and remaining loyal to the organization's mission. Geographic Setting: Chile; Latin America Industry Setting: Insurance industry; Nonprofit Gross Revenues: $165 million revenues Event Year Start: 2003 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 23p Supplementary Materials: LACC Teaching Note, (SKS057), 12p, by Mladen Koljatic, Monica Silva C0007D Title: Asserting Yourself: How to Say "No" and Mean It Author(s): Saunders, Rebecca Publication Date: 07/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Many senior executives find it difficult to be assertive. Rather, they'll ignore the poor performance of a senior staff member, say "yes" to a team decision they know has no chance of working, and even do their own clerical work rather than delegate it to a hottempered assistant who is likely to make a fuss. You can conquer this nonassertive behavior by making a commitment to change that behavior, learning to think of yourself positively, and developing a plan that helps you play to your strengths. The article includes a self-assessment: "How Assertive Are You?" Subjects: Communication; Management communication; Personal strategy & style; Power & influence Length: 3p List Price: $4.50 12163 Title: Assess Your Own Performance as a Leader (HBR Article Collection) Author(s): Kaufman, Stephen P. Publication Date: 10/01/2008 Product Type: HBR OnPoint Collection Abstract: When top executives stumble, they risk taking their companies down with them. How can you stay steady on your feet, so you keep delivering highquality leadership? Feedback. But getting feedback on your own performance isn't easy. The higher you

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climb on the corporate ladder, the harder it is to get candid input from colleagues uneasy about criticizing a peer. Few direct reports feel safe telling the boss uncomfortable truths about his performance. And members of the board often focus exclusively on executives' ability to deliver financial results; directors may ignore additional essential skills of leadership, such as strategy execution and talent management. For all these reasons, you'll have to proactively generate the information you need to spot and address weak areas. For example, set up a formal process for board members to evaluate you on all the skills crucial to exceptional leadership. And learn how to identify problematic behaviors in yourself--so you can take action immediately. Take charge in these ways, and you tackle your weaknesses before they can tackle you. Subjects: NO SUBJECTS(KEYWORDS) Length: 32p List Price: $17.95 494015 Title: Aston-Blair, Inc. Author(s): Gabarro, John J. Publication Date: 07/27/1993 Revision Date: 10/15/2004 Product Type: Case (Gen Exp) Abstract: Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. A rewritten version of an earlier case. Geographic Setting: Midwestern United States Industry Setting: Metals Company Size: large Gross Revenues: $400 million sales Subjects: Group dynamics; Interdepartmental relations; Interpersonal relations; Leadership; Metals Length: 9p 378032 Title: Audience Awareness: Strategy and Tone Author(s): Newman, Ruth G. Publication Date: 08/01/1977 Product Type: Note Abstract: Considers the importance of considering the audience before composing a report. Audience awareness determines what to say and how to say it.

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Organizational Behavior & Leadership


Subjects: Communication Length: 3p 111AU Title: Audio Set #1, Leadership & Change Publication Date: 09/14/1998 Product Type: HBR Audio Abstract: This specially priced audio set offers insights from leading thinkers including John P. Kotter, Henry Mintzberg, and Jerry Porras that will help you find, nurture, and empower leaders to achieve success and effectively manage in a constantly changing business environment. It includes the following Harvard Business Review fulltext articles: Leading Change: Why Transformation Efforts Fail, Why Change Programs Don't Produce Change, Reaching and Changing Frontline Employees, Why Do Employees Resist Change?, What Leaders Really Do, The Manager's Job: Folklore and Fact, Building Your Company's Vision, and The Executive As Coach. Subjects: Employee development; Leadership; Management of change; Managers; Power & influence List Price: $44.95 2172BC Title: Authentic Followership: Being a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter Abstract: If leadership is a relationship, as the authors suggest, then followers also have a vital part to play. This chapter addresses the elements of effective leadership identified as most important to followers. May be used with: (2163BC) Be Yourself--More--with Skill: How to Be a More Effective Leader; (2164BC) Know and Show Yourself--Enough: How to Be a More Effective Leader; (2165BC) Introduction: Why Should Anyone Be Led by You?; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read--and Rewrite-The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic--but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate--with Care: How to Be a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential. Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $6.95 Year New: 2006 1483C Title: Authentic Leadership Author(s): George, William W. Publication Date: 12/01/2006 Product Type: Faculty Seminar Video Medium: CD-ROM Abstract: What is authentic leadership? How can you become and remain an authentic leader? In this timely presentation, Professor William George outlines what it means to be a leader. Leadership is not about style or emulating another leader. It's about responsibility and stewardship. A true leader appeals not only to people's minds, but to their hearts, as leaders demonstrate through their vision and values. Subjects: NO SUBJECTS(KEYWORDS) Length: 50 min Year New: 2006 2668CD Title: Authenticity: Are You Delivering What Consumers Want? Featuring B. Joseph Pine II and James Gilmore, coauthors of Authenticity: What Consumers Really Want, A Harvard Business School Publishing Best Practice Briefing CD, Single User Author(s): Pine, B. Joseph, II; Gilmore, James Publication Date: 12/06/2007 Product Type: Conference Audio Abstract: Contrived. Disingenuous. Phony. Inauthentic. Do your customers use any of these words to describe what you sell--or how you sell it? If so, welcome to the club. Inundated by fakes and sophisticated counterfeits, people increasingly see the world in terms of real or fake. They would rather buy something real from someone genuine rather than something fake from some phony. When deciding to buy, consumers judge an offering's (and a company's) authenticity as much as--if not more than--price, quality, and availability. In this, 90-minute Best Practice Briefing, consumer behavior experts Joe Pine and Jim Gilmore explain why your company must grasp, manage, and excel at rendering authenticity in order to trounce rivals. Through examples from a wide array of industries as well as government, nonprofit, education, and religious sectors, they will show how to manage customers' perception of authenticity by: recognizing how businesses "fake it"; appealing to the five different genres of authenticity; charting how to be "true to self" and what you say you are; and crafting and implementing business strategies for rendering authenticity.

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Pine and Gilmore, known for being insightful and ahead-of-the-curve on consumer trends, are the first to explore what authenticity really means for your business and how you can approach it both thoughtfully and thoroughly. Subjects: NO SUBJECTS(KEYWORDS) Length: 90 min List Price: $129.00 Year New: 2007 R0803Z Title: Authenticity: Is It Real or Is It Marketing? (Commentary for HBR Case Study) Author(s): Weinberger, David; Weindruch, Bruce; Arnold, Gillian; Gilmore, James H.; Pine II, B. Joseph; Brackett, Glenn Publication Date: 03/01/2008 Product Type: Harvard Business Review Article Abstract: Marty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an authenticity-based campaign can be effective--but only if it's truly drawn from history. Marketers like Marty often remember their organization's past in a golden haze. Weindruch recommends exploring old engineering drawings, ads, and product photos in order to understand what customers and employees really valued back in the day. Gillian Arnold, a consultant to luxury fashion and fine jewelry brands, thinks Marty's approach is right: People in key marketing posts must be passionate about their products and know them inside and out. She argues that the CEO needs to commit more fully to the new campaign and address the significant gap between the staff and the brand. James H. Gilmore and B. Joseph Pine II, the cofounders of Strategic Horizons, point out that Hunsk needs to manage customers' perceptions rather than trying to be a "real company" or forming a management team whose personal interests match the brand. People purchase a product if it conforms to their self-image; that alone determines the brand's authenticity. Glenn Brackett of Sweetgrass Rods, a maker of bamboo fly-fishing rods, says Marty seems to be one of the few people who understand Hunsk motorcycles. If employees bring

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Organizational Behavior & Leadership


blood, sweat, heart, and soul to a product, it will manifest that spirit, and customers will line up for it. May be used with: (R0803X) Authenticity: Is It Real or Is It Marketing? (HBR Case Study). Industry Setting: Motorcycle Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2007 R0803A Title: Authenticity: Is It Real or Is It Marketing? (HBR Case Study and Commentary) Author(s): Weinberger, David; Weindruch, Bruce; Arnold, Gillian; Gilmore, James H.; Pine II, B. Joseph; Brackett, Glenn Publication Date: 03/01/2008 Product Type: Harvard Business Review Article Abstract: Marty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an authenticity-based campaign can be effective--but only if it's truly drawn from history. Marketers like Marty often remember their organization's past in a golden haze. Weindruch recommends exploring old engineering drawings, ads, and product photos in order to understand what customers and employees really valued back in the day. Gillian Arnold, a consultant to luxury fashion and fine jewelry brands, thinks Marty's approach is right: People in key marketing posts must be passionate about their products and know them inside and out. She argues that the CEO needs to commit more fully to the new campaign and address the significant gap between the staff and the brand. James H. Gilmore and B. Joseph Pine II, the cofounders of Strategic Horizons, point out that Hunsk needs to manage customers' perceptions rather than trying to be a "real company" or forming a management team whose personal interests match the brand. People purchase a product if it conforms to their self-image; that alone determines the brand's authenticity. Glenn Brackett of Sweetgrass Rods, a maker of bamboo fly-fishing rods, says Marty seems to be one of the few people who understand Hunsk motorcycles. If employees bring blood, sweat, heart, and soul to a product, it will manifest that spirit, and customers will line up for it. Industry Setting: Motorcycle Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2007 R0803X Title: Authenticity: Is It Real or Is It Marketing? (HBR Case Study) Author(s): Weinberger, David Publication Date: 03/01/2008 Product Type: Harvard Business Review Article Abstract: Marty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an authenticity-based campaign can be effective--but only if it's truly drawn from history. Marketers like Marty often remember their organization's past in a golden haze. Weindruch recommends exploring old engineering drawings, ads, and product photos in order to understand what customers and employees really valued back in the day. Gillian Arnold, a consultant to luxury fashion and fine jewelry brands, thinks Marty's approach is right: People in key marketing posts must be passionate about their products and know them inside and out. She argues that the CEO needs to commit more fully to the new campaign and address the significant gap between the staff and the brand. James H. Gilmore and B. Joseph Pine II, the cofounders of Strategic Horizons, point out that Hunsk needs to manage customers' perceptions rather than trying to be a "real company" or forming a management team whose personal interests match the brand. People purchase a product if it conforms to their self-image; that alone determines the brand's authenticity. Glenn Brackett of Sweetgrass Rods, a maker of bamboo fly-fishing rods, says Marty seems to be one of the few people who understand Hunsk motorcycles. If employees bring blood, sweat, heart, and soul to a product, it will manifest that spirit, and customers will line up for it. May be used with: (R0803Z) Authenticity: Is It Real or Is It Marketing? (Commentary for HBR Case Study). Industry Setting: Motorcycle Subjects: NO

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B0503C Title: Automating Strategic Management: Hilton Hotels' Innovative InFocus System Author(s): Winkler, Carole A. Publication Date: 03/15/2005 Product Type: Balanced Scorecard Report Article Abstract: Hilton Hotels' string of successes reflects its evolution as a strategy-focused organization--and the evolution of the systems and processes supporting its strategic management activities. This early adopter of the Balanced Scorecard (1997) and inaugural member of the Balanced Scorecard Hall of Fame (2000) has taken strategy execution to a whole new level with its new InFocus system. Industry Setting: Hotel industry Subjects: Balanced scorecard; Hotels & motels; Strategic planning; Strategy implementation Length: 3p List Price: $9.50 Year New: 2005 404003 Title: Aventis SA (A): Planning for a Merger Author(s): Margolis, Joshua D.; Knoop, Carin-Isabel Publication Date: 06/18/2004 Product Type: Case (Field) Abstract: Eight executives at Hoechst and Rhone-Poulenc must make four crucial decisions on the eve of merging their companies to become Aventis-what would become the world's third largest pharmaceutical firm. In addition to formulating a vision and strategy, the two firms must plot their intensified efforts in the U.S. market, pick a leader, and choose between two approaches to research and development. The merger represents the ongoing efforts of the two predecessor companies to remake themselves into life science companies. They face a range of pressures, from falling prices and intensifying demands on R&D for blockbuster pharmaceuticals to union opposition to the merger, skepticism from research analysts, and regulatory scrutiny. Amid these pressures, they must combine national and corporate cultures, merge into a single entity, and deliver the promised synergies. Concludes with a surprising development, when one of Hoechst's major shareholders objects to the merger. Geographic Setting: France; Germany; United States Industry Setting: Pharmaceutical

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Organizational Behavior & Leadership


industry Number of Employees: 80,000 Gross Revenues: $14 billion revenues Subjects: Corporate culture; Global Research Group; Mergers; Multinational corporations; Organizational behavior; Organizational design; Pharmaceuticals; Strategy formulation; Vision Length: 27p Supplementary Materials: Supplement (Field), (404108), 8p, by Joshua D. Margolis, Carin-Isabel Knoop Year New: 2004 404108 Title: Aventis SA (B): A Company Is Born Author(s): Margolis, Joshua D.; Knoop, Carin-Isabel Publication Date: 06/18/2004 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (404003) Aventis SA (A): Planning for a Merger. Industry Setting: Pharmaceutical industry Subjects: Corporate culture; Global Research Group; Mergers; Multinational corporations; Organizational behavior; Organizational design; Pharmaceuticals; Strategy formulation; Vision Length: 8p Year New: 2004 R0704G Title: Avoiding Integrity Land Mines Author(s): Heineman, Ben W Publication Date: 04/01/2007 Product Type: Harvard Business Review Article Abstract: How does a large multinational keep thousands of employees, operating in hundreds of countries, honest in a high-pressure business environment? As the chief legal officer at General Electric for nearly 20 years, Ben Heineman was part of the senior management group that sought to do just that--to make sure its executives and employees are moved to do the right thing as strongly as they are motivated to make their numbers. Heineman describes a set of systems that combine the communication of clear expectations with oversight, deterrence, and incentives. Nowhere are the expectations higher--and the sanctions more powerful--than for top executives. Heineman recounts example after example of senior leaders terminated for ethical lapses even when the business consequences of doing so were painful-and even when they had no direct knowledge of the violations occurring on their watch. To make expectations clear throughout the company, GE has systematically sought to set uniform standards that stay well ahead of current legal developments and stakeholders' changing attitudes about corporate accountability. Responsibility for implementing those standards, which are embedded in GE's operating practices, rests with the business leaders in the field. Oversight is both methodical and multifaceted. A host of auditing and assessment systems enables GE to compare the performance of its various business units against one another and against industry benchmarks. Perhaps the most powerful is the company's ombudsman system, which doesn't just allow but requires employees to lodge concerns. Failures to report into the system or up the line, or retaliation in any form, are firing offenses. The current intense focus on board-level governance has missed the point, Heineman argues. It is time to shift the debate from board oversight of the CEO to how top company leaders can most effectively infuse integrity at all levels of the corporation. Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2007 C0009E Title: Avoiding Nonverbal Blunders Publication Date: 09/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Many a cleverly-worded speech has gone down in flames because of some visual problem. What are some of the most common pitfalls to avoid?: 1) Not making eye contact; 2) Being defensive; 3) Doing the PowerPoint shuffle; 4) Doing the random walk; and 5) Making every statement sound like a question. Subjects: Communication; Management communication; Personal strategy & style Length: 1p List Price: $4.50 C0105D Title: Avoiding PR Disasters Author(s): Gossett, Steve Publication Date: 05/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Companies that try to figure out how to respond to a media relations crisis after it's occurred will find themselves playing catch-up long after everyone stops caring. With some careful planning and preparation, it doesn't have to be that way. Some keys: Be absolutely honest, convey empathy with authority, and get authoritative--and effective--company representatives out in front of the media. And don't let crises take you by surprise--prepare your

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company by having a crisis plan in place. Subjects: Management of crises; Public relations Length: 2p List Price: $4.50 SMR131 Title: Avoiding Repetitive Change Syndrome Author(s): Abrahamson, Eric Publication Date: 12/01/2004 Product Type: SMR Article Abstract: Most management advice today--whether it's from books or articles, prescribed in courses or by consultants--says that change is good and more change is better. Advice on how to change varies quite a bit, but it has three features in common: "Creative destruction" is its motto. "Change or perish" is its justification. And "no pain, no change" is its rationale for overcoming a purportedly innate human resistance to change. The author admits that creative destruction may be necessary, and even preferable, in certain situations. Companies that have enjoyed captive markets, docile suppliers, and government support may need the rude awakening it provides. In such instances, organizational stability is so ingrained that creative destruction may even be the best way to achieve change with the least amount of pain. But for every change avoider today, he says, there are many more "changeaholics"--companies that have changed more aggressively, quickly, and repeatedly than any organization could hope to do successfully. In the process, they have often suffered from "more pain, less change." The author urges executives at such companies to monitor their organizations continually for symptoms of repetitive change syndrome: initiative overload, changerelated chaos, employee cynicism, and burnout. Subjects: Change management; Corporate strategy; Leadership; Organizational behavior Length: 5p Year New: 2005 IES023 Title: BMW-British Aerospace: The Rover Deal Author(s): Miller, Paddy Publication Date: 07/01/1994 Revision Date: 03/01/1995 Product Type: Case (Field) Publisher: IESE Business School Abstract: In February 1994, British Aerospace announced the sale of Rover Group Holdings to BMW, the German automobile manufacturer. This case deals with the events leading up to the announcement and the implications for

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Organizational Behavior & Leadership


Rover's partner, Honda. The reaction of politicians, the media, the stock exchange, and the trade unions was varied and posed difficult problems for Rover's management. Teaching Purpose: Provides the starting point for a discussion on whether leadership easily crosses cultural barriers. Geographic Setting: Great Britain Industry Setting: Automotive industry Company Size: large Subjects: Automobiles; Cross cultural relations; Labor relations; Leadership; Mergers; Negotiations; United Kingdom Length: 5p Supplementary Materials: Teaching Note, (IES024), 4p, by Paddy Miller B0205B Title: The BSC Goes to Jail: The Strategic Transformation of Prison Fellowship Ministries Author(s): Anderson, Robert D. Publication Date: 05/15/2002 Product Type: Balanced Scorecard Report Article Abstract: Founded in 1976 by Watergate co-conspirator Chuck Colson, Prison Fellowship Ministries is today the world's largest prison and crime victim outreach. However, meeting donation targets may be an act of faith for this Christian ministry that is dedicated to serving millions of prisoners, their families, and their victims. To institute a radical new strategy was going to take something a bit more secular. Bob Anderson explains how the Balanced Scorecard and BSCol resources helped transform Prison Fellowship Ministries from a staff-based to a volunteer-based operation by rapidly mobilizing the troops and opening new lines of communication. Subjects: Balanced scorecard; Management of change; Nonprofit organizations; Strategic planning; Strategy formulation; Strategy implementation; Work force management Length: 2p List Price: $9.50 B0301F Title: BSC Software Enables Early Adopter to Gain Competitive Edge Amid Industry Turmoil Author(s): Palazzolo, Christopher Publication Date: 01/15/2003 Product Type: Balanced Scorecard Report Article Abstract: Traditionally low-tech and tactical, travel agencies aren't known for their sophistication at performance measurement or strategic analysis. Adopting the Balanced Scorecard was, then, a daring move for McCord Travel Management (now WorldTravel BTI). Automating its BSC--an even bigger undertaking--proved farsighted. It paved the way for the company's standout growth and success amid the industry turbulence exacerbated by the rise of Internet travel services, 9/11, and today's uncertain economy. Industry Setting: Travel industry Subjects: Balanced scorecard; Corporate strategy; Performance measurement; Software; Strategy formulation; Strategy implementation Length: 2p List Price: $9.50 407001 Title: BT Plc: The Broadband Revolution (A) Author(s): Tushman, Michael; Kiron, David; Kleinbaum, Adam M. Publication Date: 09/27/2006 Revision Date: 10/16/2007 Product Type: Color Case Abstract: In early 2003, CEO Ben Verwaayen and Chief Broadband Officer Alison Ritchie of BT Plc. are trying to transform the former British Telecom from a stodgy telephone company into a 21st century broadband company. Their efforts to focus the firm on broadband issues within the UK are being thwarted by a reluctant management team. Discusses the problems Verwaayen and Ritchie face in forging a social revolution within BT and illustrates the challenges of cross line of business innovation. Geographic Setting: United Kingdom Industry Setting: Telecommunications industry Number of Employees: 100,000 Event Year End: 2003 Subjects: NO SUBJECTS(KEYWORDS) Length: 21p Supplementary Materials: Color Case, (407002), 21p, by Michael Tushman, David Kiron, Adam M. Kleinbaum Year New: 2007 407002 Title: BT Plc: The Broadband Revolution (B) Author(s): Tushman, Michael; Kiron, David; Kleinbaum, Adam M. Publication Date: 09/27/2006 Revision Date: 10/16/2007 Product Type: Color Case Abstract: An abstract is not available for this product. Must be used with: (407001) BT Plc: The Broadband Revolution (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 21p Year New: 2007 R0705B Title: Back in Fashion: How We're

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Reviving a British Icon Author(s): Rose, Stuart Publication Date: 05/01/2007 Product Type: Harvard Business Review Article Abstract: Back in 1998, Marks & Spencer (M&S) was the first British retailer to reach a profit of 1 billion pounds. Just a few years later, profits were down to 145 million pounds, and the company's share price stood at twothirds of its previous high. The problem, says CEO Stuart Rose, was that M&S lost sight of what had made it great for more than a century. In this first-person account, Rose explains that he was hired in the spring of 2004 to turn the company around--just in time to stave off retail investor Philip Green's hostile takeover attempt. He spent his first six weeks convincing reporters, analysts, and investors that he was the one to lead Marks & Spencer back to prosperity. Then, after Green withdrew his bid, Rose put his plans for M&S to work. He knew that three things needed to be done right away: improve the product, improve the stores, and improve the service. One of his first and most important changes was to tighten the reins on inventory. When Rose arrived at M&S, assistant buyers were spending more than 300 million pounds of the company's money without oversight. Management now gets weekly inventory updates. With a keen eye on fundamentals like stock control, Rose has tried to return Marks & Spencer to the levels of profitability it achieved before its sharp decline. Although there is more to do, the company is back on track. In November 2006, M&S posted half-year profits of 405.1 million pounds-up 32.2% from the previous fiscal year. Rose attributes the turnaround almost entirely to a renewed focus on core values. Now, with signs of health in the business, he is thinking about where to take it over the next four or five years, so M&S doesn't get stuck as the largest of the small retailers and the smallest of the large retailers in the United Kingdom. Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2007 1660 Title: Bad Leadership: What It Is, How It Happens, Why It Matters (Hardcover) Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Book Abstract: How is Saddam Hussein like Tony Blair? Or Kenneth Lay like Lou Gerstner? Answer: They are, or were, leaders. Many would argue that tyrants, corrupt CEOs, and other abusers of

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Organizational Behavior & Leadership


power and authority are not leaders at all--at least not as the word is currently used. But, according to Barbara Kellerman, this assumption is dangerously naive. A provocative departure from conventional thinking, Bad Leadership compels us to see leadership in its entirety. Kellerman argues that the dark side of leadership-from rigidity and callousness to corruption and cruelty--is not an aberration. Rather, bad leadership is as ubiquitous as it is insidious--and so must be more carefully examined and better understood. Drawing on high-profile, contemporary examples--from Mary Meeker to David Koresh, Bill Clinton to Radovan Karadzic, Al Dunlap to Leona Helmsley--Kellerman explores seven primary types of bad leadership and dissects why and how leaders cross the line from good to bad. The book also illuminates the critical role of followers, revealing how they collaborate with, and sometimes even cause, bad leadership. Daring and counterintuitive, Bad Leadership makes clear that we need to face the dark side to become better leaders and followers ourselves. Barbara Kellerman is research director of the Center for Public Leadership and a lecturer in public policy at the Kennedy School of Government, Harvard University. Subjects: Ethics; Human behavior; Leadership; Nonprofit organizations; Values Length: 256p List Price: $38.00 Year New: 2004 2806BC Title: A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter Abstract: One of the keys to being successful at the executive level is to be conscious of the treatment you receive because of your position, and how it affects you. In this chapter, Stephen Kaufman, Harvard Business School professor, former strategy consultant and CEO of Arrow Electronics, Inc., considers the importance of not letting success go to your head. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2804BC) Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark. Geographic Setting: Global Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $6.95 Year New: 2007 8185BC Title: Bad Profits, Good Profits, and the Ultimate Question Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter Abstract: Bad profits choke off a company's best opportunities for true growth, they endanger its reputation, and alienate customers and demoralize employees. This chapter shows companies how to tell the difference between good and bad profits and asks the ultimate question that will determine the future of your business. May be used with: (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story-Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver--Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters--By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships. Subjects: NO SUBJECTS(KEYWORDS)

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607704 Title: Bain & Co. Inc., (Video DVD) Author(s): McAfee, Andrew Publication Date: 03/16/2007 Product Type: Case Video, DVD Abstract: In late 2001, the consultancy Bain must decide whether to launch information technology as a practice area within the firm. The senior executives who are Bain's clients have been asking more and more IT-related questions of the firm's partners, who find themselves without good answers. Launching an IT practice, however, will mean acquiring significant amounts of new expertise and incorporating many new partners. Must be used with: (606010) Bain & Co.'s IT Practice (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 27 min Year New: 2007 607705 Title: Bain & Co. Inc., (Video VHS) Author(s): McAfee, Andrew Publication Date: 03/16/2007 Product Type: Case Video Abstract: In late 2001, the consultancy Bain must decide whether to launch information technology as a practice area within the firm. The senior executives who are Bain's clients have been asking more and more IT-related questions of the firm's partners, who find themselves without good answers. Launching an IT practice, however, will mean acquiring significant amounts of new expertise and incorporating many new partners. Subjects: NO SUBJECTS(KEYWORDS) Length: 27 min List Price: $150.00 Year New: 2007 606010 Title: Bain & Co.'s IT Practice (A) Author(s): McAfee, Andrew Publication Date: 09/01/2005 Revision Date: 08/24/2006 Product Type: Case (Field) Abstract: In late 2001, the consultancy Bain must decide whether to launch information technology as a practice area within the firm. The senior executives who are Bain's clients have been asking more and more IT-related questions of the firm's partners, who find themselves without good answers. Launching an IT practice, however, will mean acquiring significant amounts of new expertise and incorporating many new partners.

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Organizational Behavior & Leadership


Geographic Setting: United States Industry Setting: Consulting Number of Employees: 2,000 Gross Revenues: $1 billion revenues Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 7p Supplementary Materials: Supplement (Field), (606011), 1p, by Andrew McAfee; Supplement (Field), (606012), 4p, by Andrew McAfee; Case Video, (607705), 27 min, by Andrew McAfee; Case Video, DVD, (607704), 27 min, by Andrew McAfee Year New: 2005 606011 Title: Bain & Co.'s IT Practice (B) Author(s): McAfee, Andrew Publication Date: 09/01/2005 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (606010) Bain & Co.'s IT Practice (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 1p Year New: 2005 606012 Title: Bain & Co.'s IT Practice (C) Author(s): McAfee, Andrew Publication Date: 09/01/2005 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (606010) Bain & Co.'s IT Practice (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2005 U0811B Title: The Balance Needed to Lead Change Author(s): Bunker, Kerry A.; Wakefield, Michael Publication Date: 10/31/2008 Product Type: Harvard Management Update Article Abstract: One reason leading change is so difficult is the tension it sets up between managing business issues (creating a vision, aligning resources, restructuring the organization) and managing people issues (the legitimate concerns and feelings of those who must carry out the change and deal with its ramifications). Most managers are adept at the business side of leading change, but they fall short when it comes to the human side. How to strike a better balance? This article juxtaposes six pairs of opposite skills--such as being tough and being empathetic--that leaders must balance in order to create and sustain an environment of trust during change. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 B08010 Title: Balanced Scorecard Report January-February 2008, Volume 10, no.1 Author(s): Collaborative, Balanced Scorecard Publication Date: 01/15/2008 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Developing the Strategy: Vision, Value Gaps, and analysis (part 1 of a 2-part series)"; "Statoil: Scorecard Success-the Second Time Around"; "Take an Initiative Management Health Check"; "HR at the Heart of Strategic Transformation: The EMC Turnaround"; and "Why the BSC Is Just as Effective for Small and Medium-Sized Firms." Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95 Year New: 2008 B03010 Title: Balanced Scorecard Report January/February 2003, Volume 5, Number 1 Author(s): Kaplan, Robert S.; Johnson, Lauren Keller; Hunt, Avery; Howie, Robert; Catucci, Bill; Palazzolo, Christopher Publication Date: 01/15/2003 Product Type: Balanced Scorecard Report Issue Abstract: Includes these articles: "Managing Innovation," "A New Road Map to Performance Management: Volvofinans and the BSC," "Catalyst for Convergence: The BSC Makes News at Media General," "Board Governance and Accountability," "Ten Lessons for Implementing the Balanced Scorecard," and "BSC Software Enables Early Adopter to Gain Competitive Edge Amid Industry Turmoil." Subjects: Balanced scorecard; Corporate strategy; Ethics; Innovation; Performance measurement; Software; Strategy formulation; Strategy implementation Length: 16p List Price: $49.95 B03070 Title: Balanced Scorecard Report July/August 2003, Volume 5, Number 4 Author(s): Kaplan, Robert S.; Norton, David P.; Ross, Judith A.; Cohn, Jeffrey M.; Khurana, Rakesh; Donlon, Barnaby;

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Smack, Kent; Contrada, Michael Publication Date: 07/15/2003 Product Type: Balanced Scorecard Report Issue Abstract: Includes these articles: "Managing Regulatory and Societal Processes," "The Best-Practice Hamburger: How Wendy's Enhances Performance with its BSC," "Strategy Maps for CEO Succession Planning," "Building a Cascading Program," "The How-To's of BSC Reporting: Part I," and "Free at Last: Moving Performance Management Beyond Budgeting." Industry Setting: Fast food industry Subjects: Balanced scorecard; Corporate governance; Corporate strategy; Fast food industry; Organizational structure; Performance measurement; Strategy formulation; Strategy implementation Length: 16p List Price: $49.95 B05010 Title: Balanced Scorecard Report, January/February 2005, Volume 7, Number 1 Publication Date: 01/15/2005 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Govern to Make Strategy a Continual Process," "Integrating Planning and Performance Management at Nordea," "A New Governance Model," "Driving Strategy at the Chrysler Group," "Implementing Strategy-Focused Business Planning," and "Mellon Europe: Mobilizing Change Through Executive Leadership." Subjects: Balanced scorecard; Leadership; Organizational change; Planning; Process innovation; Strategy formulation; Strategy implementation Length: 12p List Price: $49.95 Year New: 2005 B06010 Title: Balanced Scorecard Report, January/February 2006, Volume 8, Number 1 Publication Date: 01/15/2006 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Aligning Support Functions," "Surmounting the Competitive Squeeze: Thai Manufacturer Adapts and Thrives with the BSC," "Catalyst for Global Growth: The Strategy Management Office at Serono," "Return on Customer: A Metric for Customer Profitability, An Interview with Martha Rogers," and

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Organizational Behavior & Leadership


"Demonstrating the Value of Your BSC Program." Subjects: NO SUBJECTS(KEYWORDS) Length: 12p List Price: $49.95 Year New: 2006 B07070 Title: Balanced Scorecard Report, JulyAugust 2007, Volume 9, Number 4 Author(s): Collaborative, Balanced Scorecard Publication Date: 07/15/2007 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Measuring and Managing the Innovation Strategy with an Innovation BSC," "Overcoming the Barriers to Change When Implementing Your OSM," "Decision Analytics: From Back Office to Center Stage," and "The Challenges of Target Setting." Subjects: NO SUBJECTS(KEYWORDS) Length: 0p List Price: $49.95 Year New: 2007 B02070 Title: Balanced Scorecard Report, July/August 2002, Volume 4, Number 4 Author(s): Kaplan, Robert S.; Johnson, Lauren Keller; Kelly, John; Kerr, Steven; Norton, David P.; Jackson, Ted Publication Date: 07/15/2002 Product Type: Balanced Scorecard Report Issue Abstract: Includes these articles: "Lead and Manage Your Organization with the Balanced Scorecard," "Linking Competitive Strategy to Everyday Operations at Siemens IC Mobile," "One CEO's Journey: Reflections on a Scorecard-Driven Transformation," "Tear Down These Walls!: How to Leverage Intellectual Capital," "In Their Own Words: Change Agents on Effective Strategic Transformation," and "Hit the Ground Running: Why Quaker Chemical Automated Its Scorecard from the Start." Subjects: Balanced scorecard; Corporate strategy; Leadership; Management of change; Organizational change; Strategy formulation; Strategy implementation Length: 16p List Price: $49.95 B05070 Title: Balanced Scorecard Report, July/August 2005, Volume 7, Number 4 Publication Date: 07/15/2005 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Managing Alignment as a Process," "Sharpening Strategic Focus at Canon U.S.A.," "Putting Customer Understanding at the Heart of Your Strategy," "Add a Customer Profitability Metric to Your Balanced Scorecard," and "Using Indexes as Measures." Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95 Year New: 2005 B06070 Title: Balanced Scorecard Report, July/August 2006, Volume 8, Number 4 Publication Date: 07/15/2006 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Why System, Not Structure, Is the Way Toward Strategic Alignment: A Historical Perspective," "Brazilian Industry Association Shapes National Agenda--With the BSC," "Renewing Strategy, Revitalizing Culture at EDA," "Expanding HR's Strategic Role: An Interview with Professor Dave Ulrich," and "Perception Is Reality: Why Subjective Measures Matter, and How to Maximize Their Impact." Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95 Year New: 2006 B07030 Title: Balanced Scorecard Report, March-April 2007, Volume 9, Number 2 Author(s): Collaborative, Balanced Scorecard Publication Date: 03/15/2007 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Connecting the Dots: Using the Balanced Scorecard to Execute an Innovation Strategy; " "Emerging Best Practices of Hall of Fame Winners: Key Trends from 2004 to 2006; " "Peer and Partner: Canadian Blood Services' OSM and Its Key to Effectiveness; " "Using Customer Profitability Analytics to Execute a Client-Centric Strategy; " and "Dealing with Darwin: How Great Companies Cope with Globalization and Commoditization." Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95

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B08030 Title: Balanced Scorecard Report, March-April 2008, Vol 10., No. 2 Author(s): Collaborative, Balanced Scorecard Publication Date: 03/01/2008 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Formulating (and Revising) the Strategy" (part 1 of a 2-part series); "Leveraging Information Assets to Execute Strategy"; "Moving from Performance Measurement to Strategy Management at Brigham and Women's/Faulkner Hospitals"; and "Strategy or Stakeholders: Which Comes First?" Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95 Year New: 2008 B02030 Title: Balanced Scorecard Report, March/April 2002, Volume 4, Number 2 Author(s): Kaplan, Robert S.; Chesley, Julie A.; Forbes, Jay; Porter, Michael E.; Koch, Janice; Johnson, Lauren Keller; Norton, David P. Publication Date: 03/15/2002 Product Type: Balanced Scorecard Report Issue Abstract: This issue contains the following articles: "Using Strategic Themes to Achieve Inter-Organizational Alignment," "The NRO: Out of the Closet, into a Customer-Focused World," "Transforming Business and Career with BSC," "The Importance of Being Strategic," "Change Agents: Equifax's Dynamic Duo," "Implementing BSC Software at Entergy," and "The First Balanced Scorecard." Subjects: Balanced scorecard; Corporate strategy; Leadership; Organizational change; Strategic planning; Strategy implementation Length: 16p List Price: $49.95 B05030 Title: Balanced Scorecard Report, March/April 2005, Volume 7, Number 2 Publication Date: 03/15/2005 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Mobilize Change Through Executive Leadership," "Motivating Cross-Boundary Thinking and Acting at Ingersoll-Rand," "Automating Strategic Management: Hilton Hotels' Innovative

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Organizational Behavior & Leadership


InFocus System," "Excellence Redux: How The Balanced Scorecard Enhances the McKinsey 7-S Model," and "The Balanced Scorecard Strategy Review Meeting: What to Expect the First Year." Industry Setting: Hotel industry Subjects: Balanced scorecard; Hotels & motels; Leadership; Models; Organizational learning; Strategy formulation; Strategy implementation Length: 16p List Price: $49.95 Year New: 2005 B06030 Title: Balanced Scorecard Report, March/April 2006, Volume 8, Number 2 Publication Date: 03/15/2006 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Aligning the Board of Directors," "Privatize, Unify, Decentralize: Endesa's Strategic Path to Global Expansion," "Anatomy of an Early OSM Adoption: Suzano Petroquimica's Office of Strategy Management," and "Driving the New Management Meeting with Technology." Subjects: NO SUBJECTS(KEYWORDS) Length: 12p List Price: $49.95 Year New: 2006 B08050 Title: Balanced Scorecard Report, MayJune 2008, Vol. 10, No. 3 Author(s): Collaborative, Balanced Scorecard Publication Date: 05/01/2008 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Integrating Strategy Planning and Operational Execution: A Six-Stage System," "Luxfer Gas Cylinders: Mastering the Strategy-Operations Linkage," and "Maximize Your 'Return on Initiatives' with the Initiative Portfolio Review Process." Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95 Year New: 2008 B02050 Title: Balanced Scorecard Report, May/June 2002, Volume 4, Number 3 Author(s): Norton, David P.; Anderson, Robert D.; Bush, Patricia; Koziel, Diane; Frangos, Cassandra A.; Miyake, Dylan Publication Date: 05/15/2002 Product Type: Balanced Scorecard Report Issue Abstract: Includes these articles: "Change Agents: Silent Heroes of the Balanced Scorecard Movement," "The BSC Goes to Jail: The Strategic Transformation of Prison Fellowship Ministries," "How and Why to Build an Internal Marketing Campaign," "Aligning Human Capital with Business Strategy: Perspectives from Thought Leaders," and "Reviewing the Reviews: The Lowdown on the First Major Balanced Scorecard Software Reports." Subjects: Balanced scorecard; Communication in organizations; Human resources management; Innovation; Management of change; Organizational change; Strategy implementation; Technology Length: 16p List Price: $49.95 B05050 Title: Balanced Scorecard Report, May/June 2005, Volume 7, Number 3 Publication Date: 05/15/2005 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Translate the Strategy into Operational Terms," "Staying on Track with the BSC: MTR Faces Down Major Challenges," "The Transformation of a Nonprofit: Hillside's BSC-Enabled Innovations," "Giving Customers Ultimate Input: Operational Excellence, Trammell Crow-Style," and "Three Steps to Successful Measures." Geographic Setting: Asia Industry Setting: Railroad Subjects: Asia; Balanced scorecard; Management of change; Operations management; Railroads; Strategy formulation; Strategy implementation Length: 16p List Price: $49.95 Year New: 2005 B07110 Title: Balanced Scorecard Report, November-December 2007, Volume 9, Number 6 Author(s): Collaborative, Balanced Scorecard Publication Date: 11/15/2007 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Make It Breakthrough: Findings from the 2007 Global SFO Survey," "Initiative Management: Putting Strategy into Action," "Starting Out: Findings from a Baseline Survey of OSMs," and "Promoting Economic Development: Strategic Agendas in Action." Subjects: NO

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B04110 Title: Balanced Scorecard Report, November/December 2004, Volume 6, Number 6 Publication Date: 11/15/2004 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Motivate to Make Strategy Everyone's Job," "The Human Advantage at Unibanco," "Aligning Employees at Unibanco: A Unit Executive's View," "How Big Blue Links Learning and Strategy," and "Creating a Strategy-Focused Workforce: Aligning Personal Goals to the BSC." Geographic Setting: South America Industry Setting: Banking industry Subjects: Balanced scorecard; Corporate strategy; Education; Knowledge management; South America; Strategic planning; Strategy implementation Length: 12p List Price: $49.95 Year New: 2004 B07090 Title: Balanced Scorecard Report, September-October 2007, Volume 9, Number 5 Author(s): Collaborative, Balanced Scorecard Publication Date: 09/15/2007 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Managing by Strategic Themes," "Strategic Agendas: A New Tool for Economic and Social Development," "Why Strategic Agendas in Government Matter to Business," "Managing Human Capital for Strategic Advantage: Three Challenges," and "Avoid the Common Technology Pitfalls of the Employee Performance Management Process." Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95 Year New: 2007 B05090 Title: Balanced Scorecard Report, September/October 2005, Volume 7, Number 5 Publication Date: 09/15/2005 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced

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Organizational Behavior & Leadership


Scorecard Report contains the following articles: "Use the SFO Assessment to Make Strategy Execution a Core Competency," "Integrating Knowledge Management with the BSC at E-Land Group," "Creating a Strategy-Focused Workforce by Aligning Key HR Processes," "Aligning Enterprise Risk Management with Strategy Through the BSC: The Bank of Tokyo-Mitsubishi Approach," and "Walk the Talk: Effective Leadership Behavior for BSC Review Meetings." Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95 Year New: 2005 B06090 Title: Balanced Scorecard Report, September/October 2006, Volume 8, Number 5 Publication Date: 09/15/2006 Product Type: Balanced Scorecard Report Issue Abstract: This issue of Balanced Scorecard Report newsletter contains the following articles: "Linking Operations to Strategy and Budgeting," "KeyCorp: Executing a Customer Intimacy Strategy with the BSC," "Toward a More Perfect Union: How OSMs Supported Integration at Sprint Nextel," and "Charting New Horizons with Initiative Management." Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95 Year New: 2006 B0503E Title: The Balanced Scorecard Strategy Review Meeting: What to Expect the First Year Author(s): Gold, Robert S.; Weiser, Jay R. Publication Date: 03/15/2005 Product Type: Balanced Scorecard Report Article Abstract: For an organization's leaders, periodic Balanced Scorecard strategy review meetings are where the ongoing process of strategic management really comes together. The insights and best practices described here help you start off on the right foot and enhance your strategy review meetings so your team remains focused on strategy execution and managing change. Subjects: Balanced scorecard; Leadership; Strategy formulation Length: 3p List Price: $9.50 Year New: 2005 R00309 Title: Balancing Act: How to Capture Knowledge Without Killing It Author(s): Brown, John Seely; Duguid, Paul Publication Date: 05/01/2000 Product Type: Harvard Business Review Article Abstract: Everyone knows that the way things are formally organized in most companies (their processes) is not the same as the way things are actually done (their practices). The difference between the two creates tension that can be very difficult for managers to handle. Lean too much toward practice and new ideas may bubble up and evaporate for lack of a structure to harness them. Lean too much toward process and you may get no new ideas at all. The goal, then, is to tap into the creativity at work in every layer of an organization with a combination of process and practice. Take, for example, the community of people who fix Xerox machines. Large machines, it turns out, are not as predictable as Xerox's documentation would suggest. So when following the service manual is not enough, the reps come together--over breakfast, at breaks, at the end of the day--and talk about their own best practices. So far so good. But Xerox goes a step further. It has set up a process similar to an academic peerreview system to gather, vet, and share those best practices across the company. The reps get much-welcome recognition for their creativity, and local best practices are deployed companywide. Dot-com companies are a hotbed of innovative practices. But as they mature, they, like Xerox, may find that they need seasoned managers who can harness those practices through the judicious application of constructive processes. Subjects: Information management; Knowledge management; Knowledge transfer; Knowledge workers; Process innovation Length: 5p IES162 Title: Balancing Family and Business Needs at Merck KGaA Author(s): Neumann, F.A.; Tapies, Josep Publication Date: 10/10/2006 Product Type: Case (Field) Publisher: IESE Business School Abstract: Describes the main turning points in Merck's more than 300-year history, with an emphasis on the events since World War II (internationalization, growth through acquisitions, policy of inlicensing, R&D focus). However, the main focus is on the company's

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corporate and family governance structures, procedures, and systems, as these represent a unique combination of legal, structural, and organizational constructs that cement the influence of the descendants of the founding family in a highly effective way. The modus operandi of these bodies is illustrated in conjunction with Merck's (in the end, unsuccessful) hostile takeover bid for Schering, its German rival, that took place in March 2006. Geographic Setting: Germany Industry Setting: Chemical industry; Pharmaceutical industry Subjects: NO SUBJECTS(KEYWORDS) Length: 31p Supplementary Materials: Teaching Note, (IES163), 10p, by F.A. Neumann, Josep Tapies Year New: 2007 495012 Title: Bankers Trust: The Quest for Institutional Creativity (A) Author(s): Kao, John J.; Klein, Norman Publication Date: 05/01/1995 Revision Date: 06/05/1995 Product Type: Case (Field) Abstract: Describes major innovations, strategic initiatives, and a range of creative activities at Bankers Trust in 1994. Background information also provides the settings and context for the changes, and further portrays the key players. Teaching Purpose: Designed to invite discussion of creativity in an institution. Students are asked to discuss the enabling and perhaps frustrating factors--to explore motivation and rewards, as well as the role of culture, leadership, and organizational design. Geographic Setting: New York, NY Industry Setting: Investment banking Number of Employees: 13,000 Gross Revenues: $600 million revenues Subjects: Creativity; Innovation; Investment banking Length: 14p Supplementary Materials: Supplement (Library), (495042), 2p, by John J. Kao, Norman Klein 495042 Title: Bankers Trust: The Quest for Institutional Creativity (C), Bankers Trust: More Bad News Author(s): Kao, John J.; Klein, Norman Publication Date: 05/04/1995 Product Type: Supplement (Library) Abstract: Supplements the (A) case. Must be used with: (495012) Bankers Trust: The Quest for Institutional Creativity (A). Industry Setting: Investment banking Subjects: Creativity; Innovation;

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Organizational Behavior & Leadership


Investment banking Length: 2p C0106C Title: Barbara Jordan Gives a History Lesson on the Constitution Author(s): Morgan, Nick Publication Date: 06/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: U.S. Representative Barbara Jordan's address to the House Judiciary Committee concerning the impeachment of President Richard Nixon demonstrates the impact of carefully chosen language and ideas. Some lessons from Jordan's speech: establish a firm grasp of your subject, let your audience know the stakes, and keep it simple, blunt, and honest. Subjects: Federal government; Leadership; Personal strategy & style; Politics Length: 2p List Price: $4.50 480055 Title: Bargaining Strategies: Collaborative vs. Competitive Approaches Author(s): Ware, James P. Publication Date: 01/01/1980 Revision Date: 04/01/1980 Product Type: Note Abstract: Note describes aspects of bargaining situations that point toward either collaborative or distributive bargaining strategies. Focuses on the nature of the issues, the relationship between the negotiators, and broader contextual factors, and how these variables influence the negotiation climate. Also describes tactics for bargaining effectively in mixed situations that call for both kinds of strategies. Subjects: Collective bargaining; Decision analysis; Interpersonal relations; Negotiations; Organizational behavior Length: 14p 52408 Title: Barriers and Gateways to Communication Author(s): Rogers, Carl R.; Roethlisberger, Fritz J. Publication Date: 07/01/1952 Product Type: Harvard Business Review Article Abstract: An analysis of the problems of interpersonal communication, as viewed from a human behavior standpoint. Real communication occurs when one listens to another person's viewpoint with empathic understanding. It is possible to facilitate achievement of this communication breakthrough by summarizing the speaker's thoughts and feelings to his or her satisfaction before presenting a rebuttal. This procedure leads to the reduction of defensiveness and gradual achievement of mutual communication. A second analysis deals with communication in an industrial context. An example illustrates how differently two supervisors interpret an employee's reaction to a suggestion. Subjects: Human behavior; Human relations; Management communication Length: 7p 91610 Title: Barriers and Gateways to Communication Author(s): Rogers, Carl R.; Roethlisberger, Fritz J. Publication Date: 11/01/1991 Product Type: Harvard Business Review Article Abstract: An analysis of the problems of interpersonal communication, as viewed from a human behavior standpoint. Real communication occurs when one listens to another person's viewpoint with empathic understanding. It is possible to facilitate achievement of this communication breakthrough by summarizing the speaker's thoughts and feelings to his or her satisfaction before presenting a rebuttal. This procedure leads to the reduction of defensiveness and gradual achievement of mutual communication. A second analysis deals with communication in an industrial context. An example illustrates how differently two supervisors interpret an employee's reaction to a suggestion. This article, first published in 1952, is reprinted to include a retrospective commentary by John J. Gabarro. Subjects: Communication in organizations; HBR Classics; Human behavior; Human relations; Interpersonal relations; Management communication Length: 7p C0010B Title: The Basic Presentation Checklist Publication Date: 10/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: In a perfect world, you would have months to prepare for presentations. But the reality is usually last minute--picking material from various old talks and hoping that no one will notice that it hasn't really been thought through. Even though you have limited time, there are things you can do to make sure you don't miss anything obvious. This article offers an eight-step checklist as insurance for making sure your audience doesn't walk out or doze off halfway through your speech. Subjects: Communication; Communication in organizations

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899138 Title: Basil "Buzz" Hargrove and de Havilland, Inc. (A) Author(s): Keros, Angela; McGinn, Kathleen L. Publication Date: 06/30/1999 Revision Date: 11/21/2006 Product Type: Case (Library) Abstract: Buzz Hargrove, national president of the Canadian Auto Workers, needs to find a way to secure an agreement from a negotiated contract with de Havilland, Inc. Local union leaders feel the deal is not good enough, but Hargrove is convinced management will close the plant down otherwise. Geographic Setting: Canada Industry Setting: Aerospace industry; Automotive industry Subjects: Aerospace industry; Automobile industry; Canada; Labor relations; Negotiations; Power & influence Length: 7p Supplementary Materials: Supplement (Library), (899176), 3p, by Angela Keros, Kathleen L. McGinn; Teaching Note, (801277), 24p, by Linda-Eling Lee, Kathleen L. McGinn; Case Video, DVD, (907701), 16 min, by Kathleen L. McGinn; Case Video, (907702), 16 min, by Angela Keros, Kathleen L. McGinn 899176 Title: Basil "Buzz" Hargrove and de Havilland, Inc. (B) Author(s): Keros, Angela; McGinn, Kathleen L. Publication Date: 06/30/1999 Revision Date: 03/29/2001 Product Type: Supplement (Library) Abstract: Supplements the (A) case. Must be used with: (899138) Basil "Buzz" Hargrove and de Havilland, Inc. (A). Geographic Setting: Canada Industry Setting: Aerospace industry; Automotive industry Subjects: Aerospace industry; Automobile industry; Canada; Labor relations; Negotiations; Power & influence Length: 3p Supplementary Materials: Teaching Note, (801277), 24p, by Linda-Eling Lee, Kathleen L. McGinn 907701 Title: Basil "Buzz" Hargrove and de Havilland, Inc. (Video Supplement DVD) Author(s): McGinn, Kathleen L. Publication Date: 11/01/2006 Product Type: Case Video, DVD Abstract: Buzz Hargrove, national president of the Canadian Auto Workers,

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Organizational Behavior & Leadership


needs to find a way to secure an agreement from a negotiated contract with de Havilland, Inc. Local union leaders feel the deal is not good enough, but Hargove is convinced management will close the plant down otherwise. Must be used with: (899176) Basil "Buzz" Hargrove and de Havilland, Inc. (B); (899138) Basil "Buzz" Hargrove and de Havilland, Inc. (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 16 min Year New: 2006 907702 Title: Basil "Buzz" Hargrove and de Havilland, Inc. (Video VHS) Author(s): Keros, Angela; McGinn, Kathleen L. Publication Date: 11/01/2006 Product Type: Case Video Abstract: Buzz Hargrove, national president of the Canadian Auto Workers, needs to find a way to secure an agreement from negotiated contract with de Havilland, Inc. Local union leaders feel the deal is not good enough, but Hargove is convinced management will close the plant down otherwise. Must be used with: (899176) Basil "Buzz" Hargrove and de Havilland, Inc. (B); (899138) Basil "Buzz" Hargrove and de Havilland, Inc. (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 16 min List Price: $150.00 2804BC Title: Be Like Yourself: Draw a nuanced distinction between who you are and what you do, by Richard S. Tedlow Author(s): Wademan, Daisy Publication Date: 03/18/2004 Product Type: HBS Press Chapter Abstract: In this chapter, Richard Tedlow, author and professor in Harvard Business School's business history program, discusses the advantages of maintaining a distinction between who you are at the office and who you are at home. May be used with: (2803BC) The Stuffed Bird: Ignore the distractions, have confidence, and focus on the task at hand, by Jeffrey F. Rayport; (2805BC) A Matter of Black and White: Examine your own past, where your ideas come from, by Thomas K. McCraw; (2806BC) A Bad Meal, and the Truth: Stay grounded and accessible, by Stephen P. Kaufman; (2808BC) Reunion: Reframe the way you think about risk, by David E. Bell; (2809BC) On the Fallacy of Perfection: Let a new image of yourself emerge, by Nancy F. Koehn; (2811BC) Sara's Story: Realize that no one is a number, by H. Kent Bowen; (2812BC) In the Moment: Give the gift of high expectations, by Frances X. Frei; (2813BC) Why People Will Work for You: Sacrifice some measure of your own power, by Timothy Butler; (2814BC) The Mount Rushmore Question: Help people gain more positive perspectives on themselves, by Thomas J. DeLong; (2816BC) The Race: Be tough, lucky, selfless, and fair, by Henry B. Reiling; (2817BC) The Oath: Begin to fix what has been broken, by Nitin Nohria; (2818BC) Remember Who You Are: Dream and hope and believe in yourself, by Kim B. Clark. Geographic Setting: Global Subjects: NO SUBJECTS(KEYWORDS) Length: 13p List Price: $6.95 Year New: 2007 2163BC Title: Be Yourself--More--with Skill: How to Be a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter Abstract: Given the hunger for leadership, why are leaders in such short supply? In this chapter, the authors suggest that effective leadership rests with full self-knowledge and tackle the key question: how can we leverage this self-knowledge to become more effective as leaders and developers of leaders? May be used with: (2165BC) Introduction: Why Should Anyone Be Led by You?; (2164BC) Know and Show Yourself--Enough: How to Be a More Effective Leader; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read--and Rewrite--The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic--but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2170BC) Communicate--with Care: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential. Subjects: NO SUBJECTS(KEYWORDS) Length: 25p List Price: $6.95 Year New: 2006 12302 Title: Be a Better Leader (HBR OnPoint Executive Edition) Author(s): HBR

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Publication Date: 11/18/2008 Product Type: HBR Newsstand Special Issue Abstract: We all admire successful leaders and often wonder, What's their secret? Understanding your own leadership style--and its strengths and weaknesses--is just one step in the journey toward becoming a better leader. The articles in this issue of Harvard Business Review OnPoint will not only make you reflect on what kind of leader you are but also provide knowledge and ideas for taking command of your development into a smarter, more confident leader. They examine the need to maintain authenticity as your leadership skills are tested and as your position as a leader changes. Often the initial formal test of a leader is becoming a boss for the first time. One article identifies common misconceptions about this role and ways to make sure that you or others around you don't flop. You'll learn about the importance of emotional intelligence, "action logic," integrative thinking, and change management, as well as come to understand that great leaders do not need to have larger-thanlife personalities. You'll also discover how to manage yourself in the areas of strategic networking and excelling at what you want to be doing--essential components of long-term success as a leader. Subjects: NO SUBJECTS(KEYWORDS) Length: 128p R0804H Title: Be a Better Leader, Have a Richer Life Author(s): Friedman, Stewart D. Publication Date: 04/01/2008 Product Type: Harvard Business Review Article Abstract: Work fills most executives' lives to the brim, leaving insufficient time for their families, their communities, and themselves. But Wharton professor Friedman suggests that, rather than view the problem as a set of trade-offs, executives use their leadership talents to benefit all four domains at once. The idea is to design experiments--small, short-term adjustments to their daily routines--that incorporate and mutually benefit the various aspects of their lives. If an experiment works out, everyone wins--employer, employee, family, and community; if it doesn't, it simply becomes a low-cost learning opportunity. Over time, the combination of small gains and lessons learned can lead to larger-scale transformation. The "Total Leadership" process involves identifying what's important to you, identifying what's important to everyone in your life,

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Organizational Behavior & Leadership


using those insights to creatively explore possibilities for experiments, and then selecting and implementing a few at a time. Drawing on decades of experience, Friedman has distilled nine categories of experiments that offer a manageable, systematic approach to the daunting task of conceiving projects with four-way benefits. In one such experiment, an executive might raise money for a charity her company sponsors by running a marathon with her son, thus simultaneously gaining greater visibility at work, spending more time with her family, giving back to the community, and improving her health. To move toward the goal of becoming a CEO, another executive might join the board of a nonprofit agency in his neighborhood together with his wife. Friedman suspects that there are far more opportunities for simultaneous benefits than people realize. They are there for the taking. You just have to know how to look for them and then find the support and courage to pursue them. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2007 F0105D Title: The Beauty of Buzzwords Author(s): Garber, Marjorie; Kirby, Julia; Coutu, Diane L. Publication Date: 05/01/2001 Product Type: Harvard Business Review Article Abstract: TQM, thought leadership, dotcom, dot-bomb, golden parachute: the litany of business jargon could go on for pages. HBR talks with Marjorie Garber about jargon, why we respond to it as we do, and why it's here to stay. Subjects: Communication; Interviews; Management communication Length: 3p F0504L Title: The Beauty of an Open Calendar: James Goodnight on Meetings Author(s): Goodnight, James Publication Date: 04/01/2005 Product Type: Harvard Business Review Article Abstract: Companies want to be flexible, but they're not flexible about people's time. Subjects: Organizational behavior Length: 1p Year New: 2005 49542 Title: Becoming a Learning Organization Publication Date: 07/09/1997 Product Type: HBR Collection Abstract: The tools and techniques to improve performance by systematically generating knowledge and acting on it. This collection includes: Building a Learning Organization; Development Projects: The Engine of Renewal; Managing Professional Intellect: Making the Most of the Best; Teaching Smart People How to Learn; and Why (and How) to Take a Plant Tour. Subjects: Continuous improvement; Growth management; Innovation; Learning curves; Management of change; Organizational behavior; Organizational change; Organizational development Length: 72p List Price: $24.95 1734 Title: Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness Author(s): McKee, Annie; Boyatzis, Richard; Johnston, Fran Publication Date: 02/01/2008 Product Type: HBS Press Book Abstract: What distinguishes great leaders? Exceptional leaders capture passion. They lead for real: from the heart, smart and focused on the future, and with a commitment to being their very best. As Annie McKee and Richard Boyatzis have shown in their bestselling books "Primal Leadership" and "Resonant Leadership," they create resonance with others. Through resonance, leaders become attuned to the needs and dreams of people they lead. They create conditions where people can excel. They sustain their effectiveness through renewal. McKee, Boyatzis, and Frances Johnston share vivid, real-life stories illuminating how people can develop emotional intelligence, build resonance, and renew themselves. Reflecting 20 years of longitudinal research and practical wisdom with executives and leaders around the world, this new book is organized around a core of experiencetested exercises. These tools help you articulate your strengths and values, craft a plan for intentional change, and create resonance with others. Practical and inspiring, "Becoming a Resonant Leader" is your hands-on guide to developing emotional intelligence, renewing and sustaining yourself and your relationships, and taking your leadership to a whole new level. This book is ideal for anyone seeking personal and professional development and for consultants, coaches, teachers, and faculty to use with their clients or students. Subjects: NO SUBJECTS(KEYWORDS) Length: 224p

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5056BC Title: Becoming a Results-Based Leader Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter Abstract: This chapter addresses how any person currently in a leadership position can modify his or her leadership behavior to better focus on results and take charge of his or her own leadership development to become a more effective results-based leader. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing ResultsBased Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders. Subjects: NO SUBJECTS(KEYWORDS) Length: 25p List Price: $6.95 Year New: 2008 7010BC Title: Becoming a Team Player: Your Most Important Assignment Author(s): School Press, Harvard Business Publication Date: 02/19/2004 Product Type: HBS Press Chapter Abstract: A team is only as strong as the collective performance of those involved. Each member of the team must be committed, collaborative, and competent. If one person doesn't agree with the common goal, chances are his or her performance will affect others in the group. This chapter examines what it means to be an effective team player. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort. Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $6.95 Year New: 2006

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Organizational Behavior & Leadership


7804 Title: Becoming an Effective Leader: The Results-Driven Manager Series (Paperback) Author(s): School Press, Harvard Business Publication Date: 03/02/2005 Product Type: HBS Press Book Abstract: Leadership is a balancing act. It requires communicating a compelling vision, convincing others to buy into that vision, and marshaling resources and talent to make it happen. This guide helps new and seasoned leaders master the complex art of the leadership role by improving decision making and communication, earning trust and building momentum, and inspiring and enabling others to excel. Managers are under increasing pressure to deliver better results faster than the competition. Meeting today's tough challenges requires complete mastery of a full array of management skills, from communicating and coaching to public speaking and managing people. The Results-Driven Manager series helps time-pressed managers hone and polish the skills they need most. Concise, action-oriented, and packed with invaluable strategies and tools, these timely guides help managers improve their job performance today and give them the edge they need to become the leaders of tomorrow. Subjects: Decision making; Leadership; Managerial skills; Teams; Vision Length: 192p List Price: $14.95 Year New: 2004 R0701D Title: Becoming the Boss Author(s): Hill, Linda A. Publication Date: 01/01/2007 Product Type: Harvard Business Review Article Abstract: Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and selfdevelopment. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people -- particularly star performers -- making major career transitions to management. As firms have become leaner and more dynamic, new managers have described a transition that gets more difficult all the time. But the transition is often harder than it need be because of managers' misconceptions about their role. Those who can acknowledge their misconceptions have a far greater chance of success. For example, new managers typically assume that their position will give them the authority and freedom to do what they think is best. Instead, they find themselves enmeshed in a web of relationships with subordinates, bosses, peers, and others, all of whom make relentless and often conflicting demands. "You really are not in control of anything," says one new manager. Another misconception is that new managers are responsible only for making sure that their operations run smoothly. But new managers also need to realize they are responsible for recommending and initiating changes-some of them in areas outside their purview--that will enhance their groups' performance. Many new managers are reluctant to ask for help from their bosses. But when they do ask (often because of a looming crisis), they are relieved to find their superiors more tolerant of their questions and mistakes than they had expected. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2007 1723 Title: Becoming the Boss (HBR OnPoint Enhanced Edition) Author(s): Hill, Linda A. Publication Date: 01/01/2007 Product Type: HBR OnPoint Article Abstract: Even for the most gifted individuals, the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and selfdevelopment. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That's a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. For a decade and a half, the author has studied people--particularly star performers--making major career transitions to management. As firms have become leaner and more dynamic, new managers have described a transition that gets more difficult all the time. But the transition is often harder than it need be because of managers' misconceptions about their role. Those who can acknowledge their misconceptions have a far greater chance of success. For example, new managers typically assume that their position will give them the authority and freedom to do what they think is best. Instead, they find themselves enmeshed in a web of relationships with subordinates, bosses, peers, and others,

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all of whom make relentless and often conflicting demands. "You really are not in control of anything," says one new manager. Another misconception is that new managers are responsible only for making sure that their operations run smoothly. But new managers also need to realize they are responsible for recommending and initiating changes-some of them in areas outside their purview--that will enhance their groups' performance. Many new managers are reluctant to ask for help from their bosses. But when they do ask (often because of a looming crisis), they are relieved to find their superiors more tolerant of their questions and mistakes than they had expected. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p List Price: $6.50 Year New: 2007 401045 Title: Bedrock Productions Author(s): Roberts, Michael J.; Tushman, Michael L. Publication Date: 06/21/2001 Product Type: Case (Field) Abstract: Describes a young Web consulting firm going through a very rapid period of growth in late 1999 and 2000. The founder/CEO sees himself as a strategist and marketer who is less well-suited to the operational details, that are expanding as the firm grows. A president is hired, but fired soon after. Raises issues of what the founder's role is and should be, whether a new president is required, whether the new expanded senior team can take on some of these responsibilities, and if or how the founder must change. Geographic Setting: New York, NY Industry Setting: Consulting; Internet & online services industries Company Size: small Number of Employees: 100 Gross Revenues: $10 million revenues Subjects: Consulting; Growth strategy; Leadership; Organizational structure; Teams; World Wide Web Length: 21p U0810E Title: Before You Say Yes, Negotiate for What You Need to Succeed Author(s): Kolb, Deborah M. Publication Date: 10/01/2008 Product Type: Harvard Management Update Article Abstract: What happened the last time you were offered a new leadership opportunity? Chances are you negotiated your title, salary, bonus, and benefits. But did you negotiate for what you would need to succeed? Leadership

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Organizational Behavior & Leadership


expert, professor, and author Deborah M. Kolb stresses the importance of negotiating for the tangible and intangible resources that will give you a leg up as you start your new job. She examines three faulty assumptions new leaders often make about their new roles and offers strategies to overcome them: (1) Negotiate the "fit" of your new position, (2) Negotiate a compelling introduction by key leaders, and (3) Negotiate for the resources you'll need to succeed. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 F0604J Title: Before You Split that CEO/Chair Author(s): Pozen, Robert C. Publication Date: 04/01/2006 Product Type: Harvard Business Review Article Abstract: What's the rationale for dividing the roles of chairman and CEO? Studies show that, usually, doing so has no effect on the company's performance. Geographic Setting: Switzerland; United Kingdom; United States Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2006 C0010A Title: Before and After the Meeting Author(s): Krattenmaker, Tom Publication Date: 10/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Meetings are the kudzu of corporate life. They quickly cover everything, and nothing kills them. Can you think of a meeting that you wish had run longer? Fortunately, there is a way to make meetings work better. It requires thinking about meetings as a process that starts well in advance of the actual meeting and continues long after it's over. Subjects: Communication in organizations Length: 3p List Price: $4.50 F0210C Title: Behave Yourself: A Conversation with Executive Coach Marshall Goldsmith Author(s): Goldsmith, Marshall; Morse, Gardiner Publication Date: 10/01/2002 Product Type: Harvard Business Review Article Abstract: Executive consultant Marshall Goldsmith tells his CEO clients that he's not the real coach; the people around them are. To change your behavior, he says, quit whining about the past and start asking your colleagues how you can do better. You're not done until they think you are. Subjects: Human resources management; Leadership; Performance effectiveness; Performance measurement; Personal strategy & style Length: 2p 4889BC Title: Behave with Urgency Every Day: Winning the Hearts and Minds of Change Agents Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter Abstract: Almost everyone is too busy today. But when you're going from one meeting to the next, all on different topics, all run inefficiently, attitudes and feelings about urgency drain out through sheer exhaustion. A steadily growing wave of people behaving with real urgency each and every day can help organizations conquer cynicism and negativity. Subjects: NO SUBJECTS(KEYWORDS) Length: 24p List Price: $6.95 Year New: 2007 99301 Title: Being Virtual: Character and the New Economy Author(s): Carr, Nicholas G. Publication Date: 05/01/1999 Product Type: Harvard Business Review Article Abstract: Given the changes wrought by the new economy, it makes sense for companies to pursue ever-greater levels of flexibility. But does it make sense for human beings? Do we really want to be free agents, hopping from job to job and from city to city, virtual employees of virtual companies? Richard Sennett doesn't think so. In The Corrosion of Character: The Personal Consequences of Work in the New Capitalism, Sennett, a sociologist and well-known social critic, lays out a dark vision of what the new economy means for working people at all levels of society. He draws on poignant stories to show how the flexibility demanded by the new economy causes us to lose the attachments--to people, places, or companies--that form our character. Without such attachments, we lose the ability to focus on the long term: if everything's going to change overnight, why worry about tomorrow? In the aggregate, the demands of flexibility erode society's foundations. But as Nicholas Carr points out, this isn't a

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complete picture of what flexibility means for people today. For example, the spread of cheap computers is expanding opportunities to launch, market, and manage microbusinesses. And the networked economy--by making workdays more flexible and location less important--will give many of us more control over where we live and how we parcel out our time. Despite Sennett's blindness to the benefits offered by the new economy, his book provides a thoughtful counterbalance to the emptyheaded boosterism that characterizes much of the current writing on the subject. Subjects: Careers & career planning; Information age; New economy; Social change; Technological change; Virtual communities Length: 5p F0509H Title: Benchmarking Your Staff Author(s): Goold, Michael; Collis, David J. Publication Date: 09/01/2005 Product Type: Harvard Business Review Article Abstract: Here's how you can decide on the right size and composition of your corporate staff. Geographic Setting: Europe; United States Subjects: NO SUBJECTS(KEYWORDS) Length: 2p Year New: 2005 2363BC Title: Bend the Rules: Problem-Solving Strategies for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter Abstract: This chapter looks at how quiet leaders often respond to ambiguous situations by imaginatively and creatively trying to bend the rules without breaking them. May be used with: (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly; (2360BC) Buy a Little Time: ProblemSolving Strategies for Quiet Leaders; (2361BC) Invest Wisely: ProblemSolving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet

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Organizational Behavior & Leadership


Leadership. Subjects: NO SUBJECTS(KEYWORDS) Length: 19p List Price: $6.95 Year New: 2007 406012 Title: Bennie Wiley at The Partnership, Inc. Author(s): Roberts, Laura Morgan; Winston, Victoria W. Publication Date: 10/24/2005 Revision Date: 12/12/2006 Product Type: Case (Field) Abstract: Benaree Wiley, an African American, female HBS graduate (class of 1972), was appointed CEO and president in 1991 of The Partnership, a Boston-based nonprofit dedicated to developing leadership potential in professionals of color and in increasing their representation in area businesses and institutions. The organization suffered from a lack of unity among the board, an unclear mission, and financial challenges, including debt in excess of $100,000. Starting with only an administrative assistant, Wiley built the organization from the ground up, using her ability to develop and nurture relationships as the basis for growth. In December 2004, Wiley announced her impending retirement, leaving the organization with the strategic challenge of moving its programs and services to a level of greater impact (beyond the Boston community), without the leadership of its heralded CEO. Geographic Setting: Boston, MA; United States Number of Employees: 5 Event Year Start: 2005 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 16p Supplementary Materials: Supplement (Field), (406013), 5p, by Laura Morgan Roberts, Victoria W. Winston Year New: 2005 493059 Title: Bernd Sterzel at the IVth Medizinische Klinik (A) Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/25/1993 Revision Date: 03/21/1995 Product Type: Case (Field) Abstract: After 10 years of running a small laboratory at Yale Medical School, Dr. R. Bernd Sterzel assumes leadership of a nephrology clinic in Nurnberg and Erlangen, Germany. In his ambitious efforts to transform the clinic into a leading academic research institution, he encounters numerous challenges associated with health care management in a socialized medicine context. Geographic Setting: Germany Industry Setting: Hospital administration Subjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influence Length: 18p Supplementary Materials: Supplement (Field), (493060), 2p, by Linda A. Hill, Melinda B. Conrad; Supplement (Field), (493061), 6p, by Linda A. Hill, Melinda B. Conrad; Teaching Note, (494121), 24p, by Linda A. Hill, Joshua D. Margolis 493060 Title: Bernd Sterzel at the IVth Medizinische Klinik (B) Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/25/1993 Revision Date: 03/09/1995 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (493059) Bernd Sterzel at the IVth Medizinische Klinik (A). Geographic Setting: Germany Industry Setting: Health services; Hospital administration Subjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influence Length: 2p Supplementary Materials: Teaching Note, (494121), 24p, by Linda A. Hill, Joshua D. Margolis 493061 Title: Bernd Sterzel at the IVth Medizinische Klinik (C) Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/25/1993 Revision Date: 03/21/1995 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (493059) Bernd Sterzel at the IVth Medizinische Klinik (A). Geographic Setting: Germany Industry Setting: Health services; Hospital administration Subjects: Germany; Health services; Hospital administration; Leadership; Management of change; Management of professionals; Organizational change; Power & influence Length: 6p Supplementary Materials: Teaching Note, (494121), 24p, by Linda A. Hill,

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IES166 Title: The Bertelsmann Reinhard Mohn Fellowship: CSR as Cultural Exchange Author(s): Ganly, K.; Mair, Johanna Publication Date: 12/07/2005 Product Type: Case (Field) Publisher: IESE Business School Abstract: The Reinhard Mohn Fellowship is an initiative of Bertelsmann AG. It reflects Bertelsmann's ongoing commitment to fostering social, cultural, and individual development by aiming to reward and sponsor people with leadership qualities who have demonstrated enterprise, creativity, and entrepreneurial spirit. Provides for up to five social entrepreneurs from all over the world to be selected from a group of applicants to undertake a one-year program, offering them the opportunity to experience corporate culture, work on projects in various divisions, and build networks within Bertelsmann's global group of media companies. The idea behind the initiative is not only to provide a unique opportunity to socially innovative young entrepreneurs, but also to allow the company to benefit from their contrasting points of view and differing sets of experiences. Aims at stimulating students to think about innovative ways in which companies can contribute to society. Also allows for a discussion of the process of gaining and keeping momentum for social initiatives within large companies. Questions which might be posed include: Who benefits from the initiative? Is the program a success? Can its impact be measured? and, above all, Can it be replicated or provide a role model for other companies? In particular, allows for an interesting discussion of corporate responsibility initiatives in privately held companies. Geographic Setting: Europe; Germany Industry Setting: Advertising industry; Media Subjects: NO SUBJECTS(KEYWORDS) Length: 26p Supplementary Materials: Teaching Note, (IES167), 15p, by K. Ganly, Johanna Mair Year New: 2007 IES164 Title: Bertelsmann: The Ownership Question Author(s): Neumann, F.A.; Tapies, Josep Publication Date: 10/10/2006 Product Type: Case (Field) Publisher: IESE Business School Abstract: Leaders of Bertelsmann AG (BAG), the 5th largest media

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Organizational Behavior & Leadership


conglomerate worldwide, and first in Europe, had a decision to make in early 2006. Under an agreement it had reached in 2000, GBL, its only shareholder not controlled by the Mohn family, had the right to sell its 25% stake in the company in the stock market, provided it did not reach an agreement with the Mohn family beforehand for a buyback of this share package for a price to be negotiated. Briefly outlines Bertelsmann's business lines, corporate culture, and its governance structure in terms of family and business control, and the conditions of both alternatives and their consequences for the company are described (IPO vs. share buyback). Students are expected to deliver a wellrounded rationale for their recommendation on which alternative to take, as if they were in the shoes of Gunter Thielen, CEO of Bertelsmann. Geographic Setting: Germany Industry Setting: Advertising industry; Media Subjects: NO SUBJECTS(KEYWORDS) Length: 15p Supplementary Materials: Teaching Note, (IES165), 8p, by F.A. Neumann, Josep Tapies Year New: 2007 R0501C Title: The Best Advice I Ever Got Author(s): Wademan, Daisy Publication Date: 01/01/2005 Product Type: Harvard Business Review Article Abstract: A young manager faces an impasse in his career. He goes to see his mentor at the company, who closes the office door, offers the young man a chair, recounts a few war stories, and serves up a few specific pointers about the problem at hand. Then, just as the young manager is getting up to leave, the elder executive adds one small kernel of avuncular wisdom--which the junior manager carries with him through the rest of his career. Such is the nature of business advice. Or is it? The six essays in this article suggest otherwise. Few of the leaders who tell their stories here got their best advice in stereotypical form, as an aphorism or a platitude. For Ogilvy & Mather chief Shelly Lazarus, profound insight came from a remark aimed at relieving the tension of the moment. For Novartis CEO Daniel Vasella, it was an apt comment made on a snowy day back when he was a medical resident. For publishing magnate Earl Graves and Starwood Hotels' Barry Sternlicht, advice they received about trust from early bosses took on ever deeper and more practical meaning as their careers progressed. For Goldman Sachs Chairman Henry Paulson, Jr., it was as much his father's example as it was a specific piece of advice his father handed down to him. And fashion designer Liz Lange rejects the very notion that there's inherent wisdom in accepting other people's advice. As these stories demonstrate, people find wisdom when they least expect to, and they never really know what piece of advice will transcend the moment, profoundly affecting how they later make decisions, evaluate people, and examine--and reexamine--their own actions. Subjects: Careers & career planning; Leadership Length: 9p Year New: 2005 F0711C Title: The Best Advice I Ever Got: Fred Carl, Jr. Author(s): Carl, Fred, Jr.; Wademan, Daisy Publication Date: 11/01/2007 Product Type: Harvard Business Review Article Abstract: The founder and CEO of Viking Range recalls the eventful words of an early adviser: "You should run this from day one like it's a public company. Treat it like it's going to be big." He did, and it was. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2007 F0712F Title: The Best Advice I Ever Got: Hans-Paul Burkner Author(s): Wademan, Daisy Publication Date: 12/01/2007 Product Type: Harvard Business Review Article Abstract: By watching a colleague assemble diverse, high-performing teams, the CEO of the Boston Consulting Group learned the art of nurturing individual strengths and steering team members away from tasks that would expose their weaknesses. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2007 F0811D Title: The Best Advice I Ever Got: Maureen Chiquet Author(s): Dowling, Daisy Wademan Publication Date: 11/01/2008 Product Type: Harvard Business Review Article Abstract: The CEO of Chanel recalls her days as a young merchant, when

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she was taken to task by a powerful executive for not listening. Twenty years later, his words still profoundly affect the way she thinks about her company's products and interacts with customers, employees, and other stakeholders. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p F0810D Title: The Best Advice I Ever Got: Michelle Peluso Author(s): Dowling, Daisy Wademan Publication Date: 10/01/2008 Product Type: Harvard Business Review Article Abstract: The president and CEO of Travelocity remembers how her father built his environmental-engineering startup into a business with 300 employees, in part through a striking degree of care for and interest in them as individuals. Peluso has 5,000 employees--and a global organization--but she's learned to scale up her father's techniques. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p F0806H Title: The Best Advice I Ever Got: Stephen A. Schwarzman Author(s): Dowling, Daisy Wademan Publication Date: 06/01/2008 Product Type: Harvard Business Review Article Abstract: The chairman and CEO of the Blackstone Group reflects on the advice of his high school track coach, who continually reminded him that the person who is most prepared is the one who wins. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2007 F0805D Title: The Best Advice I Ever Got: William P. Lauder Author(s): Wademan Dowling, Daisy Publication Date: 05/01/2008 Product Type: Harvard Business Review Article Abstract: The president and CEO of Estee Lauder Companies learned the importance of time management back when he worked under U.S. treasury secretary Donald Regan. The lesson sounds simple, but it has shaped his approach to strategy and his philosophy on motivating people. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p

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Organizational Behavior & Leadership


Year New: 2007 606049 Title: Best Buy (B): The Journey Accelerates Author(s): DeLacey, Brian J.; LeonardBarton, Dorothy Publication Date: 11/14/2005 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (604043) Best Buy, Co., Inc. (A): An Innovator's Journey. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2006 UV0761 Title: Best Buy Co., Inc. Author(s): Hess, Edward D. Publication Date: 09/18/2007 Product Type: Case (Field) Abstract: In 2007, Best Buy was the leading electronics retailer in the United States with more than 941 stores, revenue totaling $31 billion, and a market cap of $21 billion. In 2005, Best Buy had adopted a new business model, culture, and customer-segmentation template called Customer Centricity. This move created volatility in the price of Best Buy stock because of the higherthan-expected employee costs that went with this new way of doing business and the difficulty of executing the old and the new business models simultaneously while the new model was rolled out. Best Buy responded to Wall Street's shortterm focus in a myriad of ways. It first asked for investor patience, and stressed the strong operating results achieved in Best Buy stores operating under the new model. But in June 2007, after the stock dropped again, the CEO knew he had to decide whether to open more Best Buy stores, increase the company's dividend, or increase the stock-repurchase program. Geographic Setting: United States Subjects: NO SUBJECTS(KEYWORDS) Length: 14p Supplementary Materials: Teaching Note, (UV0762), 6p, by Edward D. Hess Year New: 2008 604043 Title: Best Buy, Co., Inc. (A): An Innovator's Journey Author(s): DeLacey, Brian J.; LeonardBarton, Dorothy Publication Date: 09/04/2003 Revision Date: 11/18/2005 Product Type: Case (Field) Abstract: The CEO of Best Buy, a hugely successful retailing company, has hired consulting firm Strategos to imbue the company with an improved innovative capability. The six-month program of experimental learning yields new business ideas and also trains Best Buy employees as innovation coaches. However, this kind of learning is expensive and time consuming. The case details the learning journey as experienced by Best Buy employees and raises the question of when such development programs are appropriate. Focuses on the learning process and stimulates debate about how people and organizations learn in general, as well as how an innovation capability can be fostered. Geographic Setting: United States Industry Setting: Retail industry Number of Employees: 94,000 Gross Revenues: $20 billion revenues Event Year End: 2003 Subjects: Creativity; Employee development; Innovation; Learning; Organizational learning; Retailing; Strategy implementation Length: 20p Supplementary Materials: Case Video, DVD, (605703), 34 min, by Dorothy Leonard-Barton; Case Video, (605704), 34 min, by Dorothy Leonard-Barton; Supplement (Field), (606049), 4p, by Brian J. DeLacey, Dorothy LeonardBarton; Case Video, Streaming, (1-1807), 34 min, by Dorothy Leonard-Barton Year New: 2004 605703 Title: Best Buy, Co., Inc. (A): An Innovator's Journey, Video (DVD) Author(s): Leonard-Barton, Dorothy Publication Date: 03/01/2005 Product Type: Case Video, DVD Abstract: Follows business development manager Toby Nord and his consumer insights team through the three stages of the Innovation Initiative: setting out to gain business insights through experiential learning both internally and outside the company; sharing insights and developing or synthesizing them into new business ideas; and selecting the business plans worthy of further investigation and development. Must be used with: (604043) Best Buy, Co., Inc. (A): An Innovator's Journey. Subjects: Creativity; Employee development; Innovation; Learning; Organizational learning; Retailing; Strategy implementation Length: 34 min Year New: 2005 605704 Title: Best Buy, Co., Inc. (A): An Innovator's Journey, Video (VHS) Author(s): Leonard-Barton, Dorothy Publication Date: 03/01/2005

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Product Type: Case Video Abstract: Follows business development manager Toby Nord and his consumer insights team through the three stages of the Innovation Initiative: setting out to gain business insights through experiential learning both internally and outside the company; sharing insights and developing or synthesizing them into new business ideas; and selecting the business plans worthy of further investigation and development. Must be used with: (604043) Best Buy, Co., Inc. (A): An Innovator's Journey. Subjects: NO SUBJECTS(KEYWORDS) Length: 34 min List Price: $150.00 Year New: 2005 SMR135 Title: Best Practices in IT Portfolio Management Author(s): Leliveld, Ingmar; Jeffery, Mark Publication Date: 04/01/2004 Product Type: SMR Article Abstract: The reason most organizations struggle to demonstrate business gains from information technology investments is due to inadequate IT portfolio management (ITPM). Research at 130 companies, including Harrah's Entertainment, Waste Management, and Blue Cross Blue Shield, shows that only 17% are at the advanced, or synchronized, stage of ITPM. Scrutiny of that 17% reveals best practices for successfully aligning IT with strategic goals. The key to bridging the business-technology divide and improving results is early communication. Not only must senior business managers understand more about how IT affects both strategy and the bottom line, CIOs need to learn to communicate the vision, strategies, and goals of the IT organization in terms that non-IT executives can understand. The most effective partnerships studied were those in which the CIO took the initiative in discussing ITPM with business leaders and eventually transferred accountability to them. The most successful practitioners obtained cost savings of up to 40% of pre-ITPM budgets, better alignment between IT spending and business objectives, and greater central coordination of IT investments across the organization. By following certain specific steps to establish or upgrade ITPM and by benchmarking against synchronized companies, large organizations can make IT an integral part of their competitive advantage. Subjects: Communication; Competitive

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Organizational Behavior & Leadership


advantage; Information systems; Leadership; Organizational development Length: 11p Year New: 2005 B0407A Title: Best Practices in Managing the Execution of Strategy Author(s): Norton, David P. Publication Date: 07/15/2004 Product Type: Balanced Scorecard Report Article Abstract: What separates successful users of the Balanced Scorecard from others? Is BSC success an art or a science? Is it luck, or is just that with so many BSC users, there are bound to be some successes? Over the past year, the Balanced Scorecard Collaborative engaged in a research study to help answer these questions. The results, as distilled in five key points, provide insights from which all BSC users can benefit. Subjects: Balanced scorecard; Performance appraisal; Performance measurement; Strategy implementation Length: 8p List Price: $9.50 Year New: 2004 487040 Title: Beth Horowitz Author(s): Kao, John J. Publication Date: 12/08/1986 Revision Date: 11/05/1987 Product Type: Case (Field) Abstract: Beth Horowitz joined American Express after graduation from Harvard Business School working in the worldwide marketing area. She liked this area for its professed entrepreneurial and creative attitudes. This case looks at American Express from an entry level perspective to see if it is really creative and entrepreneurial for the new employee. The teaching objective is to look at the lower level viewpoint and debate. Geographic Setting: New York, NY Industry Setting: Travel industry Company Size: large Gross Revenues: $1 billion revenues Subjects: Careers & career planning; Creativity; Entrepreneurship Length: 9p C9911C Title: Better Brainstorming Author(s): Saunders, Rebecca Publication Date: 11/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: What do you do when you need to generate new ideas, and traditional brainstorming sessions aren't doing the job? HMCL surveyed creativity experts and came up with ten tips for jumpstarting stalled brainstorming sessions. Subjects: Creativity; Innovation Length: 2p List Price: $4.50 R0209J Title: A Better Way to Deliver Bad News Author(s): Manzoni, Jean-Francois Publication Date: 09/01/2002 Product Type: Harvard Business Review Article Abstract: In an ideal world, a subordinate would accept critical feedback from a manager with an open mind. He or she would ask a few clarifying questions, promise to work on certain performance areas, and show signs of improvement over time. But things don't always turn out that way. Fearing that the employee will become angry and defensive, the boss all too often inadvertently sabotages the meeting by preparing for it in a way that stifles honest discussion. This unintentional--indeed, unconscious-stress-induced habit makes it difficult to deliver corrective feedback effectively. Insead professor Jean-Francois Manzoni says that by changing the mind-set with which they develop and deliver negative feedback, managers can increase their odds of having productive conversations without damaging relationships. Manzoni describes two behavioral phenomena that color the feedback process--the fundamental attribution error and the false consensus effect. Managers tend to frame difficult situations and decisions in a way that is narrow (alternatives aren't considered) and binary (there are only two possible outcomes--win or lose). And during the feedback discussion, managers' framing of the issues often remains frozen. Manzoni says that bosses need to consider an employee's circumstances rather than just attribute weak performance to a person's disposition. Subjects: Employee development; Employee empowerment; Employee morale; Human resources management; Interpersonal behavior; Management styles; Managerial skills Length: 5p 1776 Title: A Better Way to Deliver Bad News (HBR OnPoint Enhanced Edition) Author(s): Manzoni, Jean-Francois Publication Date: 09/01/2002 Product Type: HBR OnPoint Article Abstract: In an ideal world, a subordinate would accept critical feedback from a manager with an open mind. He or she would ask a few clarifying questions, promise to work on certain performance areas, and show

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signs of improvement over time. But things don't always turn out that way. Fearing that the employee will become angry and defensive, the boss all too often inadvertently sabotages the meeting by preparing for it in a way that stifles honest discussion. This unintentional--indeed, unconscious-stress-induced habit makes it difficult to deliver corrective feedback effectively. Insead professor Jean-Francois Manzoni says that by changing the mind-set with which they develop and deliver negative feedback, managers can increase their odds of having productive conversations without damaging relationships. Manzoni describes two behavioral phenomena that color the feedback process--the fundamental attribution error and the false consensus effect. Managers tend to frame difficult situations and decisions in a way that is narrow (alternatives aren't considered) and binary (there are only two possible outcomes--win or lose). And during the feedback discussion, managers' framing of the issues often remains frozen. Manzoni says that bosses need to consider an employee's circumstances rather than just attribute weak performance to a person's disposition. Subjects: Employee development; Employee empowerment; Employee morale; Human resources management; Interpersonal behavior; Management styles; Managerial skills Length: 8p List Price: $6.50 7898CF Title: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, A Harvard Business School Publishing Virtual Seminar, Registration Fee Author(s): Mankins, Michael C. Publication Date: 09/22/2004 Product Type: Previous Conference Abstract: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, a Harvard Business School Publishing virtual seminar, featuring Michael C. Mankins, managing partner, Marakon Associates, and author of the Harvard Business Review article "Stop Wasting Valuable Time." Wednesday, September 22, 2004, 12: 30-2: 00 p.m. U.S./Canadian ET, $349.00 per site. Time is the scarcest resource in any company--and too few companies make wise use of their top executives' time. According to research by Michael Mankins, those companies that have solved the riddle of executive team time management deliver measurably superior performance. Mankins found that senior executives spend only about

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Organizational Behavior & Leadership


two days each month working together as a team--and of those two days, they devote less than three hours to strategic issues. These discussions tend to be diffuse and unstructured--only rarely designed to reach good discussions quickly. Drawing on actual examples from leading companies, Mankins will explore seven concrete techniques that your executive team can use to boost its performance dramatically. He will show how best-practice companies have used these techniques to drive better financial performance and higher rates of growth than their competitors. Mankins welcomes your questions as part of this interactive, 90-minute presentation. To register, visit www.krm.com/exectime Subjects: Decision making; Executives; Productivity; Teams Length: 90 min List Price: $349.00 Year New: 2004 7898SL Title: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, A Harvard Business School Publishing Virtual Seminar CD, Multiuser Author(s): Mankins, Michael C. Publication Date: 09/27/2004 Product Type: Conference Audio Format: 1/2-inch V Abstract: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, a Harvard Business School Publishing virtual seminar multiuser CD, featuring Michael C. Mankins, managing partner of Marakon Associates and author of the Harvard Business Review article, "Stop Wasting Valuable Time." Recorded Wednesday, September 22, 2004. Time is the scarcest resource in any company--and too few companies make wise use of their top executives' time. According to research by Michael Mankins, those companies that have solved the riddle of executive team time management have delivered measurably superior performance. Mankins has found that senior executives spend only about two days each month working together as a team--and of those two days, they devote less than three hours to strategic issues. These discussions tend to be diffuse and unstructured--only rarely designed to reach good discussions quickly. Drawing on actual examples from leading companies, Mankins explores seven concrete techniques that your executive team can use to boost its performance dramatically. He shows how bestpractice companies have used these techniques to drive better financial performance and higher rates of growth than their competitors. For information regarding multiuser site licenses, call 1800-795-5200. Outside the United States and Canada, call 617-783-7888. Subjects: Decision making; Performance effectiveness; Productivity; Teams Length: 90 min List Price: $349.00 Year New: 2004 7898CD Title: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, A Harvard Business School Publishing Virtual Seminar CD, Single User Author(s): Mankins, Michael C. Publication Date: 09/27/2004 Product Type: Conference Audio Format: 1/2-inch V Abstract: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, a Harvard Business School Publishing virtual seminar single-user CD, featuring Michael C. Mankins, managing partner at Marakon Associates and author of the Harvard Business Review article "Stop Wasting Valuable Time." Recorded Wednesday, September 22, 2004. Time is the scarcest resource in any company--and too few companies make wise use of their top executives' time. According to research by Michael Mankins, those companies that have solved the riddle of executive team time management have delivered measurably superior performance. Mankins has found that senior executives spend only about two days each month working together as a team--and of those two days, they devote less than three hours to strategic issues. These discussions tend to be diffuse and unstructured--only rarely designed to reach good discussions quickly. Drawing on actual examples from leading companies, Mankins explores seven concrete techniques that your executive team can use to boost its performance dramatically. He shows how bestpractice companies have used these techniques to drive better financial performance and higher rates of growth than their competitors. Volume discounts and site license pricing are also available. For information, call 1-800795-5200. Outside the United States and Canada, call 617-783-7888. Subjects: Decision making; Performance effectiveness; Productivity; Teams Length: 90 min List Price: $129.00 Year New: 2004

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406013 Title: Beverly Edgehill at The Partnership, Inc. Author(s): Roberts, Laura Morgan; Winston, Victoria W. Publication Date: 10/24/2005 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (406012) Bennie Wiley at The Partnership, Inc. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2005 604018 Title: Beverly Stern: Retail Executive Author(s): Bowen, H. Kent; Wagonfeld, Alison Berkley Publication Date: 11/18/2003 Revision Date: 05/31/2005 Product Type: Case (Field) Abstract: Beverly Stern has been a successful operating manager in three prominent retail chains: GAP, Pottery Barn, and Williams-Sonoma. Stern's last job at a start-up did not meet her expectations, and she must now decide what to do next. She has an offer to start a new retail division of Gymboree. The case allows students to understand the career of a successful "merchandising" executive and to determine key personal characteristics and skills that support a successful career. Contains examples of what Stern learned as she progressed in her career and provides insights into the professional challenges that would be criteria for job choice. Industry Setting: Retail industry Event Year End: 2003 Subjects: Careers & career planning; Decision making; Merchandising; Operations management Length: 23p Year New: 2004 U0311C Title: Beware the Zombie Syndrome Author(s): Gary, Loren Publication Date: 11/01/2003 Product Type: Harvard Management Update Article Abstract: When a company experiences a major business failure, postmortem analysis tends to focus on a few usual suspects: The executives weren't very smart. They were greedy. But these explanations miss the mark. The underlying cause of most major failures is not some missing capability but the company's excellence. Subjects: Managerial behavior; Organizational behavior; Organizational change Length: 3p List Price: $4.50

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Organizational Behavior & Leadership


NEW SMR170 Title: Beyond Best Practice Author(s): Gratton, Lynda; Ghoshal, Sumantra Publication Date: 04/01/2005 Product Type: SMR Article Abstract: The importance of implementing best management practices is widely understood. However, best practice alone is not enough. The examples of three high-performing companies show companies not only using standard best practices but also embracing internally developed, idiosyncratic "signature processes" that reflect the history and values of the organizations and executive teams. Such signature processes--a daily morning meeting of senior executives at the Royal Bank of Scotland Group, for example--help drive high performance because they engender passion and energy within an organization. The mechanisms by which signature processes develop differ from those associated with best practice ideas, however. The latter are often adapted from shared knowledge originating outside the company, whereas signature processes start with the values that internal executives champion. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2005 U9607C Title: Beyond Corporate Loyalty: Toward a New Managerial Ethic: An Interview with Charles Heckscher Author(s): Heckscher, Charles C.; Billington, Jim Publication Date: 07/01/1996 Product Type: Harvard Management Update Article Abstract: As job security becomes less commonplace for most employees, there is a rising trend among a minority of managers to adopt a "professional ethic" with respect to their careers that builds a shared commitment between companies and individuals for a limited period of time. Charles Heckscher, chair of the Labor Studies and Employment Relations Department of Rutgers University, describes this approach as an alternative to both loyalty and free agency. He advocates that managers develop stronger networks and associations among themselves. Heckscher also discusses the need to build transferable skills and a way to make benefits portable between institutions. Subjects: Careers & career planning; Employee attitude Length: 2p List Price: $4.50 R0301C Title: Beyond Empowerment: Building a Company of Citizens Author(s): Manville, Brook; Ober, Josiah Publication Date: 01/01/2003 Product Type: Harvard Business Review Article Abstract: We live in a knowledge economy. The core assets of the modern business enterprise aren't its buildings, machinery, and real estate, but the intelligence, understanding, skills, and experience of its employees. Harnessing the capabilities and commitment of knowledge workers is arguably the central managerial challenge of our time. Unfortunately, it is a challenge that has not yet been met. Corporate ownership structures, governance systems, and incentive programs--despite the enlightened rhetoric of business leaders--remain firmly planted in the industrial age. In this article, the authors draw on history to lay out a model for a democratic business organization suited to the knowledge economy. The Athenian model of organizational democracy offers a window into how sizable groups of people can, in an atmosphere of dignity and trust, successfully govern themselves without resorting to a stifling bureaucracy. Such a system provides the synthesis of individual initiative and common cause that today's companies need to achieve if they're to realize the full power of their people and thrive in the knowledge economy. Subjects: Corporate culture; Decision making; Employee empowerment; Knowledge management; Knowledge workers; Organizational development; Organizational structure Length: 6p CMR001 Title: Beyond the Analytic Manager, Parts I & II Author(s): Leavitt, Harold J. Publication Date: 04/01/1975 Product Type: CMR Article Publisher: California Management Review Abstract: A critical review of the growth of quantitative analytic thinking in management, Part I of this article argues that analytic methodology is effective in generating solutions to given problems, but is much less effective in finding the right problems and in dealing with value issues. The behavioral sciences have contributed largely to the implementation of solutions to problems but they, too, have largely ignored the process of

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"problem finding." The concluding portion of this article reviews a variety of ideas about nonanalytic thinking and problem solving. Many of these ideas are far-out, according to both contemporary managerial practice and intellectual "legitimacy." Other "closer-in" ideas are then considered, with the argument that we should be experimenting much more with such techniques in the future. Subjects: Decision making; Management philosophy; Managerial behavior Length: 19p U0303D Title: Beyond the Carrot and the Stick: New Alternatives for Influencing Customer Behavior Author(s): Frei, Frances X. Publication Date: 03/01/2003 Product Type: Harvard Management Update Article Abstract: Historically, companies have tried to influence and figure out their customers' needs and wants by using the carrot and the stick approach. However, some companies are having success with a third approach--using social norms and the power of the group. This guest column by Frances X. Frei, an assistant professor at Harvard Business School, can teach you a new way of looking at your customers to tap into what they really want. Subjects: Corporate strategy; Customer relations; Customer retention; Innovation; Marketing management; Strategy formulation; Strategy implementation Length: 2p List Price: $4.50 CMR024 Title: Beyond the Charismatic Leader: Leadership and Organizational Change Author(s): Nadler, David A.; Tushman, Michael L. Publication Date: 01/01/1990 Product Type: CMR Article Publisher: California Management Review Abstract: In ever more turbulent environments, executive leadership matters as never before. Organization speed, flexibility, and the need to execute discontinuous change require sharpened leadership skills. Charismatic leaders are important. These relatively rare leaders provide vision, direction, and energy for their firms. However, charisma is never enough to build competitive, agile organizations. Charismatic leadership must be bolstered by institutional leadership through attention to details on roles, structures, and rewards. Further, as

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Organizational Behavior & Leadership


most organizations are too large and complex for any one executive or senior team to manage directly, responsibility for managing in turbulent environments must be institutionalized throughout the management system. Subjects: Leadership; Organizational change Length: 21p U9907D Title: Beyond the Chicken Cheer: How to Improve Your Creativity Author(s): Gary, Loren Publication Date: 07/01/1999 Product Type: Harvard Management Update Article Abstract: Don't waste your time at seminars that urge you to cluck like a chicken in an attempt to lose inhibition and inspire creativity. HMU asked some experts on creativity for tips on how to really improve your creative potential. Includes a sidebar entitled "5 Myths About Creativity." Subjects: Creativity Length: 2p List Price: $4.50 403S31 Title: Beyond the Myth of the Perfect Mentor: Building a Network of Developmental Relationships, Spanish Version Author(s): Hill, Linda A.; Kamprath, Nancy Publication Date: 03/13/1991 Revision Date: 06/10/1998 Product Type: LACC Note Abstract: Instead of embarking on an odyssey for the perfect mentor, individuals should pursue a strategy of building a network of developmental relationships. In this note, we explore the process by which such a network can be established and cultivated: 1) What functions can developmental relationships serve? 2) How are these relationships formed and maintained? 3) With whom in an organization can an individual establish such relationships? and 4) What are some of the special challenges those in the minority face in building these relationships? In summary, we offer guidelines for building a constellation of developmental relationships. Subjects: Careers & career planning; Cross cultural relations; Human resources management; Interpersonal relations; Mentors; Power & influence; Women Length: 18p 491096 Title: Beyond the Myth of the Perfect Mentor: Building a Network of Developmental Relationships Author(s): Hill, Linda A.; Kamprath, Nancy Publication Date: 03/13/1991 Revision Date: 06/10/1998 Product Type: Note Abstract: Instead of embarking on an odyssey for the perfect mentor, individuals should pursue a strategy of building a network of developmental relationships. In this note, we explore the process by which such a network can be established and cultivated: 1) What functions can developmental relationships serve? 2) How are these relationships formed and maintained? 3) With whom in an organization can an individual establish such relationships? and 4) What are some of the special challenges those in the minority face in building these relationships? In summary, we offer guidelines for building a constellation of developmental relationships. Subjects: Careers & career planning; Cross cultural relations; Human resources management; Interpersonal relations; Mentors; Power & influence; Women Length: 17p R0605Z Title: Big Shoes to Fill (Commentary for HBR Case Study) Author(s): Beer, Michael; Eckert, Robert A.; Dichter, Steven F.; Canavan, Patrick J.; Sulkowicz, Kerry Publication Date: 05/01/2006 Product Type: Harvard Business Review Article Abstract: Jack Donally was a colossal figure who commanded a lot of respect, if not affection. Just before Jack suddenly died, the board appointed Stephanie Fortas as the new CEO to lead Innostat, the world's best-known manufacturer of prosthetic limbs and surgical implants. Innostat has recently been struggling; its once generous margins have been narrowing for the past several years as other companies have found ways to engineer around its patents and develop competitive products of their own. Worse, the company seems to have lost its innovative edge: It has not launched a major new product in four years. The previous year, the board rejected a plan for a large-scale reorganization that might have addressed many of these fundamental problems. Should Stephanie revive the plan? Her coach tells her she doesn't have the clout to survive a reorg and advises her to scope out new products and drive them through the way Jack used to. Meanwhile, Stephanie deliberates about whether to fire Frank Timoshotsky, the self-effacing head of production who had

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been Jack's protege and who was passed over for the CEO position. May be used with: (R0605X) Big Shoes to Fill (HBR Case Study). Geographic Setting: Boston, MA; Dublin; Los Angeles, CA Industry Setting: Medical equipment & device industry Number of Employees: 5,000 Gross Revenues: $2 billion sales Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2006 R0605A Title: Big Shoes to Fill (HBR Case Study and Commentary) Author(s): Beer, Michael; Eckert, Robert A.; Dichter, Steven F.; Canavan, Patrick J.; Sulkowicz, Kerry Publication Date: 05/01/2006 Product Type: Harvard Business Review Article Abstract: Jack Donally was a colossal figure who commanded a lot of respect, if not affection. Just before Jack suddenly died, the board appointed Stephanie Fortas as the new CEO to lead Innostat, the world's best-known manufacturer of prosthetic limbs and surgical implants. Innostat has recently been struggling; its once generous margins have been narrowing for the past several years as other companies have found ways to engineer around its patents and develop competitive products of their own. Worse, the company seems to have lost its innovative edge: It has not launched a major new product in four years. The previous year, the board rejected a plan for a large-scale reorganization that might have addressed many of these fundamental problems. Should Stephanie revive the plan? Her coach tells her she doesn't have the clout to survive a reorg and advises her to scope out new products and drive them through the way Jack used to. Meanwhile, Stephanie deliberates about whether to fire Frank Timoshotsky, the self-effacing head of production who had been Jack's protege and who was passed over for the CEO position. Geographic Setting: Boston, MA; Dublin; Los Angeles, CA Industry Setting: Medical equipment & device industry Number of Employees: 5,000 Gross Revenues: $2 billion sales Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2006 R0605X Title: Big Shoes to Fill (HBR Case

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Organizational Behavior & Leadership


Study) Author(s): Beer, Michael Publication Date: 05/01/2006 Product Type: Harvard Business Review Article Abstract: Jack Donally was a colossal figure who commanded a lot of respect, if not affection. Just before Jack suddenly died, the board appointed Stephanie Fortas as the new CEO to lead Innostat, the world's best-known manufacturer of prosthetic limbs and surgical implants. Innostat has recently been struggling; its once generous margins have been narrowing for the past several years as other companies have found ways to engineer around its patents and develop competitive products of their own. Worse, the company seems to have lost its innovative edge: It has not launched a major new product in four years. The previous year, the board rejected a plan for a large-scale reorganization that might have addressed many of these fundamental problems. Should Stephanie revive the plan? Her coach tells her she doesn't have the clout to survive a reorg and advises her to scope out new products and drive them through the way Jack used to. Meanwhile, Stephanie deliberates about whether to fire Frank Timoshotsky, the self-effacing head of production who had been Jack's protege and who was passed over for the CEO position. May be used with: (R0605Z) Big Shoes to Fill (Commentary for HBR Case Study). Geographic Setting: Boston, MA; Dublin; Los Angeles, CA Industry Setting: Medical equipment & device industry Number of Employees: 5,000 Gross Revenues: $2 billion sales Subjects: NO SUBJECTS(KEYWORDS) Length: 6p Year New: 2006 706415 Title: Bill Belichick and the Cleveland Browns Author(s): Wells, John R.; Haglock, Travis Publication Date: 08/10/2005 Product Type: Case (Library) Abstract: Genius? That is not what they were calling Bill Belichick in Cleveland. Why? Four losing seasons in five years. Fans hurled trash and insults. The media resented him. Ownership abandoned him. Players quit on him. Very different from the three Super Bowls in five years Belichick would win with the New England Patriots a few years later. Different players? Different ownership? Different management styles? Different strategies? Different coach? Find out. What happened when the Browns hired a man who began studying football strategy at the age of six? A man with a degree in economics who almost became an MBA candidate before accepting a job in football that paid $25 a week. A man who was long recognized as one of the best assistant coaches in the NFL. Learn how Belichick managed the players, the coaches, the owner, the media, etc. May be used with: (706413) Bill Belichick and the New England Patriots (A); (706414) Bill Belichick and the New England Patriots (B); (706412) The NFL. Geographic Setting: Cleveland, OH Industry Setting: Sports industry Number of Employees: 200 Gross Revenues: $100 million revenues Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2005 479040 Title: Biography of an Executive (A) Author(s): Lorsch, Jay W.; Rosenberg, Paul L. Publication Date: 06/01/1979 Revision Date: 09/01/1980 Product Type: Case (Field) Abstract: Biographical sketch of a 48year-old corporate staff officer focusing on both personal and business problems. Geographic Setting: East Coast Event Year Start: 1930 Subjects: Careers & career planning; Ethics; Executives; Motivation; Organizational behavior Length: 36p Supplementary Materials: Supplement (Field), (481057), 4p, by Jay W. Lorsch, Paul L. Rosenberg; Teaching Note, (485087), 9p, by Jeffrey A. Sonnenfeld, James J. Dowd 481057 Title: Biography of an Executive (B): Spouse's Perspective Author(s): Lorsch, Jay W.; Rosenberg, Paul L. Publication Date: 10/01/1980 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (479040) Biography of an Executive (A). Subjects: Careers & career planning; Ethics; Executives; Families & family life; Motivation; Organizational behavior Length: 4p Supplementary Materials: Teaching Note, (485087), 9p, by Jeffrey A. Sonnenfeld, James J. Dowd F0301A Title: Black Hawk Down at Work

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Author(s): Britt, Thomas W. Publication Date: 01/01/2003 Product Type: Harvard Business Review Article Abstract: Obstacles to high performance can be as profoundly demotivating on the shop floor as they are on the battlefield. And for high performers, factors they can't control can hinder their best work and may drive them to look elsewhere. The ones who stay behind may be the ones who don't care. Subjects: Motivation; Organizational development; Performance effectiveness Length: 2p U0709D Title: Block That Defense: How to Make Sure Your Constructive Criticism Works Author(s): Field, Anne Publication Date: 09/01/2007 Product Type: Harvard Management Update Article Abstract: Why do top executives have difficulty receiving and responding to constructive criticism? Because so many highfliers have received little criticism in their careers. The result is that when receiving criticism, the highestperforming employees in an organization are the ones most likely to become defensive--to screen out criticism and place the blame on anyone and everyone but themselves. Although getting highfliers to take in and respond to honest feedback can be tough, it's not impossible. Learn how to get through your best managers' defenses and have your feedback heard. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p List Price: $4.50 Year New: 2007 C0012D Title: Blockbuster Business Writing Publication Date: 12/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: It's no secret that most business prose suffers from a deficit of excitement. Clumsy writing, unclear purpose, and arcane subject matter stand between the business writer and, say, the Pulitzer Prize. Here, HMCL suggests that you take a hint from successful Hollywood blockbusters: Find a hero, give her a challenge, test her, and then let her win the goal in the end. Includes a sidebar entitled "The Archetypal Hero." Subjects: Management communication Length: 1p List Price: $4.50

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Organizational Behavior & Leadership


B0301D Title: Board Governance and Accountability Author(s): Howie, Robert Publication Date: 01/15/2003 Product Type: Balanced Scorecard Report Article Abstract: Known as much for his contributions to the field of human capital as for his work in organizational development and effectiveness, Professor Edward Lawler is director of USC's Center for Effective Organizations, which he founded in 1979. He is co-author, with Jay A. Conger and David L. Finegold, of Corporate Boards: New Strategies for Adding Value at the Top. As part of BSR's new publisher's interview series with leading management thinkers, BSC senior vice-president and BSR copublisher Robert L. Howie, Jr., recently discussed board governance with Lawler. Subjects: Balanced scorecard; Board of directors; Corporate governance; Corporate strategy; Ethics; Strategic planning Length: 2p List Price: $9.50 405105 Title: The Board of Directors at Morgan Stanley Dean Witter (A) Author(s): Lorsch, Jay W.; Robertson, Ashley C. Publication Date: 06/30/2005 Revision Date: 01/16/2007 Product Type: Case (Library) Abstract: Examines the resignation of Philip Purcell as chairman and CEO of Morgan Stanley as a result of poor performance and cultural problems, as well as his relationship to the board of directors. Industry Setting: Banking industry Event Year Start: 2005 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 24p Supplementary Materials: Supplement (Library), (406045), 2p, by Jay W. Lorsch, Alexis Chernak Year New: 2006 406045 Title: The Board of Directors at Morgan Stanley Dean Witter (B) Author(s): Lorsch, Jay W.; Chernak, Alexis Publication Date: 08/23/2005 Revision Date: 01/11/2007 Product Type: Supplement (Library) Abstract: An abstract is not available for this product. Must be used with: (405105) The Board of Directors at Morgan Stanley Dean Witter (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 2p Year New: 2006 404039 Title: The Board of Directors at the Coca-Cola Co. Author(s): Lorsch, Jay W.; Khurana, Rakesh; Sanchez, Sonya Publication Date: 08/11/2003 Revision Date: 01/12/2004 Product Type: Case (Field) Abstract: Provides a history of the board of directors of the Coca-Cola Co. through 2003. Describes the evolution in the board's membership, practices, and structure and the role it played in the company's governance. Questions are raised about the relationship between the board and top management, especially how the board is carrying out its responsibilities in the 21st century. Geographic Setting: Atlanta, GA Industry Setting: Soft drink industry Gross Revenues: $20 billion revenues Event Year End: 2003 Subjects: Beverages; Board of directors; Corporate governance Length: 29p Year New: 2004 491081 Title: Board of Directors: Membership Author(s): Lorsch, Jay W.; McNair, Elizabeth H. Publication Date: 02/15/1991 Revision Date: 03/03/1995 Product Type: Case (Library) Abstract: Describes the members of the board of 15 publicly owned corporations (13 in the United States, 2 in Europe). Students are asked to use this data to consider what the membership of each board suggests about each board's intended function and role, and about the likely dynamics of each board. The purpose is to allow students to consider how to use the data they would have if they were asked to join a board. Subjects: Board of directors; Corporate governance; Leadership; Organizational structure Length: 55p R0303F Title: The Board's Missing Link Author(s): Montgomery, Cynthia A.; Kaufman, Rhonda Publication Date: 03/01/2003 Product Type: Harvard Business Review Article Abstract: The causes of many corporate governance problems lie well below the surface--specifically, in critical relationships that are not structured to support the players involved. In other words, the very foundation of the system

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is flawed. And unless we correct the structural problems, surface changes are unlikely to have a lasting impact. When shareholders, management, and the board of directors work together as a system, they provide a powerful set of checks and balances. But the relationship between shareholders and directors is fraught with weaknesses, undermining the entire system's equilibrium. As the authors explain, the exchange of information between these two players is poor. The authors suggest several ways to improve the relationship between shareholders and directors: Increase board accountability by recording individual directors' votes on key corporate resolutions, separate the positions of chairman and CEO, reinvigorate shareholders, and give boards funding to pay for outside experts who can provide perspective on crucial issues. Subjects: Board of directors; Corporate governance; Corporate responsibility Length: 10p NEW 3183 Title: The Board's Missing Link (HBR OnPoint Enhanced Edition) Author(s): Montgomery, Cynthia A.; Kaufman, Rhonda Publication Date: 03/01/2003 Product Type: HBR OnPoint Article Abstract: This is an enhanced edition of HBR article R0303F, originally published in March 2003. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. The causes of many corporate governance problems lie well below the surface--specifically, in critical relationships that are not structured to support the players involved. In other words, the very foundation of the system is flawed. And unless we correct the structural problems, surface changes are unlikely to have a lasting impact. When shareholders, management, and the board of directors work together as a system, they provide a powerful set of checks and balances. But the relationship between shareholders and directors is fraught with weaknesses, undermining the entire system's equilibrium. As the authors explain, the exchange of information between these two players is poor. The authors suggest several ways to improve the relationship between shareholders and directors: Increase board accountability by recording individual directors' votes on key corporate resolutions, separate the positions of chairman and CEO, reinvigorate shareholders, and give boards funding to pay for outside experts who can provide perspective on crucial

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Organizational Behavior & Leadership


issues. Subjects: Board of directors; Corporate governance; Corporate responsibility Length: 10p List Price: $6.50 NEW KEL131 Title: Boards of Directors Author(s): Rogers, Steven; Manuel, Mark C. Publication Date: 01/01/1999 Product Type: Note Abstract: Gives a straightforward overview of business governance. Discusses why a board is needed, the ideal size of a board, and the differences between a board of directors and an advisory board. Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2006 91C005 Title: Bob Chen Author(s): DiStefano, Joseph J.; Abramson, Neil Publication Date: 01/01/1991 Revision Date: 08/24/1992 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: Bob Chen, senior accountant in the accounting firm of James Williams, faces a sensitive meeting with David Shorter, managing partner of the Toronto new venture practice. A native of Hong Kong and graduate of Queen's, Bob has been given a temporary assignment to an audit when he wants to specialize in tax. A serious misunderstanding, partially involving cultural differences, has evolved over this assignment and Bob is on the verge of resigning. The activities of other partners and managers involved in the situation are also described. Designed for use with David Shorter. The two cases are designed for use in a role play. Geographic Setting: Ontario Industry Setting: Service industries Subjects: Canada; Careers & career planning; Cross cultural relations; Professionals Length: 8p Supplementary Materials: Teaching Note, (891C04), 12p, by Joseph J. DiStefano 495013 Title: Bob Fifer Author(s): Thomas, David A.; Cohen, Doug Publication Date: 09/09/1994 Product Type: Case (Field) Abstract: Explores the life and concerns of Bob Fifer, HBS class of 1979 and CEO of Kaiser Associates. Explores the many influences on Bob's development and his subsequent career choices. It is written as a biography with extensive quotes from interviews with Bob. He describes the role of his upbringing and Jewish ethnicity in the formation of his early self-concept. Highlights the careerrelated choices he makes, including college at Harvard, attending business school, and entering consulting. After years of success and driven workaholic behavior, Bob experiences disillusionment and personal tragedy. Geographic Setting: United States Industry Setting: Consulting Subjects: Careers & career planning; Consulting; Entrepreneurship; Organizational behavior; Self evaluation Length: 11p Supplementary Materials: Teaching Note, (498063), 9p, by David A. Thomas, Emily D. Heaphy 402S12 Title: Bob Galvin and Motorola, Inc. (A), Spanish Version Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 07/31/2002 Product Type: LACC Case Abstract: Describes the changing environment faced by Motorola in the 1980s and the recognition by its CEO, Bob Galvin, that "change is needed." Also describes a major challenge set forth by Galvin to the organization to do something to prepare for the future. The challenge is somewhat ambiguous, however, and the reaction is mixed. Geographic Setting: Chicago, IL; Phoenix, AZ Industry Setting: Telecommunications industry Company Size: Fortune 500 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications Length: 20p Supplementary Materials: LACC Supplement, (1-403-S08), 10p, by Todd D. Jick, Mary Gentile Year New: 2006 487062 Title: Bob Galvin and Motorola, Inc. (A) Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 04/09/1987 Revision Date: 03/27/1989 Product Type: Case (Field) Abstract: Describes the changing environment faced by Motorola in the 1980s and the recognition by its CEO, Bob Galvin, that "change is needed." Also describes a major challenge set forth by Galvin to the organization to do something to prepare for the future. The

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challenge is somewhat ambiguous, however, and the reaction is mixed. May be used with: (487064) Bob Galvin and Motorola, Inc. (C). Geographic Setting: Chicago, IL; Phoenix, AZ Industry Setting: Telecommunications industry Company Size: Fortune 500 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications Length: 14p Supplementary Materials: Supplement (Field), (487063), 2p, by Todd D. Jick, Mary Gentile; Teaching Note, (491100), 7p, by Todd D. Jick 487063 Title: Bob Galvin and Motorola, Inc. (B) Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 04/09/1987 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (487062) Bob Galvin and Motorola, Inc. (A). Industry Setting: Telecommunications industry Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications Length: 2p Supplementary Materials: Teaching Note, (491100), 7p, by Todd D. Jick 403S09 Title: Bob Galvin and Motorola, Inc. (C), Spanish Version Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 04/09/1987 Product Type: LACC Case Abstract: Describes the implementation of the "organization effectiveness" process which was designed to make major changes in two major divisions at Motorola. The reactions and actions of each division are described in some detail, as well as the initial results. Geographic Setting: Chicago, IL; Phoenix, AZ Industry Setting: Telecommunications industry Company Size: Fortune 500 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications Length: 10p 487064 Title: Bob Galvin and Motorola, Inc. (C) Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 04/09/1987 Product Type: Case (Field) Abstract: Describes the implementation of the "organization effectiveness"

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Organizational Behavior & Leadership


process which was designed to make major changes in two major divisions at Motorola. The reactions and actions of each division are described in some detail, as well as the initial results. May be used with: (487062) Bob Galvin and Motorola, Inc. (A). Geographic Setting: Chicago, IL; Phoenix, AZ Industry Setting: Telecommunications industry Company Size: Fortune 500 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications Length: 9p Supplementary Materials: Teaching Note, (491100), 7p, by Todd D. Jick 489032 Title: Bob Mitchell Author(s): Jick, Todd D.; Levaggi, Lori Ann Publication Date: 08/04/1988 Product Type: Case (Gen Exp) Abstract: A manager decides to make a personal change, namely to lose 20 pounds. Looking into the ways he can go about making this change, he finds it is very complicated. The case discusses the many barriers to change, the numerous constituencies involved, and the personal cost of change. Subjects: Personal strategy & style Length: 3p 402002 Title: Bobbie D'Alessandro and the Redesign of the Cambridge Rindge and Latin School Author(s): Hill, Linda A.; Doughty, Kristin C.; Pruyne, Ellen Publication Date: 07/17/2001 Product Type: Case (Field) Abstract: Bobbi D'Alessandro, the superintendent of the school system in Cambridge, MA, has just hired a new principal to lead a major redesign effort in the city's only high school. The need for reform had been evident since the late 1980s when school statistics highlighted substantial disparities in academic achievement rates across race and income level. Reform efforts over the past decade have met with little success. One of the most significant challenges in undertaking school redesign is managing the complex constituencies involved with the Cambridge school system, including students, parents, teachers, the teachers' union, and the school committee. D'Alessandro has been in the superintendent role less than two years and wonders how she can best create the conditions under which the new principal and the redesign effort will achieve success. May be used with: (402003) Paula Evans and the Redesign of the Cambridge Rindge and Latin School (A). Geographic Setting: Cambridge, MA Industry Setting: Academic administration; Government & regulatory Number of Employees: 1,005 Gross Revenues: $106 million revenues Subjects: Academic administration; Diversity; Education; Leadership; Management of change; Nonprofit organizations; Organizational change; Public administration; Reorganization; Restructuring; Women Length: 22p Supplementary Materials: Supplement (Field), (402005), 2p, by Linda A. Hill, Kristin C. Doughty NEW U0806C Title: Boost Growth and Profitability--At the Same Time Author(s): Johnson, Lauren Keller Publication Date: 05/23/2008 Product Type: Harvard Management Update Article Abstract: Getting the top line headed north without sending the bottom line south is the ideal, but most companies find the ideal difficult to realize. According to Dominic Dodd and Ken Favaro, authors of The Three Tensions: Winning the Struggle to Perform Without Compromise, companies often make these two goals mutually exclusive: either they can achieve growth or increase profitability. Instead of trying to beat the profitable-growth challenge by striking various forms of balance--for example, between growing organically and growing through acquisitions, or between focusing on core business and diversifying--Favaro and Dodd recommend looking beyond the notion of balance to focus on customer benefit, which they argue is the common bond between growth and profitability. To send your growth and your profitability spiraling upward together, they suggest three practices: 1) Make "customer benefit" your mantra; 2) Grow your market, not just your market share; and 3) Go for market strength, not market attractiveness. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p List Price: $4.50 U9710D Title: Boosting Your Emotional Intelligence Author(s): Stauffer, David Publication Date: 10/01/1997 Product Type: Harvard Management

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Update Article Abstract: "What am I feeling right now? What do I want? How am I acting? What appraisals am I making? What do my senses tell me?" According to Hendrie Weisinger, author of Emotional Intelligence at Work: The Untapped Edge for Success, these are all questions you could be asking yourself if you are trying to boost your emotional intelligence. He suggests creating "a constructive internal dialogue" to manage your emotions so that they work for you--not against you. Recent studies indicate that intelligence and skills at work are not enough if we can't manage the human side of the equation. However, emotional intelligence, or selfawareness of your own feelings, can be learned and in turn can benefit you and your organization. Those individuals who have emotional self-awareness are better leaders and organizers, and are generally more positive people, thereby boosting productivity in organizations. Subjects: Leadership; Self evaluation Length: 2p List Price: $4.50 617X Title: Boosting Your Team's Emotional Intelligence--for Maximum Performance (HBR Article Collection) Publication Date: 03/01/2001 Product Type: HBR OnPoint Collection Abstract: Extraordinary team performance. Superior decision-making and action. The conviction that a group's power transcends the contribution of any individual member. How can teams sustain these achievements? As teams increasingly become the primary units of productivity in organizations, this question becomes more urgent. Individual intelligence, vision, and technical skill are important, but they shine only when teams hone their emotional intelligence--that combination of self-management and social skills-and practice essential discipline based on mutual accountability. As this collection reveals, we can boost EI--and transform team performance--by learning the competencies of EI and building behavior norms that let employees express these competencies at the group level. The three Harvard Business Review articles in this collection: "What Makes a Leader" by Daniel Goleman (HBR reprint 98606), "Building Emotional Intelligence in Groups" by Vanessa Urch Druskat and Steven B. Wolff (HBR reprint R0103E), and "The Discipline of Teams (HBR Classic)" by Jon R. Katzenbach and Douglas K. Smith (HBR reprint R0507P). Subjects: Human behavior; Leadership; Organizational behavior; Teams

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Organizational Behavior & Leadership


Length: 44p List Price: $17.95 F0306A Title: Bosses Behaving Badly Author(s): Pachter, Barbara; Morse, Gardiner Publication Date: 06/01/2003 Product Type: Harvard Business Review Article Abstract: In this HBR interview, business-etiquette consultant Barbara Pachter describes common executive gaffes, explains why managers still get etiquette wrong, and offers some rules of thumb about good business manners. Subjects: Communication in organizations; Interviews; Organizational behavior Length: 2p 491028 Title: Bound Feet (A) Author(s): Barnes, Louis B.; Christensen, C. Roland; Kaftan, Colleen Publication Date: 08/10/1990 Revision Date: 09/23/1991 Product Type: Case (Field) Abstract: Presents a classroom situation involving a strident protest by an older woman student regarding the study of Confucianism because of all religious oppressive treatment of women. The action question is what does the instructor do? The instructor, a younger woman, sympathizes with the sentiments but doesn't want to lose the intellectual dimension of the class. Geographic Setting: New England Industry Setting: Education industry Company Size: small Subjects: Decision making; Higher education; Values; Women Length: 5p Supplementary Materials: Supplement (Field), (491029), 2p, by Louis B. Barnes, C. Roland Christensen, Colleen Kaftan; Teaching Note, (492033), 5p, by Louis B. Barnes; Teaching Note, (395163), 5p, by Louis B. Barnes 491029 Title: Bound Feet (B) Author(s): Barnes, Louis B.; Christensen, C. Roland; Kaftan, Colleen Publication Date: 08/22/1990 Revision Date: 09/06/1991 Product Type: Supplement (Field) Abstract: Presents a follow-up to Bound Feet (A). Describes how the instructor resolved the dilemma. She now must decide what to do about the same student's written paper which is more of the same protesting of male chauvinism but doesn't address the assignment. Must be used with: (491028) Bound Feet (A). Industry Setting: Higher education Subjects: Decision making; Higher education; Values; Women Length: 2p Supplementary Materials: Teaching Note, (492033), 5p, by Louis B. Barnes; Teaching Note, (395163), 5p, by Louis B. Barnes 403005 Title: Bradley Marquez: Reduction in Force (A) Author(s): DeLong, Thomas J.; Vijayaraghavan, Vineeta Publication Date: 07/15/2002 Revision Date: 10/10/2002 Product Type: Case (Field) Abstract: The Bradley Marquez advertising agency had created a successful niche delivering ethnic markets to their clients, corporate giants like Compaq, Sprint, Texaco, 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. Geographic Setting: New York, NY Number of Employees: 900 Gross Revenues: $80 million revenues Subjects: Corporate culture; Education; Financial services; Layoffs; Organizational change Length: 8p Supplementary Materials: Supplement (Field), (403007), 6p, by Thomas J. DeLong, Vineeta Vijayaraghavan; Teaching Note, (407091), 13p, by Thomas J. DeLong, Terry Heymann 403007 Title: Bradley Marquez: Reduction in Force (B) Author(s): DeLong, Thomas J.; Vijayaraghavan, Vineeta Publication Date: 07/15/2002 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (403005) Bradley Marquez: Reduction in Force (A). Geographic Setting: New York, NY Subjects: Human resources management; Organizational behavior Length: 6p Supplementary Materials: Teaching Note, (407091), 13p, by Thomas J. DeLong, Terry Heymann BAB087 Title: The Brady Training Program Author(s): Cohen, Allan; Duckett, William Publication Date: 01/01/2000

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Revision Date: 05/05/2004 Product Type: Case (Field) Publisher: Babson College Abstract: This case chronicles the events that prompt the recruits of one computer company's training program to aid one another on assignments and projects despite rules explicitly prohibiting such behavior. It emphasizes personal values and the choices made in different circumstances. It also raises questions about the responsibility of companies to design organizations that induce ethical behavior. Bill Flynn is a 23-year-old newcomer to the Brady Co. Information Systems Department. After having worked for one year in sales for a different computer manufacturer, Flynn joined the Brady Co. to develop his understanding of hardware and programming. Upon learning that the Brady training program is intensely rigorous and competitive--usually less than one-third of the recruits complete it--Flynn and other recruits begin to help one another, despite being forbidden at the outset from doing so. Flynn forms a study group with two classmates; catches two recruits photocopying former students' completed assignments and takes a copy to share with his own group; and reads the supervisors' secret files evaluating recruits' progress. After seeing comments in his own file that question his commitment to become part of the Information Systems Department, Flynn cultivates disingenuous friendships with his supervisors. When he survives the 12-month training program, Flynn is offered a formal position in the company; however, he already has secured two other job offers from competing companies. Upon hearing this news, the Brady management immediately makes a superior offer and encourages him to join the firm. Industry Setting: Computer industry; Manufacturing industries Subjects: Ethics; Group dynamics; Organizational behavior; Organizational design; Values Length: 7p Supplementary Materials: Teaching Note, (BAB587), 11p, by Allan Cohen, Robin Willits, Steve Fink, Herman Gadon Year New: 2004 495037 Title: Brainard, Bennis & Farrell (A) Author(s): Gabarro, John J.; Burtis, Andrew Publication Date: 02/03/1995 Revision Date: 10/10/2006 Product Type: Case (Gen Exp) Abstract: A law firm must decide how to split partnership profits among the partners. Issues of seniority versus performance, performance evaluation,

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Organizational Behavior & Leadership


and lack of consensus of values dominate the discussions. A rewritten version of an earlier case. May be used with: (R0301F) One More Time: How Do You Motivate Employees? (HBR Classic); (98309) Six Dangerous Myths About Pay. Geographic Setting: Stamford, CT Industry Setting: Law enforcement Company Size: small Number of Employees: 83 Gross Revenues: $32 million revenues Subjects: Executive compensation; Partnerships; Performance appraisal; Professionals; Values Length: 12p Supplementary Materials: Teaching Note, (300049), 5p, by Clayton M. Christensen, Tara Donovan B0607B Title: Brazilian Industry Association Shapes National Agenda--With the BSC Author(s): Johnson, Lauren Keller Publication Date: 07/15/2006 Product Type: Balanced Scorecard Report Article Abstract: In this unprecedented use of the Balanced Scorecard, a lobbying group sets out to create a compelling, shared vision of Brazil's future as a global industrial competitor--and to realize that vision by 2015. Geographic Setting: Brazil Subjects: NO SUBJECTS(KEYWORDS) Length: 6p List Price: $9.50 Year New: 2006 8312BN Title: Break Down the Barriers: The Art of Effective Decision Making Publication Date: 09/13/2004 Product Type: Management Program Abstract: This collection helps people at all levels understand the fundamental practices of effective decision making and negotiation skills so they can make better choices in both their professional and personal lives. It includes: Harvard Business Review on Decision Making (paperback), a collection of Harvard Business Review articles covering the theories and practices of effective decision making; Decision Making: The Heart of Strategy Collection (paperback), offering advice for setting up a process for generating multiple alternatives and fostering a robust exchange of ideas; The Harvard Business School Publishing Guide to Smart Negotiation: Critical Decisions (paperback), focusing on the critical decisions that leaders must make at key points of a negotiation; and Smart Choices: A Practical Guide to Making Better Decisions (hardcover) by John S. Hammond III, Ralph L. Kenney, and Howard Raiffa, offering a straightforward, proven approach for making tough choices--all at a savings of more than 15% off the individual prices. Subjects: Decision analysis; Decision making; Leadership; Management styles; Managerial skills; Negotiations; Organizational behavior; Organizational learning List Price: $79.95 Year New: 2004 409059 Title: Breaking Through Action Plan Author(s): Thomas, David A.; Watai, Karen J. Publication Date: 11/20/2008 Product Type: Exercise Abstract: The "Breaking Through Action Plan" is a developmental tool based on the book, Breaking Through: The Making of Minority Executives in Corporate America by David A. Thomas and John J. Gabarro. The Action Plan was originally designed as part of a facilitated session, but can also be used in conjunction with the book. The Action Plan guides individuals through an examination of the critical areas of competence, credibility, confidence, and relationships. Completing this Action Plan will allow individuals to reflect on these critical areas and help them determine appropriate and impactful steps to help further their development. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p 8664 Title: Breaking Through: The Making of Minority Executives in Corporate America (Hardcover) Author(s): Thomas, David A.; Gabarro, John J. Publication Date: 05/26/1999 Product Type: HBS Press Book Abstract: In one of the first in-depth studies to focus on minorities who have made it to the top, Breaking Through examines the crucial connection between corporate culture and the advancement of people of color. American companies may tout their equal opportunity initiatives, but with 95% of all executive-level positions in the United States held by white males, most of these programs clearly fall far short of their goals when it comes to diversifying upper management. Yet, even in the face of such overwhelming odds, some minority executives do break through to the highest leadership ranks. What can we learn from these success stories? The often surprising conclusions drawn by authors Thomas and Gabarro represent important milestones both for the study of organizational practice and

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for minorities planning their own course of professional achievement. Here are the determining factors--both individual and organizational--that correspond to the advancement of minority executives to the highest levels. Subjects: Corporate culture; Discrimination; Diversity; Employee development; Employee promotions; Employee training; Management development; Managerial selection; Minority & ethnic groups; Organizational behavior Length: 368p List Price: $29.95 3316 Title: Breaking the Code of Change (Hardcover) Author(s): Beer, Michael; Nohria, Nitin Publication Date: 09/27/2000 Product Type: HBS Press Book Abstract: In Breaking the Code of Change, editors Michael Beer and Nitin Nohria provide a crucial starting point on the journey toward unlocking our understanding of organizational change. The book is based on a dynamic debate attended by the leading lights in the field--including scholars, consultants, and CEOs who have led successful transformations--and presents a series of articles, written by these experts, that collectively address the question: How can change be managed effectively? Beer and Nohria organize the book around two dominant, yet opposing, theories of change--one based on the creation of economic value (Theory E), and the other on building organizational capabilities for the long haul (Theory O). Structured in an unusual and engaging point-counterpoint style, the book enlists the reader directly in the debate, providing a comprehensive overview of the strengths and weaknesses of each theory along every dimension of the change process--from motivation to leadership to compensation issues. The editors argue that the key to solving the paradox of change lies not in choosing between the two processes, but in integrating them. They identify the crucial considerations leaders must make in selecting strategies that satisfy shareholders and develop lasting organizational capabilities. With a groundbreaking conceptual framework applicable to established corporations and small organizations alike, Breaking the Code of Change is a unique and authoritative contribution to academic research and management practice on the process of organizational change. Subjects: Management of change; Organizational behavior; Organizational change; Organizational development; Organizational problems

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Organizational Behavior & Leadership


Length: 512p List Price: $60.00 96505 Title: Breaking the Functional Mind-Set in Process Organizations Author(s): Majchrzak, Ann; Wang, Qianwei Publication Date: 09/01/1996 Product Type: Harvard Business Review Article Abstract: Thousands of businesses have reengineered work to focus employees on processes that clearly provide value to customers. They have done away with their functional silos and created process-complete departments, each able to perform all the crossfunctional tasks required to meet customers' needs. Although many of those efforts have paid off in the form of lower costs, shorter cycle times, and greater customer satisfaction, many others have resulted in disappointment. What went wrong? In a study of U.S. electronics manufacturers, the authors found that process-complete departments had faster cycle times than functional departments only when their managers had used one or more of four ways to cultivate collective responsibility: structuring jobs with overlapping responsibilities, basing rewards on unit performance, laying out the work area so that people can see one another's work, and designing procedures so that employees with different jobs are better able to collaborate. Subjects: Corporate culture; Incentives; Organizational behavior; Organizational change; Reengineering; Teams Length: 8p SMR265 Title: Breakthroughs and the "Long Tail" of Innovation Author(s): Fleming, Lee Publication Date: 10/01/2007 Product Type: Case (Field) Abstract: The largely erroneous perception that breakthroughs are impossible to predict arises from the tendency to focus on just the breakthroughs while ignoring the iterative process of invention and its distribution of outcomes. When all inventions are considered, they demonstrate a highly skewed distribution in which almost all inventions are useless, a few are of moderate value, and only a very, very few are breakthroughs. Those breakthroughs constitute the "long tail" of innovation. If managers wish to understand how those breakthroughs arise, they cannot ignore the process that generates the entire distribution. In particular, they need to keep in mind the following three measures of inventive success: shots on goal (the total number of inventions a company generates), average score (the mean value of those inventions), and maximum scores (the breakthrough inventions). Various factors can affect a company's inventive output, including the presence of inventors who work alone, the type of collaboration among those inventors who work in teams, the amount of team diversity, and the degree to which inventors apply science in the innovation process. Greater team diversity, for instance, will help generate more shots on goal although, on average, those shots will be less successful. But diversity also will increase the variance of the outcome, so that failures as well as breakthroughs are more likely. Thus companies first need to identify how they want to improve their innovation process and then take the appropriate measures to address any deficiencies. Only then can they improve their capacity to innovate in ways that make the best sense for the organization as a whole. Subjects: NO SUBJECTS(KEYWORDS) Length: 8p Year New: 2007 597013 Title: Brent Spar Incident: "A Shell of a Mess" Author(s): Greyser, Stephen A.; Klein, Norman Publication Date: 12/20/1996 Revision Date: 01/14/1997 Product Type: Case (Library) Abstract: Seeking to dispose of an outmoded oil drilling platform in the North Sea, Shell finds itself confronted by Greenpeace and other environmentalists. The protesters land 12 people onto the rig and initiate media coverage of their "occupation." The case follows the events during the spring and summer of 1995, focusing on the United Kingdom and Continent countries. Students are confronted with the need to recommend communication approaches and actions at various stages of the developments. Geographic Setting: United Kingdom Industry Setting: Energy; Petroleum industry Subjects: Communication strategy; Environmental protection; Petroleum; Public relations; United Kingdom Length: 6p SMR250 Title: Bridging Faultlines in Diverse Teams Author(s): Gratton, Lynda; Voigt, Andreas; Erickson, Tamara J. Publication Date: 07/01/2007

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Product Type: SMR Article Abstract: In studying teams at large companies in Europe and the United States, finds that diversity and complexity are becoming the rule. Diverse teams bring to bear a range of experiences and attitudes to tackle companies' hardest challenges. Paradoxically, however, the very nature of team diversity often creates conditions that reduce teams' innovative capacity. Illustrates many failures in collaboration and knowledge-sharing that resulted from faultlines--subgroups or coalitions that emerge naturally within teams, typically along demographic lines such as age, gender, and functional background, yet finds that some teams were able to collaborate and share knowledge despite the presence of faultlines. A defining factor was the behavior of the team leader and, in particular, the extent to which the leader was task-oriented or relationshiporiented. Where it is likely strong faultlines will emerge, many leaders tend to encourage team members to come together. However, simple socializing can make people's differences more apparent and cause faultlines to solidify. Recommends that leaders vary their leadership style according to how long a team has been together and outlines four steps for successful functioning of diverse teams: leaders should diagnose the likely extent of faultlines in a new team; focus on task orientation when a team is newly formed; consider when a switch in leadership style would be most appropriate; and finally, build a relationship-oriented style. Switching from task orientation to relationship orientation will be successful only when a team has developed a clear protocol for communication and coordination and an established operational structure. Geographic Setting: Europe; United States Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2007 8797BN Title: Bridging the Leadership Gap: How to Move from a Competent Leader to an Exceptional One Publication Date: 11/15/2004 Product Type: Management Program Abstract: What distinguishes the great leaders from the merely good? Determination? Vision? Industry? This specially-priced collection helps you assess your ability to lead and provides you with the tools to drive the emotions and performance of your organization in the right direction. It includes: What Is a Leader? (CD-ROM), which helps you

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Organizational Behavior & Leadership


evaluate your leadership skills by examining how you allocate your time and analyzing your emotional intelligence to determine your strengths and weaknesses as a leader. You'll learn to diagnose problems, manage the stress associated with change, empower others, and practice empathy; Bad Leadership: What Is It, How It Happens, Why It Matters (hardcover) by Barbara Kellerman, which offers a bold look at the dark side of leadership; Changing Minds: The Art and Science of Changing Our Own and Other People's Minds (hardcover), wherein Harvard psychologist Howard Gardner offers an original framework for understanding exactly what happens during the course of changing a mind--and how to influence that process; plus a complimentary HBR OnPoint article, "Leadership That Gets Results," in which Daniel Goleman drawing on years of research, explores which precise leadership behaviors yield positive results and helps you move from a competent leader to an exceptional one--all at a savings of more than 15% off the individual prices. Subjects: Leadership; Management of change; Management styles; Managerial skills; Organizational behavior; Organizational learning List Price: $210.00 Year New: 2004 485150 Title: Brief Biographical Note on General George S. Patton Author(s): Gabarro, John J.; Bulls H; Publication Date: 03/18/1985 Product Type: Note Abstract: Presents a brief biography of General George S. Patton, focusing on his major assignments from his years at West Point to his death in 1945. Provides a brief summary of Patton's career, to be used with excerpts from or with the film Patton in a module on leadership or influence. Industry Setting: Military R&D Subjects: Leadership; Personal strategy & style; Power & influence Length: 6p 404132 Title: A Brief Biographical Note on P. Roy Vagelos Author(s): Gurtler, Bridget; Nohria, Nitin Publication Date: 05/14/2004 Revision Date: 06/10/2004 Product Type: Case (Library) Abstract: Provides background biographical information on P. Roy Vagelos, chief executive officer of Merck Pharmaceuticals. Teaching Purpose: To chart the development of a leader in the pharmaceutical industry. May be used with: (94611) Medicine, Management, and Mergers: An Interview with Merck's P. Roy Vagelos. Geographic Setting: United States Industry Setting: Pharmaceutical industry Event Year Start: 1929 Event Year End: 2003 Subjects: Leadership; Organizational behavior; Pharmaceuticals industry Length: 4p Year New: 2004 R0601B Title: A Brief History of Decision Making Author(s): Buchanan, Leigh; O'Connell, Andrew Publication Date: 01/01/2006 Product Type: Harvard Business Review Article Abstract: Sometime around the middle of the past century, telephone executive Chester Barnard imported the term "decision making" from public administration into the business world. There it began to replace narrower terms, like "resource allocation" and "policy making," shifting the way managers thought about their role from continuous, Hamlet-like deliberation toward a crisp series of conclusions reached and actions taken. Yet, decision making is, of course, a broad and ancient human pursuit, dating back to a time when people sought guidance from the stars. From those earliest days, we have strived to invent better tools for the purpose, from the Hindu-Arabic systems for numbering and algebra to Aristotle's systematic empiricism to Friar Occam's advances in logic to Francis Bacon's inductive reasoning to Descartes' application of the scientific method. A growing sophistication with managing risk, along with a nuanced understanding of human behavior and advances in technology that support and mimic cognitive processes, has improved decision making in many situations. Even so, the history of decision-making strategies has not marched steadily toward perfect rationalism. Twentieth-century theorists showed that the costs of acquiring information lead executives to make do with only good-enough decisions. Worse, people decide against their own economic interests even when they know better. And in the absence of emotion, it's impossible to make any decisions at all. Erroneous framing, bounded awareness, excessive optimism: The debunking of Descartes' rational man threatens to swamp our confidence in our choices. Is it really surprising, then, that even as technology dramatically increases our access to information, Malcolm Gladwell extols the

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virtues of gut decisions made, literally, in the blink of an eye? Geographic Setting: China; Greece Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2006 403S03 Title: A Brief Note on Social Motives, Spanish Version Author(s): Gabarro, John J.; Wormley, Wallace Publication Date: 11/01/1976 Product Type: LACC Note Abstract: Briefly describes in management terms the three social motives: Need for achievement; need for power; need for affiliation. Also briefly reviews the implications of the work of David McClelland, David Winters, and others for motivation within organizational settings. The power motive is described in terms of both "personalized power" and "socialized power." Subjects: Employee attitude; Motivation; Power & influence Length: 6p Year New: 2006 477053 Title: A Brief Note on Social Motives Author(s): Gabarro, John J.; Wormley, Wallace Publication Date: 11/01/1976 Revision Date: 11/01/1980 Product Type: Note Abstract: Briefly describes in management terms the three social motives: Need for achievement; need for power; need for affiliation. Also briefly reviews the implications of the work of David McClelland, David Winters, and others for motivation within organizational settings. The power motive is described in terms of both "personalized power" and "socialized power." Subjects: Employee attitude; Motivation; Power & influence Length: 6p 4888BC Title: Bring the Outside In: Increasing True Urgency by Winning Hearts and Minds Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter Abstract: Organizations of any size or age tend to be too internally oriented. The disconnect between what insiders see, feel, and think, on the one hand, and external opportunities and hazards, on the other, can be astonishing. This inside-outside gap always reduces an organization's sense of urgency, and

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Organizational Behavior & Leadership


must be diminished if organizations hope to implement change successfully. Subjects: NO SUBJECTS(KEYWORDS) Length: 36p List Price: $6.95 Year New: 2007 R0404G Title: Bringing the Market Inside Author(s): Malone, Thomas W. Publication Date: 04/01/2004 Product Type: Harvard Business Review Article Abstract: During the dot-com boom, many people saw the potential for new communication technologies to enable radically new business models, but they were far too optimistic about the speed with which the revolution would occur. Now, as the bitter disillusionment of the dot-com bust begins to fade, we have a chance to think again--this time more rationally--about how best to take advantage of the remarkable changes these new technologies are gradually making possible. One such change is the ability to create markets inside companies, allowing decision making to be decentralized and introducing some of the efficiency, flexibility, and motivating influence of free markets. In this article, the author examines this nascent form of business organization, exploring the benefits as well as the potential risks. BP, for example, met its goal of reducing the company's greenhouse gas emissions nine years ahead of schedule, not by setting and enforcing targets for each division but by allowing business unit heads to buy and sell emissions permits among themselves using an electronic trading system. And Hewlett-Packard recently experimented with a system that allowed employees to buy and sell predictions about likely printer sales, using a kind of futures contract. The markets ended up predicting the actual printer sales with much more accuracy than official HP forecasts. At a fundamental level, these changes are enabled by the fact that electronic technologies allow information to be widely shared at little cost. This simple fact has a profound implication for organizing businesses. When more people have more information, they can use it to make their own well-informed decisions, appropriate to local circumstances, instead of following orders from above. As a result, even very large companies can benefit from the collective wisdom of their employees. Subjects: Decentralization; Decision making; Information management; Organizational behavior; Organizational structure; Technology Length: 8p Year New: 2004 494110 Title: Brinkerhoff International, Inc. (A) Author(s): Barnes, Louis B. Publication Date: 02/18/1994 Revision Date: 11/14/1994 Product Type: Case (Field) Abstract: Presents a study of two oil rigs and their team relationships within a context of dissension in lower management ranks and a president who is trying to expand the business in a changing economy. Geographic Setting: Alberta Industry Setting: Petroleum industry Gross Revenues: $27 million revenues Subjects: Action planning; Canada; Conflict; Decision making; Leadership; Managerial behavior; Organizational behavior; Petroleum Length: 15p Supplementary Materials: Supplement (Field), (494111), 1p, by Louis B. Barnes; Teaching Note, (496041), 6p, by Louis B. Barnes, Judith Maas 494111 Title: Brinkerhoff International, Inc. (B) Author(s): Barnes, Louis B. Publication Date: 02/18/1994 Product Type: Supplement (Field) Abstract: Follow-up to the (A) case. Must be used with: (494110) Brinkerhoff International, Inc. (A). Geographic Setting: Canada Industry Setting: Petroleum industry Subjects: Action planning; Canada; Conflict; Decision making; Leadership; Managerial behavior; Organizational behavior; Petroleum Length: 1p Supplementary Materials: Teaching Note, (496041), 6p, by Louis B. Barnes, Judith Maas 493503 Title: British Airways: Sir Colin Marshall, Question & Answer Session with AMP Participants 11/91, Video Author(s): Kotter, John P. Publication Date: 10/01/1992 Product Type: Case Video Abstract: Designed for use with Changing the Culture at British Airways. Must be used with: (491009) Changing the Culture at British Airways. Geographic Setting: United Kingdom Subjects: Airlines; Corporate culture; Corporate strategy; Management philosophy; Organizational change; Organizational problems; Privatization; United Kingdom Length: 13 min List Price: $150.00

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303075 Title: British Broadcasting Corp. (A): One BBC Author(s): Kanter, Rosabeth Moss; Raymond, Douglas Publication Date: 02/20/2003 Revision Date: 07/18/2005 Product Type: Case (Field) Abstract: Greg Dyke, the new director general of the British Broadcasting Corp. (BBC) must decide whether to extend an already ambitious change effort at the world's largest public service broadcaster. The initial results of the effort are very positive: audience numbers are up, overhead costs are significantly reduced, and the organization has reduced management layers to bring the BBC closer to its viewers. However, employees say they do not feel their views are heard and feel that there is little cooperation between members of different divisions. Dyke wonders what more, if anything, can be done to address these other problems and unlock the unrealized creative potential he feels exists within the BBC. As the leader of an organization with a public service mandate but private sector competition, what can Dyke do to boost morale and creativity while satisfying his multiple constituencies? May be used with: (303076) British Broadcasting Corp. (B): Making It Happen. Geographic Setting: United Kingdom Industry Setting: Broadcasting industry; Media Number of Employees: 25,000 Gross Revenues: $4,950 million revenues Subjects: Broadcasting industry; Business government relations; Corporate culture; Creativity; Leadership; Management of change; Organizational behavior; United Kingdom Length: 22p Year New: 2005 303076 Title: British Broadcasting Corp. (B): Making It Happen Author(s): Kanter, Rosabeth Moss; Raymond, Douglas Publication Date: 02/20/2003 Revision Date: 07/18/2005 Product Type: Case (Field) Abstract: Greg Dyke, the new director general of the British Broadcasting Corp. (BBC), has launched an ambitious change program, called Making It Happen, with the objective of unlocking creativity, building a sense of common purpose, and encouraging collaboration throughout the BBC. Using unorthodox techniques, management has created a massively collaborative process that has overcome much of the natural skepticism

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Organizational Behavior & Leadership


within the organization and allowed the employees of the BBC to create a shared set of objectives for the change effort. After 10 months, employees feel that things are changing and that the culture of the BBC has improved. However, there are signs of change fatigue and Dyke must decide how much further to go while ensuring that the gains that have been made will not be lost. May be used with: (303075) British Broadcasting Corp. (A): One BBC. Geographic Setting: United Kingdom Industry Setting: Broadcasting industry; Media Number of Employees: 25,000 Gross Revenues: $4,950 million revenues Subjects: Broadcasting industry; Business government relations; Corporate culture; Creativity; Leadership; Management of change; Organizational behavior; United Kingdom Length: 15p Year New: 2005 F0711G Title: British Library CEO Lynne Brindley on helping to spur business innovation Author(s): Brindley, Lynne; Cliffe, Sarah Publication Date: 11/01/2007 Product Type: Harvard Business Review Article Abstract: The CEO of the British Library explains how the United Kingdom's exclusive repository for rare books, manuscripts, and scientific papers has loosened up the design of its Business & IP Centre to encourage entrepreneurship and innovation. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2007 481110 Title: British Steel Corp.: The Korf Contract Author(s): Kotter, John P.; Stengrevics, John M. Publication Date: 12/01/1980 Revision Date: 09/24/1985 Product Type: Case (Library) Abstract: Traces a complex resource allocation decision facing British Steel in 1975. Students study the influences on the various managers involved in making the decision. Geographic Setting: United Kingdom Industry Setting: Steel industry Subjects: Power & influence; Resource allocation; Steel; United Kingdom Length: 15p Supplementary Materials: Teaching Note, (486124), 7p, by W. Earl Sasser Jr.; Case Video, (882520), 60 min, by Jay W. Lorsch, Alice M. Sapienza; Case Video, (882521), 25 min, by John P. Kotter, Alice M. Sapienza 882521 Title: British Steel: Interview with Sir Monty Finniston (Abridged), Video Author(s): Kotter, John P.; Sapienza, Alice M. Publication Date: 03/08/1982 Product Type: Case Video Abstract: An abridged version of an interview with Sir Monty Finniston, the former chairman of the British Steel Corp. To be used with the Granada Television tape Decision Steel. Must be used with: (481110) British Steel Corp.: The Korf Contract. Geographic Setting: United Kingdom Industry Setting: Steel industry Subjects: Power & influence; Resource allocation; Steel; United Kingdom Length: 25 min List Price: $150.00 882520 Title: British Steel: Interview with Sir Monty Finniston, Video Author(s): Lorsch, Jay W.; Sapienza, Alice M. Publication Date: 03/08/1982 Product Type: Case Video Abstract: Videotaped interview with the ex-chairman of the British Steel Corp., a nationalized industry. Supplements a Granada Television tape called Decision Steel, first shown in 1976. Describes events leading up to 1975 decision. Also provides industry and national data. Used in class on decision making, as well as class on power and influence. Must be used with: (481110) British Steel Corp.: The Korf Contract. Geographic Setting: United Kingdom Industry Setting: Steel industry Subjects: Power & influence; Resource allocation; Steel; United Kingdom Length: 60 min List Price: $150.00 S0407B Title: Broadening the Brand Author(s): Gary, Loren Publication Date: 07/15/2004 Product Type: Strategy & Innovation Article Abstract: Before the year 2000, most people at Procter & Gamble thought of oral care as a static business involving little more than toothpaste. But at the start of the decade, the company introduced Crest Whitestrips, a product that revitalized the formerly stagnant oral-care segment and happened to act as a new-market disruption as well. After one year, Whitestrips had $200 million in revenues. Read about how Whitestrips' developers overcame significant hurdles to introduction--including the need to

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allay users' concerns about product safety while hitting upon a new delivery system for whitening teeth--to produce P&G's most successful product launch in 20 years. Subjects: Brand management; Disruptive technologies; Innovation; Product introduction; Strategy implementation Length: 4p Year New: 2004 C9912E Title: Broadway Meets Wall Street: Theatre Training for Better Business Presentations Author(s): Krattenmaker, Tom Publication Date: 12/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: What can managers learn from actors? Plenty. Several companies offer theatre-based training for executives who want to improve their presentation skills. First lesson: ditch the Power Point slides and learn how to really connect with your audience by showing real, honest emotion. Includes a sidebar entitled "Use stories to connect with your listeners." Subjects: Management communication; Personal strategy & style Length: 3p List Price: $4.50 903084 Title: Broken Trust: Role of Professionals in the Enron Debacle Author(s): Nanda, Ashish Publication Date: 12/07/2002 Revision Date: 02/28/2003 Product Type: Note Abstract: Discusses the role of professionals in the Enron debacle. Argues that professionals failed to prevent or predict Enron's collapse because of the conflicts of interest they faced. Concludes with observations on management and regulation of conflicts of interest facing professionals. Industry Setting: Professional services Subjects: Management of professionals; Professional services Length: 17p NEW 401021 Title: Bronnercom Author(s): Lorsch, Jay W.; Pick, Katharina Publication Date: 10/16/2000 Product Type: Case (Field) Abstract: The private equity firm Hellman & Friedman (H&F) invests $100 million in Boston-based Bronner Slosberg Humphrey (BSH), a technology and marketing services firm. H&F holds two seats on the BSH six-member

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Organizational Behavior & Leadership


board. The directors representing H&F must think about how to balance their roles as controlling owners and directors of a professional service firm. Teaching Purpose: To discuss the role of private equity directors and how their involvement affects boards. Withdrawn 07/28/04. May be used with: (401022) Digitas. Geographic Setting: Boston, MA Industry Setting: Service industries Number of Employees: 1,600 Gross Revenues: $187 million revenues Subjects: Board of directors; Corporate governance; IPO; Organizational behavior; Professional services; Technology Length: 12p 902C65 Title: Brookfield Properties: Crisis Leadership Following September 11th, 2001 Author(s): Slaughter, Kathleen E.; O'Neil, Elizabeth Publication Date: 01/13/2003 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: Brookfield Properties is a publicly held, North American commercial real estate company focused on the ownership, management, and development of premier office properties located in the downtown core of selected North American markets. Most of Brookfield's assets are in the United States, with headquarters in New York and an executive office in Toronto. Four of the properties that Brookfield owns are adjacent to the World Trade Center site and on September 11, 2001, the terrorist attacks had an immediate impact on Brookfield employees, tenants, and physical property. With little reliable information and in the face of chaos and human tragedy, the president and CEO must develop an action plan that will ensure the safety of all employees and tenants, deal with grief and suffering, assess the damage, enable the company to return to business as usual, and reassure investors and the media of the company's commitment to restore Brookfield's position of market strength. Geographic Setting: United States Industry Setting: Real estate Company Size: mid-size Subjects: Action planning; Implementation; Leadership; Management communication; Management of crises; Organizational behavior Length: 23p Supplementary Materials: Teaching Note, (802C65), 8p, by Kathleen E. Slaughter, Elizabeth O'Neil Year New: 2004 494126 Title: Buck & Pulleyn Author(s): Barnes, Louis B. Publication Date: 04/12/1994 Revision Date: 01/05/1995 Product Type: Case (Field) Abstract: A woman CEO believes that industry and organizational conditions require for a reengineering/restructuring job her company. However, she wants to gain maximum commitment and buy-in form the entire company. She does this by setting up employee task forces and teams, but this is only the beginning of new efforts that must be made. Geographic Setting: Rochester, NY Industry Setting: Advertising industry Company Size: small Number of Employees: 54 Gross Revenues: $26 million revenues Subjects: Advertising; Employee compensation; Leadership; Organizational design; Organizational structure; Reengineering; Women Length: 12p 497007 Title: Buck & Pulleyn's Team Management Author(s): Barnes, Louis B. Publication Date: 07/17/1996 Product Type: Case (Field) Abstract: In 1993, the firm began to move from a traditional hierarchical structure to client-focused teams. The case describes the process and some consequences of this restructuring. Performance seems to be improving, but some employees preferred the structure certainty and client variety of the old days. How does management deal with these issues? Geographic Setting: Rochester, NY Industry Setting: Advertising industry Company Size: small Number of Employees: 70 Gross Revenues: $26 million revenues Subjects: Advertising; Group behavior; Organizational change; Organizational design; Organizational structure; Participatory management Length: 9p 7533BC Title: Build Guiding Teams: Creating a Climate for Change Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter Abstract: Significant change needs a number of powerful guiding teams who can actively champion the effort and take the necessary action when the effort encounters barriers. Without strong guiding teams, change initiatives

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seldom have the support, energy, speed, and sense of urgency needed to succeed. This chapter describes the critical elements required to create guiding teams that work and provides practical advice and assessment tools to help you through this process. Subjects: NO SUBJECTS(KEYWORDS) Length: 30p List Price: $6.95 Year New: 2007 U0508C Title: Build Your Company's Deep Smarts Author(s): Gary, Loren Publication Date: 08/01/2005 Product Type: Harvard Management Update Article Abstract: Companies lose critical knowledge all the time. And, in many cases, it's knowledge they never really understood that they had. Experienced workers get promoted into new positions, move on to new companies, or retire. They may pass on the technical expertise required to perform their functions, but rarely do they have the opportunity to impart the full meaning of their experience--that greater wherewithal they have culled from years on a job. Companies, therefore, need to cultivate, acquire, and transfer a deeper organizational expertise--or what authors Dorothy Leonard and Walter Swap call "deep smarts." Few companies manage this asset very well, however, which is why the impending retirement of so many baby boomers strikes fear into the hearts of human resources directors. But even if the coming retirement wave of baby boomers weren't about to crest, the situation would still be urgent. For 21st century business, the development of deep smarts throughout an organization is a critical element in sustaining competitive advantage. For these efforts to succeed, companies must not only improve their ability to transfer deep smarts within the organization but to bring it in from the outside as well. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 Year New: 2005 BH103 Title: Build Your Own Change Model Author(s): Schaffer, Robert H.; McCreight, Matthew K. Publication Date: 05/15/2004 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Abstract: For decades, CEOs have

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Organizational Behavior & Leadership


been looking for the holy grail of corporate transformation, asking, "What is the best way to transform my company? Which model should I use?" Management consultants and academics have been working overtime to supply the answer. They haven't succeeded, however, because the search is a futile one. Every organization is unique. Leaders can adopt ideas that have worked elsewhere, but they need to create their own one-of-a-kind change model through experimentation, learning, blueprint creation and, most of all, a strong focus on results. Subjects: Models; Organizational change; Strategic planning Length: 6p Year New: 2004 2185BC Title: Build Your Team: The First 90 Days Author(s): Watkins, Michael Publication Date: 09/18/2003 Product Type: HBS Press Chapter Abstract: The most important decisions you make in your first 90 days will probably be about the people on your team. This chapter is designed to help you succeed in creating a highperformance team by following some basic steps: assessing existing team members to determine who will stay or go; devising a plan for getting new people and placing those you retain in the right positions; establishing goals, incentives, and performance measures that will propel your team forward; and creating new processes to promote teamwork. May be used with: (2188BC) Create Coalitions: The First 90 Days; (2189BC) Keep Your Balance: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2192BC) Conclusion: Beyond Sink or Swim (The First 90 Days); (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2180BC) Match Strategy to Situation: The First 90 Days; (2184BC) Achieve Alignment: The First 90 Days. Subjects: NO SUBJECTS(KEYWORDS) Length: 0p List Price: $6.95 NEW 2102 Title: Build a Motivated Workforce, 2nd Edition (HBR Article Collection) Author(s): Amabile, Teresa M.; Kramer, Steven J.; Levinson, Harry; Herzberg, Frederick Publication Date: 05/01/2007 Product Type: HBR OnPoint Collection Abstract: Are you using pay, promotions, and perks to motivate your employees? If so, you may actually be eroding their drive to perform. Though necessary, these extrinsic incentives don't necessarily excite people to work smarter or harder. Instead, they prompt employees to do only the minimum required to get that next raise or job title. What generates enduring motivation? Intrinsic rewards: The elation that comes when you enable people to achieve a goal, complete a task, or solve a problem. The clarity people gain when you explain what you want them to achieve and why their work matters to the organization. The satisfaction subordinates feel when you give them challenging assignments and responsibility for an entire process or unit of work. Without motivation, your people can't deliver the creativity, productivity, and commitment your company needs to succeed. But as this Harvard Business Review Article Collection reveals, the motivational tools you select make all the difference. Subjects: NO SUBJECTS(KEYWORDS) Length: 43p List Price: $17.95 Year New: 2007 C0107D Title: Build a Presentation That Motivates Author(s): Morgan, Nick Publication Date: 07/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Today's economic climate signals tough times ahead for many companies. In this environment, the ability to persuade--whether it's employees, customers, or stockholders-becomes even more crucial. You can make your speeches more motivating by following a universal human pattern: decision making. This article describes the five steps of the decision-making process and shows how to apply them to your presentations. Subjects: Leadership; Motivation; Personal strategy & style Length: 1p List Price: $4.50 SMR144 Title: Building Ambidexterity into an Organization Author(s): Birkinshaw, Julian; Gibson, Christina Publication Date: 07/01/2004 Product Type: SMR Article Abstract: For a firm to succeed over the long term, it needs to master both

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adaptability and alignment--an attribute sometimes referred to as ambidexterity. The concept is alluring, but the evidence suggests that most companies have struggled to apply it. The standard approach has been to create separate structures for different types of activities. But separation can also lead to isolation, and many R&D and business development groups have failed because of their lack of linkages to the core businesses. In an attempt to shed new light on the discussion, the authors develop and explore their concept of contextual ambidexterity, which calls for individual employees to make choices between alignment-oriented and adaptation-oriented activities in the context of their day-to-day work. The authors introduce this as a complementary concept to traditional structural ambidexterity. By means of their survey- and interview-based research--which took place over a threeyear period and involved 4,195 respondents across 41 business units in 10 multinational firms--the authors identify the four behaviors displayed by ambidextrous individuals, each of which involves taking independent, adaptive action in the service of overall company goals. They then present a framework for describing and analyzing which organizational contexts encourage or discourage such behaviors. They link organizational context to ambidexterity and, in turn, ambidexterity to high performance. Finally, the authors describe how companies such as Nokia, Ericsson, Oracle, and Renault have been able to create such highperformance contexts, and they offer managers guidance on how to create them in their own companies. Subjects: Human resources management; Leadership; Organizational structure Length: 11p Year New: 2005 BH147 Title: Building Bench Strength: A Tool Kit for Executive Development Author(s): Beeson, John Publication Date: 11/15/2004 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Abstract: Senior executives at major companies have become alert to an impending shortfall of future leaders with the capabilities required to succeed in the projected business environment. Willing to get involved in developing their companies' future leadership, these executives are nonetheless frustrated by the lack of tools to make the crucial

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Organizational Behavior & Leadership


transition from identifying a top candidate's potential and development needs to selecting specific, high-impact development actions. Describes a practical toolkit currently employed by several leading-edge firms to drive leadership growth, primarily through targeted on-the-job experiences. Subjects: NO SUBJECTS(KEYWORDS) Length: 7p Year New: 2005 R0405G Title: Building Better Boards Author(s): Nadler, David A. Publication Date: 05/01/2004 Product Type: Harvard Business Review Article Abstract: Companies facing new requirements for governance are scrambling to buttress financial reporting systems, overhaul board structures-whatever it takes to comply. But there are limits to how much the outside can impose good governance. Boards know what they ought to be: seats of challenge and inquiry that add value without meddling and make CEOs more effective but not all-powerful. A board can reach that goal only by functioning as a high-performance team, one that is competent, coordinated, collegial, and focused on an unambiguous goal. Such entities don't just evolve; they must be constructed to an exacting blueprint-what the author calls "board building." In this article, Nadler offers an agenda and a set of tools for boards to define and achieve their objectives. It's important for a board to conduct regular selfassessments and to pay attention to the results of those analyses. As a first step, the directors and the CEO should agree on which of the following common board models best fits the company: passive, certifying, engaged, intervening, or operating. The directors and the CEO should then analyze which business tasks are most important and allot sufficient time and resources to them. Next, the board should take inventory of each director's strengths to ensure that the group as a whole possesses the skills necessary to do its work. Directors must exert more influence over meeting agendas and make sure they have the right information at the right time and in the right format to perform their duties. Finally, the board needs to foster an engaged culture characterized by candor and a willingness to challenge. Subjects: Board of directors; Corporate governance; Corporate responsibility; Self evaluation; Teams Length: 9p Year New: 2004 693X Title: Building Better Boards (HBR OnPoint Enhanced Edition) Author(s): Nadler, David A. Publication Date: 05/01/2004 Product Type: HBR OnPoint Article Abstract: Companies facing new requirements for governance are scrambling to buttress financial reporting systems, overhaul board structures-whatever it takes to comply. But there are limits to how much the outside can impose good governance. Boards know what they ought to be: seats of challenge and inquiry that add value without meddling and make CEOs more effective but not all-powerful. A board can reach that goal only by functioning as a high-performance team, one that is competent, coordinated, collegial, and focused on an unambiguous goal. Such entities don't just evolve; they must be constructed to an exacting blueprint-what the author calls "board building." In this article, Nadler offers an agenda and a set of tools for boards to define and achieve their objectives. It's important for a board to conduct regular selfassessments and to pay attention to the results of those analyses. As a first step, the directors and the CEO should agree on which of the following common board models best fits the company: passive, certifying, engaged, intervening, or operating. The directors and the CEO should then analyze which business tasks are most important and allot sufficient time and resources to them. Next, the board should take inventory of each director's strengths to ensure that the group as a whole possesses the skills necessary to do its work. Directors must exert more influence over meeting agendas and make sure they have the right information at the right time and in the right format to perform their duties. Finally, the board needs to foster an engaged culture characterized by candor and a willingness to challenge. Subjects: Board of directors; Corporate governance; Corporate responsibility; Teams Length: 12p List Price: $6.50 Year New: 2004 604082 Title: Building Capabilities: Mechanisms for and Impediments to Learning Author(s): Spear, Steven J.; Bowen, H. Kent Publication Date: 03/02/2004 Revision Date: 11/29/2004 Product Type: Note Abstract: Stand-alone teaching note. Subjects: Intangible assets; Learning; Organizational development; Teaching

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405704 Title: Building Career Foundations: Humphrey Chen (A) Author(s): Higgins, Monica Publication Date: 01/01/2005 Product Type: Interactive Case Medium: Videotape Abstract: Follows the career decision making of a second-year MBA student who is engaged and must negotiate both cross-cultural and dual-career issues. Humphrey Chen must decide between a consulting firm and running his own start-up company (pre-Internet boom). He confronts issues associated with his family's desires for security and stability along with his own entrepreneurial desires. May be used with: (498036) Orientation for Viewing Humphrey Chen; (405705) Building Career Foundations: Humphrey Chen (B). Subjects: Careers & career planning; Decision making; Interpersonal relations; Self evaluation Length: 22 min List Price: $200.00 Supplementary Materials: Teaching Note, (400076), 12p, by Monica Higgins, John Galvin, James R. Dillon; Module Note, Instructor's, (405076), 24p, by Monica Higgins Year New: 2005 405705 Title: Building Career Foundations: Humphrey Chen (B) Author(s): Higgins, Monica Publication Date: 01/01/2005 Product Type: Interactive Case Medium: Videotape Abstract: Presents an interview and update on this HBS alum and his job at Microsoft's enterprise software group. Must be used with: (405704) Building Career Foundations: Humphrey Chen (A). May be used with: (498036) Orientation for Viewing Humphrey Chen. Subjects: Careers & career planning; Decision making; Interpersonal relations; Self evaluation Length: 8 min List Price: $100.00 Supplementary Materials: Teaching Note, (400076), 12p, by Monica Higgins, John Galvin, James R. Dillon; Module Note, Instructor's, (405076), 24p, by Monica Higgins Year New: 2005 405706 Title: Building Career Foundations: Kevin Williams (A), Video (DVD) Author(s): Higgins, Monica Publication Date: 01/01/2005 Product Type: Multimedia Case

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Organizational Behavior & Leadership


Abstract: Focuses on a second-year MBA student's career decision whether to join a start-up, a consulting firm, or a manufacturing firm. Must be used with: (498027) Orientation for Viewing Kevin Williams. Subjects: NO SUBJECTS(KEYWORDS) Length: 20 min Year New: 2005 405702 Title: Building Career Foundations: Kevin Williams (A), Video (VHS) Author(s): Higgins, Monica Publication Date: 01/01/2005 Product Type: Multimedia Case Abstract: Focuses on a second-year MBA student's career decision whether to join a start-up, a consulting firm, or a manufacturing firm. Must be used with: (498027) Orientation for Viewing Kevin Williams. Subjects: Careers & career planning; Organizational behavior; Self evaluation Length: 20 min Year New: 2005 405703 Title: Building Career Foundations: Kevin Williams (B) Author(s): Higgins, Monica Publication Date: 01/01/2005 Product Type: Interactive Case Medium: Videotape Abstract: Presents an interview with this HBS alumnus about the success of his Chancellor Beacon Academies and his life in Miami. Must be used with: (498027) Orientation for Viewing Kevin Williams. Subjects: Careers & career planning; Organizational behavior; Self evaluation Length: 5 min List Price: $100.00 Supplementary Materials: Teaching Note, (400074), 21p, by Monica Higgins, John Galvin; Module Note, Instructor's, (405076), 24p, by Monica Higgins Year New: 2005 497055 Title: Building Coalitions Author(s): Ibarra, Herminia; Suesse, Jennifer M. Publication Date: 01/27/1997 Revision Date: 04/09/1997 Product Type: Note Abstract: Introduces students to Peter Black's tactical approach toward building coalitions. May be used with: (R0506E) Competent Jerks, Lovable Fools, and the Formation of Social Networks; (1118) Competent Jerks, Lovable Fools, and the Formation of Social Networks (HBR OnPoint Enhanced Edition). Subjects: Power & influence Length: 8p 497028 Title: Building Effective One-on-One Work Relationships Author(s): Hill, Linda A. Publication Date: 10/13/1996 Product Type: Note Abstract: Addresses how to build effective one-on-one work relationships. Spells out the importance of analyzing your network and understanding on whom you are dependent. Also provides some criteria for assessing the quality of your relationships. Finally, it discusses how to manage conflict based on the Senge Model of advocacy, inquiry, and mental models, all of which encourage people to uncover their assumptions. Subjects: Communication strategy; Human relations; Interpersonal relations; Organizational behavior Length: 12p BESTSELLER 2071C Title: Building Effective and Efficient Personal Networks Author(s): Podolny, Joel Publication Date: 11/18/2002 Product Type: Faculty Seminar Video Publisher: Stanford University Abstract: Is your personal network as strong as it should be? Personal networks can be powerful tools for managers, helping to drive performance and build influence within organizations. Stanford Graduate School of Business Professor Joel Podolny describes the dimensions of an effective network, including the breadth, depth, and pattern of contacts. Concrete insights are offered for managers hoping to enhance their networks, including common mistakes, potential currencies to leverage, national and gender differences, and the ethics of exchange. Included are detailed slides, a learning guide, and a set of critical thinking questions to guide the user in applying the material to his or her own situation. Subjects: Ethics; Human relations; Mentors; Networks; Personal strategy & style; Power & influence Length: 60 min BH222 Title: Building Organizational Integrity Author(s): Kayes, D. Christopher; Stirling, David; Nielsen, Tjai M. Publication Date: 01/15/2007 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Abstract: Ethical lapses by employees can put organizations at substantial risk. Although improved compliance

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procedures can help limit this risk, successful efforts must extend beyond compliance to build a culture of organizational integrity. Recent changes in regulatory requirements and more stringent sentencing guidelines demand an integrated approach to ethical awareness, one that encompasses the four organizational practices of controls, clearly defined principles and purpose, core values, and culture. Inevitably, the most difficult of these is building a culture of high ethical standards that are reflected in day-to-day practice. To overcome the barriers to building organizational integrity, leaders must question key organizational practices while constructing a culture based on ethical behaviors. Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2007 378046 Title: Building Unity and Coherence into a Written Report Author(s): Newman, Ruth G. Publication Date: 08/15/1977 Product Type: Note Abstract: Concerns structuring a written report. Should be used to persuade students of the need to plan a report before writing. Suggests guidelines for sound organization. Subjects: Communication Length: 3p 96501 Title: Building Your Company's Vision Author(s): Collins, James C.; Porras, Jerry I. Publication Date: 09/01/1996 Product Type: Harvard Business Review Article Abstract: Companies that enjoy enduring success have a core purpose and core values that remain fixed while their strategies and practices endlessly adapt to a changing world. The rare ability to balance continuity and change-requiring a consciously practiced discipline--is closely linked to the ability to develop a vision. Vision provides guidance about what to preserve and what to change. A new prescriptive framework adds clarity and rigor to the vague and fuzzy vision concepts at large today. Managers who master a discovery process to identify core ideology can link their vision statements to the fundamental dynamic that motivates truly visionary companies--that is, the dynamic of preserving the core and stimulating progress. May be used with: (698052) Hewlett-Packard: Creating, Running, and Growing an Enduring Company; (R0111F) What

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Organizational Behavior & Leadership


Leaders Really Do (HBR Classic). Subjects: Corporate culture; Creativity; Employee attitude; Human behavior; Organizational behavior; Political systems; Values; Vision Length: 13p BESTSELLER 410X Title: Building Your Company's Vision (HBR OnPoint Enhanced Edition) Author(s): Collins, James C.; Porras, Jerry I. Publication Date: 02/01/2000 Product Type: HBR OnPoint Article Abstract: Companies that enjoy enduring success have a core purpose and core values that remain fixed while their strategies and practices endlessly adapt to a changing world. The rare ability to balance continuity and change-requiring a consciously practiced discipline--is closely linked to the ability to develop a vision. Vision provides guidance about what to preserve and what to change. A new prescriptive framework adds clarity and rigor to the vague and fuzzy vision concepts at large today. Managers who master a discovery process to identify core ideology can link their vision statements to the fundamental dynamic that motivates truly visionary companies--that is, the dynamic of preserving the core and stimulating progress. Subjects: Corporate culture; Creativity; Employee attitude; Human behavior; Organizational behavior; Political systems; Values; Vision Length: 17p List Price: $6.50 2281 Title: Building Your Leadership Bench (HBR Article Collection) Author(s): Ulrich, Dave; Smallwood, Norm; Conger, Jay; Fulmer, Robert M.; Cohn, Jeffrey M.; Khurana, Rakesh; Reeves, Laura Publication Date: 07/01/2007 Product Type: HBR OnPoint Collection Abstract: Nothing's more crucial to a company's performance than cultivation of its future leaders. So why do so many companies have skimpy leadership benches? Some firms' leadership development programs overrely on competency models that identify generic traits ("vision," "direction," "energy"). Executives then try to cultivate nextgeneration leaders who fit the model. Result? Vanilla leaders who aren't equipped to manage their firm's unique challenges. Other enterprises don't realize that great leadership at the top starts in the middle--where promising managers acquire the skills they need to succeed in more senior roles. Neglecting development of mid-level managers, they have shallow pools of candidates for strategically vital jobs. This HBR Article Collection gives you the road map and tools you need to avoid these dangerous mistakes--and build a strong leadership bench in your company. The Harvard Business Review articles in this collection are: "Building a Leadership Brand" by Dave Ulrich and Norm Smallwood, "Growing Talent as if Your Business Depended on It" by Jeffrey M. Cohn, Rakesh Khurana, and Laura Reeves, and "Developing Your Leadership Pipeline" by Jay A. Conger and Robert M. Fulmer. Subjects: NO SUBJECTS(KEYWORDS) Length: 34p List Price: $17.95 Year New: 2007 C0501D Title: Building a Bridge over the River Boredom Author(s): Ballaro, Beverly; BielaszkaDuVernay, Christina Publication Date: 01/01/2005 Product Type: Harvard Management Communication Letter Article Abstract: The best writers know that a catchy, engaging opening is only as effective as the text that follows it. After all, what is the value of hooking readers at the start of a report or memo if you let them go in the middle? Crafting written communications that command readers' attention from start to finish is not easy, especially when the topic in question is complex, dry, or both. Here's a strategy that can help: Approach the task by thinking like a speechwriter. Skilled speechwriters understand not only how to grab an audience, they understand how to focus their message so that the audience stays tuned in till the end. Read about some sure-fire speechwriting tips that can help you write to maximum effect. Subjects: Communication; Communication strategy; Interpersonal relations Length: 3p List Price: $4.50 Year New: 2005 B0307D Title: Building a Cascading Program Author(s): Donlon, Barnaby Publication Date: 07/15/2003 Product Type: Balanced Scorecard Report Article Abstract: How can you be sure that implementing the Balanced Scorecard will promote strategy execution within your organization? In an increasingly service-based economy, where even manufacturers of commodities need

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customer-intimacy strategies to compete, employees at all levels need to know how they support the organization's overall goals. A proven way to make this happen is by cascading Balanced Scorecards throughout the organization. But deciding how many and how far to cascade is not always obvious. Tackling these questions sometimes reveals an organizational strategy that is not thoroughly articulated or one whose structure doesn't conform to its strategy. Cascading decisions can make or break your BSC effort. Subjects: Balanced scorecard; Corporate strategy; Decision making; Organizational structure; Strategic planning; Strategy formulation; Strategy implementation Length: 3p List Price: $9.50 R0707G Title: Building a Leadership Brand Author(s): Ulrich, Dave; Smallwood, Norm Publication Date: 07/01/2007 Product Type: Harvard Business Review Article Abstract: How do some firms produce a pipeline of consistently excellent managers? Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability. It's what Ulrich and Smallwood--co-founders of the RBL Group, a leadership development consultancy--call a leadership brand. Organizations with leadership brands take an "outside-in" approach to executive development. They begin with a clear statement of what they want to be known for by customers and then link it with a required set of management skills. The Lexus division of Toyota, for instance, translates its tagline--"The pursuit of perfection"--into an expectation that its leaders excel at managing quality processes. The slogan of Bon Secours Health System is "Good help to those in need." It demands that its managers balance business skills with compassion and caring. The outside-in approach helps firms build a reputation for high-quality leaders whom customers trust to deliver on the company's promises. In examining 150 companies with strong leadership capabilities, the authors found that the organizations follow five strategies. First, make sure managers master the basics of leadership--for example, setting strategy and grooming talent. Second, ensure that leaders internalize customers' high expectations. Third, incorporate customer feedback into evaluations of executives. Fourth, invest

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Organizational Behavior & Leadership


in programs that help managers hone the right skills by tapping customers to participate in such programs. Finally, track the success of efforts to build leadership bench strength over the long term. The result is outstanding management that persists even when individual executives leave. In fact, companies with the strongest leadership brands often become "leader feeders"-firms that regularly graduate leaders who go on to head other companies. Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2007 SMR070 Title: Building an Effective Global Business Team Author(s): Govindarajan, Vijay; Gupta, Anil K. Publication Date: 07/01/2001 Product Type: SMR Article Abstract: Mastering the management of a global business team calls for confronting several unique challenges that tend to exacerbate the more common problems facing all teams, point out authors Vijay Govindarajan, director of the Center for Global Leadership at Dartmouth College's Tuck School, and Anil Gupta, a professor of strategy and global e-business at the University of Maryland's Robert H. Smith School of Business. Of the 70 global business teams studied by the authors, about one-third rated their performances as largely unsuccessful. How can companies reverse the generally weak performance of faltering global teams? The authors' survey of 58 senior executives from five U.S. and four European multinational organizations reveals some hard-earned insights that may benefit your cross-border endeavors. When global business teams fail, it is often due to a lack of trust among team members. As a result, executives guiding global teams must institute processes that emphasize the cultivation of trust. Also high on the list of culpable factors are the hindrances to communication that geographical, cultural, and language differences cause. Even in the case of teams whose members speak the same language, differences in semantics, accents, tone, pitch, and dialects can be impediments. To mitigate the corrosive effects of these cross-cultural impediments, executives are advised to craft a cross-border team's charter, composition, and process carefully--with each aspect equally emphasized. The authors elaborate on how these work holistically to increase the odds that your global business teams will become highperforming sources of invaluable multinational experience leading to competitive advantage. Subjects: Communication; Cross cultural relations; Diversity; Leadership; Organizational design; Teams Length: 11p Year New: 2005 R00304 Title: Building an Innovation Factory Author(s): Hargadon, Andrew; Sutton, Robert I. Publication Date: 05/01/2000 Product Type: Harvard Business Review Article Abstract: New ideas are the precious currency of the new economy, but generating them doesn't have to be a mysterious process. The image of the lone genius inventing from scratch is a romantic fiction. Businesses that constantly innovate have systematized the production and testing of new ideas, and the system can be replicated by practically any organization. The best innovators use old ideas as the raw materials for new ideas, a strategy the authors call knowledge brokering. The system for sustaining innovation is the knowledge brokering cycle, and the authors discuss its four parts. The first is capturing good ideas from a wide variety of sources. The second is keeping those ideas alive by playing with them, discussing them, and using them. Imagining new uses for old ideas is the third part--some knowledge brokers encourage cross-pollination by creating physical layouts that allow, or even force, people to interact with one another. The fourth is turning promising concepts into real services, products, processes, or business models. Companies can use all or part of the cycle. Large companies in particular desperately need to move ideas from one place to another. Some will want to build full-fledged consulting groups dedicated to internal knowledge brokering. Others can hire people who have faced problems similar to the companies' current problems. The most important lesson is that business leaders must change how they think about innovation, and they must change how their company cultures reflect that thinking. Subjects: Creativity; Entrepreneurial management; Innovation Length: 10p BESTSELLER 6102 Title: Building an Innovation Factory (HBR OnPoint Enhanced Edition) Author(s): Hargadon, Andrew; Sutton, Robert I.

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Publication Date: 02/01/2001 Product Type: HBR OnPoint Article Abstract: New ideas are the precious currency of the new economy, but generating them doesn't have to be a mysterious process. The image of the lone genius inventing from scratch is a romantic fiction. Businesses that constantly innovate have systematized the production and testing of new ideas, and the system can be replicated by practically any organization. The best innovators use old ideas as the raw materials for new ideas, a strategy the authors call knowledge brokering. The system for sustaining innovation is the knowledge brokering cycle, and the authors discuss its four parts. The first is capturing good ideas from a wide variety of sources. The second is keeping those ideas alive by playing with them, discussing them, and using them. Imagining new uses for old ideas is the third part--some knowledge brokers encourage cross-pollination by creating physical layouts that allow, or even force, people to interact with one another. The fourth is turning promising concepts into real services, products, processes, or business models. Companies can use all or part of the cycle. Large companies in particular desperately need to move ideas from one place to another. Some will want to build full-fledged consulting groups dedicated to internal knowledge brokering. Others can hire people who have faced problems similar to the companies' current problems. The most important lesson is that business leaders must change how they think about innovation, and they must change how their company cultures reflect that thinking. Subjects: Creativity; Entrepreneurial management; Innovation Length: 14p List Price: $6.50 6948 Title: Building the Best Boards (HBR Article Collection) Author(s): Nadler, David A.; Sonnenfeld, Jeffrey; Montgomery, Cynthia; Kaufman, Rhonda Publication Date: 05/01/2004 Product Type: HBR OnPoint Collection Abstract: Pinning your hopes for a better board on new governance regulations? You might be disappointed. Legislation can force some changes, but it can't create capable, coordinated, and collegial teams, and that's what you need for better governance. If you want your board to be a seat of challenge and inquiry--one that adds value without meddling and makes its management team effective but not all-powerful, have

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Organizational Behavior & Leadership


board members conduct rigorous selfassessments to examine systematically their purpose, tasks, talents, information, and agenda. Cultivate a culture of trust and candor so that directors are able to challenge one another and management. Forge a stronger link between directors and shareholders based on transparency and accountability. Increased communication helps directors know what shareholders want and shareholders know what directors are doing. This Harvard Business Review Article Collection offers specific suggestions for building authoritative, savvy, and high-performing boards. The three articles: "Building Better Boards" by David A. Nadler (HBR reprint R0405G), "What Makes Great Boards Great" by Jeffrey A. Sonnenfeld (HBR reprint R0209H), and "The Board's Missing Link" by Cynthia A. Montgomery and Rhonda Kaufman (HBR reprint R0303F). Subjects: Board of directors; Corporate governance; Corporate responsibility; Teams Length: 35p List Price: $17.95 Year New: 2004 R0103E Title: Building the Emotional Intelligence of Groups Author(s): Druskat, Vanessa Urch; Wolff, Steven B. Publication Date: 03/01/2001 Product Type: Harvard Business Review Article Abstract: The management world knows by now that to be effective in the workplace, an individual needs high emotional intelligence. What isn't so well understood is that teams need it, too. Citing such companies as IDEO, Hewlett-Packard, and the Hay Group, the authors show that high emotional intelligence is at the heart of effective teams. These teams behave in ways that build relationships both inside and outside the team and that strengthen their ability to face challenges. High group emotional intelligence may seem like a simple matter of putting a group of emotionally intelligent individuals together. It's not. For a team to have high EI, it needs to create norms that establish mutual trust among members, a sense of group identity, and a sense of group efficacy. These three conditions are essential to a team's effectiveness because they are the foundation of true cooperation and collaboration. Group EI isn't a question of dealing with a necessary evil--catching emotions as they bubble up and promptly suppressing them. It's about bringing emotions deliberately to the surface and understanding how they affect the team's work. Group emotional intelligence is about exploring, embracing, and ultimately relying on the emotions that are at the core of teams. Subjects: Employee morale; Group behavior; Group dynamics; Organizational behavior; Teams Length: 11p 620X Title: Building the Emotional Intelligence of Groups (HBR OnPoint Enhanced Edition) Author(s): Druskat, Vanessa Urch; Wolff, Steven B. Publication Date: 03/01/2001 Product Type: HBR OnPoint Article Abstract: The management world knows by now that to be effective in the workplace, an individual needs high emotional intelligence. What isn't so well understood is that teams need it, too. Citing such companies as IDEO, Hewlett-Packard, and the Hay Group, the authors show that high emotional intelligence is at the heart of effective teams. These teams behave in ways that build relationships both inside and outside the team and that strengthen their ability to face challenges. High group emotional intelligence may seem like a simple matter of putting a group of emotionally intelligent individuals together. It's not. For a team to have high EI, it needs to create norms that establish mutual trust among members, a sense of group identity, and a sense of group efficacy. These three conditions are essential to a team's effectiveness because they are the foundation of true cooperation and collaboration. Group EI isn't a question of dealing with a necessary evil--catching emotions as they bubble up and promptly suppressing them. It's about bringing emotions deliberately to the surface and understanding how they affect the team's work. Group emotional intelligence is about exploring, embracing, and ultimately relying on the emotions that are at the core of teams. Subjects: Employee morale; Group behavior; Group dynamics; Organizational behavior; Teams Length: 15p List Price: $6.50 5879C Title: Built to Last: Beyond Charismatic Visionary Leaders Author(s): Porras, Jerry Publication Date: 05/10/2004 Product Type: Faculty Seminar Video Publisher: Stanford University Abstract: What does it take to be a great leader? What if I don't fit the mold of the charismatic visionary--am I

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doomed to mediocrity? This lecture focuses on a different model of leadership, one that has served leaders of enduringly great organizations quite well for generations. Professor Jerry I. Porras presents findings from an intensive study of the most significant businesses in the United States and demonstrates how the concepts were applied effectively. Subjects: Executives; Leadership; Management philosophy; Management styles; Managerial behavior; Managerial skills; Managers Length: 60 min Year New: 2004 F0510B Title: Bureaucracy Becomes a FourLetter Word Author(s): Starbuck, William H. Publication Date: 10/01/2005 Product Type: Harvard Business Review Article Abstract: The tension between bureaucracy and innovation dates back to the reign of Louis XIV, says University of Oregon's William H. Starbuck. Geographic Setting: France Subjects: NO SUBJECTS(KEYWORDS) Length: 1p Year New: 2005 1792S9 Title: Burning Questions: Leadership, How Long Should Leaders Last? (CDROM) Author(s): Gergen, David; Gregor, Joie; Khurana, Rakesh; Kleinfeld, Klaus; Livengood, Scott; Stewart, Thomas A. Publication Date: 04/30/2003 Product Type: Conference Audio Abstract: How Long Should Leaders Last? Is today's CEO destined to be a long-term leader? Not according to current trends: the average CEO's tenure has dropped from 9.5 years to 7.3 and turnover rates in the corner office of major corporations increased by 53% between 1995 and 2001. What are the characteristics that will define the next generation of successful business leaders--and what are the metrics by which we will measure their success? Is market valuation an accurate measure of the value of leadership? What is the effect of the increased turnover on shareholder value? As tenures become shorter, how are the perspectives of CEOs and other leaders changed? Confirmed speakers: David Gergen (moderator), adviser to presidents, director, Harvard University's John F. Kennedy School of Government Center for Public Leadership, author of Eyewitness to Power: The Essence of Leadership; Joie Gregor, vice-chairman,

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Organizational Behavior & Leadership


Heidrick & Struggles; Rakesh Khurana, professor at Harvard Business School and author of the forthcoming book Searching for a Corporate Savior: The Irrational Quest for Charismatic CEOs; Klaus Kleinfeld, president and CEO, Siemens Corp.; Scott Livengood, president, chairman, and CEO, Krispy Kreme; and Thomas Stewart (moderator), editor, Harvard Business Review. Subjects: Corporate governance; Leadership; Management of change; Organizational design Length: 75 min List Price: $195.00 C0108E Title: Business Babble: "Resonate" Author(s): Bierck, Richard Publication Date: 08/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Writer Richard Bierck examines the business world's adoption of the word "resonate." Subjects: Communication Length: 1p List Price: $4.50 C9910D Title: Business Babble: "Value Added" Author(s): Bierck, Richard Publication Date: 10/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: Writer Richard Bierck takes a stand against the abundant misuse of the term "value added." Subjects: Management communication Length: 1p List Price: $4.50 C0106D Title: Business Babble: American Business Jargon Takes Over the World Author(s): Bierck, Richard Publication Date: 06/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Writer Richard Bierck explores the growing influence of American business jargon over the global business community. Subjects: Communication; Management communication Length: 1p List Price: $4.50 C0004E Title: Business Babble: Consultantspeak Author(s): Bierck, Richard Publication Date: 04/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Do you or does someone you know suffer from Infectious Consultant Syndrome, or the tendency to spout "the vague, sterile, redundant, and trendy utterances of consultants"? Writer Richard Bierck offers an amusing list of phrases to watch out for. Subjects: Management communication Length: 1p List Price: $4.50 C0009C Title: Business Babble: MachismoSpeak Author(s): Bierck, Richard Publication Date: 09/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Writer Richard Bierck investigates the latest twists on macho metaphors. Subjects: Communication; Interpersonal relations Length: 1p List Price: $4.50 C0103C Title: Business Babble: The Language of Denial Author(s): Bierck, Richard Publication Date: 03/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: In this installment of our occasional series on the verbal excesses of the business world, writer Richard Bierck takes on the new argot created when the dot-com bubble burst. Subjects: Communication; Management communication Length: 1p List Price: $4.50 C0010E Title: Business Babble: Venturese Author(s): Bierck, Richard Publication Date: 10/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Writer Richard Bierck explores some of the new vocabulary that's sprung up from Silicon Valley's venture capitalists. Subjects: Communication Length: 1p List Price: $4.50 C9912C Title: Business Babble: Verbing Author(s): Bierck, Richard Publication Date: 12/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: Writer Richard Bierck takes on the business world's flagrant misuse of nouns as verbs. Subjects: Communication Length: 1p

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C0003C Title: Business Babble: Webspeak Author(s): Bierck, Richard Publication Date: 03/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Now that the English language is in the hands of Web designers and computer engineers, should we be worried? Richard Bierck's quiz helps readers self-diagnose any incidents of "Webspeakitus." Subjects: Management communication Length: 1p List Price: $4.50 C9903E Title: Business Communications That Work Author(s): Turner, Chris Publication Date: 03/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: Ever wonder why most corporate communications programs fail? Has your corporate headquarters attempted to start a new program by simply sending photocopies of a presentation to each employee explaining the new program? Has anybody at HQ ever thought about how people outside senior management might view the new program? Creating engaging communications is easy if you think about the issues from the recipient's point of view and get rid of your poor communications habits. This article offers several ways to get started on a new corporate communications program that your employees will embrace. Subjects: Business plans; Communication in organizations; Communication strategy; Corporate culture; Innovation; Management communication Length: 2p List Price: $4.50 898058 Title: Business Family Dynamics Author(s): Davis, John A. Publication Date: 10/01/1997 Revision Date: 09/11/2007 Product Type: Reprint Abstract: Reprinted from John Davis. Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2004 9-806-P07 Title: Business Family Dynamics, Portuguese Version Author(s): Davis, John A.

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Organizational Behavior & Leadership


Publication Date: 10/21/1997 Product Type: LACC Note Abstract: Reprinted from John Davis. Subjects: NO SUBJECTS(KEYWORDS) Length: 12p F0610B Title: Business Lessons from Leeches Author(s): Abrahams, Marc Publication Date: 10/01/2006 Product Type: Harvard Business Review Article Abstract: The editor of the "Annals of Improbable Research" observes that leeches have a thing or two to teach us about so-called best practices. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p Year New: 2006 OB62 Title: Business Networks Author(s): Zuckerman, Ezra; Sutherland, Margot Publication Date: 09/06/2002 Product Type: Case (Field) Publisher: Stanford University Abstract: Describes a small consulting business, Business Networks, led by Les Cunningham. The firm's primary product was the establishment of groups or "networks" of similar businesses and the facilitation of each network's biannual meetings. Owners of individual firms, called networkers, met to tackle each other's business problems and share solutions. The networks were formed of like-sized remodeling contractors that specialized in similar lines of business. Provides a description of one biannual meeting and perspective from network members on the pros and cons of the process of performance improvement. Geographic Setting: Selma, AL Industry Setting: Consulting Number of Employees: 7 Subjects: NO SUBJECTS(KEYWORDS) Length: 36p 2360BC Title: Buy a Little Time: ProblemSolving Strategies for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter Abstract: This chapter looks at some important strategies for quiet leaders trying to make good decisions in very tough and often time-sensitive situations. May be used with: (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership; (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly. Subjects: NO SUBJECTS(KEYWORDS) Length: 19p List Price: $6.95 Year New: 2007 404025 Title: C&S Wholesale Grocers: SelfManaged Teams Author(s): DeLong, Thomas J.; Ager, David L.; Mody, Tejal Publication Date: 08/13/2003 Revision Date: 10/14/2003 Product Type: Case (Field) Abstract: Rick Cohen, president and CEO of C&S Wholesale Grocers, is trying to decide whether and how to implement the self-managed teams concept in his warehouse. Eight months earlier, C&S had begun to act as principal wholesaler to A&P throughout New England, a decision that was consistent with the firm's growth strategy, but that also represented a significant increase in daily throughput. Cohen was concerned about whether the company's existing operations would be able to meet the needs of all its customers and maintain the high levels of customer satisfaction for which the company was known throughout New England. When implemented successfully, the self-managed teams concept had been credited with enhancing an organization's productivity and competitiveness. Cohen wondered how such a concept could be implemented in the context of a laborintensive, unionized warehouse environment. Geographic Setting: New England Industry Setting: Wholesale; Grocery stores Number of Employees: 810 Gross Revenues: $600 million revenues Subjects: Food; Human resources management; Operations management; Organizational behavior; Organizational change; Organizational structure; Teams; Wholesaling; Working conditions Length: 12p Supplementary Materials: Case Video, (404802), 9 min, by Thomas J. DeLong, David L. Ager; Teaching Note, (406049),

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11p, by Thomas J. DeLong; Case Video, DVD, (404702), 9 min, by Thomas J. DeLong, David L. Ager; Case Video, Streaming, (1-272-4), 9 min, by Thomas J. DeLong, David L. Ager NEW 404702 Title: C&S Wholesale Grocers: The Challenge of Self-Managed Teams, Video (DVD) Author(s): DeLong, Thomas J.; Ager, David L. Publication Date: 03/01/2004 Revision Date: 08/30/2006 Product Type: Case Video, DVD Abstract: Four C&S warehouse employees share their experiences working with and on self-managed teams. Must be used with: (404025) C&S Wholesale Grocers: Self-Managed Teams. Subjects: NO SUBJECTS(KEYWORDS) Length: 9 min Year New: 2005 404802 Title: C&S Wholesale Grocers: The Challenge of Self-Managed Teams, Video (VHS) Author(s): DeLong, Thomas J.; Ager, David L. Publication Date: 03/01/2004 Product Type: Case Video Abstract: Four C&S warehouse employees share their experiences working with and on self-managed teams. Must be used with: (404025) C&S Wholesale Grocers: Self-Managed Teams. Subjects: Food; Human resources management; Operations management; Organizational behavior; Organizational change; Organizational structure; Teams; Wholesaling; Working conditions Length: 9 min List Price: $150.00 Year New: 2005 HKU436 Title: C. K. Yeung Worldwide Ltd.: Management as Art, Science, and Philosophy Author(s): Lam, Simon; Chan, Shirley Publication Date: 11/11/2005 Product Type: Case (Field) Publisher: University of Hong Kong Abstract: Founded in 1974, C. K. Yeung Worldwide Ltd. became one of the largest metal traders in Hong Kong in the 1980s. Looks at how the beliefs of its CEO, Joseph Yeung, in honest behavior and Chinese cultural philosophy influenced his management style and made him a successful business leader and entrepreneur. Geographic Setting: Hong Kong

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Organizational Behavior & Leadership


Industry Setting: Metals Event Year Start: 2005 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 7p Supplementary Materials: Teaching Note, (HKU437), 5p, by Simon Lam, Shirley Chan Year New: 2006 406082 Title: C. R. Smith and the Birth of American Airlines Author(s): Mayo, Anthony J.; Singleton, Laura G. Publication Date: 12/21/2005 Revision Date: 11/02/2007 Product Type: Case (Library) Abstract: Presents an overview of the path that C.R. Smith pursued to build American Airlines into one of the largest airlines in the world in the 20th century. Over the course of his 30-year tenure as president of American Airlines, Smith deployed a three-pronged strategy-technology standardization, safety, and customer service--to build his business. Covers the first 50 years of American Airlines' history, beginning with its role as an industry consolidator in the late 1920s. Smith's strategic and operational choices in building American Airlines played a significant role in the overall growth of the airline industry in the United States. Explores the interaction between the growth of a company and an overall industry. Geographic Setting: United States Industry Setting: Airline industry Gross Revenues: $727 million revenues Event Year Start: 1920 Subjects: NO SUBJECTS(KEYWORDS) Length: 28p Year New: 2006 406063 Title: C.W. Post Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark Publication Date: 12/08/2005 Revision Date: 03/13/2008 Product Type: Case (Library) Abstract: In 1906, C.W. Post had to move his latest breakfast product--corn flakes--from store shelves into cereal bowls nationwide. Post genuinely believed his corn flakes and other breakfast foods would make people well. Through sampling and other innovative sales and marketing techniques, Post convinced consumers and grocers to buy Postum and Grape-Nuts--which generated millions in profits for the Postum Cereal Co. But not Elijah's Manna--the brand name that Post put on his corn flakes boxes when his company introduced the product in 1904. Two years later, it was clearly not selling. To make matters worse, other cereal companies in the burgeoning Battle Creek area where Post's foods were manufactured were cornering the market, in particular, Kelloggs. How was Post going to convince consumers that his corn flakes were better than the rest? Geographic Setting: Midwestern United States; Northwestern United States Industry Setting: Food processing industry Number of Employees: 400-1,200 Gross Revenues: $1.2 million revenues Event Year Start: 1900 Event Year End: 1910 Subjects: NO SUBJECTS(KEYWORDS) Length: 26p Supplementary Materials: Teaching Note, (408068), 8p, by Anthony J. Mayo, Mark Benson Year New: 2006 404804 Title: C.W. Post: An American Legacy Author(s): Nohria, Nitin Publication Date: 02/01/2004 Product Type: Video Medium: Videotape Format: 1/2-inch V Abstract: In a vivid biography of C.W. Post, HBS faculty and Battle Creek historians discuss the legacy he left behind: how he built the Post brand from a local oddity into one of the most recognizable breakfast products in the United States. Reveals revolutionary marketing strategies such as sampling, point of sale advertisements, and product endorsement by experts--tactics that did not exist in the age of the general store. Teaching Purpose: To look at business leadership in a historical context. Industry Setting: Food industry Subjects: Business history; Food; Leadership; Marketing strategy; Organizational development; Product development Length: 28 min List Price: $150.00 Year New: 2004 F0904F Title: CARE CEO Helene Gayle on shaking up a venerable organization Author(s): Welankiwar, Rasika Publication Date: 04/01/2009 Product Type: Harvard Business Review Article Abstract: The CEO of CARE reveals what it was like to incite change at a sprawling nonprofit and how she built support for her plan to increase its global clout.

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R0612Z Title: The CEO Who Couldn't Keep His Foot out of His Mouth (Commentary for HBR Case Study) Author(s): Burrell, Lisa; Heifetz, Ronald; Biggs, John H.; Clarke, Torie; Brown, Roger Publication Date: 12/01/2006 Product Type: Harvard Business Review Article Abstract: In the four years since Rob Miranda became CEO of Growing Places, a provider of on-site child care for companies in the Midwestern United States, he has been a font of ideas. For instance, he set up rooms where moms can breastfeed their babies during breaks in the workday and put Webcams in classrooms so that parents can "visit" their children from their desks. As a result of Rob's entrepreneurial vision and operational savvy, the company has achieved profitable growth. The problem is that Rob tends to stick his foot in his mouth. Evan Breyer, the company's founder and chairman, hopes that Rob will learn to avoid making verbal gaffes; he even gets Rob to see a coach. But while Evan is wrapping up a facility tour for a potential corporate sponsor of a scholarship program, Rob makes an insensitive remark about breastfeeding in front of the visitors--among them, a reporter. Not surprisingly, the local paper runs a scathing editorial the next day. Several days later, during a conference presentation on preschool curricula, he does it again with a comment implying that teachers are lazy and unprepared. The result is more bad press and a meaningful dip in stock price. It's beginning to look as though Rob is not going to change, and many board members are talking ouster. Should Evan try to persuade the board to hang on to Rob? May be used with: (R0612X) The CEO Who Couldn't Keep His Foot out of His Mouth (HBR Case Study). Industry Setting: Child care industry Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2006 R0612A Title: The CEO Who Couldn't Keep His Foot out of His Mouth (HBR Case Study and Commentary) Author(s): Burrell, Lisa; Heifetz, Ronald; Biggs, John H.; Clarke, Torie; Brown, Roger Publication Date: 12/01/2006 Product Type: Harvard Business Review Article

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Organizational Behavior & Leadership


Abstract: In the four years since Rob Miranda became CEO of Growing Places, a provider of on-site child care for companies in the Midwestern United States, he has been a font of ideas. For instance, he set up rooms where moms can breastfeed their babies during breaks in the workday and put Webcams in classrooms so that parents can "visit" their children from their desks. As a result of Rob's entrepreneurial vision and operational savvy, the company has achieved profitable growth. The problem is that Rob tends to stick his foot in his mouth. Evan Breyer, the company's founder and chairman, hopes that Rob will learn to avoid making verbal gaffes; he even gets Rob to see a coach. But while Evan is wrapping up a facility tour for a potential corporate sponsor of a scholarship program, Rob makes an insensitive remark about breastfeeding in front of the visitors--among them, a reporter. Not surprisingly, the local paper runs a scathing editorial the next day. Several days later, during a conference presentation on preschool curricula, he does it again with a comment implying that teachers are lazy and unprepared. The result is more bad press and a meaningful dip in stock price. It's beginning to look as though Rob is not going to change, and many board members are talking ouster. Should Evan try to persuade the board to hang on to Rob? Industry Setting: Child care industry Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2006 R0612X Title: The CEO Who Couldn't Keep His Foot out of His Mouth (HBR Case Study) Author(s): Burrell, Lisa Publication Date: 12/01/2006 Product Type: Harvard Business Review Article Abstract: In the four years since Rob Miranda became CEO of Growing Places, a provider of on-site child care for companies in the Midwestern United States, he has been a font of ideas. For instance, he set up rooms where moms can breastfeed their babies during breaks in the workday and put Webcams in classrooms so that parents can "visit" their children from their desks. As a result of Rob's entrepreneurial vision and operational savvy, the company has achieved profitable growth. The problem is that Rob tends to stick his foot in his mouth. Evan Breyer, the company's founder and chairman, hopes that Rob will learn to avoid making verbal gaffes; he even gets Rob to see a coach. But while Evan is wrapping up a facility tour for a potential corporate sponsor of a scholarship program, Rob makes an insensitive remark about breastfeeding in front of the visitors--among them, a reporter. Not surprisingly, the local paper runs a scathing editorial the next day. Several days later, during a conference presentation on preschool curricula, he does it again with a comment implying that teachers are lazy and unprepared. The result is more bad press and a meaningful dip in stock price. It's beginning to look as though Rob is not going to change, and many board members are talking ouster. Should Evan try to persuade the board to hang on to Rob? May be used with: (R0612Z) The CEO Who Couldn't Keep His Foot out of His Mouth (Commentary for HBR Case Study). Industry Setting: Child care industry Subjects: NO SUBJECTS(KEYWORDS) Length: 6p Year New: 2006 95201 Title: The CEO as Coach: An Interview with AlliedSignal's Lawrence A. Bossidy Author(s): Bossidy, Lawrence A.; Tichy, Noel M.; Charan, Ram Publication Date: 03/01/1995 Product Type: Harvard Business Review Article Abstract: In July 1991, Lawrence A. Bossidy became chairman and CEO of AlliedSignal, the $13 billion industrial supplier of aerospace systems, automotive parts, and chemical products. The company's story since then appears to be the typical slash-andburn turnaround, but the view from the inside is far more interesting for anyone grappling with what it takes to lead a competitive organization and sustain its performance over the long term. Bossidy is a straight-shooting, tough-minded, results-oriented business leader. But he is also a charismatic and persistent coach, determined to help people learn and thereby to provide his company with the best-prepared employees. In this interview, Bossidy explains his views on the leader's role in changing a large organization. He discusses how he uses values and goals to "coach people to win." And he explains his efforts to focus AlliedSignal's management on three core processes--strategy, operations, and human resources. Subjects: Industrial goods; Leadership; Management of change; Management styles Length: 11p 3642 Title: The CEO as Coach: An Interview with AlliedSignal's Lawrence A. Bossidy

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(HBR OnPoint Enhanced Edition) Author(s): Bossidy, Lawrence A.; Tichy, Noel M.; Charan, Ram Publication Date: 06/01/2000 Product Type: HBR OnPoint Article Abstract: In July 1991, Lawrence A. Bossidy became chairman and CEO of AlliedSignal, the $13 billion industrial supplier of aerospace systems, automotive parts, and chemical products. The company's story since then appears to be the typical slash-andburn turnaround, but the view from the inside is far more interesting for anyone grappling with what it takes to lead a competitive organization and sustain its performance over the long term. Bossidy is a straight-shooting, tough-minded, results-oriented business leader. But he is also a charismatic and persistent coach, determined to help people learn and thereby to provide his company with the best-prepared employees. In this interview, Bossidy explains his views on the leader's role in changing a large organization. He discusses how he uses values and goals to "coach people to win." And he explains his efforts to focus AlliedSignal's management on three core processes--strategy, operations, and human resources. Subjects: Industrial goods; Leadership; Management of change; Management styles Length: 15p List Price: $6.50 92501 Title: The CEO as Organizational Architect: An Interview with Xerox's Paul Allaire Author(s): Allaire, Paul Publication Date: 09/01/1992 Product Type: Harvard Business Review Article Abstract: Paul Allaire leads a company that is a microcosm of the changes transforming American business. With the introduction of the first plain-paper copier in 1959, Xerox invented a new industry and launched itself into a decade of spectacular growth. But easy growth led Xerox to neglect the fundamentals of its core business, leaving the company vulnerable to lowcost Japanese competition. Starting in the mid-1980s, Xerox embarked on a long-term effort to regain its dominant position in world copier markets and to create a new platform for future growth. Thanks to the company's Leadership through Quality program, Xerox became the first major U.S. company to win back market share from the Japanese. Since becoming CEO in 1990, Allaire has redirected the company's strategy to position Xerox as "the document company," at the intersection of the

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Organizational Behavior & Leadership


worlds of paper-based and electronic information. And he has guided the company through a fundamental redesign of what Allaire calls the "organizational architecture" of Xerox's document processing business. Industry Setting: Office equipment Subjects: Competition; Leadership; Office equipment; Organizational development; Organizational structure Length: 15p 73202 Title: CEO's Behavior: Key to Organizational Development Author(s): Argyris, Chris Publication Date: 03/01/1973 Product Type: Harvard Business Review Article Abstract: Chief executive officers' (CEO) behavior is not always consistent with management theory. Leadership qualities often encourage conformity rather than candor from subordinates who are striving to protect their boss, their organization, and themselves. Many executives would dislike working under people like themselves, but are often unaware of the negative impact they have on their subordinates. Teambuilding sessions are one means of influencing CEO leadership styles, which are responsible for the success of organization development programs. Subjects: Executives; Leadership; Management styles; Organizational development; Teams Length: 10p R0411B Title: The CEO's Real Legacy Author(s): Freeman, Kenneth W. Publication Date: 11/01/2004 Product Type: Harvard Business Review Article Abstract: The literature on CEO succession planning is nearly unanimous in its advice: Begin early, look first inside your company for exceptional talent, see that candidates gain experience in all aspects of the business, and help candidates develop the skills they will need in the top job. It all makes sense and sounds pretty straightforward. Nevertheless, the list of CEOs who last no more than a few years on the job continues to grow. Implicit in many, if not all, of these unceremonious departures is the absence of an effective CEO succession plan. The problem is, most boards simply don't want to talk about CEO succession: Why rock the boat when things are going well? Why risk offending the current CEO? Meanwhile, most CEOs can't imagine that anyone could adequately replace them. In this article, Kenneth W. Freeman, the retired CEO of Quest Diagnostics, discusses his own recent handoff experience (Surya N. Mohapatra became chief executive in May 2004) and offers his approach to succession planning. He says it falls squarely on the incumbent CEO to put ego aside and initiate and actively manage the process of selecting and grooming a successor. Aggressive succession planning is one of the best ways for CEOs to ensure the long-term health of the company, he says. Plus, thinking early and often about a successor will likely improve the chief executive's performance during his tenure. Freeman advocates the textbook rules for succession planning but adds to that list a few more that apply specifically to the incumbent CEO: Insist that the board become engaged in succession planning, look for a successor who is different from you, and make the successor's success your own. After all, Freeman argues, the CEO's true legacy is determined by what happens after he leaves the corner office. Subjects: Board of directors; Leadership; Succession planning Length: 5p Year New: 2004 R0701F Title: The CEO's Second Act Author(s): Nadler, David A. Publication Date: 01/01/2007 Product Type: Harvard Business Review Article Abstract: When a CEO leaves because of performance problems, the company typically recruits someone thought to be better equipped to fix what the departing executive couldn't--or wouldn't. The board places its confidence in the new person because of the present dilemma's similarity to some previous challenge that he or she dealt with successfully. But familiar problems are inevitably succeeded by less familiar ones, for which the specially selected CEO is not quite so qualified. More often than not, the experiences, skills, and temperament that yielded triumph in Act I turn out to be unequal to Act II's difficulties. In fact, the approaches that worked so brilliantly in Act I may be the very opposite of what is needed in Act II. The CEO has four choices: refuse to change, in which case he or she will be replaced; realize that the next act requires new skills and learn them; downsize or circumscribe his or her role to compensate for deficiencies; or line up a successor who is qualified to fill a role to which the incumbent's skills and interests are no longer suited. HewlettPackard's Carly Fiorina exemplifies the first alternative; Merrill Lynch's Stanley O'Neal the second; Google's Sergey

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Brin and Larry Page the third; and Quest Diagnostics' Ken Freeman the fourth. All but the first option are reasonable responses to the challenges presented in the second acts of most CEOs' tenures. And all but the first require a power of observation, a propensity for introspection, and a strain of humility that are rare in the ranks of the very people who need those qualities most. There are four essential steps executives can take to discern that they have entered new territory and to respond accordingly: recognition that their leadership style and approach are no longer working; acceptance of others' advice on why performance is faltering; analysis and understanding of the nature of the Act II shift; and, finally, decision and action. Industry Setting: Internet & online services industries Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2007 F0709H Title: CEOs Misperceive Top Teams' Performance Author(s): Rosen, Richard M.; Adair, Fred Publication Date: 09/01/2007 Product Type: Harvard Business Review Article Abstract: CEOs tend to have a rosier view of senior management's performance than other top team members do, according to new research--and it looks like the former need a reality check. The authors offer three simple questions that can provide one. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2007 4117 Title: CEOs on Leading Change (HBR Article Collection) Author(s): Charan, Ram; Garvin, David A.; Roberto, Michael A.; Palmisano, Samuel J.; Hemp, Paul; Stewart, Thomas A. Publication Date: 04/01/2006 Product Type: HBR OnPoint Collection Abstract: During the best and worst of times, your company must continually adapt to maintain its competitive edge. And as the CEOs in this collection maintain, ongoing change (no matter what your company's situation) requires a critical mass of employees who stay fired up about doing things differently. Consider boom times. Even if business is good, it won't stay good unless you can create an army of change agents--

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Organizational Behavior & Leadership


difficult when you lack an immediate, obvious threat. IBM's solution? Build on the core values that made the enterprise successful--and extend those values into the firm's next incarnation. What about when your company looks wildly successful on the surface, but hidden problems (low margins, meager leadership bench strength) spell future doom? Home Depot dealt with this by providing discipline to tame its freewheeling culture. If your company is facing ruin, you have yet another challenge: combating denial. Beth Israel Deaconess Medical Center (BIDMC) won this battle by launching a persuasion campaign spelling out BIDMC's desperate prognosis and the plan to save the organization. Industry Setting: Computer industry; Consumer products; Hospital industry Subjects: NO SUBJECTS(KEYWORDS) Length: 40p List Price: $17.95 Year New: 2006 4819KO Title: COACHING FOR RESULTS IN KOREAN, FOR CORPORATIONS ONLY Author(s): Hill, Linda A. Publication Date: 07/06/2005 Product Type: Interactive Program Abstract: Coaching for Results is an online interactive program that helps managers master the five core skills required for effective coaching, including observation and problem diagnosis, active listening, and gaining buy-in. This course guides managers through a three-step process to coaching situations that produce measurably higher employee performance. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p F0806E Title: CTO Bob Iannucci on the "deep future" of Nokia Author(s): Iannucci, Bob; O'Connell, Andrew Publication Date: 06/01/2008 Product Type: Harvard Business Review Article Abstract: Nokia's chief technology officer is helping the company find growth by going in a radical new direction. Because Nokia has been down the reinvention road before, Iannucci believes it has the mind-set, structure, and strategy in place to realize its "deep future." Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2007 590128 Title: Calizona Valley Power and Light Co. Author(s): Greyser, Stephen A.; Klein, Norman Publication Date: 06/11/1990 Product Type: Case (Gen Exp) Abstract: A major Southwestern U.S. utility constructing a nuclear power plant had fallen a year behind schedule in the early spring of 1986. Further delays were threatened when union workers discovered non-union labor on the site. A group of major shareholders responded to news of the delay with a lawsuit. Other critics presented evidence of environmental concerns and suspect project management practices. As management prepared to update its board on these issues, a producer from "60 Minutes" called to say the TV program was considering doing a report on the utility and its nuclear plant and asked for cooperation. The case invites discussion of how various media determine what is newsworthy. Also presents the utility's initial sense of how it might best present its case and defend itself if "60 Minutes" comes to call. Geographic Setting: United States Industry Setting: Utilities Company Size: mid-size Subjects: Communication strategy; Public relations; Public utilities Length: 3p U0310D Title: The Call for Authentic Leadership: Five Questions with Bill George Publication Date: 10/01/2003 Product Type: Harvard Management Update Article Abstract: Read this interview with Bill George, who served as CEO of the Minneapolis-based medical technology company Medtronic from 1991 to 2001. Under his leadership, Medtronic's market capitalization increased from $1.1 billion to $60 billion, averaging 35% in growth annually, and earnings quadrupled. Subjects: Interviews; Leadership Length: 1p List Price: $4.50 C0110C Title: A Call to Action for Business Writing Author(s): Clayton, John Publication Date: 10/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Just as people like movies filled with action and sculptures that show movement, they like business documents that indicate the actions being performed. But most business

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writing is inert, motionless. That's why it fails to grab the reader. Writing teacher John Clayton offers some solid tips for "verbifying" your writing. If your passive verb habit is too ingrained to kick altogether, don't despair--Clayton also tells how to search out and fix weak, passive verbs during the editing process. Subjects: Management communication Length: 2p List Price: $4.50 7656BC Title: Callous: Al Dunlap-Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter Abstract: Too often, callous leaders get away with heartlessness toward the very people whose well-being they are supposed to enhance and protect. Take the case of "Chainsaw" Al Dunlap, whose story is explored in this chapter. He is a prime example of a callous leader, and what happens when followers allow this type of bad leadership to continue unchecked. Subjects: NO SUBJECTS(KEYWORDS) Length: 34p List Price: $6.95 496023 Title: Cambridge Consulting Group: Bob Anderson Author(s): Lorsch, Jay W.; Gabarro, John J. Publication Date: 10/18/1995 Revision Date: 10/16/1996 Product Type: Case (Field) Abstract: Describes the situation facing the head of a rapidly growing industryfocused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization. May be used with: (908415) The Producing Manager: A Double-Barreled Role. Geographic Setting: Boston, MA Industry Setting: Consulting Gross Revenues: $85 million revenues Subjects: Consulting; Delegation of authority; Growth management; Leadership; Professionals Length: 5p 403S16 Title: Cambridge Consulting Group: Bob Anderson, Spanish Version Author(s): Lorsch, Jay W.; Gabarro, John J.

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Organizational Behavior & Leadership


Publication Date: 10/18/1995 Revision Date: 10/16/1996 Product Type: LACC Case Abstract: Describes the situation facing the head of a rapidly growing industryfocused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization. Teaching Purpose: Demonstrates dilemmas of the producing manager's role. Geographic Setting: Boston, MA Industry Setting: Consulting Gross Revenues: $85 million revenues Subjects: Consulting; Delegation of authority; Growth management; Leadership; Professionals Length: 5p R0207G Title: Campaigning for Change Author(s): Hirschhorn, Larry Publication Date: 07/01/2002 Product Type: Harvard Business Review Article Abstract: Most organizations must change if they're to stay alive. Change is tough to accomplish, but it's not impossible and can be systematized. The author, who has been involved in change initiatives at scores of companies, believes that the success of such programs has more to do with execution than with conceptualization. The successful change programs he observed had one thing in common: They employed three distinct but linked campaigns--political, marketing, and military. A political campaign creates a coalition strong enough to support and guide the initiative. A marketing campaign must go beyond simply publicizing the initiative's benefits. It focuses on listening to ideas that bubble up from the field as well as on working with lead customers to design the initiative. A clearly articulated theme for the transformation program must also be developed. A military campaign deploys executives' scarce resources of attention and time. Successful executives launch all three campaigns simultaneously. The three always feed on one another, and if any one campaign is not properly implemented, the change initiative is bound to fail. Subjects: Communication in organizations; Implementation; Leadership; Management of change; Organizational change; Organizational development; Organizational structure; Strategy implementation Length: 10p 1385 Title: Campaigning for Change (HBR OnPoint Enhanced Edition) Author(s): Hirschhorn, Larry Publication Date: 07/01/2002 Product Type: HBR OnPoint Article Abstract: Most organizations must change if they're to stay alive. Change is tough to accomplish, but it's not impossible and can be systematized. The author, who has been involved in change initiatives at scores of companies, believes that the success of such programs has more to do with execution than with conceptualization. The successful change programs he observed had one thing in common: They employed three distinct but linked campaigns--political, marketing, and military. A political campaign creates a coalition strong enough to support and guide the initiative. A marketing campaign must go beyond simply publicizing the initiative's benefits. It focuses on listening to ideas that bubble up from the field as well as on working with lead customers to design the initiative. A clearly articulated theme for the transformation program must also be developed. A military campaign deploys executives' scarce resources of attention and time. Successful executives launch all three campaigns simultaneously. The three always feed on one another, and if any one campaign is not properly implemented, the change initiative is bound to fail. Subjects: Communication in organizations; Implementation; Leadership; Management of change; Organizational change; Organizational development; Organizational structure; Strategy implementation Length: 11p List Price: $6.50 2182 Title: Campbell and Bailyn's Boston Office: Managing the Reorganization Author(s): Gifford, Dun, Jr.; Donellon, Ann Publication Date: 04/11/2008 Product Type: Case Abstract: Ken Winston, the regional sales manager at a securities brokerage form, has reorganized his generalist salespeople into "Key Account Teams" (KAT), to increase sales of specialized, higher-margin fixed income products. Winston is also implementing a new corporate performance management system. To help improve coordination between sales and marketing, Winston must solicit feedback from marketing staff on how responsive his salespeople are to marketing's directives. The

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marketing group has information on product costs that allow it to forecast product profitability, and by persuading the sales force to focus on those products the marketers can improve firm-wide margins. The KAT model, implemented six months earlier, has challenged the core internal values of the organization--such as a salesperson's control of his or her customer base and the appropriateness of product specialization. However, the long-term test of the new organizational structure will be its alignment with external changes in the securities industry: how securities are bought and sold and the types of new products flooding the market. Geographic Setting: Massachusetts; United States Industry Setting: Investment banking; Securities & investing Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Supplementary Materials: Teaching Note, (2183), 9p, by Ann Donellon, Dun Gifford Jr. Year New: 2007 IES180 Title: Camper: Imagination is not Expensive Author(s): Mitchell, Jordan; Velamuri, Rama Publication Date: 02/07/2007 Product Type: Case (Field) Publisher: IESE Business School Abstract: Camper is one of Spain's most well known brands. Throughout its 30-year history, Camper has been known for its innovative designs, approach to outsourcing, manufacturing, and in-store design. As of 2005, it's facing increasing competition from multinationals such as Nike. Examines how Camper has brought creativity and imagination to their business and what management can do to thrive in the future. Geographic Setting: Spain Industry Setting: Fashion industry; Wholesale Subjects: NO SUBJECTS(KEYWORDS) Length: 20p Supplementary Materials: Teaching Note, (IES181), 12p, by Jordan Mitchell, Rama Velamuri Year New: 2007 R0405J Title: Can Absence Make a Team Grow Stronger? Author(s): Majchrzak, Ann; Malhotra, Arvind; Stamps, Jeffrey; Lipnack, Jessica Publication Date: 05/01/2004

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Organizational Behavior & Leadership


Product Type: Harvard Business Review Article Abstract: Some projects have such diverse requirements that they need a variety of specialists to work on them. But often the best-qualified specialists are scattered around the globe, perhaps at several companies. Remarkably, an extensive benchmarking study reveals, it isn't necessary to bring team members together to get their best work. In fact, they can be even more productive if they stay separated and do all their collaborating virtually. The scores of successful virtual teams the authors examined didn't have many of the psychological and practical obstacles that plagued their more traditional, faceto-face counterparts. Team members felt freer to contribute--especially outside their established areas of expertise. The fact that such groups could not assemble easily actually made their projects go faster, as people did not wait for meetings to make decisions, and individuals, in the comfort of their own offices, had full access to their files and the complementary knowledge of their local colleagues. Reaping those advantages, though, demanded shrewd management of a virtual team's work processes and social dynamics. Rather than depend on videoconferencing or email, which could be unwieldy or exclusionary, successful virtual teams made extensive use of sophisticated online team rooms, where everyone could easily see the state of the work in progress, talk about the work in ongoing threaded discussions, and be reminded of decisions, rationales, and commitments. Differences were most effectively hashed out in teleconferences, which team leaders also used to foster group identity and solidarity. May be used with: (303065) Trend Micro (A). Industry Setting: Telecommunications industry Subjects: Group behavior; Group dynamics; Organizational behavior; Teams; Telecommunications; Virtual communities Length: 8p Year New: 2004 9-148-5C Title: Can Complex Organizations Learn? FSS Author(s): Edmondson, Amy C. Publication Date: 04/01/2008 Product Type: HBS Courseware Abstract: Collective and continual learning is critical to the long-term health and success of any complex organization. This is especially true in the healthcare industry, where sharing information and knowledge is essential to quality care and patient safety. In this presentation, Professor Amy C. Edmondson reveals ways for leaders to recognize and actively promote opportunities for learning. She reveals strategies for creating an environment where employees feel safe to share knowledge, even if that means exposing problems within the organization. Subjects: NO SUBJECTS(KEYWORDS) Length: 65 min Year New: 2007 C9911B Title: Can I Apologize by E-mail?: Guidelines for Delivering Difficult Messages in New Ways Author(s): Stauffer, David Publication Date: 11/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: With all the communications options that are available to us today, it's sometimes hard to choose the appropriate medium for delivering important, difficult, or sensitive messages. HMCL surveyed business communications experts and developed a set of guidelines for delivering difficult messages, whether in person, by written letter, or via telephone, e-mail, or fax. Subjects: Communication; Interpersonal relations; Management communication Length: 3p List Price: $4.50 C0410B Title: Can This Partnership Be Saved? Getting an Alliance Back on Track Author(s): Segil, Larraine Publication Date: 10/01/2004 Product Type: Harvard Management Communication Letter Article Abstract: For most companies, an underperforming business relationship is a painful fact of life at one time or another. When alliances do not pay off, the working relationship between the organizations can become strained and communications acrimonious, which in turn makes achieving business objectives even more difficult. Breaking out of this self-perpetuating "doom loop" and getting the relationship back on track becomes a real challenge. When faced with an underperforming key business relationship, companies commonly react in one of three ways: they terminate the relationship, throw additional resources at the relationship, or minimize the amount of time, energy, and money spent on it. Each approach produces significant problems. An alliance can be saved, however. Learn more about a "relationship relaunch," the process by which you examine how communication and collaboration

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between parties can be improved, allowing the relationship to deliver its true value. Subjects: Alliances; Communication; Communication in organizations; Communication strategy; Interpersonal relations; Partnerships Length: 2p List Price: $4.50 Year New: 2004 U0408A Title: Can You Create More Value? Author(s): Gary, Loren Publication Date: 08/01/2004 Product Type: Harvard Management Update Article Abstract: What is your company doing to get ahead? Few managers appreciate the value of activities in units outside their own. A multiple-perspective model helps you see how other activities contribute to the success of your own unit and the company as a whole. Read about the competing values model, which can help give you a richer sense of the possibilities for creating value on both an organizational and personal level. Subjects: Competitive advantage; Management performance; Management styles; Managerial behavior; Values Length: 3p List Price: $4.50 Year New: 2004 F0807F Title: Can You Hear Me Now? Author(s): Pick, Katharina Publication Date: 07/01/2008 Product Type: Harvard Business Review Article Abstract: Because board meetings involve two groups--directors and managers--and because directors play a difficult dual role as both cops and advisers, boardroom communication can suffer. Executive sessions and active inmeeting leadership will help. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2007 SMR296 Title: Can You Measure Leadership? Author(s): Gandossy, Robert; Guarnieri, Robin Publication Date: 10/01/2008 Product Type: Case (Field) Abstract: An abstract is not available for this product. Subjects: NO SUBJECTS(KEYWORDS) Length: 7p

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Organizational Behavior & Leadership


79601 Title: Can You Survive Your Retirement? Author(s): Bradford LP Publication Date: 11/01/1979 Product Type: Harvard Business Review Article Abstract: A retired CEO of an organization describes the difficulties encountered while adjusting to retirement. Several losses are encountered: acceptance and socialization; goals, achievement and affirmation; power and influences; support systems; routines and time. Pre-retirement planning eases the often painful transition into retirement. Subjects: Careers & career planning; Employee training; Health Length: 7p 484081 Title: Can You Survive an Entrepreneur? Author(s): Kets de Vries, Manfred F.R. Publication Date: 03/08/1984 Revision Date: 06/17/1986 Product Type: Note Abstract: Explores the kind of characteristics and elements of style to which one must be attuned when working for an entrepreneur. A number of themes which act as motivators to entrepreneurs are explored. These include the need for control, suspicious thinking, and the need for applause. In addition, the specific psychological defenses utilized by entrepreneurs are discussed. Subjects: Entrepreneurship; Human behavior; Management styles; Managerial behavior Length: 10p U9609C Title: Can a Shy Person Learn to Network? Author(s): Billington, Jim Publication Date: 09/01/1996 Product Type: Harvard Management Update Article Abstract: This case study considers a senior vice president in a financial institution who fears that his job may fall victim to changing business trends. Although he realizes that networking could help, he resists it. One expert says that a study shows that 88% of us identify ourselves as shy. So, how does one push through it? The experts advise paying attention to the three overlapping networks of contacts--the task network on the job, the career network in professional organizations, and the social network of friends and acquaintances. And remember, the true form of networking is not about getting a job, but about making--and maintaining-good human relationships that are held together by mutual interests. Subjects: Interpersonal relations; Personal strategy & style Length: 2p List Price: $4.50 C9912A Title: Can the Lion Lie Down with the Lion?: Learning the Art of Dialogue Author(s): Ehrenfeld, Tom Publication Date: 12/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: What can you do when discussions become so adversarial that real communication becomes impossible? Try Dialogue. Dialogue is a structured form of communication that allows people to understand how they form assumptions and make decisions. It's a way of getting to the root of conflict without assigning blame. The key is learning to distinguish between one's self and one's views. Major companies are now using Dialogue in knowledge management programs and to deal with reorganization issues. Dialogue is also useful in large groups with diverse points of view. This article includes an annotated list of recent books on Dialogue. Subjects: Communication; Communication in organizations; Interpersonal relations Length: 3p List Price: $4.50 KEL247 Title: Cancer Health Alliance of Metropolitan Chicago: Working Together to Achieve Mutual Goals Author(s): Haider, Don Publication Date: 01/01/2006 Product Type: Case (Field) Abstract: Describes how four independent, community-based nonmedical centers that offered professional services and programs to cancer patients on a voluntary non-fee basis in the 1990s came together to form the Cancer Health Alliance in 2003-2004 as a separate nonprofit to help achieve more of their mission and be more sustainable. Geographic Setting: Chicago, IL; Illinois; United States Industry Setting: Health care industry; Nonprofit Subjects: NO SUBJECTS(KEYWORDS) Length: 8p Supplementary Materials: Teaching Note, (KEL248), 3p, by Don Haider Year New: 2006 C0111C Title: Candor for Corporations

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Author(s): Herrin, Angelia Publication Date: 11/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Stephen Dunn was a rising young star at Nabisco when he quit to write poetry. Now, this corporate dropout is a Pulitzer Prize winning poet. In a question and answer session with HMCL, Dunn offers some tough-minded reflections on writing and business. The article also includes one of Dunn's poems, "The Last Hours." Subjects: Decision making; Interviews; Management communication Length: 2p List Price: $4.50 3302AU Title: The Capacity to Lead: What Makes a Durable Leader, A Conversation with Warren Bennis and Robert Thomas, A Harvard Business School Publishing Audioconference, Audiotape, Single User Author(s): Bennis, Warren G.; Thomas, Robert J. Publication Date: 03/12/2003 Product Type: Conference Audio Abstract: In this Harvard Business School Publishing audioconference featuring Warren Bennis and Robert Thomas, co-authors of the best seller Geeks & Geezers: How Era, Values, and Defining Moments Shape Leaders, Bennis and Thomas led an interactive discussion that explored the necessary steps organizations must take to identify, develop, and deploy successful leaders. They discussed the importance of developing adaptive capacity in leaders in addition to traditional leadership skills. Specific topics include: Defining the right competencies for the leaders of today--and tomorrow; understanding how to teach, guide, and then "fix" the lessons that grow leadership; predicting who is most likely to become a leader and retaining top leadership talent; dissecting the different perspectives and expectations of those who are 25 years old in 2003 versus those who were 25 years old in 1953--and aligning career paths accordingly; creating "crucibles" through alternative management structures and development opportunities; and developing informal leadership experiences and networks that can enhance adaptive capacity. Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Length: 90 min List Price: $129.00 3302CF Title: The Capacity to Lead: What Makes a Durable Leader, A

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Organizational Behavior & Leadership


Conversation with Warren Bennis and Robert Thomas, A Harvard Business School Publishing Audioconference, Registration Fee Publication Date: 03/12/2003 Product Type: Previous Conference Abstract: A Harvard Business School Publishing Audioconference, Wednesday, March 12, 2003, 12: 30 p.m. to 2: 00 p.m. EST, $295 per site. Featuring Warren Bennis, professor at the Marshall School of Business at USC and world-renowned authority on leadership, and Robert Thomas, a specialist in leadership and transformational change at the Accenture Institute for Strategic Change. Bennis and Thomas are co-authors of Geeks & Geezers: How Era, Values, and Defining Moments Shape Leaders. In this audioconference, Bennis and Thomas will explore the necessary steps organizations must take to identify, develop, and deploy successful leaders. They will discuss the importance of developing adaptive capacity in leaders in addition to traditional leadership skills. There will be opportunities to ask questions of and interact with Bennis and Thomas during the program. Registration: Please visit www.krm.com/adaptive Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Length: 90 min List Price: $295.00 3302SL Title: The Capacity to Lead: What Makes a Durable Leader, A Conversation with Warren Bennis and Robert Thomas, A Harvard Business School Publishing Virtual Seminar CD, Multiuser Author(s): Bennis, Warren G.; Thomas, Robert J. Publication Date: 08/05/2003 Product Type: Conference Audio Abstract: In this Harvard Business School Publishing virtual seminar CD featuring Warren Bennis and Robert Thomas, co-authors of the best seller Geeks & Geezers: How Era, Values, and Defining Moments Shape Leaders, Bennis and Thomas lead an interactive discussion that explores the necessary steps organizations must take to identify, develop, and deploy successful leaders. They discuss the importance of developing adaptive capacity in leaders in addition to traditional leadership skills. Specific topics include: Defining the right competencies for the leaders of today--and tomorrow; understanding how to teach, guide, and then "fix" the lessons that grow leadership; predicting who is most likely to become a leader and retaining top leadership talent; dissecting the different perspectives and expectations of those who are 25 years old in 2003 versus those who were 25 years old in 1953--and aligning career paths accordingly; creating "crucibles" through alternative management structures and development opportunities; and developing informal leadership experiences and networks that can enhance adaptive capacity. For information regarding multiuser site licenses, call 1-800-795-5200. Outside the United States and Canada, call 617783-7888. Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Length: 90 min List Price: $349.00 Year New: 2004 3302CD Title: The Capacity to Lead: What Makes a Durable Leader, A Conversation with Warren Bennis and Robert Thomas, A Harvard Business School Publishing Virtual Seminar CD, Single User Author(s): Bennis, Warren G.; Thomas, Robert J. Publication Date: 03/12/2003 Product Type: Conference Audio Abstract: In this Harvard Business School Publishing virtual seminar CD featuring Warren Bennis and Robert Thomas, co-authors of the best seller Geeks & Geezers: How Era, Values, and Defining Moments Shape Leaders, Bennis and Thomas lead an interactive discussion that explores the necessary steps organizations must take to identify, develop, and deploy successful leaders. They discuss the importance of developing adaptive capacity in leaders in addition to traditional leadership skills. Specific topics include: Defining the right competencies for the leaders of today--and tomorrow; understanding how to teach, guide, and then "fix" the lessons that grow leadership; predicting who is most likely to become a leader and retaining top leadership talent; dissecting the different perspectives and expectations of those who are 25 years old in 2003 versus those who were 25 years old in 1953--and aligning career paths accordingly; creating "crucibles" through alternative management structures and development opportunities; and developing informal leadership experiences and networks that can enhance adaptive capacity. Volume discounts and site license pricing are also available. For information, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888.

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Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Length: 90 min List Price: $129.00 NEW

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903126 Title: The Captain Crisis in the United States Army Author(s): Beaulieu, Nancy Dean; Warder, Jamie Publication Date: 04/11/2003 Product Type: Case (Library) Abstract: From 1989 to 1999, the Army watched as captain attrition rose from a planned and acceptable 6.7% to a staggering 10.6%. At the beginning of a new century, the Army leadership is concerned that current and projected staffing levels for junior officers are insufficient to accomplish the Army's mission. This case describes the career path for a U.S. Army officer, the human capital management systems that comprise the Officer Personnel Management System, the circumstances surrounding and contributing to junior officer attrition, and the steps the Army has taken to stem the outward flow of officers. Industry Setting: Military Number of Employees: 500,000 Subjects: Compensation; Employee retention; Motivation Length: 19p Year New: 2005 2159BC Title: The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter Abstract: The excesses of all four alpha male types wreak havoc not only on coworkers but on the alphas' own brains and vital organs. This chapter describes processes for managing the risk of alpha breakdown or defective leadership, from detecting the symptoms of living in the hot-reacting, hyper-adrenaline fast lane, to building a repertoire of anti-stress tools. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall;

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Organizational Behavior & Leadership


(2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real. Subjects: NO SUBJECTS(KEYWORDS) Length: 30p List Price: $6.95 Year New: 2006 403054 Title: The Career Choice-Making Case Assignment Author(s): Higgins, Monica; Thomas, David A.; Zuboff, Shoshana Publication Date: 08/26/2002 Product Type: Exercise Abstract: Sets the stage for selfassessment as an integral component in the process of career development. Subjects: Careers & career planning; Self evaluation Length: 2p Year New: 2004 490075 Title: Career Choice-Making Case Assignment Author(s): Zuboff, Shoshana Publication Date: 02/13/1990 Product Type: Note Abstract: Details an assignment which asks students to write a short case that focuses on an experience of choicemaking in their career to date. The purpose is to objectively describe the individual student's choice-making process. Subjects: Careers & career planning Length: 2p U9705C Title: Career Models for the 21st Century Author(s): Biolos, Jim Publication Date: 05/01/1997 Product Type: Harvard Management Update Article Abstract: Five models are presented for professional success in the new economy that are appropriate to the new definition of a career--the pursuit of meaning in one's role at work. They are: 1) the experts whose primary career decision is to master a particular area or skill; 2) the traditionalist who thrives on being part of an organization and exerting influence within it; 3) the portfolio manager whose life voyages include a variety of work experiences, skills, and accomplishments; 4) the planful entrepreneur with an eye always toward applying skills developed in a large organization to start their own business; and 5) the spontaneous entrepreneur, who is passionate enough about an idea to sacrifice the comforts that other models afford. Subjects: Careers & career planning; Entrepreneurship Length: 3p List Price: $4.50 405058 Title: Career Orientation Instrument Author(s): Higgins, Monica; Dobrow, Shoshana Publication Date: 10/27/2004 Product Type: Exercise Abstract: This self-assessment exercise helps students explore how they engage with and make meaning of their careers. Specifically, it allows them to examine their relationship to their anticipated general career area--business. Includes a 35-item survey, scoring instructions, a self-scoring sheet, a feedback sheet, and a note on interpreting one's career orientation. May be used with: (404803) Kim Malone, Video. Subjects: Careers & career planning; Organizational behavior; Self evaluation Length: 8p Year New: 2004 CMR003 Title: Career Problems of Young Managers Author(s): Webber, Ross A. Publication Date: 07/01/1976 Product Type: CMR Article Publisher: California Management Review Abstract: Young staff and line professionals and managers confront several common problems in their first few years at work. Based on numerous interviews and discussions, five of the most frequent problem categories are considered: early frustration and dissatisfaction as a result of unrealistic and conflicting expectations; insensitivity and passivity to an organization's political environment and the subjective criteria by which one is really evaluated; loyalty dilemmas as to whether superiors conceive loyalty as obedience, effort, success, protection, or honesty; personal anxiety about one's integrity and commitment to the organization and its activities; and ethical dilemmas as to what are the relevant criteria for judging one's actions--economics, law, religion, common practice, or impact on people. Subjects: Careers & career planning; Human resources management; Management of professionals Length: 15p 9-409-050 Title: The Carlyle Group Author(s): Eccles, Robert G.; Knoop, Carin-Isabel Publication Date: 01/30/2009

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Product Type: Case (Field) Abstract: This case describes the investment philosophy, organizational structure, management processes and culture of the largest private equity firm in the world measured in terms of assets under management ($89 billion). The Carlyle Group is distinctive in several ways, including its origins in Washington, D.C. and its early commitment to organizing the firm and its investment decision-making process along industry lines. The latter enables the firm to build deep knowledge and capabilities in particular sectors which makes it possible for it to identify investment opportunities that will not be apparent to others, such as in industries where the fundamentals do not look promising. Carlyle is also very geographically diverse with 33 offices around the world, giving it a higher overhead structure than some of its peers. Through the "One Carlyle" approach which emphasizes collaboration, information sharing and knowledge transfer across sectors and geographical locations, the firm seeks to leverage the vast array of capabilities it has built over time. It is attempting to improve on this through the use of information technology. The case describes the firm's foray into financial services, an industry largely neglected by PE firms due to the inability to use leverage to improve returns, and professional services, another largelyneglected sector because the primary asset is human capital. The case also describes how the firm had to learn to develop a different approach to PE investing in Asia. Looking forward, the firm faces huge challenges in delivering attractive returns to its investors given its size and the size of the PE industry as a whole. These challenges are compounded by the financial crisis happening at the time of the case and the prospects of a potentially severe economic recession, raising questions about the future prospects of the PE industry and its role in the capital markets. Number of Employees: 1,000 Gross Revenues: unreported; $89 billion under mgmt Event Year Start: 2008 Event Year End: 2008 Subjects: NO SUBJECTS(KEYWORDS) Length: 39p U0410E Title: The Case for Collaborative Leadership Author(s): Wilson, H. James Publication Date: 10/01/2004 Product Type: Harvard Management Update Article

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Organizational Behavior & Leadership


Abstract: At a time when organizations are struggling to find the right balance between the classic top-down hierarchy and the modern ideal of a leaner, flatter, and more participatory culture, leaders face a critical question: Is it possible to loosen my grip on power, while actually enhancing my ability to get things done through others? The answer is "yes," provided you understand your organization's needs as well as the strategic challenges at hand. Read about three business leaders--the first two facing a crisis, the third a less dire challenge--who used a "democratic style" of leadership to deliver extraordinary execution and bottom-line results. Geographic Setting: Japan; Texas; United States Industry Setting: Food manufacturing industry; Petroleum industry; Security industry Subjects: Communication strategy; Leadership; Management philosophy; Organizational learning Length: 2p List Price: $4.50 Year New: 2004 387002 Title: Case of the Frustrated Feminist (A) Author(s): Christensen, C. Roland; Gullette MM Publication Date: 12/02/1986 Product Type: Case (Field) Abstract: Focuses on a crucial moment in the life of an individual woman with a modest amount of power and influence when she feels she has an opportunity to help other women and is stymied--and personally wounded--by the united institutional reaction to her endeavor. The fact that the institution's reaction is expressed by another woman whom she has known and liked and respected is another complicating factor of the case. In trying to bring about change in such circumstances, how does a woman handle her feelings, particularly when there is some tension between her career ambitions and her idealistic goals? Industry Setting: Higher education Subjects: Higher education; Women Length: 4p Supplementary Materials: Supplement (Field), (387003), 2p, by C. Roland Christensen, ; Supplement (Field), (387004), 2p, by C. Roland Christensen, Publication Date: 12/02/1986 Product Type: Supplement (Field) Abstract: There are two (B) cases with hypothetical outcomes to a very "real" case with an unknown outcome. In this case, despite Penny Steers' efforts, the report remains suppressed. The discussion leader might choose to use the (B) case that runs counter to the expectation of the group. Should be used with Case of the Frustrated Feminist (A). Must be used with: (387002) Case of the Frustrated Feminist (A). Industry Setting: Higher education Subjects: Higher education; Women Length: 2p 387004 Title: Case of the Frustrated Feminist (B2) Author(s): Christensen, C. Roland; Gullette MM Publication Date: 12/02/1986 Product Type: Supplement (Field) Abstract: There are two (B) cases with hypothetical outcomes to a very "real" case with an unknown outcome. In this case, Penny Steers' report is incorporated into a larger, general report on the status of women at the university. The discussion leader might choose to use the (B) case that runs counter to the expectation of the group. Should be used with Case of the Frustrated Feminist (A). Must be used with: (387002) Case of the Frustrated Feminist (A). Industry Setting: Higher education Subjects: Higher education; Women Length: 2p KEL071 Title: The Case of the Missing Time Author(s): McNichols, Thomas J. Publication Date: 01/01/1973 Product Type: Case (Pub Mat) Abstract: Illustrates the challenges most managers face in prioritizing their time in the workplace environment. Looks at "a day in the life" of a printing plant manager who, with well-intentioned goals for the day, is frustrated by numerous interruptions. Geographic Setting: United States Industry Setting: Printing industry Event Year Start: 1959 Event Year End: 1959 Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2005 99405Z Title: The Case of the Religious Network Group (Commentary for HBR Case Study) Author(s): Friedman, Raymond A.;

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Scully, Maureen A.; Poole, Gregory, Jr.; Gates, Jacquelyn; Mills, Kim I.; Nash, Laura L. Publication Date: 07/01/1999 Product Type: Harvard Business Review Article Abstract: GenCorp, a Connecticutbased paper-goods manufacturer, has long supported employee-organized network groups. Its social support group for African-Americans, in fact, has been a particular success, having provided black employees with opportunities to further enhance their careers and helped the company retain top talent, meet its EEO goals, and gain favorable publicity. So when Alice Lawrence, a top accountant at GenCorp, called general manager Bill Thompson about the Christian network group being organized in one of the company's southern plants, Bill hardly flinched. After all, the Christian group was being organized by Russell Kramer, one of the company's most effective plant managers. What could be the problem there? But a couple of years ago, Alice noted, Russell had sent around a companywide letter that talked about the sinful nature of homosexuality. And that letter has made her and other gay and lesbian employees terribly uneasy. To complicate matters, the issue of "Christian rights" in the workplace was being widely discussed on radio talk shows, and several books on the topic had recently been published. An employee had even called the new region's head of human resources to get clarification on the topic. Up until now, GenCorp hadn't placed a lot of restrictions on network groups. But the emergence of a religious group was raising new questions for GenCorp's managers: Should the company accept religious groups or try to stop them? What policy, if any, should GenCorp adopt toward these network groups? May be used with: (99405X) The Case of the Religious Network Group (HBR Case Study). Subjects: NO SUBJECTS(KEYWORDS) Length: 6p Year New: 2005 99405 Title: The Case of the Religious Network Group (HBR Case Study and Commentary) Author(s): Friedman, Raymond A.; Scully, Maureen A.; Poole, Gregory, Jr.; Gates, Jacquelyn; Mills, Kim I.; Nash, Laura L. Publication Date: 07/01/1999 Product Type: Harvard Business Review Article Abstract: GenCorp, a Connecticutbased paper-goods manufacturer, has

387003 Title: Case of the Frustrated Feminist (B1) Author(s): Christensen, C. Roland; Gullette MM

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Organizational Behavior & Leadership


long supported employee-organized network groups. Its social support group for African-Americans, in fact, has been a particular success, having provided black employees with opportunities to further enhance their careers and helped the company retain top talent, meet its EEO goals, and gain favorable publicity. So when Alice Lawrence, a top accountant at GenCorp, called general manager Bill Thompson about the Christian network group being organized in one of the company's southern plants, Bill hardly flinched. After all, the Christian group was being organized by Russell Kramer, one of the company's most effective plant managers. What could be the problem there? But a couple of years ago, Alice noted, Russell had sent around a companywide letter that talked about the sinful nature of homosexuality. And that letter has made her and other gay and lesbian employees terribly uneasy. To complicate matters, the issue of "Christian rights" in the workplace was being widely discussed on radio talk shows, and several books on the topic had recently been published. An employee had even called the new region's head of human resources to get clarification on the topic. Up until now, GenCorp hadn't placed a lot of restrictions on network groups. But the emergence of a religious group was raising new questions for GenCorp's managers: Should the company accept religious groups or try to stop them? What policy, if any, should GenCorp adopt toward these network groups? Subjects: Diversity; Employee attitude; Employee morale; HBR Case Discussions; Human resources management; Organizational behavior; Personnel policies Length: 9p 99405X Title: The Case of the Religious Network Group (HBR Case Study) Author(s): Friedman, Raymond A. Publication Date: 07/01/1999 Product Type: Harvard Business Review Article Abstract: GenCorp, a Connecticutbased paper-goods manufacturer, has long supported employee-organized network groups. Its social support group for African-Americans, in fact, has been a particular success, having provided black employees with opportunities to further enhance their careers and helped the company retain top talent, meet its EEO goals, and gain favorable publicity. So when Alice Lawrence, a top accountant at GenCorp, called general manager Bill Thompson about the Christian network group being organized in one of the company's southern plants, Bill hardly flinched. After all, the Christian group was being organized by Russell Kramer, one of the company's most effective plant managers. What could be the problem there? But a couple of years ago, Alice noted, Russell had sent around a companywide letter that talked about the sinful nature of homosexuality. And that letter has made her and other gay and lesbian employees terribly uneasy. To complicate matters, the issue of "Christian rights" in the workplace was being widely discussed on radio talk shows, and several books on the topic had recently been published. An employee had even called the new region's head of human resources to get clarification on the topic. Up until now, GenCorp hadn't placed a lot of restrictions on network groups. But the emergence of a religious group was raising new questions for GenCorp's managers: Should the company accept religious groups or try to stop them? What policy, if any, should GenCorp adopt toward these network groups? May be used with: (99405Z) The Case of the Religious Network Group (Commentary for HBR Case Study). Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2005 92608 Title: The Case of the Temperamental Talent Author(s): Rothstein, Lawrence R. Publication Date: 11/01/1992 Product Type: Harvard Business Review Article Abstract: Tidewater Corp. CEO Bob Salinger faces a dilemma: his most valuable employee, boat designer Ken Vaughn, is also his most destructive. Because of his great talent, Vaughn is critical to the company's future growth and profitability. But his antagonism toward Tidewater's recent reorganization is causing disruptions all over the company, and Vaughn has become increasingly violent. If Salinger fires Vaughn, he risks losing him to a competitor, who would than be in position to grab Tidewater's market share. But if he keeps Vaughn, the company's necessary reorganization may be seriously damaged. Salinger is waffling in the decision and has made a tough situation even worse. Subjects: Conflict; Employee attitude; HBR Case Discussions; Interpersonal behavior; Interpersonal relations; Organizational behavior; Reorganization; Terminations

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403117 Title: The Cat Is Out of the Bag: KANA and the Layoff Gone Awry (A) Author(s): Perlow, Leslie A.; Ager, David L. Publication Date: 01/27/2003 Revision Date: 04/29/2004 Product Type: Case (Field) Abstract: Vicki Amon-Higa, vice president of KANA, a publicly traded, midsize development company, was working with Bryan Kettle, KANA's CFO, to plan a layoff in which KANA would reduce the size of its workforce by nearly 40%. Despite the best of intentions, news of the layoff leaked before the planned announcement. The situation quickly deteriorated as a series of irate managers called Amon-Higa, demanding to know why they weren't aware of the layoff and asking her how to handle the situation. She must quickly assess the situation, figure out what went wrong, and decide how to manage each of the company's stakeholders, including Chuck Bay, KANA's CEO. Geographic Setting: United States Industry Setting: Software industry Company Size: mid-size Number of Employees: 400 Subjects: Human resources management; Layoffs; Management of crises; Power & influence; Software Length: 18p Supplementary Materials: Supplement (Field), (403118), 2p, by Leslie A. Perlow, David L. Ager; Supplement (Field), (403119), 3p, by Leslie A. Perlow, David L. Ager; Teaching Note, (404060), 14p, by Leslie A. Perlow, David L. Ager NEW 403118 Title: The Cat Is Out of the Bag: KANA and the Layoff Gone Awry (B) Author(s): Perlow, Leslie A.; Ager, David L. Publication Date: 01/27/2003 Revision Date: 10/09/2003 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (403117) The Cat Is Out of the Bag: KANA and the Layoff Gone Awry (A). Subjects: Human resources management; Layoffs; Management of crises; Power & influence; Software Length: 2p Supplementary Materials: Teaching Note, (404060), 14p, by Leslie A. Perlow, David L. Ager NEW 403119 Title: The Cat Is Out of the Bag: KANA

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Organizational Behavior & Leadership


and the Layoff Gone Awry (C) Author(s): Perlow, Leslie A.; Ager, David L. Publication Date: 01/27/2003 Revision Date: 10/09/2003 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (403117) The Cat Is Out of the Bag: KANA and the Layoff Gone Awry (A). Subjects: Human resources management; Layoffs; Management of crises; Power & influence; Software Length: 3p Supplementary Materials: Teaching Note, (404060), 14p, by Leslie A. Perlow, David L. Ager NEW B0601C Title: Catalyst for Global Growth: The Strategy Management Office at Serono Author(s): Field, Anne Publication Date: 01/15/2006 Product Type: Balanced Scorecard Report Article Abstract: A study in evolution: That's been the story of Serono International's office of strategic management. Initially chartered with a limited mandate, it assumed a dramatically expanded role after a new CEO took over. In the past 10 years, the office has played an integral part in the transformation of the Geneva-based biotechnology and pharmaceutical company from a relatively small, family-run, mainly national player to a $2.5 billion global giant with eight manufacturing plants and 4,900 employees in 45 countries-the largest biotechnology company in Europe and third-largest worldwide. Geographic Setting: Geneva Industry Setting: Biotechnology & pharmaceutical industries Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $9.50 Year New: 2006 DMI013 Title: Caterpillar: Working to Establish "One Voice" Author(s): Platt, Marjorie B.; Hertenstein, Julie H. Publication Date: 06/28/2004 Product Type: Case (Pub Mat) Publisher: Design Management Institute Abstract: Discusses moving beyond corporate identity and branding as graphic design to the principle of Voice, defined as an organization's profile that emerges from its values and history. Outlines the design of Caterpillar's Voice as a way of building relationships as well as recognition, about taking advantage of Voice as a guidepost for strategic thinking as well as a guideline for both internal and external communications. Geographic Setting: Peoria, IL Industry Setting: Engine industry; Equipment Gross Revenues: $22.76 billion revenues Event Year End: 2003 Subjects: Brand management; Communication strategy; Design management Length: 29p Supplementary Materials: Teaching Note, (DMI014), 3p, by Thomas Walton Year New: 2004 907027 Title: Cathy Benko: WINning at Deloitte (B) Author(s): Kolb, Deborah M.; Hammer, Cailin B.; McGinn, Kathleen L. Publication Date: 09/28/2006 Revision Date: 11/06/2006 Product Type: Supplement (Field) Abstract: Cathy Benko pulls together a group of Deloitte and Touche's top partners for a weekend discussion of the Initiative for the Retention and Advancement of Women (WIN). Benko, stimulated by the strong reaction by the attending partners, agrees to take on the leadership role. But only after negotiating the details of the role with CEO Quigley. Must be used with: (907026) Cathy Benko: Winning at Deloitte (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2006 907026 Title: Cathy Benko: Winning at Deloitte (A) Author(s): Kolb, Deborah M.; Hammer, Cailin B.; McGinn, Kathleen L. Publication Date: 09/28/2006 Revision Date: 11/06/2006 Product Type: Case (Field) Abstract: Jim Quigley, CEO of Deloitte and Touche's consulting practice, asks senior partner Cathy Benko to lead Deloitte & Touche's much publicized Initiative for the Retention and Advancement of Women (WIN). Benko, already the Lead Client Service Partner on one of Deloitte's largest west coast engagements and the firm's High Technology Sector Leader, rejects the offer. This sets off a series of moves by players across the firm. The case follows Benko's early career, detailing the reasons why Quigley believes she is the right person to lead the initiative. Both Quigley and Benko make decisions and take steps that shape Benko's role as a leader in the firm.

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Geographic Setting: United States Industry Setting: Consulting firms Number of Employees: 30,000 Gross Revenues: $7 billion revenues Event Year Start: 2004 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Supplementary Materials: Supplement (Field), (907027), 5p, by Deborah M. Kolb, Cailin B. Hammer, Kathleen L. McGinn Year New: 2006 BH228 Title: Causes and Consequences of Managerial Failure in Rapidly Changing Organizations Author(s): Longenecker, Clinton O.; Neubert, Mitchell J.; Fink, Laurence S. Publication Date: 03/15/2007 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Abstract: To survive in today's ultracompetitive business environment, organizations must better understand the factors that cause managers to fail to achieve desired results. To that end, focus group data was collected from 1,040 managers from over 100 different U.S. manufacturing and service organizations experiencing large scale organizational change in order to help identify the primary causes of managerial failure. Discusses the 15 primary causes of managerial failure identified in the study, along with their perceived consequences to managerial and organizational performance. Ultimately, it is hoped that this will provide a guide for improving the effectiveness of both individual managers and the organizations they serve. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2007 SKE015 Title: The Challenges for the Minuto de Dios (A) Author(s): Trujillo, Diana M.; Gutierrez, Roberto; Ruiz, Jaime A. Publication Date: 09/05/2003 Product Type: Case (Field) Abstract: Minuto de Dios (MD) is a social service organization that uses alliances for the majority of its projects. Illustrates the creation, development, and full growth of a social enterprise like MD, the leadership of its founder, Eudist Father Rafael Garcia Herreros, and the several types of cross-sector collaborations developed by the

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Organizational Behavior & Leadership


organization over time. In its first 40 years, MD built more than 15,000 housing solutions in 17 Colombian cities and more than 40,000 houses in disaster relief projects. Geographic Setting: Colombia Industry Setting: Housing industry Gross Revenues: $1.7 million revenues Event Year Start: 1958 Subjects: Alliances; Leadership; Nonprofit organizations; Philanthropy; Social enterprise; Social services; South America Length: 15p Supplementary Materials: Supplement (Field), (SKE027), 2p, by Diana M. Trujillo, Roberto Gutierrez, Jaime A. Ruiz; Teaching Note, (SKE042), 11p, by Diana M. Trujillo, Roberto Gutierrez Year New: 2004 SKS013 Title: The Challenges for the Minuto de Dios (A), Spanish Version Author(s): Trujillo, Diana M.; Gutierrez, Roberto; Ruiz, Jaime A. Publication Date: 09/05/2003 Product Type: Case (Field) Abstract: Minuto de Dios (MD) is a social service organization that uses alliances for the majority of its projects. Illustrates the creation, development, and full growth of a social enterprise like MD, the leadership of its founder, Eudist Father Rafael Garcia Herreros, and the several types of cross-sector collaborations developed by the organization over time. In its first 40 years, MD built more than 15,000 housing solutions in 17 Colombian cities and more than 40,000 houses in disaster relief projects. Geographic Setting: Colombia Industry Setting: Housing industry Gross Revenues: $1.7 million revenues Event Year Start: 1958 Subjects: Alliances; Leadership; Nonprofit organizations; Philanthropy; Social enterprise; Social services; South America Length: 15p Supplementary Materials: Teaching Note, (SKS036), 11p, by Diana M. Trujillo, Roberto Gutierrez; Supplement (Field), (SKS023), 2p, by Diana M. Trujillo, Roberto Gutierrez, Jaime A. Ruiz SKE027 Title: The Challenges for the Minuto de Dios (B) Author(s): Trujillo, Diana M.; Gutierrez, Roberto; Ruiz, Jaime A. Publication Date: 09/28/2003 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (SKE015) The Challenges for the Minuto de Dios (A). Geographic Setting: South America Subjects: Alliances; Leadership; Nonprofit organizations; Philanthropy; Social enterprise; Social services; South America Length: 2p Supplementary Materials: Teaching Note, (SKE042), 11p, by Diana M. Trujillo, Roberto Gutierrez Year New: 2004 SKS023 Title: The Challenges for the Minuto de Dios (B), Spanish Version Author(s): Trujillo, Diana M.; Gutierrez, Roberto; Ruiz, Jaime A. Publication Date: 09/05/2003 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (SKS013) The Challenges for the Minuto de Dios (A), Spanish Version. Geographic Setting: South America Subjects: Alliances; Leadership; Nonprofit organizations; Philanthropy; Social enterprise; Social services; South America Length: 2p Supplementary Materials: Teaching Note, (SKS036), 11p, by Diana M. Trujillo, Roberto Gutierrez B0407B Title: The Challenges of Strategic Alignment: Crown Castle's CEO Shares His Perspectives Author(s): Koch, Janice Publication Date: 07/15/2004 Product Type: Balanced Scorecard Report Article Abstract: Skillfully avoiding the decimation that struck the telecom market, quiet giant Crown Castle International--a leading global provider of leased towers, antenna space, and broadcast transmission services--recast its strategy in 2001 from acquisitions to operational excellence. Supported by the adoption of the Balanced Scorecard, the new strategy has carried the company through bumps in the recent economic downturn successfully enough to earn it a place in the BSC Hall of Fame. BSR spoke with CEO John Kelly, who led the company to its present success, about the challenges of becoming a strategyfocused organization. Industry Setting: Telecommunications industry Subjects: Balanced scorecard; Organizational development; Strategy implementation Length: 3p List Price: $9.50 Year New: 2004 B0707D Title: The Challenges of Target Setting

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Author(s): Koch, Janice Publication Date: 07/15/2007 Product Type: Balanced Scorecard Report Article Abstract: Setting appropriate targets-ones that motivate the right behavior without creating unintended consequences--is a delicate task. And ensuring that targets are fair across different units and functional areas is equally tricky. In the first of this occasional series on the challenges of target setting, we look at how two organizations in volatile industry environments set stretch targets. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $9.50 Year New: 2007 499019 Title: Champion International Author(s): Beer, Michael; Weber, James B. Publication Date: 07/13/1998 Revision Date: 03/28/2000 Product Type: Case (Field) Abstract: Richard Olson, a long-tenured employee, was named CEO of Champion in 1996. Champion had been conducting an organizational transformation since the early 1980s that could be considered successful on most operational and social measures. However, due to industry dynamics, success on the financial side has been harder to achieve. The change effort has focused on the creation of a highperformance organization through the use of self-managing teams at all levels of the organization. Geographic Setting: United States Industry Setting: Paper industry; Forest products industry Number of Employees: 24,000 Gross Revenues: $6 billion revenues Subjects: Forest products; Management of change; Manufacturing; Organizational change; Organizational design; Paper industry; Teams Length: 26p B0205A Title: Change Agents: Silent Heroes of the Balanced Scorecard Movement Author(s): Norton, David P. Publication Date: 05/15/2002 Product Type: Balanced Scorecard Report Article Abstract: Has your organization ever thought of having a vice president of change? In a recent review of the Balanced Scorecard Hall of Fame organizations, it appears that behind every successful CEO was a change agent. Here, we look at the evolving roles of these behind-the-scenes

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Organizational Behavior & Leadership


heroes--missionary, consultant, point person, chief of staff--as they successfully shepherded their scorecard initiatives from the earliest mobilization stage to sustainable execution. Subjects: Balanced scorecard; Communication in organizations; Corporate strategy; Executives; Management of change; Organizational change; Strategy implementation Length: 4p List Price: $9.50 U9803A Title: The Change Audit: A New Tool to Monitor Your Biggest Organizational Challenge Author(s): Booth, Lila Publication Date: 03/01/1998 Product Type: Harvard Management Update Article Abstract: As the pace of change accelerates in today's economy, it's no longer good enough to be responsive to current customer needs and competitive pressures. So how do you get your firm's culture to embrace change? One tool for successfully monitoring and maintaining momentum in the change process is the change audit. This article describes the crucial steps to be taken before and after to ensure that real change takes hold. Industry Setting: Auditing Subjects: Auditing; Corporate culture; Management of change; Organizational change; Uncertainty Length: 3p List Price: $4.50 1129CM Title: Change Management Center Author(s): Cohen, Dan S.; Kotter, John P.; Beer, Michael; Tabrizi, Behnam Publication Date: 11/01/2008 Product Type: Interactive Program Abstract: The Change Management Center offers the best thinking from preeminent experts on how to effect real change. Your managers will find thought-provoking ideas and valuable tools to help them plan change initiatives, communicate effectively about change, and engage employees in the change effort. The Change Management Center presents content in three sections: Set the Stage--Describes tactics for creating a climate for change and explores different strategic approaches to change; Communicate for Buy-In--Examines how to communicate for commitment, initiate an open and honest conversation about obstacles to change, and leverage change agents to overcome resistance to change; and Empower Employees-Explores how to actively involve employees in a change effort, increase their buy-in, break through any barriers to change, and enable implementation. Subjects: NO SUBJECTS(KEYWORDS) Length: 750p R0605J Title: Change Management in Government Author(s): Ostroff, Frank Publication Date: 05/01/2006 Product Type: Harvard Business Review Article Abstract: Since the days of John F. Kennedy's New Frontier, the American public's regard for the competence of public agencies and the value of the services they perform has steadily declined. During that time, innovations in management practice and thinking have mostly originated and been tested in the private sector. But recent events, such as the attacks on the World Trade Center and the engulfment of New Orleans, have demonstrated how essential it is for public agencies to be well run, too. Unfortunately, few public administrators have a background in change management, and a variety of factors--such as civil service rules, political considerations, and the limited tenures of agency heads--have combined to make true reform a rare event. These facts of public life may never go away. But some agency leaders have figured out how to court important stakeholders, rededicate staffers to an agency's true mission, undertake reform so comprehensively that resistant elements are unable to subvert it, and lay the groundwork for next steps clearly and systematically. Consultant Frank Ostroff has studied turnarounds at the federal Occupational Safety and Health Administration, the Government Accountability Office, and Special Operations Forces--the fastresponse, clandestine arm of the military. From these examples and others, he has distilled five principles that underlie successful change efforts: Improve performance against agency mission; win over external and internal stakeholders; establish a road map; recognize the connections among all the organizational elements; and be a leader, not a bureaucrat. Change programs that follow these principles are more likely to survive when leadership changes hands. Geographic Setting: United States Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2006 13122 Title: Change That Works: Listen Up! Series

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Author(s): HBP, Harvard Business Publishing Publication Date: 03/01/2009 Product Type: Interactive Program Abstract: Most change initiatives fail. Why? How can you spot, prepare for, or avoid the common traps? This CD brings together some of the best advice from Harvard Business Publishing on how to best position your change efforts for success. Subjects: NO SUBJECTS(KEYWORDS) Length: 0 hours R0502F Title: Change Through Persuasion Author(s): Garvin, David A.; Roberto, Michael A. Publication Date: 02/01/2005 Product Type: Harvard Business Review Article Abstract: Faced with the need for a massive change, most managers respond predictably. They revamp the organization's strategy, shift around staff, and root out inefficiencies. They then wait patiently for performance to improve--only to be bitterly disappointed because they've failed to prepare employees adequately for the change. In this article, the authors contend that to make change stick, leaders must conduct an effective persuasion campaign--one that begins weeks or months before the turnaround plan is set in concrete. Like a political campaign, a persuasion campaign is largely one of differentiation from the past. Turnaround leaders must convince people that the organization is truly on its deathbed--or, at the very least, that radical changes are required if the organization is to survive and thrive. (This is a particularly difficult challenge when years of persistent problems have been accompanied by few changes in the status quo.) And they must demonstrate through word and deed that they are the right leaders with the right plan. Accomplishing all this calls for a four-part communications strategy. Prior to announcing a turnaround plan, leaders need to set the stage for employees' acceptance of it. At the time of delivery, they must present a framework through which employees can interpret information and messages about the plan. As time passes, they must manage the mood so that employees' emotional states support implementation and follow-through. And at critical intervals, they must provide reinforcement to ensure that the desired changes take hold and that there's no backsliding. Using the example of the dramatic turnaround at Boston's Beth Israel Deaconess Medical Center, the authors

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Organizational Behavior & Leadership


elucidate the inner workings of a successful change effort. Geographic Setting: Boston, MA Industry Setting: Health care industry; Hospital administration Subjects: Communication in organizations; Health care; Hospital administration; Leadership; Management of change; Management styles; Mergers; Organizational change; Strategy implementation; Values Length: 11p Year New: 2005 2866 Title: Change Through Persuasion (HBR OnPoint Enhanced Edition) Author(s): Garvin, David A.; Roberto, Michael A. Publication Date: 01/18/2006 Product Type: HBR OnPoint Article Abstract: Faced with the need for a massive change, most managers respond predictably. They revamp the organization's strategy, shift around staff, and root out inefficiencies. They then wait patiently for performance to improve--only to be bitterly disappointed because they've failed to prepare employees adequately for the change. In this article, the authors contend that to make change stick, leaders must conduct an effective persuasion campaign--one that begins weeks or months before the turnaround plan is set in concrete. Like a political campaign, a persuasion campaign is largely one of differentiation from the past. Turnaround leaders must convince people that the organization is truly on its deathbed--or, at the very least, that radical changes are required if the organization is to survive and thrive. (This is a particularly difficult challenge when years of persistent problems have been accompanied by few changes in the status quo.) And they must demonstrate through word and deed that they are the right leaders with the right plan. Accomplishing all this calls for a fourpart communications strategy. Prior to announcing a turnaround plan, leaders need to set the stage for employees' acceptance of it. At the time of delivery, they must present a framework through which employees can interpret information and messages about the plan. As time passes, they must manage the mood so that employees' emotional states support implementation and follow-through. And at critical intervals, they must provide reinforcement to ensure that the desired changes take hold and that there's no backsliding. Using the example of the dramatic turnaround at Boston's Beth Israel Deaconess Medical Center, the authors elucidate the inner workings of a successful change effort. Geographic Setting: Boston, MA Industry Setting: Health care industry; Hospital administration Subjects: NO SUBJECTS(KEYWORDS) Length: 11p List Price: $6.50 Year New: 2006 827X Title: Change Without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos, and Employee Burnout (Hardcover) Author(s): Abrahamson, Eric Publication Date: 12/04/2003 Product Type: HBS Press Book Abstract: For more than two decades, businesses have been warned to "change or perish." Yet a growing number of companies are perishing because of change. What's going on? Columbia Business School Professor Eric Abrahamson argues that although change is necessary for companies to grow and prosper, many organizations have blindly taken the mandate too far. The "creative destruction" advocated by change champions has resulted in a painful cycle of initiative overload, change-related chaos, and widespread employee cynicism. To reverse this cycle, Abrahamson says, companies must learn to change how they change. Drawing on a decade of research and dozens of company examples, this book offers a positive new approach to change called "creative recombination." Rather than obliterating and then reinventing anew, creative recombination seeks a sustainable, repeatable transformation by reconfiguring the people, structures, culture, processes, and networks the company already has. Abrahamson offers a broad toolkit of techniques for achieving smoother, more cost-efficient, less painful organizational change--and helpful guidance for how and when to implement each tool. Eric Abrahamson is professor of management at Columbia Business School in New York City and an internationally recognized expert on change management. To learn more about his work, visit: http: //www.ChangeWithoutPain.com Subjects: Growth strategy; Human resources management; Leadership; Management of change; Organizational behavior; Organizational change; Strategy formulation Length: 288p List Price: $26.95 C0110B Title: Change through Appreciative Inquiry

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Author(s): Krattenmaker, Tom Publication Date: 10/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Appreciative inquiry (AI) is an approach to organizational change that builds on a company's strength and potential. AI is based on the theory of social constructionism, which says that people and organizations create their realities through their interpretations of and conversations about the world. Instead of focusing on problems, AI focuses on what is working now and what will be possible to achieve in the future. In this article, AI experts discuss the five steps necessary for an effective AI process. Subjects: Management communication; Organizational behavior; Organizational change Length: 2p List Price: $4.50 93504 Title: The Change-Dazed Manager Author(s): Havens, Tim Publication Date: 09/01/1993 Product Type: Harvard Business Review Article Abstract: George Stanton helped build Sannas Pharmaceuticals in his six years there, and when he is promoted to vice president and director of risk management, he thinks he is set for life. But then a new president is appointed, and George can't tolerate his shady practices. Atwater-Jordan looks like a better company, and George is impressed with Joan, his potential new boss. So he takes the job, even though it means moving his family and asking his wife to change her job too. But within a few months, Joan's flaws start showing up: she does all the talking at meetings; she doesn't give George information he needs; and she wants to control everything he does. Other people at Atwater call her "Phony Joanie," but when George discusses the problem with the company president, Harold doesn't help. "I'm sure you can handle her and keep her off other people's backs," he tells George. Facing a new year's resolution to try to solve the Joan problem, George doesn't know where to start. He wonders if there's something wrong with him or if he's just having bad luck. HRM and relocation experts give their views. Subjects: Careers & career planning; HBR Case Discussions; Interpersonal behavior; Interpersonal relations; Management of change; Managerial behavior Length: 8p

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Organizational Behavior & Leadership


U0304C Title: Changing Careers, Changing Selves Author(s): Ibarra, Herminia Publication Date: 04/01/2003 Product Type: Harvard Management Update Article Abstract: A new book about career transitions argues that introspection should take a back seat to doing and experimenting. Read the HMU interview with Herminia Ibarra, a professor at INSEAD in France and the author of Working Identity: Unconventional Strategies for Reinventing Your Career (Harvard Business School Press, 2002), and Stephen A. Marini, a professor of religion at Wellesley College. Their recommendations of trial and error fly in the face of standard career advice. But, their ideas might just help you figure out what you were really meant to do with your career. Subjects: Careers & career planning; Decision making; Interviews; Personal strategy & style Length: 3p List Price: $4.50 3293 Title: Changing Minds: The Art and Science of Changing Our Own and Other People's Minds (Paperback) Author(s): Gardner, Howard Publication Date: 09/01/2006 Product Type: HBS Press Book Abstract: Think about the last time you tried to change someone's mind about something important: a voter's political beliefs, a customer's favorite brand, a spouse's decorating taste. Chances are you weren't successful in shifting that person's beliefs in any way. In his book, Changing Minds, Harvard psychologist Howard Gardner explains what happens during the course of changing a mind-and offers ways to influence that process. Remember that we don't change our minds overnight; it happens in gradual stages that can be powerfully influenced along the way. This book provides insights that can broaden our horizons and shape our lives. Subjects: NO SUBJECTS(KEYWORDS) Length: 256p List Price: $14.95 Year New: 2006 7095 Title: Changing Minds: The Art and Science of Changing Our Own Mind and Other People's Minds (Hardcover) Author(s): Gardner, Howard Publication Date: 02/26/2004 Product Type: HBS Press Book Abstract: Minds are exceedingly hard to change. Ask any advertiser who has tried to convince consumers to switch brands, any CEO who has tried to change a company's culture, or any individual who has tried to heal a rift with a friend. So many aspects of life are oriented toward changing minds--yet this phenomenon is among the least understood of familiar human experiences. Now, eminent Harvard psychologist Howard Gardner, whose work has revolutionized our beliefs about intelligence, creativity, and leadership, offers an original framework for understanding exactly what happens during the course of changing a mind-and how to influence that process. Drawing on decades of cognitive research and compelling case studies-from famous business and political leaders to renowned intellectuals and artists to ordinary individuals--Gardner identifies seven powerful factors that impel or thwart significant shifts from one way of thinking to a dramatically new one. Whether we are attempting to change the mind of a nation or a corporation, our spouse's mind or our own, this book provides insights that can broaden our horizons and improve our lives. Howard Gardner is the John H. and Elisabeth A. Hobbs Professor of Cognition and Education at the Harvard Graduate School of Education and senior director of Harvard Project Zero. The recipient of a MacArthur Prize Fellowship and 20 honorary degrees, he is the author of more than 20 books. Subjects: Leadership; Management of change Length: 288p List Price: $28.95 405004 Title: Changing Times at the NBA Author(s): DeLong, Thomas J.; Reed, Daniel; Cheek-Clayton, Tonika; Ager, David L. Publication Date: 01/10/2005 Revision Date: 08/10/2005 Product Type: Case (Field) Abstract: David Stern, commissioner of the National Basketball Association (NBA), faces myriad challenges: globalization of product, young players entering the league, loss of fan base, etc. Stern must put together a plan for the Board of Governors that confronts these challenges to create a more dynamic, profitable, and strategic organization. Geographic Setting: United States Industry Setting: Professional sports teams & organizations Number of Employees: 1,000 Event Year Start: 2004 Event Year End: 2004 Subjects: Leadership; Organizational behavior; Organizational change;

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R0110J Title: Changing a Culture of Face Time Author(s): Munck, Bill Publication Date: 11/01/2001 Product Type: Harvard Business Review Article Abstract: Marriott International for many years had a deeply ingrained culture of face time--if you weren't working long hours, you weren't earning your pay. That philosophy didn't seem totally off base in an industry that provides 24/7 service, 365 days a year. But it had a price: By the mid-1990s, Marriott was finding it tough to recruit talented people, and some of its best managers were leaving, often because they wanted to spend more time with their families. "Our emphasis on face time had to go," recalls Bill Munck, a Marriott vice president for the New England region. In this article, Munck describes how Marriott transformed its "see and be seen" culture by implementing an initiative dubbed Management Flexibility at several of its hotels. This six-month pilot program was designed to help managers strike a better balance between their work lives and their home lives--all while maintaining Marriott's high-quality customer service and its bottom-line financial results. Munck explains how he and his leadership team took the first, relatively easy, step of eliminating redundant meetings and inefficient procedures that kept managers at the office late. The tougher task, he says, was overhauling the fundamental way managers thought about work. Under the pilot, Marriott's message to employees was: Put in long hours when it's needed, but take off early if the work is done--and don't be shy about doing so. As a result of the program, managers are working five fewer hours per week with no drop-off in customer service levels; they report less stress and burnout; and they perceive a definite change in the culture, with less attention paid to hours worked and a greater emphasis placed on tasks accomplished. Industry Setting: Hotel industry Subjects: Corporate culture; Employee retention; Hotels & motels; Job satisfaction; Management of change; Organizational change Length: 6p 491009 Title: Changing the Culture at British Airways Author(s): Kotter, John P.; Leahey,

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Organizational Behavior & Leadership


James K. Publication Date: 10/09/1990 Revision Date: 09/13/1993 Product Type: Case (Field) Abstract: In just 10 years, 1980-1990, British Airways turned around both its declining image and financial situation. Focusing on the paramount importance of customer service, British Airways went from "bloody awful" to "bloody awesome." Experiencing a financial crisis in 1981 and trying to meet the challenges of privatization helped the people at British Airways focus on changing their culture through reorganization and instituting new beliefs. Geographic Setting: United Kingdom Industry Setting: Airline industry Number of Employees: 50,000 Subjects: Airlines; Corporate culture; Corporate strategy; Management philosophy; Organizational change; Organizational problems; Privatization; United Kingdom Length: 12p Supplementary Materials: Case Video, (493503), 13 min, by John P. Kotter 97609 Title: Changing the Way We Change Author(s): Pascale, Richard Tanner; Millemann, Mark; Gioja, Linda Publication Date: 11/01/1997 Product Type: Harvard Business Review Article Abstract: Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every challenge. This type and degree of fundamental change, commonly called revitalization or transformation, is what many companies seek but rarely achieve because they have never before identified the factors that produce sustained transformational change. The authors identify three interventions that will restore companies to vital agility and then keep them in good health: incorporating employees fully into the principal business challenges facing the company; leading the organization in a different way in order to sharpen and maintain incorporation and constructive stress; and instilling mental disciplines that will make people behave differently and then help them sustain their new behavior. The authors discovered these basic sources of revitalization by tracking the change efforts of Sears, Roebuck and Co., Royal Dutch Shell, and the United States Army. This article is one of the first practical revitalization guides to appear anywhere, and it is based not on theory but on actual experience. Subjects: Corporate culture; Employee attitude; Employee empowerment; Management of change; Organizational development Length: 14p BESTSELLER 4037 Title: Changing the Way We Change (HBR OnPoint Enhanced Edition) Author(s): Pascale, Richard Tanner; Millemann, Mark; Gioja, Linda Publication Date: 02/01/2000 Product Type: HBR OnPoint Article Abstract: Companies achieve real agility only when every function and process--when every person--is able and eager to rise to every challenge. This type and degree of fundamental change, commonly called revitalization or transformation, is what many companies seek but rarely achieve because they have never before identified the factors that produce sustained transformational change. The authors identify three interventions that will restore companies to vital agility and then keep them in good health: incorporating employees fully into the principal business challenges facing the company; leading the organization in a different way in order to sharpen and maintain incorporation and constructive stress; and instilling mental disciplines that will make people behave differently and then help them sustain their new behavior. The authors discovered these basic sources of revitalization by tracking the change efforts of Sears, Roebuck and Co., Royal Dutch Shell, and the United States Army. This article is one of the first practical revitalization guides to appear anywhere, and it is based not on theory but on actual experience. Subjects: Corporate culture; Employee attitude; Employee empowerment; Management of change; Organizational development Length: 16p List Price: $6.50 484073 Title: Chantel Corp. (A) Author(s): Kets de Vries, Manfred F.R. Publication Date: 02/21/1984 Revision Date: 04/26/1984 Product Type: Case (Gen Exp) Abstract: Deals with some of the problems typical of entrepreneurial firms. Among these themes are dysfunctional leadership style, interpersonal difficulties, and the development of a highly unrealistic organizational culture. Highlights the problems of a new executive entering such a culture. Geographic Setting: Canada Industry Setting: Apparel industry Company Size: small Gross Revenues: $20 million assets Subjects: Canada; Clothing; Corporate

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culture; Entrepreneurship; Human relations; Management styles; Power & influence Length: 11p Supplementary Materials: Supplement (Gen Exp), (484074), 2p, by Manfred F.R. Kets de Vries; Supplement (Gen Exp), (484075), 2p, by Manfred F.R. Kets de Vries 484074 Title: Chantel Corp. (B) Author(s): Kets de Vries, Manfred F.R. Publication Date: 02/21/1984 Revision Date: 04/26/1984 Product Type: Supplement (Gen Exp) Abstract: Deals with some of the problems typical of entrepreneurial firms. Among the themes are dysfunctional leadership style, interpersonal difficulties, and the development of a highly unrealistic organizational culture. Must be used with: (484073) Chantel Corp. (A). Industry Setting: Apparel industry Subjects: Clothing; Corporate culture; Entrepreneurship; Human relations; Management styles; Power & influence Length: 2p 484075 Title: Chantel Corp. (C) Author(s): Kets de Vries, Manfred F.R. Publication Date: 02/21/1984 Revision Date: 04/26/1984 Product Type: Supplement (Gen Exp) Abstract: Deals with some of the problems typical of entrepreneurial firms. Among the themes are dysfunctional leadership style, interpersonal difficulties, and the development of a highly unrealistic organizational culture. Must be used with: (484073) Chantel Corp. (A). Industry Setting: Apparel industry Subjects: Clothing; Corporate culture; Entrepreneurship; Human relations; Management styles; Power & influence Length: 2p 402042 Title: Chapter Enrichment Program Teams at the American Red Cross (A) Author(s): Polzer, Jeffrey T.; Woolley, Anita Williams Publication Date: 01/10/2002 Revision Date: 04/01/2004 Product Type: Case (Field) Abstract: The American Red Cross has a system for structuring, staffing, and leading teams to review its local chapters. Mirroring professional services firms that use teams to serve clients, this system provides detailed guidelines to increase individual team member's efficiency and thoroughness. The protagonist at Red Cross headquarters who designed the system, however, is

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Organizational Behavior & Leadership


concerned that the structure she has provided is detracting from the teams' overall creativity and integration. Highlights the trade-offs of providing teams with too little structure (e.g., inefficiency, variable quality of team's work products) vs. too much structure (e.g., team members have little opportunity to utilize their expertise and creativity). May be used with: (R0507P) The Discipline of Teams (HBR Classic). Geographic Setting: United States Gross Revenues: $2.5 billion revenues Subjects: Group dynamics; Leadership; Nonprofit organizations; Organizational behavior; Teams Length: 15p Supplementary Materials: Supplement (Field), (403091), 3p, by Jeffrey T. Polzer, Anita Williams Woolley; Teaching Note, (404120), 20p, by Jeffrey T. Polzer, Anita Williams Woolley, Jennifer L. Illes 403091 Title: Chapter Enrichment Program Teams at the American Red Cross (B) Author(s): Polzer, Jeffrey T.; Woolley, Anita Williams Publication Date: 01/23/2003 Revision Date: 04/01/2004 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (402042) Chapter Enrichment Program Teams at the American Red Cross (A). Subjects: Group dynamics; Leadership; Nonprofit organizations; Organizational behavior; Teams Length: 3p Supplementary Materials: Teaching Note, (404120), 20p, by Jeffrey T. Polzer, Anita Williams Woolley, Jennifer L. Illes Year New: 2004 484021 Title: Charles Stillman Author(s): Beer, Michael; Junkerman J Publication Date: 09/30/1983 Revision Date: 02/07/1985 Product Type: Case (Field) Abstract: Presents the perceptions by a new CEO of an executive vice president with whom he is having some difficulties. The executive vice president was his competitor for the CEO position, but lost. Taken from a transcript of an interview with the CEO just prior to a third party intervention aimed at improving relations. Geographic Setting: Dayton, OH Industry Setting: Tire industry Company Size: large Gross Revenues: $3 billion annual sales Subjects: Conflict; Consulting; Executives; Interpersonal relations; Personal strategy & style; Succession planning Length: 4p 402S06 Title: Charlotte Beers at Ogilvy & Mather Worldwide (A), Spanish Version Author(s): Ibarra, Herminia; Sackley, Nicole Publication Date: 01/26/1995 Revision Date: 10/12/1999 Product Type: LACC Case Abstract: Examines Beer's actions on assuming leadership of Ogilvy & Mather Worldwide, the world's sixth largest advertising agency, during a period of rapid industry change and organizational crisis. Focuses on how Beers, the first outsider CEO, engages and leads a senior team through a vision formulation process. Chronicles closely the debates among senior executives struggling to reconcile creative, strategic, and global vs. local priorities. Sixteen months later, with a vision statement agreed upon, Beers faces a series of implementation problems. Turnaround has begun, but organizational structures and systems are not yet aligned with the firm's new direction. Concludes as Beers must decide how to work best with her senior team to achieve alignment in 1994. Geographic Setting: Global Industry Setting: Advertising industry Number of Employees: 7,000 Gross Revenues: $750 million revenues Subjects: Advertising; Leadership; Multinational corporations; Organizational change Length: 20p Supplementary Materials: LACC Supplement, (403S17), 2p, by Herminia Ibarra, Nicole Sackley 495031 Title: Charlotte Beers at Ogilvy & Mather Worldwide (A) Author(s): Ibarra, Herminia; Sackley, Nicole Publication Date: 01/26/1995 Revision Date: 10/12/1999 Product Type: Case (Field) Abstract: Examines Beer's actions on assuming leadership of Ogilvy & Mather Worldwide, the world's sixth largest advertising agency, during a period of rapid industry change and organizational crisis. Focuses on how Beers, the first outsider CEO, engages and leads a senior team through a vision formulation process. Chronicles closely the debates among senior executives struggling to reconcile creative, strategic, and global vs. local priorities. Sixteen months later, with a vision statement agreed upon, Beers faces a series of implementation problems. Turnaround has begun, but

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organizational structures and systems are not yet aligned with the firm's new direction. Concludes as Beers must decide how to work best with her senior team to achieve alignment in 1994. May be used with: (R0111F) What Leaders Really Do (HBR Classic); (R0701J) Leading Change: Why Transformation Efforts Fail (HBR Classic). Geographic Setting: Global Industry Setting: Advertising industry Number of Employees: 7,000 Gross Revenues: $750 million revenues Subjects: Advertising; Leadership; Multinational corporations; Organizational change Length: 18p Supplementary Materials: Supplement (Field), (495032), 2p, by Herminia Ibarra, Nicole Sackley; Teaching Note, (495033), 16p, by Herminia Ibarra, Nicole Sackley BESTSELLER 403S17 Title: Charlotte Beers at Ogilvy & Mather Worldwide (B), Spanish Version Author(s): Ibarra, Herminia; Sackley, Nicole Publication Date: 01/26/1995 Revision Date: 05/03/1995 Product Type: LACC Supplement Abstract: Updates CEO Beers' progress two years after her initiation of a massive organizational change effort. Designed as an in-class handout. Must be used with: (402S06) Charlotte Beers at Ogilvy & Mather Worldwide (A), Spanish Version. Industry Setting: Advertising industry Subjects: Advertising; Leadership; Multinational corporations; Organizational change Length: 2p 495032 Title: Charlotte Beers at Ogilvy & Mather Worldwide (B) Author(s): Ibarra, Herminia; Sackley, Nicole Publication Date: 01/26/1995 Revision Date: 05/03/1995 Product Type: Supplement (Field) Abstract: Updates CEO Beers' progress two years after her initiation of a massive organizational change effort. Designed as an in-class handout. Must be used with: (495031) Charlotte Beers at Ogilvy & Mather Worldwide (A). Industry Setting: Advertising industry Subjects: Advertising; Leadership; Multinational corporations; Organizational change Length: 2p Supplementary Materials: Case Video, (497501), 6 min, by Herminia Ibarra, Nicole Sackley; Teaching Note,

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Organizational Behavior & Leadership


(495033), 16p, by Herminia Ibarra, Nicole Sackley BESTSELLER 497500 Title: Charlotte Beers at Ogilvy & Mather Worldwide, Video (DVD) Author(s): Ibarra, Herminia; Sackley, Nicole Publication Date: 10/16/1996 Product Type: Case Video, DVD Abstract: Presents a question and answer session between Charlotte Beers and MBA students in the Leadership & Organizational Behavior class. Focuses on her approach to taking charge and reflections on the vision formulation process. She also addresses challenges ahead. Must be used with: (495031) Charlotte Beers at Ogilvy & Mather Worldwide (A). Industry Setting: Advertising industry Subjects: NO SUBJECTS(KEYWORDS) Length: 6 min Year New: 2005 497501 Title: Charlotte Beers at Ogilvy & Mather Worldwide, Video Author(s): Ibarra, Herminia; Sackley, Nicole Publication Date: 10/16/1996 Product Type: Case Video Abstract: Presents a question and answer session between Charlotte Beers and MBA students in the Leadership & Organizational Behavior class. Focuses on her approach to taking charge and reflections on the vision formulation process. She also addresses challenges ahead. Must be used with: (495032) Charlotte Beers at Ogilvy & Mather Worldwide (B); (495031) Charlotte Beers at Ogilvy & Mather Worldwide (A). Industry Setting: Advertising industry Subjects: Advertising; Leadership; Multinational corporations; Organizational change Length: 6 min List Price: $150.00 608701 Title: Charlotte Pride: Simmons Bedding Company (DVD) Author(s): Edmondson, Amy Publication Date: 10/30/2007 Product Type: Supplement Abstract: An abstract is not available for this product. Must be used with: (406046) Leading Change at Simmons (A). May be used with: (406047) Leading Change at Simmons (B); (408062) Leading Change at Simmons (C); (408063) Leading Change at Simmons (D). Subjects: NO SUBJECTS(KEYWORDS) Length: 10 min Year New: 2007 608702 Title: Charlotte Pride: Simmons Bedding Company (VHS) Author(s): Edmondson, Amy Publication Date: 10/30/2007 Product Type: Supplement Abstract: An abstract is not available for this product. Must be used with: (406046) Leading Change at Simmons (A). May be used with: (406047) Leading Change at Simmons (B); (408062) Leading Change at Simmons (C); (408063) Leading Change at Simmons (D). Subjects: NO SUBJECTS(KEYWORDS) Length: 10 min Year New: 2007 B0609D Title: Charting New Horizons with Initiative Management Author(s): Brown, Terry S.; Gill, Matthew R. Publication Date: 09/15/2006 Product Type: Balanced Scorecard Report Article Abstract: Initiatives. They're the heart of strategy execution, where the proverbial rubber meets the road. Yet, so many organizations stumble over organizing and managing them--from litmus-testing them for strategic alignment to streamlining and prioritizing them to tying them to a budget--and then managing the portfolio effectively. The authors' innovative, down-to-earth Horizon Planning format provides a comprehensive methodology that has helped diverse companies get control over this most crucial area of strategy management. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p List Price: $9.50 Year New: 2006 402S02 Title: The Chattanooga Ice Cream Division, Spanish Version Author(s): Sloane, Carl S. Publication Date: 07/31/2002 Product Type: LACC Case Abstract: Senior functional officers (marketing, manufacturing, research & development, control, and human resources) clash over alternative ideas for turning around a business in decline. The general manager is faced not only with choosing between competing ideas, but also managing conflict and determining whether his consensusoriented style is appropriate to the needs

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of the situation. Teaching Purpose: To introduce students to issues and dilemmas of leadership of teams, especially cross-functional teams operating under pressure for results. Geographic Setting: United States Industry Setting: Food industry Number of Employees: 750 Gross Revenues: $150 million revenues Subjects: Conflict; Cross functional management; Family owned businesses; Food; Group behavior; Interdepartmental relations; Management communication; Teams Length: 12p Year New: 2007 497006 Title: Chattanooga Ice Cream Division Author(s): Sloane, Carl S. Publication Date: 07/12/1996 Revision Date: 06/02/1997 Product Type: Case (Gen Exp) Abstract: In the absence of a division general manager, senior functional officers (marketing, sales, operations, research & development, control, human resources) meet to examine means for turning around the declining performance of their division. Agreement on a solution is elusive due to communications problems, narrow functional perspectives, inadequate leadership, failure to agree on goals and objectives, and a faulty process for solving problems. Teaching Purpose: To illustrate classic problems of crossfunctional integration and cooperation. To explore basic issues of group behavior and teamwork at managerial levels. Withdrawn 07/09/97 -- Use (9498-001). Geographic Setting: United States Industry Setting: Food industry Number of Employees: 400 Gross Revenues: $150 million revenues Subjects: Conflict; Cross functional management; Food; Group behavior; Interdepartmental relations; Management communication; Teams Length: 10p 498001 Title: The Chattanooga Ice Cream Division Author(s): Sloane, Carl S. Publication Date: 07/09/1997 Revision Date: 10/03/2003 Product Type: Case (Gen Exp) Abstract: Senior functional officers (marketing, manufacturing, research & development, control, and human resources) clash over alternative ideas for turning around a business in decline. The general manager is faced not only with choosing between competing ideas,

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Organizational Behavior & Leadership


but also managing conflict and determining whether his consensusoriented style is appropriate to the needs of the situation. Geographic Setting: United States Industry Setting: Food industry Number of Employees: 750 Gross Revenues: $150 million revenues Subjects: Conflict; Cross functional management; Family owned businesses; Food; Group behavior; Interdepartmental relations; Management communication; Teams Length: 11p U9607D Title: Checklist for Conducting a Perfect Meeting Author(s): Hattersley, Michael Publication Date: 07/01/1996 Product Type: Harvard Management Update Article Abstract: Most executives spend a tremendous amount of time--often too much--managing meetings. Certain rules for running a successful meeting apply in any situation. The author details the steps to take before, during, and after a meeting to ensure success. Subjects: Management communication; Managerial skills Length: 2p List Price: $4.50 U9702C Title: Checklist for Preparing a Superior Memo Author(s): Hattersley, Michael Publication Date: 02/01/1997 Product Type: Harvard Management Update Article Abstract: Individuals who decide to write a memo should plan strategically, execute carefully, and then follow up. The memo's purpose should be clear by the end of the first sentence. Absolute accuracy must govern every detail. Clarity of thinking and expression are of utmost importance as well. Brevity in a memo is a cardinal virtue--every word must count. Use vigorous language: active verbs, concrete nouns, and a minimum of well-chosen modifiers. You should follow up on any memo, whether by contacting recipients, or following through on promised actions or support materials. Do not overlook any detail of this most common communications tool, for an effective memo will affect your success and reputation. Subjects: Communication; Communication in organizations; Communication strategy Length: 2p List Price: $4.50 R0710D Title: The Chief Strategy Officer Author(s): Breene, R. Timothy S.; Nunes, Paul F.; Shill, Walter E. Publication Date: 10/01/2007 Product Type: Harvard Business Review Article Abstract: They're nominally and ultimately responsible for strategy, but today's CEOs have less and less time to devote to it. As a result, CEOs are appointing "chief strategy officers" (CSOs)--executives specifically tasked with creating, communicating, executing, and sustaining a company's strategic initiatives. In this article, three authors from Accenture share the results of their research on this emerging organizational role. The typical CSO or top strategy executive is not a pure strategist, conducting long-range planning in relative isolation. Most CSOs consider themselves doers first, with the mandate, credentials, and desire to act as well as advise. They are seasoned executives with a strong strategy orientation who have usually worn many operations hats before taking on the role. Strategy executives are charged with three critical jobs that together form the very definition of strategy execution. First, they must clarify the company's strategy for themselves and for every business unit and function, ensuring that all employees understand the details of the strategic plan and how their work connects to corporate goals. Second, CSOs must drive immediate change. The focus of the job almost always quickly evolves from creating shared alignment around a vision to riding herd on the ensuing change effort. Finally, a CSO must drive decision making that sustains organizational change. He or she must be that person who, in the CEO's stead, can walk into any office and test whether the decisions being made are aligned with the strategy and are creating the desired results. When decisions below the executive suite aren't being made in accordance with strategy, much of the CSO's job involves learning why and quickly determining whether to stay the course or change tack. Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2007 407027 Title: Chief Timothy Adeola Odutola and Nigeria's Manufacturing Sector Author(s): Nohria, Nitin; Mayo, Anthony J.; Otudeko, Foluke; Benson, Mark Publication Date: 12/21/2006 Revision Date: 01/11/2007 Product Type: Case (Library)

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Abstract: Chief Timothy Adeola Odutola was an important contributor to Nigeria's manufacturing sector, creating a multimillion-dollar conglomerate including three factories, a retail franchise, a cattle ranch, a 5,000-acre plantation, a sawmill, and an exporting business before the end of British colonial rule in 1960. Seizing business opportunities as he saw demand, Odutola moved between markets at every opportunity, creating companies servicing a diverse variety of needs. Odutola's keen, unwavering interest in improving the infrastructure of Nigeria allowed him to enjoy a successful career in business and politics, despite the vastly fluctuating political landscape of Nigeria. From British rule through civil war and subsequent coups and countercoups, Odutola remained a popular leader for his commitment to promoting Nigerian business ventures. Elevated to Prime Minister of his tribe-the Ijebu-Ode--in 1956, and later selected as the first President of the Manufacturers Association of Nigeria (MAN), Odutola campaigned for manufacturing interests and consulted with government officials about national fiscal policy. As a statesman and as a business leader, Odutola worked tirelessly to improve the infrastructure of his country. Geographic Setting: Africa; Nigeria Industry Setting: Lumber & wood; Manufacturing industries; Textile industry Event Year Start: 1920 Subjects: NO SUBJECTS(KEYWORDS) Length: 28p Year New: 2006 R0807M Title: Choosing Strategies for Change (HBR Classic) Author(s): Kotter, John P.; Schlesinger, Leonard A. Publication Date: 07/01/2008 Product Type: Harvard Business Review Article Abstract: The rapid rate of change in the world of management continues to escalate. New government regulations, new products, growth, increased competition, technological developments, and an evolving workforce compel organizations to undertake at least moderate change on a regular basis. Yet few major changes are greeted with open arms by employers and employees; they often result in protracted transitions, deadened morale, emotional upheaval, and the costly dedication of managerial time. Kotter and Schlesinger help calm the chaos by identifying four basic reasons why people resist change and offering

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Organizational Behavior & Leadership


various methods for overcoming resistance. Managers, the authors say, should recognize the most common reasons for resistance: a desire not to lose something of value, a misunderstanding of the change and its complications, a belief that the change does not make sense for the organization, and a low tolerance for change in general. Once they have diagnosed which form of resistance they are facing, managers can choose from an array of techniques for overcoming it: education and communication, participation and involvement, facilitation and support, negotiation and agreement, manipulation and co-optation, and both explicit and implicit coercion. According to the authors, successful organizational change efforts are characterized by the skillful application of a number of these approaches, with a sensitivity to their strengths and limitations and a realistic appraisal of the situation at hand. In addition, the authors found that successful strategic choices for change are both internally consistent and fit at least some key situational variables. Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2007 4479 Title: Choosing the Right Leadership Style: No Single Approach Fits All Situations (HBR Article Collection) Publication Date: 08/01/2000 Product Type: HBR OnPoint Collection Abstract: Is it ever possible to achieve significant performance improvement without devoting additional resources to the task? Some companies have found ways to work faster and more productively even while decreasing the necessary inputs of labor and capital. But such examples are rarely lucky coincidences. If you want noticeably better results without spending extra time and money to get them, you've got to make fundamental changes in the way things get done. It takes a special kind of leadership to accomplish such a feat. This collection of articles from Harvard Business Review explores the connections between leadership and performance improvement without settling on a "one-size-fits-all" prescription. The three Harvard Business Review articles in this collection: "What Makes a Leader?" by Daniel Goleman (HBR reprint 98606); "Leadership That Gets Results" by Daniel Goleman (HBR reprint R00204); and "Demand Better Results--And Get Them" by Robert H. Schaffer (HBR reprint 91207). Subjects: Human behavior; Leadership; Management styles; Motivation; Organizational behavior; Personal strategy & style; Power & influence; Productivity Length: 44p List Price: $17.95 486066 Title: Chris Cunningham Author(s): Jick, Todd D. Publication Date: 12/17/1985 Revision Date: 02/11/1986 Product Type: Case (Gen Exp) Abstract: Focuses on how to manage a complex performance problem. Elizabeth Stover, the president of a small company, has identified a number of problems with a member of her sales team, Chris Cunningham. Cunningham is one of the company's top salespeople in terms of sales performance, but has alienated the manufacturing, engineering, and purchasing departments in an attempt to keep overly ambitious promises to customers. The case requires students to develop a strategy for changing Cunningham's undesirable behavior on the job while maintaining his/her sales performance. The students will also be asked to analyze the case first assuming that Chris is male and then assuming that Chris is female to get at issues of sexual stereotyping. Industry Setting: Electronics industry Company Size: small Number of Employees: 500 Subjects: Motivation; Organizational design; Power & influence; Sales management Length: 3p 906M07 Title: Christina Gold Leading Change at Western Union Author(s): Konrad, Alison; Mitchell, Jordan Publication Date: 12/13/2005 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: The chief executive officer of Western Union had just begun implementing a new organization structure. Changing the structure sent a clear message about Gold's desire to change the company's mindset to a new more global one. Already the CEO was finding that leaders in the United States were reluctant to give up control of product lines. At the regional level, she had good leaders in place who wanted to push out the responsibility within their own regions and move toward a decentralized plan. Although the CEO supported this notion in principle, she wanted to ensure that the right leaders could be placed in decentralized offices

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to execute on the six strategic pillars that she had laid out for the organization. One thing was certain--the CEO had made it clear that no revenue decreases would be forgiven amidst the change. Many considerations had arisen: What pace of change should she take? How would she deal with resistance to change? How could she ensure that the new structure would support Western Union's global expansion? Geographic Setting: United States Event Year Start: 2003 Event Year End: 2003 Subjects: NO SUBJECTS(KEYWORDS) Length: 15p Supplementary Materials: Teaching Note, (806M07), 13p, by Alison Konrad, Jordan Mitchell Year New: 2006 403S20 Title: Chrysler: Iacocca's Legacy, Spanish Version Author(s): Nohria, Nitin; Green, Sandy E. Publication Date: 09/16/1992 Revision Date: 01/02/2002 Product Type: LACC Case Abstract: Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change. Geographic Setting: United States Industry Setting: Automotive industry Company Size: Fortune 500 Number of Employees: 140,000 Gross Revenues: $1 billion revenues Subjects: Automobiles; Leadership; Management communication; Management of change; Organizational change Length: 20p 493017 Title: Chrysler: Iacocca's Legacy Author(s): Nohria, Nitin; Green, Sandy E. Publication Date: 09/16/1992 Revision Date: 01/02/2002 Product Type: Case (Library) Abstract: Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change. May be used with: (R0310C) The Harder They Fall; (R0209D) The Curse of the Superstar CEO. Geographic Setting: United States Industry Setting: Automotive industry Company Size: Fortune 500 Number of Employees: 140,000 Gross Revenues: $1 billion revenues

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Organizational Behavior & Leadership


Subjects: Automobiles; Leadership; Management communication; Management of change; Organizational change Length: 19p Supplementary Materials: Teaching Note, (496059), 9p, by Nitin Nohria E160 Title: Circles Author(s): Saloner, Garth; Earle, Jamie Publication Date: 07/21/2003 Product Type: Case (Field) Publisher: Stanford University Abstract: Circles is a company that runs employee and customer loyalty programs for enterprises. The company was founded by two GSB alumnae in the late '90s. Describes the idea-formation process, the founding of the company, and various dilemmas management faced with determining which market to pursue and how to acquire customers without a large marketing investment. Also describes the transition from a consumer- to an enterprise-oriented company. Number of Employees: 200 Gross Revenues: $50 million revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Customer retention; Employee morale; Growth management Length: 19p NEW SI69A Title: Circus Oz Author(s): Phills, James; Stockton, Hilary Publication Date: 08/20/2006 Product Type: Case (Field) Publisher: Stanford University Abstract: Circus Oz was Australia's premier international circus, having performed in 26 countries on five continents. In early 2002, Circus Oz enjoyed its strongest financial position since its founding in 1977, making a profit and sitting on a surplus of AUD$1,169,313. Although in recent years the company had increased the percentage of revenue generated from the box office, more than 60% of its funding still came from the Australia Council, its largest government sponsor. Linda Mickleborough, general manager of Circus Oz, was pondering how to respond to a recent offer by the Australia Council to fund a new position, director of development, at Circus Oz. The Australia Council was strongly encouraging the circus to hire development professionals to expand its funding from corporate donors. As an enticement, the council offered to underwrite the cost of the position for two years. Mickleborough had found the ideal candidate. The decision, however, was still a difficult one. Circus Oz had relatively flat salaries, reflecting deeply held egalitarian and democratic values. These values were central to the company's creative process, culture, and aesthetic. The suggested salary of the development director position was more than two times the highest salary currently paid to any employee at Circus Oz. Such a large salary disparity might wreak havoc on the company's morale and culture. May be used with: (SI69V) Circus Oz, (Video) DVD. Geographic Setting: Australia Industry Setting: Entertainment industry; Performing arts Subjects: NO SUBJECTS(KEYWORDS) Length: 20p Year New: 2006 SI69V Title: Circus Oz, (Video) DVD Author(s): Phills, James A. Publication Date: 06/01/2006 Product Type: Case Video, DVD Publisher: Stanford University Abstract: Circus Oz was Australia's premier international circus. It was founded in 1977 on four principles: collective ownership and creation, gender equity, a uniquely Australian experience, and team-work. The A segment of the videocase mirrors the written case (SI-69) in exploring the Australia Council's offer to fund a development officer position for two years, largely as a way of increasing income from corporate sponsorships and reducing reliance on government support. The Australia Council had suggested a salary for this position that was considerably higher than even the highest Circus Oz salary. Hence, the organization's leadership was concerned about the impact that deviating from their relatively flat wage structure would have on the company's morale and culture. The videocase also contains footage of Circus Oz performances, providing a window on to the link between the organization's culture and its aesthetic. The B segment of the videocase covers the resolution of the dilemma around hiring the development director and the decision to hire the candidate, Paul McGill. In particular, it focuses on the shift in the conception of the position from "development director" to director of strategic partnerships and the implications of this for the relationship between Circus Oz and its corporate partners (rather than sponsors). The video showcases partnerships with consulting firm "Empower" and container shipping company "P&O Nedlloyd." Professor Jim Phills developed The

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Social Entrepreneurship Series to help students appreciate mechanisms of change and theories of action as well as challenges in initiating and sustaining meaningful change in social sectors. May be used with: (SI69A) Circus Oz. Geographic Setting: Australia Industry Setting: Arts, entertainment & sports; Performing arts Subjects: NO SUBJECTS(KEYWORDS) Length: 26 min Year New: 2004 CMR307 Title: Cisco Systems: Developing a Human Capital Strategy Author(s): Chatman, Jennifer; Chang, Victoria; O'Reilly, Charles A., III Publication Date: 02/01/2005 Product Type: CMR Article Publisher: California Management Review Abstract: Like many technology organizations in the late 1990s, Cisco was booming. It grew so quickly, in fact, that it was bringing in up to 1,000 new employees each month. Cisco's solution was to acquire talent by buying small firms, topping out in one year with 24 separate acquisitions. However, in 2000, the dot-com bubble burst and Cisco quickly realized that it had another human capital challenge on its hands: how to develop, rather than hire, the strategic thinkers and leaders needed for the future. Explores the challenges facing Mary Eckenrod, Cisco's vicepresident of worldwide talent, in developing a new human capital strategy to identify and develop leaders from within the company--and to do this in a company with no tradition of developing people internally. How can Cisco move from a "buy" to a "make" human capital strategy? Subjects: Acquisitions; Case method; Employee development; Human resources management; Leadership Length: 32p Year New: 2005 496001 Title: City Year: National Expansion Strategy (A) Author(s): Bradach, Jeffrey L.; Sackley, Nicole Publication Date: 12/21/1995 Product Type: Case (Field) Abstract: City Year, a successful nonprofit organization, is studying how, when, and where to expand to new sites. This case provides the opportunity to understand the strategy and structure of a successful delivery system for human services. That analysis raises the question of how best to expand to new sites, highlighting classic challenges

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Organizational Behavior & Leadership


faced by entrepreneurial enterprises seeking to grow. Geographic Setting: Boston, MA Number of Employees: 75 Gross Revenues: $6.1 million revenues Subjects: Entrepreneurial management; Growth strategy; Leadership; Nonprofit organizations; Service management; Social enterprise; Strategic planning Length: 21p R0410Z Title: Civics and Civility (Commentary for HBR Case Study) Author(s): Buchanan, Leigh; Flynn, Brian; Furedi, Frank; Brantner, Paula; Rogers, James E. Publication Date: 10/01/2004 Product Type: Harvard Business Review Article Abstract: The Denver office of Clarion Co., a $30 million, full-service marketing firm, has always been a politics-free zone. Nonwork conversations revolve around families, romances, and the state of the powder at Aspen. If the office sometimes seems detached from the wider world, no one cares. But that all changes with the arrival of Marcus Lippman. A senior project manager hired away from a rival firm in Chicago, Marcus is both charming and aggressive about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to the day's headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol. Those informed enough to respond, generally do so. Over time, others join in. Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-of-control e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate and, if so, what? Subjects: HBR Case Discussions; Human resources management; Interpersonal behavior; Organizational behavior; Politics; Productivity Length: 4p Year New: 2004 R0410A Title: Civics and Civility (HBR Case Study and Commentary) Author(s): Buchanan, Leigh; Flynn, Brian; Furedi, Frank; Brantner, Paula; Rogers, James E. Publication Date: 10/01/2004 Product Type: Harvard Business Review Article Abstract: The Denver office of Clarion Co., a $30 million, full-service marketing firm, has always been a politics-free zone. Nonwork conversations revolve around families, romances, and the state of the powder at Aspen. If the office sometimes seems detached from the wider world, no one cares. But that all changes with the arrival of Marcus Lippman. A senior project manager hired away from a rival firm in Chicago, Marcus is both charming and aggressive about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to the day's headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol. Those informed enough to respond, generally do so. Over time, others join in. Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-of-control e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate and, if so, what? Subjects: HBR Case Discussions; Human resources management; Interpersonal behavior; Organizational behavior; Politics; Productivity Length: 9p Year New: 2004 R0410X Title: Civics and Civility (HBR Case Study) Author(s): Buchanan, Leigh Publication Date: 10/01/2004 Product Type: Harvard Business Review Article Abstract: The Denver office of Clarion Co., a $30 million, full-service marketing firm, has always been a politics-free zone. Nonwork conversations revolve around families, romances, and the state of the powder at Aspen. If the office sometimes seems detached from the wider world, no one cares. But that all changes with the arrival of Marcus Lippman. A senior project manager hired away from a rival firm in Chicago, Marcus is both charming and aggressive

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about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to the day's headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol. Those informed enough to respond, generally do so. Over time, others join in. Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-ofcontrol e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate and, if so, what? May be used with: (R0410Z) Civics and Civility (Commentary for HBR Case Study). Subjects: HBR Case Discussions; Human resources management; Interpersonal behavior; Organizational behavior; Politics; Productivity Length: 5p Year New: 2004 7673BC Title: Claiming the Bad Side: Recognizing Both the Good and Bad Sides of Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter Abstract: We must come to grips with the fact that leadership can be both good and bad. Americans, for both historical and political reasons, tend to assume that leaders are by definition good. They refuse to label as leaders those who may be considered lacking--people such as Nixon and Hitler, for example. In order to truly encourage good leadership, however, it is imperative that we acknowledge the shades of gray--and black. Subjects: NO SUBJECTS(KEYWORDS) Length: 17p List Price: $6.95 404070 Title: Clarence Saunders: The Comeback King Author(s): Nohria, Nitin; Gurtler, Bridget Publication Date: 05/24/2004 Revision Date: 07/15/2004 Product Type: Case (Library) Abstract: Follows the rise and fall of the founder of the modern supermarket,

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Organizational Behavior & Leadership


Clarence Saunders. Prior to 1915, all staple shopping took place in the market or general store, where a clerk behind a counter pulled items from shelves for customers , measured them from a barrel, or retrieved them from the back of the store. The clerk tallied costs and added them to a customer's credit account. Purchases were then either delivered to a home or handed over on the spot--not a terribly efficient process. The entire ritual of shopping for food changed with the vision of Clarence Saunders and his Piggly Wiggly store. Geographic Setting: United States Industry Setting: Grocery stores Event Year Start: 1881 Event Year End: 1953 Subjects: Advertising; Food; Leadership; Organizational behavior; Wholesaling Length: 12p Year New: 2004 1414 Title: Clash of Cultures: Managers Managing Professionals (Hardcover) Author(s): Raelin, Joseph A. Publication Date: 11/01/1986 Product Type: HBS Press Book Abstract: Managers have no lack of choice when it comes to books on managing professional employees. The majority of these accounts, however, deal with technical professionals, such as scientists and engineers. Although the literature on the professions and on various professional occupations abounds, these accounts tent to be dated. Today, there is a growing interest in the so-called salaried professionals, those professionals who carry out their craft in organizations rather than in private practice, although recognition of their particular difficulties in integrating into the bureaucracy is relatively new among the general management audience. To date, there has not been an attempt to link the peculiarities of the salaried professional culture with the corporate culture of management. Thus managing professionals is essentially a mimicking process in which management uses its best instincts when working with professional rather than nonprofessional employees. Standard management practices are merely superimposed on strategies for managing salaried professionals. We know too much about the corporate and professional cultures to let this continue. We know that both managers and professionals are affected by the wider social cultures, which has slowly changed the attitudes and behaviors of people in the working world. Subjects: Corporate culture; Management of professionals; Negotiations Length: 318p List Price: $35.00 73111 Title: Clear Writing Means Clear Thinking Means . . . Author(s): Swift, Marvin H. Publication Date: 01/01/1973 Product Type: Harvard Business Review Article Abstract: The general manager of a corporation circulates a memo advising his employees on company policy about copier use. He carefully revises his original memo and in the process crystallizes his own thinking on the issue. Writing well and thinking well are interrelated. Because rewriting demands objectivity, an ability to separate essential from nonessential ideas, and a willingness to locate and correct contradictions, it provides the key to improved thinking. Subjects: Management communication; Managerial skills Length: 4p 707012 Title: Clearwater Seafoods Author(s): Reinhardt, Forest ; Weber, James Publication Date: 09/08/2006 Revision Date: 02/22/2007 Product Type: Case (Field) Abstract: Clearwater was trying to market value-added products in a traditionally commodities based industry while facing supply uncertainties and regulatory, environmental, and foreign exchange challenges. Clearwater harvested shellfish from the Canadian Atlantic fishery and sold this in markets around the world. They prided themselves on their sustainable fishing practices, which were not the norm for the industry. Seafood buyers traditionally bought on price. Clearwater's innovations and technology investments enabled it to produce a higher quality, value-added product, but it faced the challenge of convincing buyers to pay a premium price. Their products originated from a wild resource under government regulations which limited the size of the catch by both the industry and Clearwater. In recent years, Clearwater operated in an environment with a rising Canadian currency. This reduced profitability because Clearwater's costs were in Canadian currency while its sales were largely in other currencies. The case also discusses the challenges of maintaining a sustainable fishery and uses the collapse of the cod fishing industry as an example. Clearwater was founded in 1976, it went public in 2002, and was still managed by its two

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founding partners in 2006. Geographic Setting: Canada Industry Setting: Fishing Number of Employees: 1,600 Gross Revenues: C$325 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: NO SUBJECTS(KEYWORDS) Length: 33p Year New: 2006

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KEL115 Title: Clemens Family Corp. (A): The Struggle from Family-First to BusinessFirst Author(s): Ward, John L.; Goletz, Christina N. Publication Date: 01/01/2004 Product Type: Case (Field) Abstract: Shows how a regional family company threatened by national competition must make changes to its structure and way of doing business or face extinction or sale. Geographic Setting: United States Industry Setting: Meat industries Gross Revenues: $350 million revenues Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Supplementary Materials: Supplement (Field), (KEL116), 5p, by John L. Ward, Christina N. Goletz; Supplement (Field), (KEL117), 5p, by John L. Ward, Christina N. Goletz Year New: 2005 KEL116 Title: Clemens Family Corp. (B): The Process of Change Author(s): Ward, John L.; Goletz, Christina N. Publication Date: 01/01/2004 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (KEL115) Clemens Family Corp. (A): The Struggle from Family-First to Business-First. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2005 KEL117 Title: Clemens Family Corp. (C): PostTransition (August 2001) Author(s): Ward, John L.; Goletz, Christina N. Publication Date: 01/01/2004 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (KEL115) Clemens Family Corp. (A): The Struggle from Family-First to Business-First. Subjects: NO

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Organizational Behavior & Leadership


SUBJECTS(KEYWORDS) Length: 5p Year New: 2005 CMR236 Title: Co-Leadership: Lessons from Republican Rome Author(s): Sally, David Publication Date: 07/01/2002 Product Type: CMR Article Publisher: California Management Review Abstract: The Roman Republic embraced a system of co-leadership that thrived for over four centuries before dissolving into the dictatorship of the Empire. Many modern firms are evolving in the opposite direction, as sole leadership structures are replaced or augmented by shared leadership. This modern evolution has been prompted by the increasing prevalence of job sharing and teams in the workplace, joint leadership in the family, and complex technology and massive mergers in the marketplace. This article identifies ten key lessons that the republicans of Rome understood and that are extremely relevant for the modern organization attempting to institute or sustain co-leadership. These ten lessons find parallels in the successes and failures of co-leadership at such firms as Goldman Sachs, Citigroup, Unilever, and DaimlerChrysler. Subjects: Business history; Leadership; Management styles Length: 17p 406044 Title: Coach K: A Matter of the Heart Author(s): Snook, Scott A.; Perlow, Leslie A.; DeLacey, Brian J. Publication Date: 08/10/2005 Revision Date: 12/01/2005 Product Type: Case (Library) Abstract: Successful college basketball coach Mike Krzyzewski faces the decision whether to accept a lucrative offer to coach a professional basketball team or continue to coach at Duke University. Provides a context for discussing various styles of power, influence, and persuasion in the context of his coaching career. May be used with: (98209) The Set-Up-to-Fail Syndrome. Geographic Setting: Indiana; North Carolina; Texas Industry Setting: Sports industry Event Year Start: 2004 Event Year End: 2004 Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Supplementary Materials: Teaching Note, (406103), 28p, by Scott A. Snook Year New: 2005 406043 Title: Coach Knight: The Will to Win Author(s): Snook, Scott A.; Perlow, Leslie A.; DeLacey, Brian J. Publication Date: 08/10/2005 Revision Date: 12/01/2005 Product Type: Case (Library) Abstract: Successful college basketball coach Bob Knight was fired from his long-time role as basketball coach at Indiana University and hired in the same role at Texas Tech. Considers these events in the context of his long career and provides a context for discussing various styles of power, influence, and persuasion in his leadership role as coach and educator. Geographic Setting: Indiana; North Carolina; Texas Industry Setting: Sports industry Event Year Start: 2004 Event Year End: 2004 Subjects: NO SUBJECTS(KEYWORDS) Length: 14p Supplementary Materials: Teaching Note, (406103), 28p, by Scott A. Snook Year New: 2005 405093 Title: Coach Roy Williams: What Next? (B) Author(s): DeLong, Thomas J.; Chang, Christopher; Schweitzer, Scott Publication Date: 06/13/2005 Revision Date: 10/25/2005 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (405070) Coach Roy Williams: What Next? (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2005 405070 Title: Coach Roy Williams: What Next? (A) Author(s): DeLong, Thomas J.; Chang, Christopher; Schweitzer, Scott Publication Date: 06/13/2005 Revision Date: 10/25/2005 Product Type: Case (Field) Abstract: Roy Williams, head coach of the Kansas University Men's Basketball Team, was facing a major decision. The recent resignation of the coach at the University of North Carolina (UNC) had lead to speculation that Williams, a UNC alumnus, would be named as its new coach. Williams had actually been offered the head coaching job at UNC in 2000, but he turned it down to remain at Kansas. However, circumstances had drastically changed in the past three years, making the impending decision

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substantially more complicated. Recently, Williams had grown increasingly frustrated with his boss, whose philosophy on college athletics drastically differed from his own. Meanwhile, UNC, an institution with an unparalleled history of college basketball success, had suffered from several disappointing seasons and was in search of a new leader to restore the program to its original stature. For Williams, the opportunity to return to his beloved alma mater and rescue the program from its recent woes was both electrifying and humbling, but it was offset by his deep loyalty to Kansas. Williams knew that the upcoming championship game would be difficult, but he recognized that it paled in comparison to the decision he would be forced to make after the game. Williams must not only confront the decision but struggle with issues of succession planning, career development, and leadership. Geographic Setting: United States Industry Setting: Colleges & universities; Sports industry Event Year Start: 2003 Event Year End: 2003 Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Supplementary Materials: Supplement (Field), (405093), 4p, by Thomas J. DeLong, Christopher Chang, Scott Schweitzer Year New: 2005 1954BN Title: The Coaching Collection Publication Date: 09/01/2002 Product Type: Management Program Abstract: This special collection will help you develop your skills as a coach and mentor. It includes Coaching for Results (CD-ROM), Geeks and Geezers (hardcover), and Priming Employees for Superior Performance (HBR OnPoint Collection). Through an interactive case study, expert guidance, and activities for immediate application at work, the hands-on CD-ROM helps you coach successfully by preparing, discussing, and following up in any situation. Warren G. Bennis and Robert J. Thomas, the authors of Geeks and Geezers, present a compelling new model that predicts who is likely to become--and remain--a leader and why. At the heart of this model are what the authors call "crucibles" or periods of adversity from which one can emerge either hopelessly broken or ready to learn and lead. The book will provide you with insights on how to recognize and inspire those who will lead. Priming Employees for Superior Performance focuses on the

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Organizational Behavior & Leadership


most powerful influence on your employees' performance--your expectations--and shows you how to set a positive self-fulfilling prophesy in motion. You'll save 10% off the regular prices when you purchase this collection. Subjects: Employee development; Employee empowerment; Leadership; Management styles; Managerial skills; Mentors; Supervision List Price: $215.00 U0711C Title: Coaching Your Team's Performance to the Next Level Author(s): Field, Anne Publication Date: 11/01/2007 Product Type: Harvard Management Update Article Abstract: Teams are the workhorses of today's businesses, but they're workhorses prone to any of several ailments, from open bickering and sabotage on one end of the spectrum to resolute conflict avoidance on the other. An increasing number of managers today are turning to team coaching to move their teams' performance to the next level. This article looks at three companies where team coaching ramped up performance and offers expert advice on using team coaching to help squabbling groups manage conflict constructively. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p List Price: $4.50 Year New: 2007 2162BC Title: Coaching for Alphas: Making Real Changes, Making Changes Real Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter Abstract: Many alphas acknowledge that they stand to benefit from changing some of their ways, but they don't think they can. In this chapter, the authors recommend that alphas consider working with a coach to add focus, depth, and valuable assistance to efforts at changing behavior that could potentially impede performance and diminish results. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p List Price: $6.95 Year New: 2006 4819C2 Title: Coaching for Results (Interactive CD-ROM) Author(s): Hill, Linda A. Publication Date: 02/01/2002 Product Type: Interactive Program Abstract: This CD-ROM eLearning program will help managers apply coaching concepts to real-life situations. Learn how to observe behavior, listen, and question to gain understanding, give feedback that ties behavior to its impact, and involve others in coaching. Through interactive role play, expert guidance, and activities for immediate application at work, this program helps you coach successfully by preparing, discussing, and following up in any situation. Subjects: Managers; Performance effectiveness; Personnel management; Power & influence; Superior & subordinate; Supervision Length: 3 hours 4819M2 Title: Coaching for Results (Online) Author(s): Hill, Linda A. Publication Date: 06/15/2000 Product Type: Interactive Program Abstract: This Internet-based eLearning program will help managers apply coaching concepts to real life situations. Learn how to observe behavior, listen, and question to gain understanding, give feedback that ties behavior to its impact, and involve others in coaching. Through interactive role-play, expert guidance, and activities for immediate application at work, this program helps you coach successfully by preparing, discussing, and following up in any situation. This program is also available in a CD-ROM format, product 4819C2. Subjects: Management styles; Managers; Performance effectiveness; Power & influence; Superior & subordinate Length: 3 hours 4819H2 Title: Coaching for Results, Corporate Intranet Version Author(s): Hill, Linda A. Publication Date: 08/27/2003

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Product Type: Interactive Program Abstract: This CD-ROM eLearning program will help managers apply coaching concepts to real-life situations. Learn how to observe behavior, listen, and question to gain understanding, give feedback that ties behavior to its impact, and involve others in coaching. Through interactive role play, expert guidance, and activities for immediate application at work, this program helps you coach successfully by preparing, discussing, and following up in any situation. This program is also available in online format, product 4819M2. Subjects: Managers; Performance effectiveness; Personnel management; Power & influence; Superior & subordinate; Supervision Length: 3 hours R0405C Title: Coaching the Alpha Male Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 05/01/2004 Product Type: Harvard Business Review Article Abstract: Highly intelligent, confident, and successful, alpha males represent about 70% of all senior executives. Natural leaders, they willingly take on levels of responsibility most rational people would find overwhelming. But many of their quintessential strengths can also make alphas difficult to work with. Their self-confidence can appear domineering. Their high expectations can make them excessively critical. Their unemotional style can keep them from inspiring their teams. That's why alphas need coaching to broaden their interpersonal tool kits while preserving their strengths. Drawing from their experience coaching more than 1,000 senior executives, the authors outline an approach tailored specifically for the alpha. Coaches get the alpha's attention by inundating him with data from 360degree feedback presented in ways he will find compelling. Such an assessment is a wake-up call for most alphas, providing undeniable proof that their behavior doesn't work nearly as well as they think it does. That paves the way for a genuine commitment to change. To change, the alpha must admit vulnerability, accept accountability not just for his own work but for others', connect with his underlying emotions, learn to motivate through a balance of criticism and validation, and become aware of unproductive behavior patterns. The goal of executive coaching is not simply to treat the alpha as an individual problem, but to improve the entire team dynamic. Subjects: Human behavior; Human

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Organizational Behavior & Leadership


resources management; Interpersonal behavior; Interpersonal relations; Leadership; Management of change; Performance appraisal; Performance effectiveness; Personal strategy & style; Teams Length: 10p Year New: 2004 8184W Title: Coaching: CD Windows Version Publication Date: 06/19/1997 Product Type: Multimedia Case Medium: CD-ROM Format: Windows Abstract: An interactive multimedia learning and reference tool on CD-ROM to help managers at all levels develop and enhance their effectiveness as coaches. Provides managers with an interactive, collaborative learning process involving active listening, asking questions, sharing information, and working out the most effective solutions to different management problems. Through video-based role plays, keynotes, and interactive workshops, managers learn about the coaching process, and practice the skills needed for effective coaching. Three interactive case studies support the program's learning objectives, reinforce concepts and skills, and present exciting management challenges. The program's content expert, Linda Hill, offers advice and summaries of key learning points to help managers put what they've learned into action. A built-in personal itinerary prioritizes the program's content based on managers' responses to 20 multiplechoice questions relating to their personal and professional experience. A fully searchable resource section includes HBR articles, material from HBS, tools, and checklists. Subjects: Careers & career planning; Delegation of authority; Leadership; Management communication; Management development; Management of professionals; Management performance; Managerial skills; Mentors; Supervision BESTSELLER 8184M Title: Coaching: Macintosh Version Publication Date: 12/23/1997 Product Type: Multimedia Case Abstract: An interactive multimedia learning and reference tool on CD-ROM to help managers at all levels develop and enhance their effectiveness as coaches. Provides managers with an interactive, collaborative learning process involving active listening, asking questions, sharing information, and working out the most effective solutions to different management problems. Through video-based role plays, keynotes, and interactive workshops, managers learn about the coaching process, and practice the skills needed for effective coaching. Three interactive case studies support the program's learning objectives, reinforce concepts and skills, and present exciting management challenges. The program's content expert, Linda Hill, offers advice and summaries of key learning points to help managers put what they've learned into action. A built-in personal itinerary prioritizes the program's content based on managers' responses to 20 multiplechoice questions relating to their personal and professional experience. A fully searchable resource section includes HBR articles, material from HBS, tools, and checklists. Windows version available: Order #8184W. Subjects: Careers & career planning; Delegation of authority; Leadership; Management communication; Management development; Management of professionals; Management performance; Managerial skills; Mentors; Supervision BESTSELLER 402027 Title: The Coca-Cola Co.: The Quaker Oats Acquisition (A) Author(s): Lorsch, Jay W.; Sanchez, Sonya Publication Date: 09/17/2001 Revision Date: 10/03/2001 Product Type: Case (Library) Abstract: Discusses how CEOs should think about bringing strategic issues to the board, what issues to bring, how to position them, and which information to provide. Geographic Setting: Atlanta, GA Industry Setting: Beverage industry Number of Employees: 30,000 Gross Revenues: $20,458 million revenues Subjects: Beverages; Board of directors; Corporate strategy Length: 21p Supplementary Materials: Supplement (Library), (402030), 1p, by Jay W. Lorsch, Sonya Sanchez 402030 Title: The Coca-Cola Co.: The Quaker Oats Acquisition (B) Author(s): Lorsch, Jay W.; Sanchez, Sonya Publication Date: 09/18/2001 Revision Date: 10/03/2001 Product Type: Supplement (Library) Abstract: Supplements the (A) case. Must be used with: (402027) The CocaCola Co.: The Quaker Oats Acquisition (A). Subjects: Beverages; Board of

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directors; Corporate strategy Length: 1p

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488006 Title: Coco Chanel--1883-1971 Author(s): Zaleznik, Abraham; Artuso AW Publication Date: 10/14/1987 Revision Date: 01/13/1992 Product Type: Case (Library) Abstract: Discusses leadership in the fashion industry. Geographic Setting: France Industry Setting: Fashion industry Event Year Start: 1883 Subjects: Clothing; Leadership; France Length: 29p R0711B Title: Cognitive Fitness Author(s): Gilkey, Roderick; Kilts, Clint Publication Date: 11/01/2007 Product Type: Harvard Business Review Article Abstract: Recent neuroscientific research shows that the health of your brain isn't, as experts once thought, just the product of childhood experiences and genetics; it reflects your adult choices and experiences as well. Professors Gilkey and Kilts of Emory University's medical and business schools explain how you can strengthen your brain's anatomy, neural networks, and cognitive abilities, and prevent functions such as memory from deteriorating as you age. The brain's alertness is the result of what the authors call cognitive fitness--a state of optimized ability to reason, remember, learn, plan, and adapt. Certain attitudes, lifestyle choices, and exercises enhance cognitive fitness. Mental workouts are the key. Brain-imaging studies indicate that acquiring expertise in areas as diverse as playing a cello, juggling, speaking a foreign language, and driving a taxicab expands your neural systems and makes them more communicative. In other words, you can alter the physical makeup of your brain by learning new skills. The more cognitively fit you are, the better equipped you are to make decisions, solve problems, and deal with stress and change. Cognitive fitness will help you be more open to new ideas and alternative perspectives. It will give you the capacity to change your behavior and realize your goals. You can delay senescence for years and even enjoy a second career. Drawing from the rapidly expanding body of neuroscientific research as well as from wellestablished research in psychology and other mental health fields, the authors have identified four steps you can take to become cognitively fit: understand how experience makes the brain grow, work

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Organizational Behavior & Leadership


hard at play, search for patterns, and seek novelty and innovation. Together these steps capture some of the key opportunities for maintaining an engaged, creative brain. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2007 9-408-099 Title: Cognizant Technology Solutions Author(s): Eccles, Robert G.; Kothandaraman, Prabakar PK Publication Date: 01/17/2008 Revision Date: 08/01/2008 Product Type: Case (Field) Abstract: In the highly competitive information technology outsourcing industry, Cognizant Technology Solutions has developed a strategy to differentiate itself by emphasizing building very close client relationships through its "Two-in-a-box" (TIB) model. This model is based on having two people share complete responsibility for the client. In the U.S. or Europe, the "onsite" person, along with his or her relationship management team, is responsible for understanding the client's needs, obtaining projects and properly scoping out the work. The "offshore" person in India or elsewhere, along with his or her delivery team, is responsible for completing the project in a high quality and timely way. The same topand bottom-line metrics are used to evaluate the performance of both the onsite and offshore managers. This strategy (as opposed to ones based on things like low cost and innovation used by Cognizant's competitors) is intended to build deep and strong client relationships that will maximize Cognizant's "share of wallet." One interesting aspect of TIB is Cognizant Business Consulting, a 1,700-person group which advises clients in the context of helping them develop IT solutions for their business challenges. More recently, and as the next evolution of the TIB model, Cognizant is developing what it calls "Cognizant 2.0" or C2. C2 is a delivery platform based on Web 2.0 technology that enables Cognizant to subdivide work into tasks that can be allocated wherever in the world the best resources within Cognizant exist based on cost, expertise and availability while at the same time maintaining collaboration and integration to ensure timely and high quality delivery. Number of Employees: 38,659 Gross Revenues: $1.424 billion in 2006 Event Year Start: 2007 Event Year End: 2007 Subjects: NO SUBJECTS(KEYWORDS) Length: 21p Year New: 2008 R0507H Title: Collaboration Rules Author(s): Evans, Philip; Wolf, Bob Publication Date: 07/01/2005 Product Type: Harvard Business Review Article Abstract: Corporate leaders seeking to boost growth, learning, and innovation may find the answer in a surprising place: the Linux open-source software community. Linux is developed by an essentially volunteer, self-organizing community of thousands of programmers. Most leaders would sell their grandmothers for workforces that collaborate as efficiently, frictionlessly, and creatively as the self-styled Linux hackers. But Linux is software, and software is hardly a model for mainstream business. The authors have, nonetheless, found surprising parallels between the anarchistic, caffeinated, hirsute world of Linux hackers and the disciplined, tea-sipping, clean-cut world of Toyota engineering. Specifically, Toyota and Linux operate by rules that blend the self-organizing advantages of markets with the low transaction costs of hierarchies. In place of markets' cash and contracts and hierarchies' authority are rules about how individuals and groups work together (with rigorous discipline); how they communicate (widely and with granularity); and how leaders guide them toward a common goal (by example). Those rules, augmented by simple communication technologies and a lack of legal barriers to sharing information, create rich common knowledge, the ability to organize teams modularly, extraordinary motivation, and high levels of trust, which radically lowers transaction costs. Low transaction costs, in turn, make it profitable for organizations to perform more and smaller transactions--and so increase the pace and flexibility typical of high-performance organizations. After the system achieves critical mass, it feeds on itself. The larger the system, the more broadly shared the knowledge, language, and work style. The greater individuals' reputational capital, the louder the applause and the stronger the motivation. The success of Linux is evidence of the power of that virtuous circle. Toyota's success is evidence that it is also powerful in conventional companies. Geographic Setting: Japan Industry Setting: Automotive industry; Automotive supplies; Software industry Subjects: NO SUBJECTS(KEYWORDS)

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1622CF Title: Collaboration Rules: Breaking Through Organizational Barriers: A Conversation with Philip Evans, A Harvard Business School Publishing Virtual Seminar Author(s): Evans, Philip Publication Date: 07/20/2005 Product Type: Previous Conference Abstract: Much has been written about the potential of collaboration to unlock value and drive breakthrough performance. Yet too few organizations collaborate as effectively as they could. Writing in the July-August issue of Harvard Business Review, Philip Evans reveals the steps you need to take to improve your collaborative efforts dramatically. Drawing on examples as diverse as Linux and Toyota, Evans will offer practical advice based on realworld experience. Evans and his coauthor, Bob Wolf, have identified ways to set the stage properly to foster dynamic and organic sharing of learning and innovation within and beyond your organization. These insights will show you how to increase pace and flexibility while reducing the "transaction costs" of sharing. In this 90-minute, interactive presentation, Evans will show that extraordinary group efforts don't have to be miraculous or accidental. He will demonstrate that an environment designed to produce cheap, plentiful transactions unleashes collaborations that break through organizational barriers. For more information and to register, please go to www.krm.com/collaborate Subjects: NO SUBJECTS(KEYWORDS) Length: 90 min List Price: $349.00 Year New: 2005 1622CD Title: Collaboration Rules: Breaking Through Organizational Barriers: A Conversation with Philip Evans: A Harvard Business School Publishing Virtual Seminar CD, Single User Author(s): Evans, Philip Publication Date: 07/20/2005 Product Type: Conference Audio Abstract: Much has been written about the potential of collaboration to unlock value and drive breakthrough performance. Yet too few organizations collaborate as effectively as they could. Writing in the July-August issue of Harvard Business Review, Philip Evans reveals the steps you need to take to improve your collaborative efforts dramatically. Drawing on examples as

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Organizational Behavior & Leadership


diverse as Linux and Toyota, Evans offers practical advice based on realworld experience. Evans and his coauthor, Bob Wolf, have identified ways to set the stage properly to foster dynamic and organic sharing of learning and innovation within and beyond your organization. These insights show you how to increase pace and flexibility while reducing the "transaction costs" of sharing. In this 90-minute, interactive presentation, Evans shows that extraordinary group efforts don't have to be miraculous or accidental. He demonstrates that an environment designed to produce cheap, plentiful transactions unleashes collaborations that break through organizational barriers. Volume discounts and site license pricing are also available. Subjects: NO SUBJECTS(KEYWORDS) Length: 90 min List Price: $129.00 Year New: 2005 402S07 Title: Colonial Food Services Co., Spanish Version Author(s): Beer, Michael; Clawson, James G. Publication Date: 07/31/2002 Product Type: LACC Case Abstract: The first case in a four-part case series which outlines the events leading up to a performance appraisal interview. Describes the background of the company. Geographic Setting: United States Industry Setting: Food services Company Size: small Gross Revenues: $35 million revenues Subjects: Food; Interpersonal behavior; Performance appraisal; Services Length: 5p 478005 Title: Colonial Food Services Co. Author(s): Beer, Michael; Clawson, James G. Publication Date: 10/01/1977 Revision Date: 09/30/1983 Product Type: Case (Field) Abstract: The first case in a four-part case series which outlines the events leading up to a performance appraisal interview. Describes the background of the company. May be used with: (478006) James Cranston; (478007) Eugene Kirby (A). Geographic Setting: United States Industry Setting: Food services Company Size: small Gross Revenues: $35 million revenues Subjects: Food; Interpersonal behavior; Performance appraisal; Services Length: 5p Supplementary Materials: Teaching Note, (485009), 8p, by Michael Beer, Bert A. Spector; Case Video, (887512), 26 min, by Bart J. Van Dissel 884518 Title: Colonial Foods: Performance Appraisal Interview, Video Author(s): Beer, Michael Publication Date: 02/16/1984 Product Type: Case Video Abstract: An in-depth interview by a regional vice-president and a district manager. To be used with Colonial Food Services (9-478-005), James Cranston (9-478-006), and Eugene Kirby (A) (9478-007). (This videotape is in black and white). An abridged version of this videotape (9-887-512) is also available. Industry Setting: Food industry Subjects: Food; Interpersonal behavior; Performance appraisal; Services Length: 59 min List Price: $150.00 Supplementary Materials: Video Transcript, (487027), 10p, by Michael Beer, James G. Clawson 305032 Title: Columbia's Final Mission (Multimedia Case) Author(s): Roberto, Michael A.; Edmondson, Amy C.; Ferlins, Erika M.; Feldman, Laura R.; Bohmer, Richard Publication Date: 03/01/2005 Product Type: Multimedia Case Abstract: On February 1, 2003, the Shuttle Columbia disintegrated upon reentry into the Earth's atmosphere, and the seven astronauts onboard lost their lives. Explores Columbia's final mission from the perspective of six key managers and engineers associated with NASA's Space Shuttle Program. An introductory video and interactive timeline present background information. An application replicates the desktop environment of six real-life managers and engineers involved in decision making during the period prior to Columbia's re-entry. Each student is preassigned a particular role and, through a password system, enters the role-play application. Students review the protagonists' actual e-mails, listen to audio re-enactments of crucial meetings, and review space agency documents. Students must be prepared to play the role of the protagonist in a classroom reenactment of a critical Mission Management Team meeting that took place on Flight Day 8 (January 24, 2003). Students examine the organizational causes of the tragedy rather than focus on the technical cause. May be used with HBR article: Facing Ambiguous Threats (product #R0611F) Geographic Setting: Houston, TX Industry Setting: Aerospace industry

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Number of Employees: 24,000 Event Year Start: 2003 Event Year End: 2003 Subjects: Aerospace industry; Corporate culture; Crisis management; Decision making; Group dynamics; Leadership; Managerial skills; Organizational behavior Supplementary Materials: Teaching Note, (305033), 49p, by Michael A. Roberto, Amy C. Edmondson, Erika M. Ferlins, Richard Bohmer 7661BC Title: Comments and Corrections: Strategies for Preventing Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter Abstract: How can we get from bad leadership to better leadership? In this chapter the author offers some thoughts on stopping bad leadership. Some of the suggestions for leaders include sharing power and not believing your own hype. Followers can help, too, by paying attention to what is happening, and being willing to take a stand, among other things. Subjects: NO SUBJECTS(KEYWORDS) Length: 19p List Price: $6.95 R00111 Title: Common Sense and Conflict: An Interview with Disney's Michael Eisner Author(s): Eisner, Michael; Wetlaufer, Suzy Publication Date: 01/01/2000 Product Type: Harvard Business Review Article Abstract: Once upon a time, the Walt Disney Company was famous for a quaint little mouse, a collection of vintage animated films for children, and two enjoyable--but aging--theme parks. It was, in other words, a great American company in eclipse. Today, Disney may be going through some tough times, but it's tough times for a vast $23 billion empire. Along with animation blockbusters like The Lion King and Beauty and the Beast, Disney now owns three motion picture studios, as well as the ABC and ESPN television networks. The company is now poised to build new theme parks in Japan and China to go along with its EuroDisney attractions. Two Disney cruise ships sail the Bahamas. A Disney symphony to mark the millennium opened at the New York Philharmonic last fall. And an integrated network of Web sites--Disney.com, ABC.com, ABCNews.com, Go.com, and Family.com--stretches out over the Internet. The driving force behind all that

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Organizational Behavior & Leadership


growth was undoubtedly Michael Eisner, who became chairman and CEO in 1984. In this interview with senior editor Suzy Wetlaufer, Eisner vividly and colorfully describes the challenges he confronted as he built Disney. In a series of revealing anecdotes, he illustrates the workings of a culture that fosters creativity--an environment fraught with both carefully institutionalized conflict and good old-fashioned common sense. Eisner describes in detail the four pillars of his particular brand of leadership, which he maintains are the same in good times and bad: being an example; being there; being a nudge; and being, as he puts it, "an idea generator--all the time, all day, all night." Industry Setting: Entertainment industry Subjects: Creativity; Entertainment industry; Innovation; Interviews; Leadership Length: 11p 3626 Title: Common Sense and Conflict: An Interview with Disney's Michael Eisner (HBR OnPoint Enhanced Edition) Author(s): Eisner, Michael; Wetlaufer, Suzy Publication Date: 06/01/2000 Product Type: HBR OnPoint Article Abstract: Once upon a time, the Walt Disney Company was famous for a quaint little mouse, a collection of vintage animated films for children, and two enjoyable--but aging--theme parks. It was, in other words, a great American company in eclipse. Today, Disney may be going through some tough times, but it's a vast $23 billion empire. Along with animation blockbusters like The Lion King and Beauty and the Beast, Disney now owns three motion picture studios, as well as the ABC and ESPN television networks. The company is now poised to build new theme parks in Japan and China to go along with its EuroDisney attractions. Two Disney cruise ships sail the Bahamas. A Disney symphony to mark the millennium opened at the New York Philharmonic last fall. And an integrated network of Web sites stretches out over the Internet. The driving force behind all that growth was undoubtedly Michael Eisner, who became chairman and CEO in 1984. In this interview with senior editor Suzy Wetlaufer, Eisner vividly and colorfully describes the challenges he confronted as he built Disney. In a series of revealing anecdotes, he illustrates the workings of a culture that fosters creativity--an environment fraught with both carefully institutionalized conflict and good old-fashioned common sense. Eisner describes in detail the four pillars of his particular brand of leadership, which he maintains are the same in good times and bad: being an example; being there; being a nudge; and being, as he puts it, "an idea generator--all the time, all day, all night." Industry Setting: Entertainment industry Subjects: Creativity; Entertainment industry; Innovation; Interviews; Leadership Length: 15p List Price: $6.50 B0705B Title: Common Sense in Strategy Communication: Four Lessons from Canon USA Author(s): Keller Johnson, Lauren Publication Date: 05/15/2007 Product Type: Balanced Scorecard Report Article Abstract: At Canon USA, strategic awareness is serious business. Executives advocate top-down, bottomup, and lateral communications and feedback. The commitment to communicating strategy and aligning employees with this commitment has served the company, a subsidiary of Canon Inc., well. It has played a pivotal role in the success of the company's customer intimacy strategy--a strategy that has propelled Canon to new heights of profitability and won it a place in the Balanced Scorecard Hall of Fame. In this article, BSR talks with Chuck Biczak, director of strategic planning for Canon USA, about four commonsense lessons that will help any strategy executive meet the communications challenge. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p List Price: $9.50 Year New: 2007 70604 Title: Communicate Through Your Supervisors Author(s): Gelfand, Louis I. Publication Date: 11/01/1970 Product Type: Harvard Business Review Article Abstract: The results of interviews with 600 Pillsbury employees, to determine the effectiveness of internal communications, reveal that good communication and favorable employee attitudes are related. Providing employees with information that they want quickly, and through the channels they prefer, characterizes good communication. The principle organizational procedures of an in-plant communications program are: setting aside 15 minutes of the workweek for supervisors to meet with employees,

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reporting verbally on matters of interest, and learning from question-and-answer sessions. Subjects: Management communication; Management styles; Personnel management Length: 4p 7535BC Title: Communicate for Buy-In: Engaging and Enabling the Whole Organization Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter Abstract: Organizational change, by definition, cannot take place in a vacuum; communicating in a concise, candid, heart-felt manner is critical to the success of your change effort. This chapter describes key activities and tactics, and provides several assessment tools that will help you move individuals from total lack of awareness of the problem to understanding and committing to the vision. Subjects: NO SUBJECTS(KEYWORDS) Length: 30p List Price: $6.95 Year New: 2007 C0602B Title: Communicate to Inform, Not Impress Author(s): Obuchowski, Janice Publication Date: 02/01/2006 Product Type: Harvard Management Communication Letter Article Abstract: It's all too easy to fall into the trap of using the important-sounding but vague expressions that constitute so much business communication today. But jargon is bad news--not because it irritates English teachers and editors but because it will bore, confuse, and alienate your audience. Read this article to learn how to break free of the tedium, obscurity, and anonymity traps of business language to become a more informative, interesting, and persuasive communicator. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 Year New: 2006 2170BC Title: Communicate--with Care: How to Be a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter Abstract: Effective leaders pay careful attention to how they are seen and heard. This chapter explores the ways in which leaders construct compelling

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Organizational Behavior & Leadership


narratives about themselves and their contexts, and the ways in which they identify the channels of communication that work best for them. May be used with: (2165BC) Introduction: Why Should Anyone Be Led by You?; (2163BC) Be Yourself--More--with Skill: How to Be a More Effective Leader; (2166BC) Take Personal Risks: How to Be a More Effective Leader; (2167BC) Read--and Rewrite--The Context: How to Be a More Effective Leader; (2168BC) Remain Authentic--but Conform Enough: How to Be a More Effective Leader; (2169BC) Manage Social Distance: How to Be a More Effective Leader; (2172BC) Authentic Followership: Being a More Effective Leader; (2174BC) The Price and Prize of Leadership: Being a More Effective Leader; (2164BC) Know and Show Yourself--Enough: How to Be a More Effective Leader; (2714BC) Tools for Maximizing Your Leadership Potential. Subjects: NO SUBJECTS(KEYWORDS) Length: 30p List Price: $6.95 Year New: 2006 C9908A Title: Communicating Change: A Dozen Tips from the Experts Author(s): Saunders, Rebecca Publication Date: 08/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: All too often, change processes meant to strengthen an organization actually weaken it by leaving employees confused and resentful--when management really needs their commitment most. Managers need to take pains to communicate effectively throughout a proposed change for their company. By following these 12 tips from the experts--including explaining the reason for the change, supporting the change with new learning, and modeling the change yourself--you can prevent employee morale problems and make a change initiative work in your company. Subjects: Communication; Communication in organizations; Employee morale; Management communication; Management of change; Organizational change Length: 3p List Price: $4.50 C0106A Title: Communicating Is Not Optional Author(s): Sinickas, Angela Publication Date: 06/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Opening communication channels and making sure that communication flows in the right directions can be critical to performance. What's more, holding back information may prove destructive, giving employees and even customers the wrong signals. Drawing on a number of real-world examples, this article reveals how to establish--and enforce--a set of norms for all directions of communication within organizations: top down, upward, horizontal, and outward. Subjects: Communication in organizations; Communication strategy; Leadership; Management communication Length: 3p List Price: $4.50 C9904C Title: Communicating in Eastern Europe Author(s): Marshall, Jeffrey Publication Date: 04/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: Traveling to Eastern Europe on business? This article offers some thoughts from consultants and other experts about communications challenges and how to overcome them when doing business in Eastern Europe. Learn how to avoid certain miscues that would surely hurt your business dealings in these former Soviet-bloc countries. Geographic Setting: Europe, Eastern Subjects: Communication; Cross cultural relations; Eastern Europe; Management communication Length: 2p List Price: $4.50 C0011D Title: Communicating in the Chaordic Age Publication Date: 11/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: There are signs and portents of a new age in employee-boss relations in the workplace. Hierarchies are out. Participation is in. Dee Hock, founder of VISA and proselytizer for new ways to manage workers more democratically, calls this new era the "Chaordic age," his made-up word combining chaos and order. He believes that companies need to learn to operate at the edge of chaos and order to be able to respond with the necessary speed and adaptability that the new age demands. This article offers seven rules for successful communication in the Chaordic age. Subjects: Interpersonal relations; Management communication; Participatory management Length: 2p List Price: $4.50

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R00110 Title: Communities of Practice: The Organizational Frontier Author(s): Wenger, Etienne; Snyder, William M. Publication Date: 01/01/2000 Product Type: Harvard Business Review Article Abstract: A new organizational form is emerging in companies that run on knowledge: the community of practice. And for this expanding universe of companies, communities of practice promise to radically galvanize knowledge sharing, learning, and change. A community of practice is a group of people informally bound together by shared expertise and passion for a joint enterprise. People in companies form them for a variety of reasons--to maintain connections with peers when the company reorganizes; to respond to external changes such as the rise of ecommerce; or to meet new challenges when the company changes strategy. Regardless of the circumstances that give rise to communities of practice, their members inevitably share knowledge in free-flowing, creative ways that foster new approaches to problems. Over the past five years, the authors have seen communities of practice improve performance at companies as diverse as an international bank, a major car manufacturer, and a U.S. government agency. Communities of practice can drive strategy, generate new lines of business, solve problems, promote the spread of best practices, develop people's skills, and help companies recruit and retain talent. The paradox of such communities is that although they are self-organizing and thus resistant to supervision and interference, they do require specific managerial efforts to develop them and integrate them into an organization. Only then can they be fully leveraged. The authors explain the steps managers need to take in order to get communities going--and to sustain them so they can become a central part of their companies' success. Subjects: Employee retention; Organizational design; Organizational development; Organizational learning; Organizational structure; Teams; Virtual communities Length: 7p U9710B Title: Companies Don't Develop Leaders--CEOs Do: An Interview with Noel Tichy Author(s): Tichy, Noel M.; Brown, Tom Publication Date: 10/01/1997 Product Type: Harvard Management Update Article Abstract: Noel Tichy, professor of

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Organizational Behavior & Leadership


organizational behavior at the University of Michigan and author of Control Your Own Destiny, discusses the importance of the CEO's role in leadership development. Tichy asserts that the best people in the company to educate and develop future leaders are those who have a record of success that others can learn from. Tichy promotes "the teachable point of view": These leaders possess a base of knowledge about business and the dynamics of business. And these leaders can pass on their knowledge to less experienced managers around them, which prepares new managers to lead in the future. This type of leadership can energize a company and help build a winning organization. Subjects: Interviews; Leadership; Management development; Organizational development Length: 3p List Price: $4.50 BESTSELLER 2636BC Title: Compassion: An Essential Element of Resonant Leadership Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005 Product Type: HBS Press Chapter Abstract: Leaders develop their resonance and renew themselves by cultivating three essential elements: mindfulness, hope, and compassion. This chapter highlights the concrete leadership benefits of compassion, looking at how effective leaders embrace it and employ it in their lives and work. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2638BC) "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Resonant Leadership. Subjects: NO SUBJECTS(KEYWORDS) Length: 33p List Price: $6.95 Year New: 2007 PEL002 Title: Compensation Reform at Denver Public Schools Author(s): Grossman, Allen; Beaulieu, Nancy Dean; Suesse, Jennifer M. Publication Date: 09/07/2004 Revision Date: 01/02/2007 Product Type: Case (Field) Abstract: Focuses on using compensation as a lever for organizational improvement, highlighting topics such as developing institutional capacity for accountability, effecting organizational change, and working to address systemic misalignment. Geographic Setting: Denver, CO Industry Setting: Education industry Subjects: Compensation; Leadership; Organizational change; Unionization Length: 25p Supplementary Materials: Teaching Note, (PEL017), 15p, by Allen Grossman, Jennifer M. Suesse Year New: 2004 R0506E Title: Competent Jerks, Lovable Fools, and the Formation of Social Networks Author(s): Casciaro, Tiziana; Lobo, Miguel Sousa Publication Date: 06/01/2005 Product Type: Harvard Business Review Article Abstract: When looking for help with a task at work, people turn to those best able to do the job. Right? Wrong. New research shows that work partners tend to be chosen not for ability but for likeability. Drawing from their study encompassing 10,000 work relationships in five organizations, the authors have classified work partners into four archetypes: the competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likeable; and the incompetent jerk, who...well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for every organization, as both of these types often represent missed opportunities. Lovable fools can bridge gaps between diverse groups that might not otherwise interact. But their networking skills are often developed at the expense of job performance, which can make these employees underappreciated and vulnerable to downsizing. To get the most out of them, managers need to

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protect them and put them in positions that don't waste their bridge-building talents. As for the competent jerks, many can be socialized through coaching or by being made accountable for bad behavior. May be used with: (497055) Building Coalitions; (400036) Taran Swan at Nickelodeon Latin America (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2005 1118 Title: Competent Jerks, Lovable Fools, and the Formation of Social Networks (HBR OnPoint Enhanced Edition) Author(s): Casciaro, Tiziana; Lobo, Miguel Sousa Publication Date: 06/01/2005 Product Type: HBR OnPoint Article Abstract: When looking for help with a task at work, people turn to those best able to do the job. Right? Wrong. New research shows that work partners tend to be chosen not for ability but for likability. Drawing from their study encompassing 10,000 work relationships in five organizations, the authors have classified work partners into four archetypes: the competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likable; and the incompetent jerk, who...well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for every organization, as both of these types often represent missed opportunities. Lovable fools can bridge gaps between diverse groups that might not otherwise interact. But their networking skills are often developed at the expense of job performance, which can make these employees underappreciated and vulnerable to downsizing. To get the most out of them, managers need to protect them and put them in positions that don't waste their bridge-building talents. As for the competent jerks, many can be socialized through coaching or by being made accountable for bad behavior. May be used with: (497055) Building Coalitions. Subjects: Innovation Length: 10p List Price: $6.50 Year New: 2005 908M61 Title: Competing for Development (A): Fuel Efficient Stove for Darfur Author(s): Branzei, Oana; Abdelnour,

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Organizational Behavior & Leadership


Samer Publication Date: 09/10/2008 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: The new country director of CHF International (CHF), a U.S.-based organization that initiated operations in Sudan with USAID funding, must review the successes of CHF's early interventions, and its strategic interest in the fuel efficient stoves project. The practical decision concerns a US$65,000 investment in a local manufacturing facility that would allow CHF to scale up the production of a stove design endorsed by the Lawrence Berkeley National lab using locally tested prototypes with USAID support. Students are asked to contemplate whether and how economies of scale would bring the costs down to a tipping point where internally displaced persons (IDPs) in Darfuri camps could afford the benefits of greater efficiency and convenience. They also need to balance cost cutting considerations with alternative decision criteria for local development: the success of this project depends on IDPs' preference among alternative stove providers--which encompasses, in addition to fuel economies, the characteristics of the stoves themselves (i.e. quality, fuel efficiency), the engagement of the community in their production, and the ability to use and repair the stoves. The role play supplements M0862A to M0862F will highlight several aspects of the competitive dynamics among the key players. A summary of the dynamic interaction between the players is provided in the supplement Competing for Development (C): Success, Bittersweet. Geographic Setting: Sudan Subjects: NO SUBJECTS(KEYWORDS) Length: 18p Supplementary Materials: Supplement (Field), (908M63), 14p, by Oana Branzei, Samer Abdelnour; Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862B), 4p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862C), 2p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862D), 2p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862E), 4p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862F), 2p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862A), 5p, by Oana Branzei, Samer Abdelnour M0862A Title: Competing for Development (B1): The Intermediate Technology Development Group/Practical Action Author(s): Branzei, Oana; Abdelnour, Samer Publication Date: 09/09/2008 Product Type: Supplement (Field) Publisher: Richard Ivey School of Business/UWO Abstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Supplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862B), 4p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862C), 2p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862D), 2p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862E), 4p, by Oana Branzei, Samer Abdelnour; Supplement (Field), (M0862F), 2p, by Oana Branzei, Samer Abdelnour M0862B Title: Competing for Development (B2): The Berkeley Lab Author(s): Branzei, Oana; Abdelnour, Samer Publication Date: 09/09/2008 Product Type: Supplement (Field) Publisher: Richard Ivey School of Business/UWO Abstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Supplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour M0862C Title: Competing for Development (B3): Aprovecho Author(s): Branzei, Oana; Abdelnour, Samer Publication Date: 09/09/2008 Product Type: Supplement (Field) Publisher: Richard Ivey School of Business/UWO Abstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development

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(B1): The Intermediate Technology Development Group/Practical Action. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p Supplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour M0862D Title: Competing for Development (B4): International Lifeline Fund Author(s): Branzei, Oana; Abdelnour, Samer Publication Date: 09/17/2008 Product Type: Supplement (Field) Publisher: Richard Ivey School of Business/UWO Abstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p Supplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour M0862E Title: Competing for Development (B5): USAID Author(s): Branzei, Oana; Abdelnour, Samer Publication Date: 09/09/2008 Product Type: Supplement (Field) Publisher: Richard Ivey School of Business/UWO Abstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Supplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour M0862F Title: Competing for Development (B6): IDP Women Organizations Author(s): Branzei, Oana; Abdelnour, Samer Publication Date: 09/09/2008 Product Type: Supplement (Field) Publisher: Richard Ivey School of Business/UWO Abstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur;

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Organizational Behavior & Leadership


(M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p Supplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour 908M63 Title: Competing for Development (C): Success, Bittersweet Author(s): Branzei, Oana; Abdelnour, Samer Publication Date: 09/23/2008 Product Type: Supplement (Field) Publisher: Richard Ivey School of Business/UWO Abstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action; (M0862B) Competing for Development (B2): The Berkeley Lab; (M0862C) Competing for Development (B3): Aprovecho; (M0862D) Competing for Development (B4): International Lifeline Fund; (M0862E) Competing for Development (B5): USAID; (M0862F) Competing for Development (B6): IDP Women Organizations. Subjects: NO SUBJECTS(KEYWORDS) Length: 14p Supplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour R0807E Title: The Competitive Imperative of Learning Author(s): Edmondson, Amy C. Publication Date: 07/01/2008 Product Type: Harvard Business Review Article Abstract: Most executives believe that relentless execution--efficient, timely, consistent production and delivery of goods or services--is the surefire path to customer satisfaction and positive financial results. But this is a myth in the knowledge economy, argues Edmondson, a Harvard Business School professor. She points to General Motors, which for years has remained wedded to a well-developed competency in centralized controls and efficient execution but has steadily lost ground, posting a record $38.7 billion loss in 2007. Such an execution-as-efficiency model results in employees who are exceedingly reluctant to offer ideas or voice questions and concerns. Placing value only on getting things right the first time, organizations are unable to take the risks necessary to improve and evolve. By contrast, firms that put a premium on what Edmondson calls execution-as-learning focus not so much on how a process should be carried out as on how it should evolve. Since 1980 General Electric, for instance, has continued to reinvent itself in every field from wind energy to medical diagnostics; and it enjoyed a $22.5 billion profit in 2007. Organizations that foster execution-as-learning provide employees with psychological safety. No one is penalized for asking for help or making a mistake. These companies also employ four distinct approaches to day-to-day work: They use the best available knowledge (which is understood to be a moving target) to inform the design of specific process guidelines. They encourage employee collaboration by making information available when and where it's needed. They routinely capture data on processes to discover how work really happens. Finally, they study these data in an effort to find ways to improve execution. Taken together, these practices form the basis of a learning infrastructure that makes continual learning part of business as usual. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2007 4886BC Title: Complacency and False Urgency: Barriers to Successful Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter Abstract: The first step in creating a true sense of urgency is to deeply understand its opposites: complacency and false urgency. This chapter shows you how to spot red flag behavior and help others see the problem. Subjects: NO SUBJECTS(KEYWORDS) Length: 22p List Price: $6.95 Year New: 2007 CMR107 Title: The Concept of "Ba": Building a Foundation for Knowledge Creation Author(s): Nonaka, Ikujiro; Konno, Noboru Publication Date: 04/01/1998 Product Type: CMR Article Publisher: California Management Review Abstract: This article introduces the Japanese concept of "ba" to organizational theory. Ba (equivalent to "place" in English) is a shared space for

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emerging relationships. It can be a physical, virtual, or mental space. Knowledge, in contrast to information, cannot be separated from the context--it is embedded in ba. To support the process of knowledge creation, a foundation in ba is required. Develops and explains four specific platforms and their relationships to knowledge creation. Each of the knowledge conversion modes is promoted by a specific ba. A self-transcending process of knowledge creation can be supported by providing ba on different organizational levels. Presents case studies of three companies that employ ba on the team, division, and corporate level to enhance knowledge creation. Geographic Setting: Japan Subjects: Innovation; Japan; Knowledge management; Organizational design Length: 16p 2192BC Title: Conclusion: Beyond Sink or Swim (The First 90 Days) Author(s): Watkins, Michael Publication Date: 09/18/2003 Product Type: HBS Press Chapter Abstract: This chapter takes a step back from the specifics of the 10 transition challenges and the strategies to surmount them to look at the bigger picture and examine the five core propositions concerning transitions introduced at the beginning of the book. What does it take to meet them? May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2184BC) Achieve Alignment: The First 90 Days; (2185BC) Build Your Team: The First 90 Days; (2188BC) Create Coalitions: The First 90 Days; (2189BC) Keep Your Balance: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2180BC) Match Strategy to Situation: The First 90 Days. Subjects: NO SUBJECTS(KEYWORDS) Length: 0p List Price: $6.95 NEW F0409B Title: The Confession Game Plan Author(s): Hobbs, Caswell O. Publication Date: 09/01/2004 Product Type: Harvard Business Review Article Abstract: The penalties for antitrust offenses are more severe than most executives think. But companies that violate antitrust laws can win amnesty by

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Organizational Behavior & Leadership


fessing up before someone blows the whistle on them. Subjects: Antitrust laws; Corporate governance; Corporate responsibility; Legal aspects of business Length: 2p Year New: 2004 R0509C Title: Confessions of a Trusted Counselor Author(s): Nadler, David A. Publication Date: 09/01/2005 Product Type: Harvard Business Review Article Abstract: Advising CEOs sounds like a dream job, but doing so can be perplexing and perilous. At times, the questions you must ask yourself--about your own motivations and loyalty--can be thornier than the organizational problems that clients face. David Nadler knows, because he has been asking himself such questions for a quarter century while advising the chiefs of more than two dozen corporations. If you're an adviser to CEOs, recognizing the pitfalls of your role may help you sidestep them. And understanding a problem's nuances and implications may help you uncover a solution. The challenges facing consultants include: The loyalty dilemma: Is my ultimate responsibility to the CEO, who pays for my services, or to the institution, which pays for his? Today's shorter CEO tenures and greater board oversight have diminished the top leader's power and autonomy; it's now routine for a CEO adviser to have conversations with directors about the CEO's performance. To defuse loyalty issues, the adviser should raise them with the executive at the outset of the relationship. The overidentification dilemma: How do I immerse myself in the CEO's worldview without making it my own? CEOs can be enormously persuasive, but if you don't push back, you're not doing your job. The trick is to ask probing questions without shaking the CEO's confidence that you fully comprehend the forces that shape her views. The friendship dilemma: If the CEO and I like each other, can we-should we--become friends? A successful, long-term advisory relationship with a CEO requires a strong personal connection; in some cases, that becomes a friendship. But the best relationships are characterized by the participants' clear-eyed recognition of each other's frailties-tempered, of course, by genuine affection and easy rapport. Industry Setting: Consulting Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2005 1770 Title: Confessions of a Trusted Counselor (HBR OnPoint Enhanced Edition) Author(s): Nadler, David A. Publication Date: 09/01/2005 Product Type: HBR OnPoint Article Abstract: Advising CEOs sounds like a dream job, but doing so can be perplexing and perilous. At times, the questions you must ask yourself--about your own motivations and loyalty--can be thornier than the organizational problems that clients face. David Nadler knows, because he has been asking himself such questions for a quarter century while advising the chiefs of more than two dozen corporations. If you're an adviser to CEOs, recognizing the pitfalls of your role may help you sidestep them. And understanding a problem's nuances and implications may help you uncover a solution. The challenges facing consultants include: The loyalty dilemma: Is my ultimate responsibility to the CEO, who pays for my services, or to the institution, which pays for his? Today's shorter CEO tenures and greater board oversight have diminished the top leader's power and autonomy; it's now routine for a CEO adviser to have conversations with directors about the CEO's performance. To defuse loyalty issues, the adviser should raise them with the executive at the outset of the relationship. The overidentification dilemma: How do I immerse myself in the CEO's worldview without making it my own? CEOs can be enormously persuasive, but if you don't push back, you're not doing your job. The trick is to ask probing questions without shaking the CEO's confidence that you fully comprehend the forces that shape her views. The friendship dilemma: If the CEO and I like each other, can we-should we--become friends? A successful, long-term advisory relationship with a CEO requires a strong personal connection; in some cases, that becomes a friendship. But the best relationships are characterized by the participants' clear-eyed recognition of each other's frailties-tempered, of course, by genuine affection and easy rapport. Industry Setting: Consulting Subjects: NO SUBJECTS(KEYWORDS) Length: 11p List Price: $6.50 Year New: 2005 8231SL Title: Confidence: How Leaders Create Winning Streaks (and Avoid Losing

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Streaks), A Harvard Business School Publishing Virtual Seminar CD, Multiuser Author(s): Kanter, Rosabeth Moss Publication Date: 11/02/2004 Product Type: Conference Audio Abstract: Confidence: How Leaders Create Winning Streaks (and Avoid Losing Streaks), a Harvard Business School Publishing virtual seminar CD, multiuser, featuring Rosabeth Moss Kanter of Harvard Business School-noted management expert and author of Confidence: How Winning Streaks & Losing Streaks Begin & End. In her latest book, Confidence: How Winning Streaks and Losing Streaks Begin and End, Rosabeth Moss Kanter unveils her extensive new research about why some people, teams, businesses, even countries are consistently successful whereas others can't seem to get out of a downward spiral once it begins. Contrary to conventional wisdom, winning--and winning streaks--are not the result of talent and success alone, but come from a foundation that permits unexpected people to achieve high levels of performance, according to Kanter. Key to creating such a foundation is the right kind of leadership: from the simplest ballgames to the most complex business and political situations, the common element in winning is a basic truth about people-they rise to the occasion when leaders help them gain the confidence to do it. Kanter writes, "If the people in charge rely only on themselves as heroes who can rescue any situation while focusing on others' inadequacies, they undermine confidence and reinforce losing streaks." In this 90-minute presentation, Kanter draws upon real-world examples to reveal why talent alone in an organization is not enough and provides the principles of leadership necessary to build a true winner--and shows how to use the principles of confidence to reverse a downward spiral before it gets out of control. For information regarding multiuser site licenses, call 1-800-7955200. Outside the United States and Canada, call 617-782-7888. Subjects: Human behavior; Leadership; Performance effectiveness Length: 90 min List Price: $349.00 Year New: 2004 8231CF Title: Confidence: How Leaders Create Winning Streaks (and Avoid Losing Streaks), A Harvard Business School Publishing Virtual Seminar, Registration Fee Author(s): Kanter, Rosabeth Moss Publication Date: 11/02/2004 Product Type: Previous Conference

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Organizational Behavior & Leadership


Abstract: Confidence: How Leaders Create Winning Streaks (and Avoid Losing Streaks), a Harvard Business School Publishing virtual seminar featuring Rosabeth Moss Kanter of Harvard Business School--noted management expert and author of Confidence: How Winning Streaks & Losing Streaks Begin & End. In her latest book, Confidence: How Winning Streaks and Losing Streaks Begin and End, Rosabeth Moss Kanter unveils her extensive new research about why some people, teams, businesses, even countries are consistently successful whereas others can't seem to get out of a downward spiral once it begins. Contrary to conventional wisdom, winning--and winning streaks--are not the result of talent and success alone, but come from a foundation that permits unexpected people to achieve high levels of performance, according to Kanter. Key to creating such a foundation is the right kind of leadership: from the simplest ballgames to the most complex business and political situations, the common element in winning is a basic truth about people-they rise to the occasion when leaders help them gain the confidence to do it. Kanter writes, "If the people in charge rely only on themselves as heroes who can rescue any situation while focusing on others' inadequacies, they undermine confidence and reinforce losing streaks." In this 90-minute presentation, Kanter will draw upon real-world examples to reveal why talent alone in an organization is not enough and provide the principles of leadership necessary to build a true winner--and show how to use the principles of confidence to reverse a downward spiral before it gets out of control. To register, please go to www.krm.com/confidence Subjects: Human behavior; Leadership; Performance effectiveness Length: 90 min List Price: $349.00 Year New: 2004 71206 Title: Conflicts That Plague Family Businesses Author(s): Levinson, Harry Publication Date: 03/01/1971 Product Type: Harvard Business Review Article Abstract: The fundamental psychological conflict that plagues family businesses is rivalry, compounded by feelings of guilt. Company founders feel rivalry when they unconsciously sense that subordinates threaten to remove them from their center of power. For the founders the business is an extension of themselves which they have great difficulty giving up. By confronting and discussing their feelings of hostility and rivalry, possibly in the presence of a neutral third party, family members begin to resolve their problems. Subjects: Conflict; Family owned businesses; Interpersonal relations Length: 9p 404805 Title: Confronting a Necessary Evil, Video Author(s): Molinsky, Andrew; Margolis, Joshua D. Publication Date: 04/01/2004 Product Type: Case Video Abstract: Three videotaped vignettes illustrate real-life examples of individuals confronting a necessary evil. Shows the challenges professionals face in performing tasks that entail harming others. Teaching Purpose: To help launch the diagnostic exercise and stimulate class discussion by providing concrete situations as reference points while students work through their own examples. To convey the ethical, psychological, and practical difficulties involved in performing necessary evils. Must be used with: (404027) Necessary Evils: A Diagnostic Exercise. May be used with: (404113) Confronting a Necessary Evil: The Firing of Alex Robins (B); (404125) Confronting a Necessary Evil: The Firing of Alex Robins (A). Subjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; Professionals Length: 10 min List Price: $150.00 Supplementary Materials: Supplement, (404107), 30p, by Joshua D. Margolis, Andrew Molinsky Year New: 2004 404125 Title: Confronting a Necessary Evil: The Firing of Alex Robins (A) Author(s): Margolis, Joshua D. Publication Date: 04/08/2004 Revision Date: 05/16/2005 Product Type: Case (Field) Abstract: A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. May be used with: (404027) Necessary Evils: A Diagnostic Exercise; (404805) Confronting a Necessary Evil, Video; (404113) Confronting a Necessary Evil: The Firing of Alex Robins (B). Industry Setting: Advertising industry Subjects: Ethics; Interpersonal behavior; Leadership; Organizational

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behavior; Professionals Length: 2p Supplementary Materials: Supplement, (404107), 30p, by Joshua D. Margolis, Andrew Molinsky Year New: 2004 405S02 Title: Confronting a Necessary Evil: The Firing of Alex Robins (A), Spanish Version Author(s): Margolis, Joshua D. Publication Date: 04/08/2004 Product Type: LACC Case Abstract: A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. May be used with: (405S04) Necessary Evils: A Diagnostic Exercise, Spanish Version. Industry Setting: Advertising industry Subjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; Professionals Length: 2p Supplementary Materials: LACC Supplement, (405S03), 5p, by Joshua D. Margolis 404113 Title: Confronting a Necessary Evil: The Firing of Alex Robins (B) Author(s): Margolis, Joshua D. Publication Date: 02/26/2004 Revision Date: 05/16/2005 Product Type: Case (Field) Abstract: A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. May be used with: (404125) Confronting a Necessary Evil: The Firing of Alex Robins (A); (404805) Confronting a Necessary Evil, Video; (404027) Necessary Evils: A Diagnostic Exercise. Industry Setting: Advertising industry Subjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; Professionals Length: 5p Supplementary Materials: Supplement, (404107), 30p, by Joshua D. Margolis, Andrew Molinsky Year New: 2004 405S03 Title: Confronting a Necessary Evil: The Firing of Alex Robins (B), Spanish Version Author(s): Margolis, Joshua D. Publication Date: 02/26/2004 Revision Date: 04/08/2004

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Organizational Behavior & Leadership


Product Type: LACC Supplement Abstract: Supplements the (A) case Must be used with: (405S02) Confronting a Necessary Evil: The Firing of Alex Robins (A), Spanish Version. May be used with: (405S04) Necessary Evils: A Diagnostic Exercise, Spanish Version. Subjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; Professionals Length: 5p 589110 Title: Coniston vs. Gillette: Communications in a Proxy Fight Author(s): Greyser, Stephen A.; Klein, Norman Publication Date: 06/21/1989 Revision Date: 07/27/1989 Product Type: Case (Field) Abstract: After purchasing 6% of the Gillette Co.'s stock, the Coniston Group attempted to seat four candidates on Gillette's board of directors via a proxy fight. The case explores the method Coniston used to communicate with and contact Gillette's shareholders in order to persuade them to assign their proxies to Coniston. Communications (ads and letters to shareholders) from both Coniston and Gillette are included. Instructional issues include the use of advertisements and letters to address shareholders and other relevant audiences, press relations, the role of the SEC, and the use of proxy solicitors. Geographic Setting: United States Industry Setting: Securities & investing Subjects: Advertising; Board of directors; Corporate governance; Public relations; Stockholders Length: 30p 4944BC Title: Connecting Leadership Attributes to Results Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter Abstract: People often associate effective leadership with certain leadership attributes, but leadership capability must be put to appropriate, purposeful use. This chapter describes the perils of developing leadership attributes only, without connecting these attributes to results. May be used with: (5061BC) Defining Desired Results: Developing Results-Based Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders. Subjects: NO SUBJECTS(KEYWORDS) Length: 31p List Price: $6.95 Year New: 2008 F0603D Title: Connecting Maverick Minds Author(s): West, Geoffrey Publication Date: 03/01/2006 Product Type: Harvard Business Review Article Abstract: Geoffrey West, president of the Santa Fe Institute, a unique research community that innovates by mixing disciplines, talks about why free thinking matters. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2006 B0703A Title: Connecting the Dots: Using the Balanced Scorecard to Execute an Innovation Strategy Author(s): Jonash, Ronald; Donlon, Barnaby S. Publication Date: 03/15/2007 Product Type: Balanced Scorecard Report Article Abstract: Innovation-it's crucial for sustaining success in today's ruthlessly competitive global marketplace. Yet for most organizations, successful innovation-defined in terms of a financial premium (superior, sustainable profitable growth) and a customer premium (superior customer preference and sustainable brand equity)-is elusive. In this article, Ronald Jonash, author of The Innovation Premium, and Barnaby Donlon, a senior consultant at Palladium Group, explain how the Balanced Scorecard framework can be used to connect the critical, often disparate, components of the innovation process that drive innovation success. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p List Price: $9.50 Year New: 2007 C0105C Title: Connecting with Your Audience, Telling Stories, and Assuaging Terror Author(s): Morgan, Nick Publication Date: 05/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: This article takes a look at presentations from three different angles. Drawing on recent books and interviews with their authors, we present

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advice on establishing relationships with your audience--and what to do when you're not connecting; the power of telling stories; and how to deal with public speaking anxiety. Subjects: Management communication Length: 3p List Price: $4.50 C0005D Title: Connecting with Your Customers Publication Date: 05/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Research shows there are three different methods of communicating with your customers-Courteous, Manipulative, and Personalized. Which method is best for your business? Not surprisingly, the research indicates that the more personalized selling methods are the most effective. The tradeoffs, however, include a greater investment in time and expense. Subjects: Communication in organizations; Customer relations; Management communication Length: 2p List Price: $4.50 R0104D Title: Conquering a Culture of Indecision Author(s): Charan, Ram Publication Date: 04/01/2001 Product Type: Harvard Business Review Article Abstract: The single greatest cause of corporate underperformance is the failure to execute. Author Ram Charan, drawing on a quarter century of observing organizational behavior, perceives that such failures of execution share a family resemblance: a misfire in the personal interactions that are supposed to produce results. Faulty interactions rarely occur in isolation, Charan says. Far more often, they're typical of the way large and small decisions are made or not made throughout the organization. The inability to take decisive action is rooted in a company's culture. But, Charan notes, leaders create a culture of indecisiveness, and leaders can break it. Breaking it requires them to take three actions. First, they must engender intellectual honesty in the connections between people. Second, they must see to it that the organization's "social operating mechanisms"--the meetings, reviews, and other situations through which people in the corporation do business--have honest dialogue at their cores. And third, leaders must ensure that feedback and follow-through are used to reward high achievers, coach those who are struggling, and

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Organizational Behavior & Leadership


discourage those whose behaviors are blocking the organization's progress. By taking these three approaches and using every encounter as an opportunity to model open and honest dialogue, a leader can set the tone for an organization, moving it from paralysis to action. Subjects: Corporate culture; Decision making; Leadership; Management of change; Organizational change Length: 7p BESTSELLER R0601J Title: Conquering a Culture of Indecision (HBR Classic) Author(s): Charan, Ram Publication Date: 01/01/2006 Product Type: Harvard Business Review Article Abstract: The single greatest cause of corporate underperformance is the failure to execute. According to author Ram Charan, such failures usually result from misfires in personal interactions. And these faulty interactions rarely occur in isolation, Charan says in this article originally published in 2001. More often than not, they're typical of the way large and small decisions are made (or not made) throughout an organization. The inability to take decisive action is rooted in a company's culture. Leaders create this culture of indecisiveness, Charan says--and they can break it by doing three things: First, they must engender intellectual honesty in the connections between people. Second, they must see to it that the organization's social operating mechanisms--the meetings, reviews, and other situations through which people in the corporation transact business--have honest dialogue at their cores. And third, leaders must ensure that feedback and follow-through are used to reward high achievers, coach those who are struggling, and discourage those whose behaviors are blocking the organization's progress. By taking these three approaches and using every encounter as an opportunity to model open and honest dialogue, leaders can set the tone for an organization, moving it from paralysis to action. Industry Setting: Pharmaceutical industry Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2006 9373 Title: Conquering a Culture of Indecision (HBR OnPoint Enhanced Edition) Author(s): Charan, Ram Publication Date: 03/01/2002 Product Type: HBR OnPoint Article Abstract: The single greatest cause of corporate underperformance is the failure to execute. Author Ram Charan, drawing on a quarter century of observing organizational behavior, perceives that such failures of execution share a family resemblance: a misfire in the personal interactions that are supposed to produce results. Faulty interactions rarely occur in isolation, Charan says. Far more often, they're typical of the way large and small decisions are made or not made throughout the organization. The inability to take decisive action is rooted in a company's culture. But, Charan notes, leaders create a culture of indecisiveness, and leaders can break it. Breaking it requires them to take three actions. First, they must engender intellectual honesty in the connections between people. Second, they must see to it that the organization's "social operating mechanisms"--the meetings, reviews, and other situations through which people in the corporation do business--have honest dialogue at their cores. And third, leaders must ensure that feedback and follow-through are used to reward high achievers, coach those who are struggling, and discourage those whose behaviors are blocking the organization's progress. Subjects: Corporate culture; Decision making; Leadership; Management of change; Organizational change Length: 11p List Price: $6.50 902211 Title: Contingent Workforce Planning at Motorola, Inc. Author(s): Beaulieu, Nancy Dean Publication Date: 04/09/2002 Product Type: Case (Field) Abstract: Details the rationale for and design of a unique organizational response by Motorola to the challenges of contingent staffing at its semiconductor facility in Austin, Texas. The new outsourcing strategy is built on principles of supply chain management and business webbing to deliver flexibility in staffing, cost controls, and high-quality workers. Through a detailed description of the company's existing methods for hiring contingent workers, it brings to light the organizational costs borne by firms that fail to develop an integrated strategic approach and provides an opportunity to examine the incentives of the different players (both internal and external) to participate in a new staffing model based on interfirm alliances with staffing companies. Also, sets up a discussion of the potential difficulties the company is likely to run

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into in implementing the new staffing model and broader issues, such as the evolving nature of the employment contract, employee trust and loyalty, and strategic issues that arise when multiple firms compete for the same workforce. Geographic Setting: Austin, TX Industry Setting: Semiconductor industry Subjects: Alliances; Semiconductors; Sourcing; Supply chain; Work force management Length: 22p Year New: 2005 R0806F Title: The Contradictions That Drive Toyota's Success Author(s): Takeuchi, Hirotaka; Osono, Emi; Shimizu, Norihiko Publication Date: 06/01/2008 Product Type: Harvard Business Review Article Abstract: Toyota has become one of the world's greatest companies only because it developed the Toyota Production System, right? Wrong, say Takeuchi, Osono, and Shimizu of Hitotsubashi University in Tokyo. Another factor, overlooked until now, is just as important to the company's success: Toyota's culture of contradictions. TPS is a "hard" innovation that allows the company to continuously improve the way it manufactures vehicles. Toyota has also mastered a "soft" innovation that relates to human resource practices and corporate culture. The company succeeds, say the authors, because it deliberately fosters contradictory viewpoints within the organization and challenges employees to find solutions by transcending differences rather than resorting to compromises. This culture generates innovative ideas that Toyota implements to pull ahead of competitors, both incrementally and radically. The authors' research reveals six forces that cause contradictions inside Toyota. Three forces of expansion lead the company to change and improve: impossible goals, local customization, and experimentation. Not surprisingly, these forces make the organization more diverse, complicate decision making, and threaten Toyota's control systems. To prevent the winds of change from blowing down the organization, the company also harnesses three forces of integration: the founders' values, "upand-in" people management, and open communication. These forces stabilize the company, help employees make sense of the environment in which they operate, and perpetuate Toyota's values and culture. Emulating Toyota isn't about copying any one practice; it's about

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Organizational Behavior & Leadership


creating a culture. And because the company's culture of contradictions is centered on humans, who are imperfect, there will always be room for improvement. Industry Setting: Automotive industry Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2007 499503 Title: A Conversation with Donna Dubinsky, Video Author(s): Ibarra, Herminia; Atkins, Naomi Publication Date: 06/01/1999 Product Type: Case Video Abstract: Donna Dubinsky, president and CEO of Handspring, Inc. and former president of Palm Computing, speaks about her career. Topics include: early mentors, strategies for building and maintaining business and personal relationships, developing her personal style and strengths, pros and cons of working in small versus large companies, the future of Handspring and the handheld computing industry, and general advice for success. This video illustrates the importance of mentors, networking, and the evolution of personal style and preferences in developing a career. Must be used with: (486083) Donna Dubinsky and Apple Computer, Inc. (A). Geographic Setting: Silicon Valley Industry Setting: Computer industry Subjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influence; Silicon Valley Length: 20 min List Price: $150.00 Year New: 2005 590129 Title: Coors and "60 Minutes" Author(s): Greyser, Stephen A.; Klein, Norman Publication Date: 06/07/1990 Product Type: Case (Library) Abstract: AFL-CIO labor leaders had led a boycott of Coors beer based on charges the company was guilty of unfair labor practices, including discrimination against women, minorities, and gays. The top executives of the company, Joe and Bill Coors, believed the charges were false. But when the CBS television program "60 Minutes" called to say it was interested in doing a story on the union charges and the Coors response to them, the Coors brothers faced a tough decision. The case invites discussion of how an investigative television news team might approach a business under fire, and what the business could do to present its case and defend itself. Geographic Setting: Golden, CO Industry Setting: Beer Company Size: Fortune 500 Subjects: Beverages; Boycotts; Communication strategy; Minority & ethnic groups; Public relations Length: 2p C0011A Title: Coping with Conflict Publication Date: 11/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Conflict in meetings is often unavoidable. In the worst case, it can derail the meeting and stop progress in its tracks. But when conflict is managed well, it can actually improve the process. The key is knowing both how and when to intervene. Includes a sidebar entitled "Landmines," which describes different types of destructive individual and group behaviors and how to address each. Subjects: Conflict; Group behavior Length: 3p List Price: $4.50 C9906A Title: Coping with Stagefright Author(s): Daly, John; Engleberg, Isa Publication Date: 06/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: Almost every businessperson has experienced some form of stagefright when called upon to deliver a speech or presentation. Luckily, researchers in communication and psychology have identified several strategies that can help you overcome your nervousness. Among them: prepare yourself adequately, focus on your audience, avoid rigid rules, and think before you speak. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p List Price: $4.50 U9607B Title: Coping with Too Much Communication Author(s): Hattersley, Michael Publication Date: 07/01/1996 Product Type: Harvard Management Update Article Abstract: This case study analyzes how to stop e-mail and voice mail from taking over your business and personal life. What do you do when you arrive at work to find close to a hundred messages that demand immediate action or response? The solutions to reduce overload include instituting proper standards companywide concerning the length and urgency of both types of mail. Assistants can be

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trained to triage the messages. And, one should be selective in responding to both kinds of messages, since responses provoke messages. Another possible solution would be to arrange for a second e-mail address and voice mailbox with restricted access, using the other one for general correspondence. Subjects: Communication; Communication in organizations; Managerial skills Length: 2p List Price: $4.50 4477BC Title: The Core of a Personal Learning Strategy: Recognizing and Transforming Crucible Experiences Author(s): Thomas, Robert J. Publication Date: 03/24/2008 Product Type: HBS Press Chapter Abstract: Outstanding leaders, consciously or unconsciously, devise a personal strategy for recognizing and transforming crucible experiences into lessons that keep them refreshed and responsive to the demands of a changing world. This chapter offers a practical, actionable guide to devising a Personal Learning Strategy (PLS). Subjects: NO SUBJECTS(KEYWORDS) Length: 33p List Price: $6.95 Year New: 2007 405094 Title: Corey Robinson at Sprint Corporation (A) Author(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J. Publication Date: 06/08/2005 Revision Date: 01/03/2008 Product Type: Case (Field) Abstract: Corey Robinson is promoted to a new position at Sprint during a time of much internal change within the company. Asks readers to consider how he sets the tone to his new management team and how effective he is in building credibility in his new leadership role. A rewritten version of an earlier case. Industry Setting: Telecommunications industry Subjects: NO SUBJECTS(KEYWORDS) Length: 14p Supplementary Materials: Supplement (Field), (405095), 12p, by Linda A. Hill, Lisa A. Pode, Anthony J. Mayo Year New: 2005 406S21 Title: Corey Robinson at Sprint Corp. (A), Spanish Version Author(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J. Publication Date: 06/08/2005

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Organizational Behavior & Leadership


Revision Date: 01/17/2006 Product Type: LACC Case Abstract: Corey Robinson is promoted to a new position at Sprint during a time of much internal change within the company. Asks readers to consider how he sets the tone to his new management team and how effective he is in building credibility in his new leadership role. A rewritten version of an earlier case. Industry Setting: Telecommunications industry Subjects: NO SUBJECTS(KEYWORDS) Length: 15p Supplementary Materials: LACC Supplement, (406S22), 12p, by Linda A. Hill, Lisa A. Pode, Anthony J. Mayo Year New: 2007 405095 Title: Corey Robinson at Sprint Corporation (B) Author(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J. Publication Date: 06/08/2005 Revision Date: 01/17/2006 Product Type: Supplement (Field) Abstract: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (405094) Corey Robinson at Sprint Corporation (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2005 406S22 Title: Corey Robinson at Sprint Corp. (B), Spanish Version Author(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J. Publication Date: 06/08/2005 Revision Date: 01/17/2006 Product Type: LACC Supplement Abstract: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (406S21) Corey Robinson at Sprint Corp. (A), Spanish Version. Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2007 401034 Title: Corning--1983-96: Transition at the Top Author(s): Roberts, Michael J.; Tushman, Michael L. Publication Date: 03/05/2001 Revision Date: 05/30/2001 Product Type: Case (Field) Abstract: Focuses on Jamie Houghton's efforts to revitalize Corning from 19831996, including the development of a very strong set of values and culture. The issue centers around Roger Ackerman's rise to president, then chairman/CEO, and his drive to both change the business strategically and financially and develop a new culture to support this change. May be used with: (401035) Corning--1996-2000: Growing Corning. Geographic Setting: Corning, NY Industry Setting: Glass & glassware industry Company Size: Fortune 500 Number of Employees: 20,000 Gross Revenues: $5 billion revenues Subjects: Corporate culture; Glass & glassware industry; Leadership; Management of change; Organizational change; Values Length: 30p 401035 Title: Corning--1996-2000: Growing Corning Author(s): Roberts, Michael J.; Tushman, Michael L. Publication Date: 03/05/2001 Revision Date: 05/30/2001 Product Type: Case (Field) Abstract: Focuses on Roger Ackerman's successful cultural change effort--growing Corning. Presents a detailed description of Ackerman's effort and the changes that transpired in the business, the culture, and the senior team. May be used with: (401034) Corning--1983-96: Transition at the Top. Geographic Setting: Corning, NY Industry Setting: Glass & glassware industry Company Size: Fortune 500 Number of Employees: 38,000 Gross Revenues: $5.3 billion revenues Subjects: Corporate culture; Glass & glassware industry; Leadership; Management of change; Organizational change; Values Length: 35p CG08 Title: Corporate Governance Ratings: Got the Grade... What was the Test? Author(s): Larcker, David F.; Tayan, Brian Publication Date: 10/15/2007 Product Type: Case (Field) Publisher: Stanford University Abstract: In 2007, there were three prominent corporate governance ratings firms--The Corporate Library (TCL), Governance Metrics International (GMI), and Institutional Shareholder Services (ISS). These firms assessed the effectiveness and deficiency of the governance systems of thousands of publicly traded companies. Although members of the investing public agreed that sound policies were important to

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protect the interest of shareholders from potentially self-interested managers, there were many questions around the usefulness of published governance ratings themselves. Questions ranged from whether a system of governance could be adequately summarized in a single, numerical score to what a high or low rating was supposed to indicate. Furthermore, allegations that ISS engaged in a conflict of interest by selling consulting services to companies on how to improve their ratings led some to question the objectivity of the ratings process. Geographic Setting: United States Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2007 9-409-045 Title: Corporate Solutions at Jones Lang LaSalle Author(s): Gulati, Ranjay Publication Date: 10/23/2008 Product Type: Case (Field) Abstract: The CEO of the Corporate Solutions Group at Jones Lang LaSalle Americas (JLL) is executing an organizational redesign to respond to its strategy goal of becoming more customer-centric. This case examines the dramatic corporate reorganization that took place at JLL in 2001 in response to changes in the competitive structure of the global real estate services market mandating that providers become more customersolutions oriented. The case is set shortly after the announcement of the restructuring which, for the first time, will place the three business units that service the company's corporate clients (i.e., those clients for whom real estate is not their core business) under a single structure, the Corporate Solutions Group, to target the profitable and growing segment of global MNCs who are outsourcing their real estate departments. Peter Barge, the protagonist of the case, has been named the CEO of the new group and has been tasked with coordinating the diverse activities of the three units to achieve JLL's broader goal of "customer excellence." One of Barge's first actions is to move the account management role outside of the traditional business unit structure and augment the role to that of service integrator to achieve his internal objective of business unit collaboration and to provide clients with a single point of contact across the full range of the company's offerings. The organizational restructuring will change the real estate services firm from an autonomous, product-focused model to an account-

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Organizational Behavior & Leadership


centered matrix structure and will challenge many elements of the company's current organizational design including accountability, revenue and cost allocation, compensation systems, sales and marketing, and also the corporate culture. The case offers an opportunity to explore the numerous, interconnected elements of an organization's architecture that must be in alignment in order for it to effectively execute its chosen strategy. Number of Employees: 7,000 Gross Revenues: 909,000,000 Subjects: NO SUBJECTS(KEYWORDS) Length: 19p U9810D Title: Corporate Soul: Meaning Behind the Buzzwords Author(s): Brown, Tom Publication Date: 10/01/1998 Product Type: Harvard Management Update Article Abstract: In the past, most people in the work world haven't thought much about ideas such as spirit and soul. But recently there has been a groundswell of interest in such non-material matters. A record number of books on corporate soul have been published in the last few years. A growing number of senior executives in major corporations are speaking out on the need for managers to cultivate "soul thinking" and "leading with soul." Management trend or New Age bunk? HMU consulted leading experts and practitioners to find out what's behind this new movement. Subjects: Corporate culture; Management styles; Organizational behavior Length: 4p List Price: $4.50 U0307B Title: Corporate Values and the Bottom Line Author(s): Sisk, Michael Publication Date: 07/01/2003 Product Type: Harvard Management Update Article Abstract: What does it mean to run a company with strong values? How does a commitment to "do the right thing" as it's applied to customers, employees, and other stakeholders affect an organization's daily decision making? Although recent evidence may indicate that business doesn't concern itself with values, there are some powerful voices that suggest otherwise. Both Harry Kraemer Jr., the CEO of Baxter International, and Dawn Lepore, vicechairman of technology, operations, and administration for Charles Schwab, discuss the importance of values at their companies and in business in general. Kraemer and Lepore were the panelists for a value and values discussion that took place at this past May's Burning Questions 2003 conference, a gathering of leading practitioners and management experts, sponsored by Harvard Business School Publishing. Subjects: Communication in organizations; Corporate responsibility; Employee morale; Ethics; Human relations; Leadership; Values; Vision Length: 2p List Price: $4.50 CMR021 Title: Corporations, Culture, and Commitment: Motivation and Social Control in Organizations Author(s): O'Reilly, Charles A., III Publication Date: 07/01/1989 Product Type: CMR Article Publisher: California Management Review Abstract: The notion of "corporate culture" has received widespread attention in the past several years. But what is meant by the term and why should managers be concerned with it? Culture can be thought of as a mechanism for social control. As such, culture is important for both the implementation of strategy and as a mechanism for generating commitment among organizational members. Based on a comparison of strong culture organizations, ranging from cults and religious organizations to strong culture firms, this article argues that culture and commitment result from: systems of participation that rely on processes of incremental commitment; management as symbolic action that helps employees interpret their reasons for working; strong and consistent cues from fellow workers that focus attention and shape attitudes and behavior; and comprehensive reward systems that use recognition and approval. These techniques characterize "strong culture" organizations. Subjects: Corporate culture; Motivation Length: 17p SKE061 Title: Corrente Viva: "United We Stand, Divided We Fall" in the Challenge to Sustainability Author(s): Bose, Monica; Novaes, Elidia Maria; Schoenmaker, Luana; Fischer, Rosa Maria Publication Date: 07/19/2005 Product Type: Case (Field) Abstract: Describes Corrente Viva, a network formed by 30 civil society organizations (CSOs) that develop social service activities in several regions of the Greater Sao Paulo area. Established

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in 2000, the network aims at strengthening its member organizations through the exchange of experiences and reflection among their representatives in a regional link structure--geographical subdivisions. It also seeks to accomplish projects that serve the shared needs of the participant CSOs through workgroup activities. Challenges include modeling a new institutional and governance shape for the network, avoiding shocks to the principles of shared responsibilities, controls, and decisions that originally led to its creation, along with the adoption of participative decision processes, and aiming to shun the centralization of power and the concentration of resources. Geographic Setting: Sao Paulo Event Year End: 2004 Subjects: NO SUBJECTS(KEYWORDS) Length: 22p Supplementary Materials: Teaching Note, (SKE062), 8p, by Rosa Maria Fischer Year New: 2006 7657BC Title: Corrupt: William Aramony-Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter Abstract: Corrupt leaders can be found everywhere, even in seemingly virtuous places such as charitable organizations. Proof of this is William Aramony, former head of United Way of America. He, along with the followers who enabled him, took money from those who needed it most and stained the reputation of American charities. Here the author tells Aramony's story, providing a hindsight view of what could have prevented this severe breach of trust. Subjects: NO SUBJECTS(KEYWORDS) Length: 27p List Price: $6.95 F0611H Title: The Cost of Knowledge Author(s): Jacobson, Al; Prusak, Laurence Publication Date: 11/01/2006 Product Type: Harvard Business Review Article Abstract: Future investments in knowledge management should focus less on enhancing systems that track down information and more on helping employees use what they've found. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p

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Organizational Behavior & Leadership


Year New: 2006 F0707E Title: The Cost of Myopic Management Author(s): Mizik, Natalie; Jacobson, Robert Publication Date: 07/01/2007 Product Type: Harvard Business Review Article Abstract: A study of 2,859 firms shows that companies unwisely cutting costs to artificially improve performance are fooling no one for long. Their stock rises sharply right afterward but falls precipitously in the next few years, as poor management comes home to roost. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2007 7660BC Title: Costs and Benefits: Why We Need to Study Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter Abstract: Most books that examine leadership do so from the perspective that true leaders are good and ethical leaders, with little or no attention paid to bad leaders. With the costs of bad leadership being so high, ignoring its existence, and allowing it to continue, is a disservice to everyone involved. And focusing on leaders and shortchanging the role of followers, when the two should be looked at in tandem, only makes matters worse. Subjects: NO SUBJECTS(KEYWORDS) Length: 14p List Price: $6.95 806089 Title: County Department of Public Health: Organizing for Emergency Preparedness and Response Author(s): Applegate, Lynda M.; Vinze, Ajay; Ipe, Minu Publication Date: 11/30/2005 Revision Date: 04/11/2006 Product Type: Case (Field) Abstract: The anthrax attacks of 2001 exposed serious inadequacies in the response of the U.S. public health system to meet such grave threats. The public health infrastructure required rebuilding to respond to any type of large-scale health emergency. The Public Health Department at Penville County had been charged with implementing an emergency preparedness and response system for the county. Federal funds were provided to the county to develop an emergency preparedness infrastructure that met the requirements specified by the Centers for Disease Control and Prevention. County public officials had to coordinate their efforts to ensure seamless communication, coordination, and information exchange between various divisions within the public health department, external entities, and the state public health agency. Focuses on the director of Public Health Department and the challenges he faced. Explores issues related to structure, organization, culture, and technology infrastructure. Geographic Setting: Southwestern United States Industry Setting: Health care industry Number of Employees: 530 Event Year End: 2004 Subjects: NO SUBJECTS(KEYWORDS) Length: 13p Supplementary Materials: Teaching Note, (807017), 14p, by Lynda M. Applegate, Ajay Vinze, Minu Ipe Year New: 2006 R0701E Title: Courage as a Skill Author(s): Reardon, Kathleen K. Publication Date: 01/01/2007 Product Type: Harvard Business Review Article Abstract: A division vice president blows the whistle on corruption at the highest levels of his company. A young manager refuses to work on her boss's pet project because she fears it will discredit the organization. A CEO urges his board, despite push back from powerful, hostile members, to invest in environmentally sustainable technology. What is behind such high-risk, often courageous acts? Courage in business, the author has found, seldom resembles the heroic impulsiveness that sometimes surfaces in life-or-death situations. Rather, it is a special kind of calculated risk taking, learned and refined over time. Taking an intelligent gamble requires an understanding of what she calls the "courage calculation": six discrete decision-making processes that make success more likely while averting rash or unproductive behavior. These include setting attainable goals, tipping the power balance in your favor, weighing risks against benefits, and developing contingency plans. Goals may be organizational or personal. Tania Modic had both types in mind when, as a young bank manager, she overstepped her role by traveling to New York -- on vacation time and on her own money -to revitalize some accounts that her senior colleagues had allowed to languish. Her high-risk maneuver benefited the bank and gained her a promotion. Lieutenant General Claudia J. Kennedy weighed the risks and

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benefits before deciding to report a fellow officer who had plagiarized a research paper at a professional army school. In her difficult courage calculation, loyalty to army standards proved stronger than the potential discomfort and embarrassment of "snitching" on a fellow officer. When the skills behind courageous decision making align with a personal, organizational, or societal philosophy, managers are empowered to make bold moves that lead to success for their companies and their careers. Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2007 1726 Title: Courage as a Skill (HBR OnPoint Enhanced Edition) Author(s): Reardon, Kathleen K. Publication Date: 01/01/2007 Product Type: HBR OnPoint Article Abstract: A division vice president blows the whistle on corruption at the highest levels of his company. A young manager refuses to work on her boss's pet project because she fears it will discredit the organization. A CEO urges his board, despite push back from powerful, hostile members, to invest in environmentally sustainable technology. What is behind such high-risk, often courageous acts? Courage in business, the author has found, seldom resembles the heroic impulsiveness that sometimes surfaces in life-or-death situations. Rather, it is a special kind of calculated risk taking, learned and refined over time. Taking an intelligent gamble requires an understanding of what she calls the "courage calculation": six discrete decision-making processes that make success more likely while averting rash or unproductive behavior. These include setting attainable goals, tipping the power balance in your favor, weighing risks against benefits, and developing contingency plans. Goals may be organizational or personal. Tania Modic had both types in mind when, as a young bank manager, she overstepped her role by traveling to New York--on vacation time and on her own money--to revitalize some accounts that her senior colleagues had allowed to languish. Her high-risk maneuver benefited the bank and gained her a promotion. Lieutenant General Claudia J. Kennedy weighed the risks and benefits before deciding to report a fellow officer who had plagiarized a research paper at a professional army school. In her difficult courage calculation, loyalty to army standards proved stronger than the potential discomfort and embarrassment

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Organizational Behavior & Leadership


of "snitching" on a fellow officer. When the skills behind courageous decision making align with a personal, organizational, or societal philosophy, managers are empowered to make bold moves that lead to success for their companies and their careers. Subjects: NO SUBJECTS(KEYWORDS) Length: 9p List Price: $6.50 Year New: 2007 98608 Title: Covert Leadership: Notes on Managing Professionals Author(s): Mintzberg, Henry Publication Date: 11/01/1998 Product Type: Harvard Business Review Article Abstract: The orchestra conductor is a popular metaphor for managers today-up there on the podium in complete control. But that image may be misleading, says McGill University and INSEAD Professor Henry Mintzberg, who recently spent a day with Bramwell Tovey, conductor of the Winnipeg Symphony Orchestra, in order to explore the metaphor. He found that Tovey does not operate like an absolute ruler but practices instead what Mintzberg calls covert leadership. Covert leadership means managing with a sense of nuances, constraints, and limitations. When a manager like Tovey guides an organization, he leads without seeming to, without his people being fully aware of all that he is doing. That's because in this world of professionals, a leader is not completely powerless--but neither does he have absolute control over others. As knowledge work grows in importance, the way an orchestra conductor really operates may serve as a good model for managers in a wide range of businesses. For example, Mintzberg found that Tovey does a lot more hands-on work than one might expect. More like a first-line supervisor than a hands-off executive, he takes direct and personal charge of what is getting done. In dealing with his musicians, his focus is on inspiring them, not empowering them. Like other professionals, the musicians don't need to be empowered--they're already secure in what they know and can do-but they do need to be infused with energy for the tasks at hand. This is the role of the covert leader: to act quietly and unobtrusively in order to exact not obedience but inspired performance. Subjects: Knowledge workers; Leadership; Management of professionals; Management styles Length: 8p R00301 Title: Cracking the Code of Change Author(s): Beer, Michael; Nohria, Nitin Publication Date: 05/01/2000 Product Type: Harvard Business Review Article Abstract: Today's fast-paced economy demands that businesses change or die. But few companies manage corporate transformations as well as they would like. The brutal fact is that about 70% of all change initiatives fail. In this article, authors Michael Beer and Nitin Nohria describe two archetypes--or theories--of corporate transformation that may help executives crack the code of change. Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate culture. Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change--and met with limited levels of success. They contrast those corporate transformations with that of UK-based retailer ASDA, which has successfully embraced the paradox between the opposing theories of change and integrated E and O. The lesson from ASDA? To thrive and adapt in the new economy, companies must make sure the E and O theories of business change are in sync at their own organizations. Subjects: Corporate culture; Corporate governance; Employee compensation; Employee empowerment; Human behavior; Human resources management; Leadership; Management of change; Management philosophy; Management styles Length: 8p BESTSELLER 651X Title: Cracking the Code of Change (HBR OnPoint Enhanced Edition) Author(s): Beer, Michael; Nohria, Nitin Publication Date: 04/01/2001 Product Type: HBR OnPoint Article Abstract: Today's fast-paced economy demands that businesses change or die. But few companies manage corporate transformations as well as they would like. The brutal fact is that about 70% of all change initiatives fail. In this article,

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authors Michael Beer and Nitin Nohria describe two archetypes--or theories--of corporate transformation that may help executives crack the code of change. Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate culture. Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change--and met with limited levels of success. They contrast those corporate transformations with that of UK-based retailer ASDA, which has successfully embraced the paradox between the opposing theories of change and integrated E and O. The lesson from ASDA? To thrive and adapt in the new economy, companies must make sure the E and O theories of business change are in sync at their own organizations. Subjects: Corporate culture; Corporate governance; Employee compensation; Employee empowerment; Human behavior; Human resources management; Leadership; Management of change; Management philosophy; Management styles Length: 11p List Price: $6.50 KEL009 Title: The Cradle (B): Resurgence and Organizational Change Author(s): Donnelly, Anne Cohn; Ellington-Booth, Brenda; Ghani, Nadeem Publication Date: 01/01/2004 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (KEL008) The Cradle Society (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 8p Year New: 2005 KEL008 Title: The Cradle Society (A) Author(s): Donnelly, Anne Cohn; Ellington-Booth, Brenda; Ghani, Nadeem Publication Date: 01/01/2002 Revision Date: 01/30/2002 Product Type: Case (Field) Abstract: Provides an account of how The Cradle, a nonprofit adoption agency,

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went from the brink of dissolution to become a thriving organization carrying out its mission. Under the leadership of Julie Tye, the organization and its board underwent an extensive strategic planning process and made significant changes to the organization's strategy, structure, and culture. Describes the condition of The Cradle before Tye's arrival. Geographic Setting: Illinois Subjects: NO SUBJECTS(KEYWORDS) Length: 6p Supplementary Materials: Supplement (Field), (KEL009), 8p, by Anne Cohn Donnelly, Brenda Ellington-Booth, Nadeem Ghani Year New: 2005 2365BC Title: Craft a Compromise: ProblemSolving Strategies for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter Abstract: This chapter illustrates that crafting a compromise is often a valuable opportunity to learn and exercise practical wisdom, and that crafting responsible, workable compromises is not just something quiet leaders do--it defines who they are. May be used with: (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly; (2360BC) Buy a Little Time: Problem-Solving Strategies for Quiet Leaders; (2361BC) Invest Wisely: Problem-Solving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2363BC) Bend the Rules: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet Leadership. Subjects: NO SUBJECTS(KEYWORDS) Length: 24p List Price: $6.95 Year New: 2007 902C06 Title: Crafting a Vision at DaimlerChrysler Author(s): Golden, Brian; Nolan, Nicole Publication Date: 03/04/2003 Product Type: Case (Library) Publisher: Richard Ivey School of Business/UWO Abstract: Chrysler and Daimler-Benz shareholders approved the largest corporate merger in history. After months of talks, the chairman of the German-based Daimler-Benz management board and the chairman and CEO of the U.S.-based Chrysler Corp. were preparing for when the two companies would officially combine forces to create the fifth largest automobile company in the world. These two managers were officially charged with the responsibility of amalgamating two enterprises that were vastly different from each other. Chrysler was known for its efficient production and economically priced vehicles. Daimler-Benz sold only luxury vehicles, and its reputation was based on craftsmanship, quality, and safety. Chrysler executives were in the habit of limiting business expenses; Daimler-Benz executives were not. Between the two companies, there were huge discrepancies in cultures, market segments, product lines, salaries, and attitudes. Aware of the excitement of their investors and the concern of their critics, the two leaders are expected to forge and promote the vision on which Daimler-Chrysler will base its future. Geographic Setting: United States Industry Setting: Transportation industry Company Size: large Subjects: Automobiles; Communication; Corporate culture; Leadership; Management of change; Organizational behavior; Organizational structure; Vision Length: 3p Year New: 2004 7841BC Title: Crafting an Infrastructure for Innovation: The X-Team Program Author(s): Bresman, Henrik; Ancona, Deborah Publication Date: 06/26/2007 Product Type: HBS Press Chapter Abstract: Suppose you are a CEO, or the director of a large division, or the head of human resources, or a manager in R&D, and you don't want to create just one high-performing X-team? What if you want to create a set of X-teams that create innovative products and ideas year after year and eventually reshape the way your organization functions? This calls for an X-team program--such as those developed at Merrill Lynch and BP. Subjects: NO SUBJECTS(KEYWORDS) Length: 25p List Price: $6.95 487035 Title: Craig Knudsen Author(s): Kao, John J.; Field, Lee C. Publication Date: 11/14/1986

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Revision Date: 11/05/1987 Product Type: Case (Field) Abstract: Craig Knudsen, a second year HBS student, is trying to decide on a career choice. He is torn between the safe route, going back to IBM, or going with a creative, entrepreneurial option. The teaching objective is to see the dilemmas of entrepreneurial career choice. Geographic Setting: Massachusetts Industry Setting: Education industry Company Size: large Subjects: Careers & career planning; Entrepreneurship; Higher education Length: 7p Supplementary Materials: Teaching Note, (489066), 4p, by John J. Kao 404S12 Title: Craig Parks (A), Spanish Version Author(s): Thomas, David A.; Chadderdon, Lisa Publication Date: 07/31/1996 Product Type: LACC Case Abstract: Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his former employer, Taylor Burton, on Wall Street. The choice proves to be a poor fit for Craig. The case documents his decision-making process, personal history, and the dilemma he confronts once he realizes that returning to Taylor Burton was the wrong decision. Geographic Setting: New York, NY Industry Setting: Investment banking Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation Length: 13p Supplementary Materials: LACC Supplement, (404S13), 2p, by David A. Thomas 404S13 Title: Craig Parks (B), Spanish Version Author(s): Thomas, David A. Publication Date: 09/03/1996 Product Type: LACC Supplement Abstract: Supplements the (A) case. Must be used with: (404S12) Craig Parks (A), Spanish Version. Industry Setting: Investment banking Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation Length: 2p 497013 Title: Craig Parks (A) Author(s): Thomas, David A.; Chadderdon, Lisa Publication Date: 07/31/1996 Product Type: Case (Field) Abstract: Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his

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Organizational Behavior & Leadership


former employer, Taylor Burton on Wall Street. The choice proves to be a poor fit for Craig. The case documents his decision-making process, personal history, and the dilemma he confronts once he realizes returning to Taylor Burton was the wrong decision. Geographic Setting: New York, NY Industry Setting: Investment banking Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation Length: 12p Supplementary Materials: Supplement (Field), (497014), 3p, by David A. Thomas, Lisa Chadderdon; Teaching Note, (498062), 10p, by David A. Thomas, Emily D. Heaphy 497014 Title: Craig Parks (B) Author(s): Thomas, David A.; Chadderdon, Lisa Publication Date: 09/03/1996 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (497013) Craig Parks (A). Industry Setting: Investment banking Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation Length: 3p Supplementary Materials: Teaching Note, (498062), 10p, by David A. Thomas, Emily D. Heaphy 402S13 Title: Craig Weatherup, Supplement, Spanish Version Author(s): Hill, Linda A.; Weber, Katherine S. Publication Date: 07/31/2002 Product Type: LACC Supplement Abstract: A biographical information sheet about Craig Weatherup, president and CEO of Pepsi Cola, North America. Subjects: Careers & career planning; Management development; Management styles; Managerial skills; Power & influence Length: 1p 494125 Title: Craig Weatherup, Supplement Author(s): Hill, Linda A.; Weber, Katherine S. Publication Date: 03/28/1994 Revision Date: 03/30/1995 Product Type: Supplement (Field) Abstract: A biographical information sheet about Craig Weatherup, president and CEO of Pepsi Cola, North America. Must be used with: (494518) Craig Weatherup, Video. Subjects: Careers & career planning; Management development; Management styles; Managerial skills; Power & influence Length: 1p 494518 Title: Craig Weatherup, Video Author(s): Pepsico Publication Date: 04/04/1994 Product Type: Case Video Abstract: Shows excerpts of an interview on management development with Craig Weatherup, president and CEO of Pepsi Cola, North America. The interview is conducted by Roger Enrico, vice-chairman of PepsiCo, Inc. Subjects: Careers & career planning; Management development; Management styles; Managerial skills; Power & influence Length: 18 min List Price: $150.00 Supplementary Materials: Supplement (Field), (494125), 1p, by Linda A. Hill, Katherine S. Weber; Teaching Note, (494130), 7p, by Linda A. Hill, Katherine S. Weber 2188BC Title: Create Coalitions: The First 90 Days Author(s): Watkins, Michael Publication Date: 09/18/2003 Product Type: HBS Press Chapter Abstract: If your success depends on the support of people outside your direct line of command, it is imperative that you create coalitions that will help you achieve your goals. This chapter guides you through the process of developing an influence strategy to help you figure out whom you most influence, who is likely to support and resist your key initiatives, and which "swing voters" you might persuade to support you. Making plans for creating coalitions, beginning with the assessment process, should be an integral part of your 90-day plan. May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2184BC) Achieve Alignment: The First 90 Days; (2185BC) Build Your Team: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2192BC) Conclusion: Beyond Sink or Swim (The First 90 Days); (2189BC) Keep Your Balance: The First 90 Days; (2180BC) Match Strategy to Situation: The First 90 Days. Subjects: NO SUBJECTS(KEYWORDS) Length: 0p List Price: $6.95 NEW

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7537BC Title: Create Short-Term Wins: Reinforcing the Change Effort Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter Abstract: Short-term wins that are timely, visible, and meaningful are critical to building the credibility needed to sustain the change effort over time. But delivering short-term results can be a challenge. This chapter provides exercises and assessment tools to help you overcome this challenge, outlining the steps you can take to maximize the benefits of short-term wins and bolster your change effort. Subjects: NO SUBJECTS(KEYWORDS) Length: 22p List Price: $6.95 Year New: 2007 418XC Title: Creating Competitive Advantage Through Organizational Learning Author(s): Garvin, David A. Publication Date: 06/04/2003 Product Type: Faculty Seminar Video Abstract: Anytime you can do something faster and better than your competitors, you'll take the competitive lead. But products, services, and even processes can be copied. What can you invest in to create and sustain a competitive lead? Organizational learning. In this presentation, Professor David Garvin of Harvard Business School explains how learning organizations pursue and apply knowledge for superior performance. Included are detailed slides, a learning guide, and reflection questions with video perspectives from the professor. Subjects: Competitive advantage; Learning; Organizational development; Organizational learning; Personnel management Length: 60 min NEW 4029 Title: Creating Followers: Framing Change Initiatives to Maximize Employee Participation (HBR Article Collection) Publication Date: 02/01/2000 Product Type: HBR OnPoint Collection Abstract: When transformational change efforts fail, typically, the problem isn't with the change programs themselves. Rather, it's that they're not envisioned or communicated in a way that builds followership among middle managers and frontline employees. For major organizational change to occur, the initiative must spread across organizational boundaries and down

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through hierarchies to individual employees. It must also touch upon employees' fundamental psychological motivations for working in the organization. This HBR Article Collection examines several dimensions involved in this task, and describes how you can motivate everyone to mobilize for change. For example: Look for leadership from lower levels of your company instead of issuing all directives from the executive suite, and overhaul the way you communicate with frontline employees, who are your company's most important agents of change. The three Harvard Business Review articles in this collection: "Changing the Way We Change" by Richard Pascale, Mark Millemann, and Linda Gioja (HBR reprint 97609); "Why Do Employees Resist Change?" by Paul Strebel (HBR reprint 96310); and "Reaching and Changing Frontline Employees" by T. J. Larkin and Sandar Larkin (HBR reprint 96304). Subjects: Management of change; Motivation; Organizational change Length: 43p List Price: $17.95 481014 Title: Creating Life Style Representations Author(s): Clawson, James G. Publication Date: 07/01/1980 Product Type: Note Abstract: Outlines various ways to draw or put together a representation of one's own life style. That representation would then be interpreted. Subjects: Careers & career planning; Human behavior; Self evaluation Length: 4p 4645BC Title: The Creating Mind: Harnessing Its Power for Success Author(s): Gardner, Howard Publication Date: 04/03/2007 Product Type: HBS Press Chapter Abstract: As this chapter illustrates, the creative mind is highly sought after in our innovation-driven economy. The creator stands out in terms of temperament, personality, and stance. Subjects: NO SUBJECTS(KEYWORDS) Length: 29p List Price: $6.95 Year New: 2007 B0409B Title: Creating Organizational Alignment at the RCMP with the Scorecard Author(s): Pateman, Andrew J. Publication Date: 09/15/2004 Product Type: Balanced Scorecard Report Article Abstract: Organizational change is a tall order for most government organizations. Bureaucracies move slowly, often foster competition instead of cooperation, and generally lack a tradition of strategic mindedness at all but the highest echelons. The Royal Canadian Mounted Police, Canada's allencompassing law enforcement and intelligence service, overcame these occupation obstacles through a new policing model, new processes, and a creative approach to management by mandate--enabled by the Balanced Scorecard. It's an inspiring tale of alignment. Geographic Setting: Canada Subjects: Balanced scorecard; Canada; Organizational development; Performance measurement Length: 4p List Price: $9.50 Year New: 2004 C0012F Title: Creating Successful Virtual Organizations Publication Date: 12/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: In many ways, the world of work is entirely different than it was just a decade ago. You work with people you never see--and may have never even met. Your colleagues come and go at all hours and in all manner of dress, and they may not even be actual employees of the same company. This complexity adds up to one thing: good communication is more difficult--and more necessary--than ever. In this article, we turn to the experts for some ground rules on communication in the virtual age. Subjects: Internet; Management communication; Teams; Virtual communities Length: 2p List Price: $4.50 409042 Title: Creating The Partnership Solutions Group at Lehman Brothers Author(s): Thomas, David A.; Creary, Stephanie J. Publication Date: 01/13/2009 Product Type: Case (Field) Abstract: Explores how two senior Wall St. executives created a successful commercial opportunity for Lehman Brothers that focused on building relationships with minority- and womenowned financial services firms. Illustrates how Patricia Miller Zollar and Nadja Fidelia aligned the Partnership Solutions Groups' activities with Lehman Brothers' "one firm" strategy in ways that created economic value for the firm. Delves into the challenges of developing this

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business in an industry that tends to view "diversity" initiatives as activities that seek only to benefit society and not as opportunities to create economic gain. Number of Employees: 25,000 Gross Revenues: $59 billion Event Year Start: 2004 Event Year End: 2007 Subjects: NO SUBJECTS(KEYWORDS) Length: 21p 4478BC Title: Creating Your Own Personal Learning Strategy: A Step-by-Step Approach Author(s): Thomas, Robert J. Publication Date: 03/24/2008 Product Type: HBS Press Chapter Abstract: A Personal Learning Strategy (PLS) will aid you in the process of learning from experience--especially, though not exclusively, crucible experiences--and it will enhance your ability to adapt to change as a leader. This chapter shows you how to craft a Personal Learning Strategy. Subjects: NO SUBJECTS(KEYWORDS) Length: 34p List Price: $6.95 Year New: 2007 B0509C Title: Creating a Strategy-Focused Workforce by Aligning Key HR Processes Author(s): Frangos, Cassandra A.; Johnson, Lauren Keller Publication Date: 09/15/2005 Product Type: Balanced Scorecard Report Article Abstract: You've cascaded the Balanced Scorecard down to every employee in your organization through the creation of personal scorecards. Now align your HR practices to help employees achieve the objectives on their scorecards. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p List Price: $9.50 Year New: 2005 B0411E Title: Creating a Strategy-Focused Workforce: Aligning Personal Goals to the BSC Author(s): Frangos, Cassandra A. Publication Date: 11/15/2004 Product Type: Balanced Scorecard Report Article Abstract: Employee performance management has been at best a mix of disjointed, periodic activities--the performance review, rewards programs,

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Organizational Behavior & Leadership


training, development--that frequently don't get the attention they deserve. So loathed is the performance review that at some organizations barely 50% of the employees actually complete theirs. Best-practice organizations know that to execute strategy, employees must be strategy focused. Here's how to get your employees aligned. Subjects: Balanced scorecard; Employee development; Performance appraisal; Strategy formulation Length: 4p List Price: $9.50 Year New: 2004 2303 Title: Creating and Delivering Persuasive Presentations Publication Date: 08/09/2007 Product Type: Harvard Management Update Collection Abstract: This Harvard Management Update collection provides readers with critical resources for creating, delivering--and improving--persuasive and effective presentations. The six articles in the "Preparing Your Message and Its Delivery" section feature practical tips for creating presentations that engage and motivate your audience to action, as well as advice on how to craft a speech when time is lacking. The four articles in "Delivering Your Presentation with Power and Grace" address the importance of listening and the power of nonverbal communication among other presentation "must-knows." Finally, the five articles in the "Mastering Tough Speaking Situations" section offer numerous real-life examples, from resignation speeches to presentatons aimed at persuading the board, to illustrate how effective leaders have successfully faced tough audiences and/or tough topics. If you are facing a difficult speech or are looking to make your next presentation sparkle, you'll benefit from HMU's Creating and Delivering Persuasive Presentations collection. Subjects: NO SUBJECTS(KEYWORDS) Length: 56p List Price: $29.95 Year New: 2207 BH242 Title: Creating and Sustaining Trust in Virtual Teams Author(s): Greenberg, Penelope S.; Greenberg, Ralph H.; Lederer Antonucci, Yvonne Publication Date: 07/01/2007 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Abstract: Conventional wisdom assumes that trust develops from a history of interpersonal interactions and communication, through which people come to 'know and trust' one another. In virtual teams, however, establishing trust can be complicated: members may have no past on which to build, no future to reference, and may never even actually meet face-to-face. Swift but fragile trust can develop early in a team's life cycle. Yet, if swift trust doesn't develop or even dissipates, members need to find ways of building trust in each other. To this end, an understanding of how trust impacts a virtual team's development will help managers and team leaders to facilitate and improve team success. Describes the three components of trust (ability, integrity, and benevolence) and identifies which of these are critical to each life cycle stage (establishing the team, inception, organizing, transition, and accomplishing the task) of the virtual team. Proposed action steps for each stage show managers and team leaders how to help members develop trust and sustain it through the project's successful completion. Industry Setting: IT industry Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2007 U0801C Title: Creating and Sustaining a Winning Culture Author(s): Meehan, Paul; Rigby, Darrell; Rogers, Paul Publication Date: 01/01/2008 Product Type: Harvard Management Update Article Abstract: Strategy matters, no doubt. But without a winning culture to drive it forward, your strategy's taking you nowhere. So argue Paul Meehan, Darrell Rigby, and Paul Rogers, all partners at Bain & Company, in this article in which they identify the characteristics of a winning culture and note the steps companies take to create and sustain a winning culture. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p List Price: $4.50 Year New: 2007 C0008B Title: Creating the Brand Called "Self" Author(s): Neal, Douglas Publication Date: 08/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Connectivity through the Web doesn't just change your relationship to

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coworkers, it also redefines your relationship to the rest of the world. What do you want others to know about you, and under what conditions? What do you want to keep restricted? What are you willing to have known, but only for a price? New technology has created not only a host of new problems, but also an innovative way of dealing with them: own your information and sell it back to marketers. Subjects: Electronic commerce; Internet; Technological change Length: 2p List Price: $4.50 1833 Title: The Creative Company: How to Grow and Harvest Great Ideas (HBR OnPoint Executive Edition) Author(s): Stewart, Thomas A.; Wetlaufer, Suzy; Fryer, Bronwyn; McKee, Robert; Florida, Richard; Goodnight, James; Hadley, Constance N.; Kramer, Steven J.; Straus, Susaan; Davenport, Thomas H.; Prusak, Laurence; Wilson, H. James; Hargadon, Andrew; Sutton, Robert I.; Levitt, Theodore; Amabile, Teresa M.; Simons, Robert L.; Leonard-Barton, Dorothy Publication Date: 02/20/2007 Product Type: HBR Newsstand Special Issue Abstract: Creativity is the root of innovation. Without it, blockbuster products, revolutionary technologies, and business models that transform industries would not be born. Simply put, creativity--and its sibling innovation-provide competitive advantage. This Harvard Business Review OnPoint Executive Edition offers sage advice on how to build the conditions that allow creativity to flourish while keeping the creative process from spinning out of control. Matching people to the right challenges, establishing an environment that actively fosters new and diverse ideas, systematizing the production and testing of those ideas, and integrating rigorous business processes will help you and your company cultivate creativity in a way that leads to actual results. The articles in this issue come from some of the most renowned thinkers on the topic of creativity in business. Among them are: "Managing for Creativity," by Richard Florida and Jim Goodnight; "How to Kill Creativity," by Teresa M. Amabile; "Storytelling That Moves People," a conversation with screenwriting coach Robert McKee; "Putting Your Company's Whole Brain to Work," by Dorothy Leonard and Susaan Straus; "Building an Innovation Factory" by Andrew Hargadon and Robert I. Sutton; and "Creativity Is Not Enough," an HBR Classic by Theodore Levitt.

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Subjects: NO SUBJECTS(KEYWORDS) Year New: 2007 72410 Title: Creative Meetings Through Power Sharing Author(s): Prince, George M. Publication Date: 07/01/1972 Product Type: Harvard Business Review Article Abstract: Most managerial styles are characterized by an emphasis on the power and the right of the manager to pass judgment on the actions of his or her subordinates. Judicious managers facilitate the expression of ideas by sharing their power and acting as collaborators with their subordinates. By creating a climate in which it is appropriate to voice imperfect thoughts and ideas, judicious managers encourage more frequent individual and group accomplishment and increased satisfaction and motivation. Subjects: Creativity; Interpersonal behavior; Management communication; Management styles; Power & influence Length: 7p CMR094 Title: Creativity Doesn't Require Isolation: Why Product Designers Bring Visitors "Backstage" Author(s): Sutton, Robert I.; Kelley, Thomas A. Publication Date: 10/01/1997 Product Type: CMR Article Publisher: California Management Review Abstract: Most existing writings imply that creative work is best done in physical and social isolation from outsiders, including case studies of successful product development teams that worked in isolation and psychological research showing that novel responses are inhibited when observers are present. In contrast, this article describes how one organization, IDEO Product Development, innovates routinely even though it has a constant and diverse stream of backstage visitors. IDEO uses visitors' knowledge to enhance its creative work. Other benefits for such visits include enhancing the organization's reputation and improving the innovation process in client organizations. This case implies that creative work does not always require isolation and that visitors can be brought backstage in ways that help rather than hamper creative work. Subjects: Creativity; Innovation; Organizational behavior; Product development Length: 17p R0208C Title: Creativity Under the Gun Author(s): Amabile, Teresa M.; Hadley, Constance N.; Kramer, Steven J. Publication Date: 08/01/2002 Product Type: Harvard Business Review Article Abstract: If you're like most managers, you've worked with people who swear they do their most creative work under tight deadlines. You may use pressure as a management technique, believing it will spur people on to great leaps of insight. You may even manage yourself this way. If so, are you right? Not necessarily, these researchers say. When creativity is under the gun, it usually ends up getting killed, the authors say. They recently took a close look at how people experience time pressure, collecting and analyzing more than 9,000 daily diary entries from individuals who were working on projects that required high levels of creativity and measuring their ability to innovate under varying levels of time pressure. The authors describe common characteristics of time pressure and outline four working environments under which creativity may or may not flourish. High-pressure days that still yield creativity are full of focus and meaningful urgency--people feel they are on a mission. High-pressure days that yield no creativity lack such focus--people feel they are on a treadmill, forced to switch gears often. On low-pressure days that yield creativity, people feel as though they are on an expedition--exploring ideas rather than just identifying problems. And on low-pressure days that yield no creative thinking, people work on autopilot--doing their jobs without engaging too deeply. Managers should avoid extreme time pressure when possible. May be used with: (899083) Arnold Communications. Subjects: Creativity; Human behavior; Innovation; Motivation; Organizational development; Teams; Values Length: 9p 1571 Title: Creativity Under the Gun (HBR OnPoint Enhanced Edition) Author(s): Amabile, Teresa M.; Hadley, Constance N.; Kramer, Steven J. Publication Date: 08/01/2002 Product Type: HBR OnPoint Article Abstract: If you're like most managers, you've worked with people who swear they do their most creative work under tight deadlines. You may use pressure as a management technique, believing it will spur people on to great leaps of insight. You may even manage yourself this way. If so, are you right? Not necessarily, these researchers say.

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When creativity is under the gun, it usually ends up getting killed, the authors say. They recently took a close look at how people experience time pressure, collecting and analyzing more than 9,000 daily diary entries from individuals who were working on projects that required high levels of creativity and measuring their ability to innovate under varying levels of time pressure. The authors describe common characteristics of time pressure and outline four working environments under which creativity may or may not flourish. High-pressure days that still yield creativity are full of focus and meaningful urgency--people feel they are on a mission. High-pressure days that yield no creativity lack such focus--people feel they are on a treadmill, forced to switch gears often. On low-pressure days that yield creativity, people feel as though they are on an expedition--exploring ideas rather than just identifying problems. And on low-pressure days that yield no creative thinking, people work on autopilot--doing their jobs without engaging too deeply. Managers should avoid extreme time pressure when possible. Subjects: Creativity; Human behavior; Innovation; Motivation; Organizational development; Teams; Values Length: 12p List Price: $6.50 7256BC Title: Creativity and Creative Groups: Two Keys to Innovation Author(s): School Press, Harvard Business Publication Date: 06/18/2003 Product Type: HBS Press Chapter Abstract: Encouraging creativity is an important element to successful innovation. This chapter debunks certain myths about creativity and discusses the role of individual creativity and creative groups. The chapter offers six steps you can take to be more creative yourself and encourage creativity in your work groups. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference. Subjects: NO SUBJECTS(KEYWORDS) Length: 24p List Price: $6.95

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Organizational Behavior & Leadership


Year New: 2006 CMR098 Title: Creativity as Investment Author(s): Sternberg, Robert J.; Lubart, Todd I.; O'Hara, Linda A. Publication Date: 10/01/1997 Product Type: CMR Article Publisher: California Management Review Abstract: This article describes an investment theory of creativity. It suggests that a creative person needs to defy the crowd to buy low and sell high in the realm of ideas, just as a successful financial investor defies the crowd and buys stocks when they are out of favor and sells them when they become popular. Creative ideas are often unpopular. To overcome the resistance to those ideas, creative people--as well as companies desiring to encourage creativity--need to invest in six resources: knowledge; intellectual abilities; thinking styles; motivation; personality; and environment. All of these resources need to be present for a creative enterprise to succeed. Subjects: Creativity; Human resources management; Innovation; Organizational behavior Length: 14p 80308 Title: Creativity by the Numbers: An Interview with Robert N. Noyce Author(s): Noyce, Robert N.; Salerno, Lynn M. Publication Date: 05/01/1980 Product Type: Harvard Business Review Article Abstract: In an interview, Robert N. Noyce, vice chairman of Intel, describes what it is like to be the front runner in the fast-moving microcomputer industry. At Intel, everything is measured in terms of performance. It is Noyce's belief that his employees are high achievers who want to be measured. Members of the organization pride themselves on company discipline. The atmosphere at Intel is one of confidence and intensity. Corporate planning focuses on building areas of strength and avoiding the competitive areas in which Intel is weak. Industry Setting: Computer industry Subjects: Computer industry; Creativity; Interviews; Management by objectives; Performance appraisal Length: 13p 808075 Title: Creativity under the Gun at Litmus Corporation Author(s): Amabile, Teresa M.; Litovsky, Yana Publication Date: 11/01/2007 Revision Date: 05/29/2008 Product Type: Case (Gen Exp) Abstract: Teaches students to diagnose the circumstances under which time pressure can facilitate or hinder creativity. A team's creative "genius", Miles Grady, who previously conceptualized a revolutionary material for an important new product, must now significantly change that material so that the team can create an entirely new business. This early new business development project, while supported by management, has a looming deadline for proof-of-concept. The deadline has already been extended, but the team does not seem close to the breakthrough it needs. The team's leader, Stanley Carmine, who has managed to get a few weeks' extension from management, needs to figure out how best to manage Grady under the looming deadline. He studies Grady's past "daily laboratory logs" to discover the connections, if any, between time pressure, other circumstances, and Grady's level of creativity. Geographic Setting: United States Industry Setting: Chemicals Number of Employees: 26,000 Gross Revenues: $24 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2007 2077 Title: Creativity, Inc: Building an Inventive Organization (Hardcover) Author(s): Mauzy, Jeff; Harriman, Richard A. Publication Date: 02/28/2003 Product Type: HBS Press Book Abstract: Radical innovations always start with creativity--but many companies are allowing this critical wellspring to run dry. Jeff Mauzy and Richard Harriman argue that sustained leadership depends on making creativity a broad, enterprisewide capability that is "on" all the time. In Creativity, Inc., they marshal forty years of research into how creative ideas happen and how they become innovations to reveal a set of fundamental principles for infusing creativity into every aspect of an organization. Through vivid examples from a wide range of industries, this book shows how companies can rework organizational climate, creative thinking, and actions to foster systemic creativity in individuals, in teams, and at the corporate level. Subjects: Creativity; Innovation; Leadership; Organization Length: 240p List Price: $29.95

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908M68 Title: Crescent Standard Investment Bank Limited--Governance Failure Author(s): Ahmed, Muntazar B. Publication Date: 10/09/2008 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: The Crescent Standard Investment Bank Limited (CSIBL) was the largest investment bank quoted on all the stock exchanges in Pakistan, so when it declared a huge loss of Rs2.1 billion (US$35.5 million) for the year December 31, 2005 the market was taken by surprise. There had been some rumors that all was not well and that the investment banking regulator, Securities and Exchange Commission of Pakistan (SECP), had sent a team to investigate the affairs of the bank. Since the main shareholders were individuals or companies of the well-known business group known as the Crescent Group, there was enormous interest in the CSIBL affairs by financial and political circles as well. The case describes the various types of entities that were merged to form the CSIBL, principally to protect the stakeholders by creating an entity with a large capitalization. The bank had reported in its annual reports that all the internal control mechanisms for good governance stipulated by the SECP were in place and the auditors (internal and external) had reported that these were satisfactory. Yet, when subjected to an investigation, it was revealed that the internal management was involved in a variety of acts of misrepresentation and concealment. The case focuses on the weaknesses in the structure of the corporate governance regime in Pakistan. The fact remains that no amount of internal or external checks can stop the internal management from colluding to perpetuate a fraud. Geographic Setting: Pakistan Industry Setting: Banking industry Subjects: NO SUBJECTS(KEYWORDS) Length: 25p Supplementary Materials: Teaching Note, (808M68), 11p, by Muntazar B. Ahmed R0212H Title: Crisis Communication: Lessons from 9/11 Author(s): Argenti, Paul Publication Date: 12/01/2002 Product Type: Harvard Business Review Article Abstract: The sheer enormity of last year's terrorist attacks on the World Trade Center and the Pentagon gave

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new meaning to the term "crisis management." Suddenly, companies near Ground Zero, as well as those more than a thousand miles away, needed a plan. Because the disasters disrupted established channels not only between businesses and customers but between businesses and employees, internal crisis-communications strategies that could be quickly implemented became a key responsibility of top management. In this article, executives from a range of industries talk about how their companies, including Morgan Stanley, Oppenheimer Funds, American Airlines, Verizon, the New York Times, Dell, and Starbucks, went about restoring operations and morale. From his interviews with these individuals, author and management professor Paul Argenti was able to distill a number of lessons, each of which, he says, may "serve as guideposts for any company facing a crisis that undermines its employees' composure, confidence, or concentration." His advice to senior executives includes: Maintain high levels of visibility so that employees are certain of top management's command of the situation and concern; establish contingency communication channels and work sites; strive to keep employees focused on the business itself, because a sense of usefulness enhances morale and good morale enhances usefulness; and ensure that employees have absorbed the firm's values, which will guide them as they cope with the unpredictable. Subjects: Communication; Communication strategy; Employee morale; Leadership; Management of crises; Motivation; Uncertainty; Values Length: 6p HKU015 Title: Crisis Communication: The Asian Bird Flu Author(s): Wong, Gilbert; Hansen, Nina; Clark, Vanessa N. Publication Date: 01/01/1998 Product Type: Case (Library) Publisher: University of Hong Kong Abstract: The Bird Flu virus was first detected in Hong Kong in early 1997. This strain of virus had been previously known to infect only birds but had now crossed the species barrier and infected humans. By the end of 1997, the confirmed number of cases had reached 17, resulting in 6 deaths. The implications for Hong Kong were enormous. Bird Flu not only threatened the health and welfare of the people of Hong Kong, but also affected Hong Kong's economy and reputation in terms of international tourism and trade. The Hong Kong government must develop a communication strategy. Geographic Setting: Hong Kong Industry Setting: Government & regulatory Subjects: Asia; Communication; Health; Local government; Management of crises; Risk assessment Length: 20p Supplementary Materials: Teaching Note, (HKU016), 13p, by Gilbert Wong, Nina Hansen, Vanessa N. Clark 93106 Title: Crisis Prevention: How to Gear Up Your Board/The Fight for Good Governance Author(s): Salmon, Walter J. Publication Date: 01/01/1993 Product Type: Harvard Business Review Article Abstract: The two crucial responsibilities of corporate boards-oversight of long-term company strategy and the selection, evaluation, and compensation of top management--were not well met during the 1980s. There should not be government reform of board practices, but the size of boards should be limited and the number of outside directors on them should be increased. Three insiders belong on a board: the CEO, the COO, and the CFO. There should also be reform in the functioning and responsibilities of audit, compensation, and nominating committees. On a revitalized board, directors have enough confidence in the process to challenge one another, as well as the CEO. A group of experts, including CEOs, consultants, and institutional investors, propose specific strategies to help strengthen corporate boards. Some argue for appointing more independent outside directors. Others focus on improving shareholder/management relations. Suggestions for immediate action include board-member retreats, annual CEO evaluations, regular meetings with institutional shareholders, and the general admonition that directors must start asking more difficult questions. Subjects: Board of directors; Corporate governance; Financial management; Leadership; Stockholders Length: 16p 3361 Title: A Crisis Survival Guide (HBR Article Collection) Publication Date: 04/01/2003 Product Type: HBR OnPoint Collection Abstract: In business, crises are facts of life. Some disasters are unavoidable; others, quite preventable--if we systematically anticipate and respond to threats. Crisis-prepared companies suffer fewer disasters and recover more

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quickly than crisis-prone firms. They also stay in business longer and are more profitable. To join their ranks, recognize the barriers preventing executives from foreseeing disaster--psychological biases blinding us to problems we haven't personally experienced; organizational silos distorting information; political pressures causing us to favor some groups' interests over others'. Lower those barriers with RPM: recognizing emerging threats, prioritizing them, and mobilizing resources to stop them. Ask "What potential disasters are brewing in our company?" Use imagination-expanding exercises to envision the harm that could befall your firm. When the unavoidable strikes, admit you're in trouble. Then contain the crisis by acting decisively and quickly. HBR Article Collections include an overview and three full-text HBR articles, each with a synopsis and annotated bibliography. The three articles in this collection: "Predictable Surprises: The Disasters You Should Have Seen Coming" by Michael D. Watkins and Max H. Bazerman (HBR reprint R0303E), "Preparing for Evil" by Ian I. Mitroff and Murat C. Alpaslan (HBR reprint R0304J), and "Managing the Crisis You Tried to Prevent" by Norman R. Augustine (HBR reprint 95602). Subjects: Crisis management; Leadership; Organizational behavior; Organizational learning; Risk assessment; Risk management; Strategy formulation Length: 38p List Price: $17.95 R0703E Title: Crisis at the Summit Author(s): Parsons, George D.; Pascale, Richard Tanner Publication Date: 03/01/2007 Product Type: Harvard Business Review Article Abstract: An unrecognized affliction is striking certain gifted performers at the top of their game. Its cause, paradoxically, is success itself. These stars, who thrive on conquering new challenges, can lose their bearings and question their purpose once a job has been mastered. A vague dissatisfaction gives way to confusion and then to inner turmoil. Left unattended, this summit syndrome can derail promising careers. The syndrome has three phases. In the approach phase, when most of the challenges of a current job have been met, sufferers tend to push harder in a vain attempt to recapture the adrenaline rush of the climb. Then, in the plateauing phase, when virtually all the challenges have been conquered, these individuals, who are incapable of coasting, bear

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Organizational Behavior & Leadership


down to try to produce ever more stellar results, but to less effect and greater dissatisfaction. This leads to the terminal descending phase, when performance slips noticeably. As their superstar status fades, they jump ship, accept demotions, or take lateral transfers. It's a terrible waste, for if the syndrome is recognized, steps can be taken before performance slips to dispel the confusion and set the stage for productive growth to the next assignment. There are four parts to this process: First, understand your "winning formula"--the characteristic way you approach a situation--and the vital part it plays in feeling stale or losing your edge. Second, reconnect with your core purpose in life. Third, recast your current, or future, job to better align your inner aspirations with the external requirements of your work. And fourth, create a developmental path by honing a handful of core leadership competencies. None of this is easy, but for talented individuals--and the organizations that rely on them--the vaccine of preventive awareness is far better than gambling on an after-the-fact cure once the crisis is full-blown. May be used with: (R0703D) Leading Clever People. Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2007 80410 Title: Criteria for Choosing Chief Executives Author(s): Levinson, Harry Publication Date: 07/01/1980 Product Type: Harvard Business Review Article Abstract: Those responsible for selecting leaders may use these 20 dimensions of personality to evaluate candidate's behavior. A psychologist's experience offers a list of personality dimensions and a scale of characteristics with which to measure behavior. The 20 dimensions are classified into three groups according to psychological themes: thinking; feelings and interrelationships; and outward behavior and characteristics. Subjects: Executives; Leadership; Managerial selection Length: 6p 491074 Title: Crompton Greaves Ltd. Author(s): Nohria, Nitin; Gladstone, Julie Publication Date: 01/16/1991 Revision Date: 11/19/1992 Product Type: Case (Pub Mat) Abstract: Upon becoming CEO of Crompton Greaves Ltd. in 1985, K.K. Nohria faced the challenge of turning around a once very profitable company (revenues had flattened and profits had been declining since 1982) and creating a company able to respond to the changing environmental conditions in the electrical equipment industry. Nohria believed that he needed to institute a new set of values at Crompton. The values were articulated in terms of five dimensions--a concern for customers, people, products, cost, and innovation. After communicating a shared strategy through the use of simple slogans, Nohria translated the strategy into action. The task of management was divided into three distinct dimensions by which a manager's performance could be measured: operations management, improvement management, and strategic management. The company prospered under Nohria, but faced new challenges as it grew and diversified, faced more competition and faced the fact that Nohria would one day retire. Geographic Setting: India Industry Setting: Electronics industry Company Size: small Number of Employees: 9,000 Gross Revenues: $30 million revenues Subjects: Communication; Control systems; Growth strategy; Human resources management; Information systems; Leadership Length: 16p Supplementary Materials: Teaching Note, (492056), 11p, by Nitin Nohria 8195BC Title: Cross-Functional Rapid Response Teams: Harnessing the Power--Rapid Transformation Author(s): Tabrizi, Behnam Publication Date: 02/19/2008 Product Type: HBS Press Chapter Abstract: Cross-functional rapid response teams are often considered the heart of the transformation effort. This chapter introduces the concept of these teams and explains their crucial role in the overall transformation effort, highlighting some important advantages to implementing rapid response teams. May be used with: (8191BC) Model Overview: The 90 Days Transformation Model; (8193BC) Pretransformation: Planting the Seeds; (8197BC) Phase 1: Diagnosing the Patient--Rapid Transformation; (8199BC) Phase 2: Envisioning the Future--Rapid Transformation; (8201BC) Phase 3: Paving the Road--Rapid Transformation; (8203BC) Transformation Implementation: Execution. Subjects: NO SUBJECTS(KEYWORDS) Length: 38p List Price: $6.95

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390147 Title: Crossing the River Author(s): Hafrey L Publication Date: 02/05/1990 Product Type: Note Abstract: Addresses how management can use communication skills to build community and resolve ethical issues. William Faulkner's novel "The Sound and the Fury" is used to establish the metaphor of the bridge for relations between business and society at large, and the notion of storytelling as a guide to corporate self-presentation. The two devices are then applied to the relocation choices facing GM in 1980 (described in Poletown Dilemma) and expanded into an examination of how the communication process by definition engages ethical norms. The teaching goal is to reveal the links between communication, community, and ethics, and to explore how those links may affect the articulation of corporate strategy. Subjects: Business & society; Case method; Communication; Community relations; Ethics; Management communication Length: 3p 403027 Title: Crucial Conversations Author(s): DeLong, Thomas J.; Vijayaraghavan, Vineeta Publication Date: 07/24/2002 Revision Date: 11/20/2002 Product Type: Case (Gen Exp) Abstract: Todd McKenna, a third-year associate at an investment banking firm, confronts his boss. His boss had told him he would be the top paid associate at the firm, and McKenna finds out that this isn't true. He approaches his boss to find out why he was lied to. Geographic Setting: United States Industry Setting: Investment banking Subjects: Communication strategy; Human relations; Investment banking; Management communication; Managerial skills; Negotiations; Organizational behavior Length: 3p R0209B Title: Crucibles of Leadership Author(s): Bennis, Warren G.; Thomas, Robert J. Publication Date: 09/01/2002 Product Type: Harvard Business Review Article Abstract: What makes a great leader? Why do some people appear to know instinctively how to inspire employees-bringing out their confidence, loyalty, and dedication--whereas others flounder

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Organizational Behavior & Leadership


again and again? No simple formula can explain how great leaders come to be, but Bennis and Thomas believe it has something to do with the ways people handle adversity. The authors' recent research suggests that one of the most reliable indicators and predictors of true leadership is the ability to learn from even the most negative experiences. In interviewing more than 40 leaders in business and the public sector over the past 3 years, the authors discovered that all of them--young and old alike--had endured intense, often traumatic, experiences that transformed them and became the source of their distinctive leadership abilities. Bennis and Thomas call these shaping experiences "crucibles," after the vessels medieval alchemists used in their attempts to turn base metals into gold. For the interviewees, their crucibles were the points at which they were forced to question who they were and what was important to them. These experiences made them stronger and more confident and changed their sense of purpose in some fundamental way. May be used with: (405087) Oprah!; (406016) Martin Luther King, Jr.: A Young Minister Confronts the Challenges of Montgomery. Subjects: Interpersonal behavior; Leadership; Management styles; Mentors; Motivation; Power & influence; Values; Vision Length: 10p 1717 Title: Crucibles of Leadership (HBR OnPoint Enhanced Edition) Author(s): Bennis, Warren G.; Thomas, Robert J. Publication Date: 09/01/2002 Product Type: HBR OnPoint Article Abstract: What makes a great leader? Why do some people appear to know instinctively how to inspire employees-bringing out their confidence, loyalty, and dedication--whereas others flounder again and again? No simple formula can explain how great leaders come to be, but Bennis and Thomas believe it has something to do with the ways people handle adversity. The authors' recent research suggests that one of the most reliable indicators and predictors of true leadership is the ability to learn from even the most negative experiences. In interviewing more than 40 leaders in business and the public sector over the past 3 years, the authors discovered that all of them--young and old alike--had endured intense, often traumatic, experiences that transformed them and became the source of their distinctive leadership abilities. Bennis and Thomas call these shaping experiences "crucibles," after the vessels medieval alchemists used in their attempts to turn base metals into gold. For the interviewees, their crucibles were the points at which they were forced to question who they were and what was important to them. These experiences made them stronger and more confident and changed their sense of purpose in some fundamental way. Subjects: Interpersonal behavior; Leadership; Management styles; Mentors; Motivation; Power & influence; Values; Vision Length: 11p List Price: $6.50 1377 Title: Crucibles of Leadership: How to Learn from Experience to Become a Great Leader Author(s): Thomas, Robert J.; Bennis, Warren G. Publication Date: 03/24/2008 Product Type: HBS Press Book Abstract: Experience may be a leader's best teacher--but there's a hitch. Two people can have identical experiences, but one blossoms while the other is depleted. The same can be said for any pair of fired CEOs, unsuccessful political candidates, or rookie supervisors. In "Crucibles of Leadership," Robert J. Thomas concludes that what matters most is what one makes of experience, particularly the traumatic and often unplanned crucible events that challenge one's identity as a leader. What distinguishes leaders who grow through a crucible experience? Their approach to learning. Like accomplished athletes or artists, they practice as strenuously as they perform. And because the line between performance and practice is often hard to discern, they learn how to practice while they perform. But theirs is no ordinary practice. It's a regimen tailored to individual aspirations, motivations, and learning styles--a Personal Learning Strategy. Building on insightful and moving stories told by accomplished leaders, Thomas offers probing self-assessments and innovative tools designed to help you develop your own Personal Learning Strategy. Provocative and original, with examples drawn from business and politics as well as from the inner workings of the Mormon Church and the Hell's Angels, Thomas's book will revolutionize the way you think about leadership and learning. Subjects: NO SUBJECTS(KEYWORDS) Length: 288p List Price: $29.95 Year New: 2007

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U0802A Title: Cultivating a Healthy Appetite for Risk Author(s): Field, Anne Publication Date: 02/01/2008 Product Type: Harvard Management Update Article Abstract: Successful innovations deliver tremendous value, generating new products, fresh strategies, and better processes. But most managers shy away from the risk taking that innovation necessarily involves. To cultivate a healthy appetite for risk, organizations can learn to extract more value from the inevitable failures. This article explains how to create a risk-friendly culture by increasing the potential gains and reducing the potential costs of risk taking, reducing individuals' accountability on riskier projects, and productively managing failure. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 Year New: 2008 491079 Title: Cultural Change at Nissan Motors Author(s): Kotter, John P.; Rothbard, Nancy Publication Date: 02/19/1991 Revision Date: 07/28/1993 Product Type: Case (Field) Abstract: Depicts the reformation of Nissan Motor Co.'s corporate culture and the company's subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the organization. Despite the difficulty of effecting widespread change in such a large organization, Nissan's managers and employees got behind this effort. By 1990, there was a discernable difference in Nissan's image and product. The infamous "econoboxes" of the early 1980s had been replaced by sleek new models like the Silva (240sx). This case explores many of the changes which took place throughout the organization to make such cultural change possible and effective, from the top management level, to the design department, to the assembly line. Also examines the difficulty and time needed to make lasting change in an organization. Geographic Setting: Japan Industry Setting: Automotive industry Company Size: large Number of Employees: 129,546 Subjects: Automobiles; Corporate culture; Japan; Leadership; Managerial behavior; Organizational behavior; Organizational change

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Length: 13p F0505D Title: Culture Matters Most Author(s): Kell, Thomas; Carrott, Gregory T. Publication Date: 05/01/2005 Product Type: Harvard Business Review Article Abstract: Managers with different jobs in the same company are more likely to have similar leadership styles than managers with similar jobs in different companies, report Thomas Kell and Gregory T. Carrott of Heidrick & Struggles. Subjects: Corporate culture; Leadership; Management styles; Organizational behavior Length: 1p Year New: 2005 C0108A Title: Culture as Communication Author(s): Robbins, Stever Publication Date: 08/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: How do you ensure that your vision of a positive company culture is made real in the day-to-day interactions of the business? It becomes easier when you treat culture as communication. Make your culture real around you and your work group, and then propagate it outward. Some keys are: letting your actions describe your words, aligning corporate rewards with the desired culture, and reinforcing that culture with nonverbal as well as verbal clues. Subjects: Communication; Corporate culture; Employee morale; Work force management Length: 2p List Price: $4.50 F0612A Title: The Curse of Knowledge Author(s): Heath, Chip; Heath, Dan Publication Date: 12/01/2006 Product Type: Harvard Business Review Article Abstract: Impenetrable strategy statements can't unite employees behind an organization's goals, but concrete language and stories can. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2006 R0209D Title: The Curse of the Superstar CEO Author(s): Khurana, Rakesh Publication Date: 09/01/2002 Product Type: Harvard Business Review Article Abstract: When struggling companies look for a new chief executive today, the one quality they prize above all others is charisma. But once they've recruited a larger-than-life leader, they often find that their troubles only get worse. Indeed, as the author's new research painfully reveals, the widespread belief in the powers of charismatic CEOs can be problematic. Why? First, Khurana says, there's no conclusive evidence that charismatic leadership affects an organization's performance. Second, the insistence on finding a charismatic leader, combined with the undefinable nature of charisma, results in selection processes that are overly conservative and even irrational. Boards end up considering only candidates who have already achieved the rank of CEO or president at a high-performing, highprofile company, even if they are not right for the job. Third, charismatic leaders deliberately destabilize organizations. This can result in a more vibrant company, as it did at General Electric during Jack Welch's tenure, but it can also leave a troubled legacy for the organization to overcome, as GE, Ford, and Enron have all found. Faith in a company, a product, or an idea can unleash tremendous innovation and productivity. May be used with: (493017) Chrysler: Iacocca's Legacy. Subjects: Interpersonal behavior; Leadership; Management styles; Personal strategy & style; Power & influence; Values; Vision Length: 10p 1741 Title: The Curse of the Superstar CEO (HBR OnPoint Enhanced Edition) Author(s): Khurana, Rakesh Publication Date: 09/01/2002 Product Type: HBR OnPoint Article Abstract: When struggling companies look for a new chief executive today, the one quality they prize above all others is charisma. But once they've recruited a larger-than-life leader, they often find that their troubles only get worse. Indeed, as the author's new research painfully reveals, the widespread belief in the powers of charismatic CEOs can be problematic. Why? First, Khurana says, there's no conclusive evidence that charismatic leadership affects an organization's performance. Second, the insistence on finding a charismatic leader, combined with the undefinable nature of charisma, results in selection processes that are overly conservative and even irrational. Boards end up considering only candidates who have already achieved the rank of CEO or president at a high-performing, highprofile company, even if they are not

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right for the job. Third, charismatic leaders deliberately destabilize organizations. This can result in a more vibrant company, as it did at General Electric during Jack Welch's tenure, but it can also leave a troubled legacy for the organization to overcome, as GE, Ford, and Enron have all found. Faith in a company, a product, or an idea can unleash tremendous innovation and productivity. May be used with: (493017) Chrysler: Iacocca's Legacy. Subjects: Interpersonal behavior; Leadership; Management styles; Personal strategy & style; Power & influence; Values; Vision Length: 11p List Price: $6.50 5058BC Title: Customer Results: Build Firm Equity Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter Abstract: If a firm's customers don't appreciate or value what the firm offers, customer results will fall short. This chapter explores ways to create customer results through firm equity, demonstrating how to maintain a distinctive relationship with customers while remaining profitable. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing ResultsBased Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing ResultsBased Leaders. Subjects: NO SUBJECTS(KEYWORDS) Length: 35p List Price: $6.95 Year New: 2008 387031 Title: Cuttyhunk Bank (A) Author(s): Seymour, Sally Publication Date: 08/11/1986 Revision Date: 04/27/1989 Product Type: Case (Gen Exp) Abstract: A potentially embarrassing inner-office memo implying that branch managers should be less than forthcoming about a meeting customers have the right to attend has been leaked to the press. The CEO of the bank must now send a letter to customers explaining the memo and the situation. Illustrates the results of poorly planned communications and involves students in

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Organizational Behavior & Leadership


developing a communications strategy that takes into account the importance of tone and audience. Geographic Setting: Boston, MA Industry Setting: Banking industry Company Size: small Number of Employees: 250 Subjects: Communication strategy; Customer relations; Management communication Length: 4p Supplementary Materials: Supplement (Gen Exp), (387045), 3p, by Sally Seymour 387045 Title: Cuttyhunk Bank (B) Author(s): Seymour, Sally Publication Date: 09/03/1986 Revision Date: 04/27/1989 Product Type: Supplement (Gen Exp) Abstract: A potentially embarrassing inner-office memo implying that branch managers should be less than forthcoming about a meeting customers have the right to attend has been leaked to the press. The CEO of the bank must now send a letter to customers explaining the memo and the situation. The case illustrates the results of poorly planned communications and involves students in developing a communications strategy that takes into account the importance of tone and audience. Must be used with: (387031) Cuttyhunk Bank (A). Subjects: Communication strategy; Customer relations; Management communication Length: 3p R0311B Title: The DHL EuroCup: Shots on Goal Author(s): Hemp, Paul Publication Date: 11/01/2003 Product Type: Harvard Business Review Article Abstract: Deutsche Post World Net, the German postal monopoly, faced significant challenges as it began the process of integrating three businesses: Deutsche Post Euro Express, its own ground-based parcel delivery service, and two companies it had acquired-DHL, the worldwide express delivery service, and Danzas, a worldwide air and ocean freight company. The cultural differences alone were imposing. Enter EuroCup. For 20 years, DHL employees had held a soccer tournament to strengthen company culture across national boundaries. Canceled the previous year due to budget constraints, the EuroCup tournament was revived in 2003--in part to help with the postmerger integration. But did the event really help? HBR senior editor Paul Hemp attended EuroCup 2003. He set out to answer a number of questions relevant to any company staging an ambitious off-site intended to encourage teamwork and boost morale. How does a company determine whether such a large-scale event, even one that generates goodwill, is worth the investment? Does the team building extend to those back home who don't get to attend? Can intense competition between teams begin to overshadow the spirit of cooperation that such an event is meant to engender? Geographic Setting: Europe Industry Setting: Express delivery Subjects: Cross cultural relations; Germany; Interpersonal behavior; Mergers; Organizational behavior; Organizational development; Teams Length: 9p NEW 496029 Title: DISC (A) (Abridged) Author(s): Nohria, Nitin; Snook, Scott A. Publication Date: 10/01/1995 Product Type: Case (Field) Abstract: Follows the development and implementation of fundamental organizational change in a large government bureaucracy. The case is set in the Defense Industrial Supply Center (DISC) and follows two senior leaders as they grapple with issues of fundamental change in a rapidly evolving defense establishment from 1992 through 1995. Geographic Setting: Philadelphia, PA Industry Setting: Government & regulatory; Defense industry Number of Employees: 1,600 Gross Revenues: $700 million revenues Subjects: Business government relations; Federal government; Leadership; Logistics; Management of change; Organizational change; Reengineering Length: 16p Supplementary Materials: Supplement (Field), (496030), 4p, by Nitin Nohria, Scott A. Snook 496030 Title: DISC (A1) (Abridged) Author(s): Nohria, Nitin; Snook, Scott A. Publication Date: 10/01/1995 Product Type: Supplement (Field) Abstract: Supplements the (A) (Abridged) case. Must be used with: (496029) DISC (A) (Abridged). Subjects: Business government relations; Federal government; Leadership; Logistics; Management of change; Organizational change; Reengineering Length: 4p

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2311 Title: Daily Dignity: The Remarkable Return on Investment in Low-Skilled Workers Author(s): Heymann, Jody Publication Date: 01/12/2010 Product Type: HBS Press Book Abstract: An abstract is not available for this product. Subjects: NO SUBJECTS(KEYWORDS) Length: 272p List Price: $27.50 Year New: 2008 BAB042 Title: DaimlerChrysler (B) Author(s): St. Jean, Dianne C.; Cohen, Allan R.; Madden, Edward A. Publication Date: 01/01/2000 Revision Date: 05/18/2004 Product Type: Supplement (Field) Publisher: Babson College Abstract: Supplements the (A) case. Must be used with: (BAB041) DaimlerChrysler Merger: The Quest to Create "One Company". Industry Setting: Automotive industry Subjects: Automobile industry; Corporate culture; Entrepreneurship; Leadership; Management of change; Organizational behavior; Strategic alliances Length: 4p Year New: 2004 BAB041 Title: DaimlerChrysler Merger: The Quest to Create "One Company" Author(s): St. Jean, Dianne C.; Cohen, Allan R. Publication Date: 01/01/2000 Revision Date: 05/18/2004 Product Type: Case (Field) Publisher: Babson College Abstract: Centers on the historic merger of Daimler-Benz AG and Chrysler Corp. and the subsequent quest for integration. The subtexts to this central issue include a comparison and contrast of the operating cultures and business processes of the two companies as well as their histories, positions within the auto manufacturing industry, and corporate values and image. Also introduces the dynamics of integrating the leadership of two companies. Using "what if" scenarios, students can explore the roles of the senior managers in the merger, its execution, and the subsequent integration attempts. Gives students an opportunity to envision and develop an integration strategy. Best suited for studies in strategic management, corporate entrepreneurship, global management, leadership, and change management or organizational behavior.

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Organizational Behavior & Leadership


Industry Setting: Automotive industry Subjects: Automobile industry; Corporate culture; Entrepreneurship; Leadership; Management of change; Organizational behavior; Strategic alliances Length: 27p Supplementary Materials: Supplement (Field), (BAB042), 4p, by Dianne C. St. Jean, Allan R. Cohen, Edward A. Madden; Teaching Note, (BAB541), 3p, by Dianne C. St. Jean Year New: 2004 IMD122 Title: DaimlerChrysler: Organizing the Post-Merger Integration Author(s): Morosini, Piero; Radler, George Publication Date: 01/01/1999 Revision Date: 01/06/2003 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Abstract: Provides an inside view of how the former Daimler-Benz and Chrysler companies organized their integration efforts following their May 1998 merger, the first truly transatlantic merger in history and, at the time, the largest ever. As such, this merger presents an unusually broad array of management issues that were both unprecedented in scope and rather unique, ranging from cross-cultural management and global strategy and implementation to international M&A alliances and change management. Describes how DaimlerChrysler actually organized and moved to implement the post-merger integration process, raising a set of issues around structural risks, cultural aspects, and execution skills in a high-stakes, global context of a major post-merger integration effort. May be used with: (IMD121) DaimlerChrysler: The Post-Merger Integration Phase. Geographic Setting: United States; Germany; Global Industry Setting: Automotive industry; Transportation industry Company Size: large Subjects: Automobiles; Cross cultural relations; Germany; Globalization; Implementation; Management of change; Strategy implementation Length: 12p Supplementary Materials: Teaching Note, (IMD123), 21p, by Piero Morosini, George Radler NEW IMD121 Title: DaimlerChrysler: The PostMerger Integration Phase Author(s): Morosini, Piero; Radler, George Publication Date: 01/01/1999 Revision Date: 06/01/2003 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Abstract: Provides an inside view on how the former Daimler-Benz and Chrysler companies organized their integration efforts following their May 1998 merger, the first truly transatlantic merger in history and, at the time, the largest ever. As such, this merger presents an unusually broad array of management issues that were both unprecedented in scope and rather unique, ranging from cross-cultural management and global strategy and implementation to international M&A alliances and change management. Describes a journey that started during the early 1980s, until the events that preceded the Daimler-Chrysler merger, outlining the key strategic, organizational, and execution challenges facing both companies. May be used with: (IMD122) DaimlerChrysler: Organizing the Post-Merger Integration. Geographic Setting: United States; Germany Industry Setting: Automotive industry; Transportation industry Company Size: large Subjects: Automobiles; Cross cultural relations; Germany; Globalization; Implementation; Management of change; Strategy implementation Length: 22p Supplementary Materials: Teaching Note, (IMD123), 21p, by Piero Morosini, George Radler NEW 470016 Title: Dale Chapman Author(s): Athos, Anthony G. Publication Date: 12/01/1969 Revision Date: 11/13/1987 Product Type: Case (Field) Abstract: Describes a long-term partnership in the process of being dissolved. Used with the case Richard Neely, this case will enable a discussion of the dynamics of a partnership, the lifecycle of a partnership, some of the aspects of success in a partnership, the hazards, and the elements of good and bad partnerships. Geographic Setting: California Industry Setting: Construction industry Event Year Start: 1956 Event Year End: 1968 Subjects: Construction; Interpersonal relations; Partnerships Length: 9p U9611B Title: The Dance of Change in Corporate America: An Interview with Margaret Wheatley

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Author(s): Wheatley, Margaret; Kiechel, Walter, III Publication Date: 11/01/1996 Product Type: Harvard Management Update Article Abstract: Margaret "Meg" Wheatley, a noted consultant, author, and educator, discusses the struggle occurring within American corporations between traditional structures and self-organizing forms, in which networks, patterns, and structures emerge without external imposition or direction. The role of a leader in an organization is changing profoundly. While some leaders have become more thoughtful, declaring, "We just can't keep going on this way," others feel threatened by change. Wheatley argues that the preservation of personal power and status is antithetical to learning in organizations. She worries about organizational change driven by Wall Street's concerns and not by questioning our beliefs and experience about why people work and work well together. Subjects: Interviews; Leadership; Organizational design; Organizational development; Organizational structure Length: 3p List Price: $4.50 R0509F Title: The Dangers of Feeling like a Fake Author(s): Kets de Vries, Manfred F.R. Publication Date: 09/01/2005 Product Type: Harvard Business Review Article Abstract: In many walks of life--and business is no exception--there are high achievers who believe that they are complete fakes. To the outside observer, these individuals appear to be remarkably accomplished; often, they are extremely successful leaders with staggering lists of achievements. These neurotic impostors--as psychologists call them--are not guilty of false humility. The sense of being a fraud is the flip side of giftedness and causes a great many talented, hardworking, and capable leaders to believe that they don't deserve their success. "Bluffing" their way through life (as they see it), they are haunted by the constant fear of exposure. With every success, they think, "I was lucky this time, fooling everyone, but will my luck hold? When will people discover that I'm not up to the job?" In his career as a management professor, consultant, leadership coach, and psychoanalyst, Manfred F. R. Kets de Vries has found neurotic impostors at all levels of organizations. In this article, he explores the subject of neurotic imposture and outlines its classic symptoms: fear of failure, fear of

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Organizational Behavior & Leadership


success, perfectionism, procrastination, and workaholism. He then describes how perfectionist overachievers can damage their careers, their colleagues' morale, and the bottom line by allowing anxiety to trigger self-handicapping behavior and cripple the very organizations they're trying so hard to please. Finally, Kets de Vries offers advice on how to limit the incidence of neurotic imposture and mitigate its damage through discreet vigilance, appropriate intervention, and constructive support. Subjects: NO SUBJECTS(KEYWORDS) Length: 8p Year New: 2005 493089 Title: Daniel Rothstein Author(s): Sloane, Carl S.; Zuboff, Shoshana; Giarman, R. Keith Publication Date: 05/24/1993 Revision Date: 07/16/1996 Product Type: Case (Field) Abstract: Deals with issues of adult and career development at mid-life. Describes the career and personal history of an adult male, choice points in his life, and how he made critical career and personal choices. Focuses in particular on his decision to abandon a career in business development with Fortune 500 companies and the start-up of his own business. Also emphasizes his redefinition of success and integration of both work and non-work interests to provide greater personal fulfillment. Illustrates the relationship between adult development needs and career choices, particularly the role that career choice plays in facilitating or inhibiting adult development. Geographic Setting: United States Subjects: Careers & career planning; Human behavior; Self evaluation Length: 7p 606071 Title: Dansko, Inc. Author(s): Edmondson, Amy C.; Winston, Victoria W. Publication Date: 04/21/2006 Revision Date: 10/25/2006 Product Type: Case (Field) Abstract: For the past 18 months, Mandy Cabot had worried that the shoe business she had built into a thriving operation with $90 million in annual revenue and over 110 employees might instead be a "house of cards." The management philosophy that had guided Dansko's growth, "home schooling"-taking young energetic employees with little business experience and mentoring them--seemed ill-suited for the next phase of growth. Equally as precarious was the fact that with few exceptions, none of the senior management team had any prior experience in the footwear industry. So when a well-respected industry leader asked to talk about a merger, Cabot had to admit that with her "crisis of confidence," it might just be time. Geographic Setting: Pennsylvania; United States Industry Setting: Footwear industry Number of Employees: 110 Gross Revenues: $90 million revenues Event Year Start: 2005 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 20p Year New: 2006 UV0024 Title: Danville Airlines Author(s): Wicks, Andrew; Mead, Jenny Publication Date: 04/03/2004 Revision Date: 02/16/2006 Product Type: Case (Field) Abstract: Presents the dilemma faced by Danville Airlines' management when one of its best pilots is found to have the inherited gene for Huntington's Disease. Although he inevitably will develop the physically and mentally debilitating disease, the pilot, who has yet to experience symptoms, does not want to step down from his position. Danville Airlines explores the complicated issues of employee rights versus public safety, employee rights to privacy, and genetic testing and its effects on employees and management. Geographic Setting: United States Industry Setting: Airline industry Subjects: NO SUBJECTS(KEYWORDS) Length: 7p Supplementary Materials: Teaching Note, (UV0049), 4p, by Andrew Wicks, Jenny Mead Year New: 2007 88107 Title: The Dark Side of CEO Succession Author(s): Kets de Vries, Manfred F.R. Publication Date: 01/01/1988 Product Type: Harvard Business Review Article Abstract: A leadership change in a company is unsettling. Key players may act on unconscious feelings that can disrupt and possibly sabotage a sensible succession process. The CEO, board, and other top managers are most vulnerable to these forces when the CEO first recognizes the need to retire, when the successor is chosen, and when the new CEO takes charge. Subjects: Executives; Leadership; Managerial behavior; Managerial

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SMR173 Title: The Dark Side of Close Relationships Author(s): Anderson, Erin; Jap, Sandy Publication Date: 04/01/2005 Product Type: SMR Article Abstract: Forming close relationships with suppliers or customers is a popular business strategy, but such partnerships can be problematic. Many close business relationships--whether joint ventures or loose alliances--fail. Describes a phenomenon called the "dark side" of close relationships and maintains that close relationships that seem quite stable can, in fact, be vulnerable to decline and destruction. Draws on surveys of business relationships and other examples. The same factors that strengthen a partnership can also open the door to relationship problems. For example, when an automaker and a supplier built up personal relationships between employees at the two firms to facilitate their alliance and just-in-time manufacturing process, the trust and personal relationships also enabled the supplier more easily to cut corners in the production process. Discusses strategies to prevent the dark side from taking over a business relationship--for example, to ensure that both parties in the relationship make investments in it, in effect swapping "mutual hostages." In cases where damage to the relationship already exists, possible strategies include rotating in new personnel, reconfiguring the relationship, or terminating it. Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2005 85609 Title: The Dark Side of Entrepreneurship Author(s): Kets de Vries, Manfred F.R. Publication Date: 11/01/1985 Product Type: Harvard Business Review Article Abstract: Research on 38 entrepreneurs from a wide range of industries reveals them as achievement oriented, liking to take responsibility for decisions, and disliking repetitious work. Entrepreneurs tend to be visionary, creative, and have high levels of energy. The industries and jobs they create stimulate the economy. But their strong personality traits can make them difficult people to work with. Difficult characteristics include: a need for control, a sense of distrust, desire for applause, and particular defenses.

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Organizational Behavior & Leadership


Subjects: Entrepreneurship; Leadership; Personal strategy & style; Small business Length: 7p 471050 Title: David Alpert (A) Author(s): Lorsch, Jay W.; Gibson, Cyrus F.; Harmer, D. Richard Publication Date: 12/01/1970 Revision Date: 05/01/1983 Product Type: Case (Field) Abstract: Interpersonal day-to-day dealings of a product manager with others in the division, including his comments on these dealings. May be used with: (471051) David Alpert (B). Geographic Setting: Dayton, OH Industry Setting: Packaged food industry Gross Revenues: $600 million sales Subjects: Food; Interdepartmental relations; Interpersonal relations; Leadership; Line & staff management; Production planning Length: 8p 471051 Title: David Alpert (B) Author(s): Lorsch, Jay W.; Gibson, Cyrus F.; Harmer, D. Richard Publication Date: 12/01/1970 Revision Date: 10/01/1980 Product Type: Case (Field) Abstract: Personal history of David Alpert, with emphasis on psychoanalytic developmental issues. May be used with: (471050) David Alpert (A). Geographic Setting: Dayton, OH Industry Setting: Packaged food industry Gross Revenues: $600 million sales Subjects: Food; Interdepartmental relations; Interpersonal relations; Leadership; Line & staff management; Production planning Length: 7p 480040 Title: David Connolly Author(s): Kotter, John P. Publication Date: 11/01/1979 Revision Date: 04/08/1983 Product Type: Case (Field) Abstract: Follows the early stages of the career of a recent business school graduate, who has been extremely successful. Why has he done so well? Subjects: Careers & career planning; Power & influence; Self evaluation Length: 10p Supplementary Materials: Teaching Note, (485111), 7p, by Jeffrey A. Sonnenfeld, James J. Dowd E320 Title: David Dunwood Author(s): Rudolph-Bose, Katherine; Ellis, R. James Publication Date: 02/28/2008 Product Type: Case (Field) Publisher: Stanford University Abstract: The protagonist,David Dunwood, is a second-time search fund entrepreneur who in mid-2004 purchased Mountain Auto, a leading auto parts retailer in the Rocky Mountain United States. The venture started off strong, and Dunwood grew the organization along with revenues in his first two and a half years as CEO. However, by the end of 2006, the company finds itself in a downward spiral due to a combination of forces, including unfavorable weather and intense competition, especially among the top retailers who could afford to ride out leaner years and undercut smaller chains like Mountain Auto. Dunwood is faced with layoffs, budget cuts and having to put up the company for sale. Geographic Setting: United States Industry Setting: Auto repair Subjects: NO SUBJECTS(KEYWORDS) Length: 16p Supplementary Materials: Teaching Note, (E320TN), 6p, by Katherine Rudolph-Bose, R. James Ellis 493064 Title: David Fletcher Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/25/1993 Revision Date: 01/28/2005 Product Type: Case (Field) Abstract: David Fletcher, manager of the Emerging Growth Fund at a New York investment management firm, decides to assemble a team of analysts to which he can delegate part of his workload. The case explores the challenges of being a producing manager and Fletcher's efforts to select and manage a team of professionals. Geographic Setting: New York, NY Industry Setting: Securities & investing Subjects: Financial management; Group behavior; Group dynamics; Investment management; Management of professionals; Organizational behavior; Portfolio management; Power & influence Length: 13p Supplementary Materials: Teaching Note, (494117), 19p, by Linda A. Hill, Katherine S. Weber 493087 Title: David Melcher Author(s): Zuboff, Shoshana Publication Date: 06/01/1993 Revision Date: 04/25/1994 Product Type: Case (Field)

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Abstract: David Melcher contemplates changing his career at midlife. Geographic Setting: Texas Industry Setting: Consulting Gross Revenues: $1.2 million revenues Subjects: Careers & career planning; Self evaluation Length: 7p F0503K Title: David Neeleman on the Origins of JetBlue's Culture: Lessons from the Slums of Brazil Author(s): Neeleman, David; Wademan, Daisy Publication Date: 03/01/2005 Product Type: Harvard Business Review Article Abstract: JetBlue's David Neeleman talks about how his unexpected lessons from working with the poor have informed his company's egalitarian culture. Subjects: Airlines; Corporate culture; Employee morale; Leadership Length: 2p Year New: 2005 91C004 Title: David Shorter Author(s): DiStefano, Joseph J.; Abramson, Neil Publication Date: 01/01/1991 Revision Date: 08/24/1992 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: David Shorter, managing partner of the Toronto new enterprise group of James Williams, faces a sensitive meeting with Hong Kong native Bob Chen, a senior accountant who has indicated that he is likely to resign. A serious misunderstanding, partially involving cultural differences, has evolved over Bob's temporary assignment to an audit, when he wants to specialize in tax. The views of a number of other partners and managers involved in the situation are included. Confusion arises over conflicting signals from Bob about his willingness to take on the audit assignment. Designed for use with Bob Chen. The two cases are designed for use in a role play. Geographic Setting: Ontario Industry Setting: Service industries Subjects: Canada; Careers & career planning; Cross cultural relations; Professionals Length: 11p Supplementary Materials: Teaching Note, (891C04), 12p, by Joseph J. DiStefano UV0019 Title: Davis Press and Meccan Madness Author(s): Freeman, R. Edward; Byrne,

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Organizational Behavior & Leadership


Rosalyn W Publication Date: 01/15/1991 Revision Date: 12/16/2005 Product Type: Case (Field) Abstract: The owner/editor of the small Davis Press encounters a dilemma when she is given the opportunity to publish a novel set in the Islamic holy city of Mecca. Given the events of the last 16 years--the angry fallout after Salman Rushdie's novel "The Satanic Verses," the continuing Iraq War, and the recent controversy of Koran desecration at the U.S. Naval Base Guantanamo Prison-publishing the novel presents a host of various ethical dilemmas, including whether she should put her staff at risk. Discusses the ethics of a free press and challenges the profit motive in the face of jeopardizing political and religious world affairs. Industry Setting: Publishing industry Subjects: NO SUBJECTS(KEYWORDS) Length: 6p Supplementary Materials: Teaching Note, (UV0044), 5p, by R. Edward Freeman, Rosalyn W Byrne, Andrew Wicks, Pat Werhane Year New: 2007 401006 Title: Dawn Riley at America True (A) Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Revision Date: 06/18/2002 Product Type: Case (Field) Abstract: Dawn Riley is the CEO/Captain of America True, the first coed syndicate to race for the America's Cup. Over three years, based on her vision for America True, she built the syndicate from scratch, bringing on investors and sponsors, designing and building a boat, and hiring a sailing crew to race it. In June 1999, Riley must decide how to handle the San Francisco office now that America True's base of operations is moving to Auckland, New Zealand, where racing will begin in four months. She is facing pressure to phase out the office to cut down on costs, but Riley believes that the people in San Francisco and the work they are doing are key to her vision for America True. She must weigh the tension between immediate pressures to win and the longer-term sustainability of her vision. May be used with: (401008) Dawn Riley at America True (C). Geographic Setting: San Francisco, CA Industry Setting: Sports industry Company Size: start-up Number of Employees: 100 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Length: 18p Supplementary Materials: Supplement (Field), (401007), 1p, by Linda A. Hill, Kristin C. Doughty 401007 Title: Dawn Riley at America True (B) Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (401006) Dawn Riley at America True (A). Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Length: 1p 401008 Title: Dawn Riley at America True (C) Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Case (Field) Abstract: Dawn Riley and America True are based in Auckland, New Zealand, where racing will begin in six weeks. The senior management team will be meeting in 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 manager." May be used with: (401006) Dawn Riley at America True (A). Geographic Setting: Auckland Industry Setting: Sports industry Company Size: start-up Number of Employees: 100 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Length: 12p Supplementary Materials: Supplement (Field), (401009), 3p, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (401010), 6p, by Linda A. Hill, Kristin C. Doughty 401011 Title: Dawn Riley at America True (C1) Author(s): Hill, Linda A.; Doughty, Kristin C.

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Publication Date: 07/07/2000 Product Type: Case (Field) Abstract: This version of the (C) case can be taught independently of the (A) and (B) cases. Dawn Riley, CEO/Captain of America True, the first coed syndicate to race for the America's Cup, is based in Auckland, New Zealand, where racing will begin in six weeks. Riley has built a culture focused on open communication and shared decision making. But the practice of consensus-based decision making does not seem to be working for two critical issues that have recently come up: a design question about the training boat and an issue about Riley's position on the boat. Riley wonders if it is time to step in. This case describes how Riley built the syndicate, provides information on the sailing and design program, and explores Riley's role as a "producing manager." Geographic Setting: Auckland Industry Setting: Sports industry Company Size: start-up Number of Employees: 100 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Length: 18p Supplementary Materials: Supplement (Field), (401009), 3p, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (401010), 6p, by Linda A. Hill, Kristin C. Doughty 401009 Title: Dawn Riley at America True (D) Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Supplement (Field) Abstract: Supplements the (C) and (C1) cases. Must be used with: (401008) Dawn Riley at America True (C); (401011) Dawn Riley at America True (C1). Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Length: 3p 401010 Title: Dawn Riley at America True (E) Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Supplement (Field) Abstract: Supplements the (C) and (C1) cases. Must be used with: (401008) Dawn Riley at America True (C); (401011) Dawn Riley at America True (C1). Subjects: Diversity; Entrepreneurial management; Leadership; Management

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Organizational Behavior & Leadership


styles; Organizational behavior; Power & influence; Sports; Women Length: 6p 2177 Title: A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products Author(s): Collins, Elizabeth L.; Greiner, Larry E. Publication Date: 04/11/2008 Product Type: Case Abstract: Alex Sander is a new product manager whose drive and talents are attractive to management, but whose intolerant style has alienated employees. This tension is presented against the backdrop of a 360-degree performance review process. Sander works in the Toiletries Division of Landon Care Products, which has recently been acquired by a European beauty company. Sander is leading the launch of a European skin care product into the U.S. market, which requires working with a multinational product development team. Sander's interactions with peers and direct reports in the case paint a picture of a tough, inflexible high achiever who uses temper as a management tool. At the end of the day, Sander's supervisor Sam Glass will provide Sander with 360-degree performance feedback--the first time this process has been used at Landon. Sander remains skeptical about the value of the process and feedback, and of a long-term fit with the organization. On the other hand, Glass has a very high personal interest in keeping Sander at the company, but wonders how the organization can best develop and manage this star performer. Geographic Setting: United States Industry Setting: Cosmetic Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Supplementary Materials: Teaching Note, (2180), 7p, by Elizabeth L. Collins, Larry E. Greiner Year New: 2007 404024 Title: De La Salle Academy Author(s): DeLong, Thomas J.; Ager, David L. Publication Date: 07/21/2003 Product Type: Case (Field) Abstract: Brother Brian Carty, headmaster and founder of De La Salle Academy, a private school for academically talented, economically disadvantaged children in grades six to eight in New York City, is scheduled to meet with the school's board of directors to discuss how the school and its education concept can be extended to more children. Over 750 children apply each year for the 50 spaces at De La Salle, and most have few other options if rejected but to enroll in the New York Public School system. The school relies on the financial support of the local community and charitable foundations to cover operating expenses, as most of the students are unable to pay the tuition of approximately $9,000 a year to attend. Not only do the school's graduates go on to elite preparatory and independent schools in the Northeast, but they also attend some of the most well-regarded colleges in the country, including Brown, Harvard, Stanford, and Yale. Geographic Setting: New York, NY Industry Setting: Education industry Number of Employees: 17 Event Year Start: 2003 Event Year End: 2003 Subjects: Corporate responsibility; Education; Human relations; Human resources management; Leadership; Organizational behavior; Organizational structure; Personnel selection; Succession planning Length: 14p Supplementary Materials: Teaching Note, (406031), 12p, by Thomas J. DeLong, Laura E. Donohue NEW 406S05 Title: De Passe Entertainment and Creative Partners, Spanish Version Author(s): Hill, Linda A.; Conrad, Melinda B.; Weber, Katherine S. Publication Date: 01/09/1994 Revision Date: 03/30/1995 Product Type: LACC Case Abstract: After 24 years at Motown Industries, Hollywood executive Suzanne de Passe has decided to go out on her own to start two new businesses. The case describes de Passe's career from her beginning as Berry Gordy's assistant at Motown Records to her presidency of Gordy/de Passe Productions. Upon Gordy's departure from the production business, de Passe decides to become an entrepreneur, forming both an independent production company and an artist management company. In the management venture, de Passe has a business partner, and in the production company she hires a president and COO. Focuses on her decision to become an entrepreneur and on the working partnerships she has developed with the executives of the two companies. Geographic Setting: Hollywood, CA Industry Setting: Entertainment industry Subjects: NO

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494013 Title: De Passe Entertainment and Creative Partners Author(s): Hill, Linda A.; Conrad, Melinda B.; Weber, Katherine S. Publication Date: 01/09/1994 Revision Date: 03/30/1995 Product Type: Case (Field) Abstract: After 24 years at Motown Industries, Hollywood executive Suzanne de Passe has decided to go out on her own to start two new businesses. The case describes de Passe's career from her beginning as Berry Gordy's assistant at Motown Records to her presidency of Gordy/de Passe Productions. Upon Gordy's departure from the production business, de Passe decides to become an entrepreneur, forming both an independent production company and an artist management company. In the management venture, de Passe has a business partner, and in the production company she hires a president and COO. Focuses on her decision to become an entrepreneur and on the working partnerships she has developed with the executives of the two companies. May be used with: (497015) Suzanne de Passe at Motown Productions (A1); (487042) Suzanne de Passe at Motown Productions (A). Geographic Setting: Hollywood, CA Industry Setting: Entertainment industry Subjects: Creativity; Entertainment industry; Entrepreneurship; Growth management; Management styles; Partnerships Length: 20p Supplementary Materials: Teaching Note, (494123), 16p, by Linda A. Hill, Joshua D. Margolis 4891BC Title: Deal with NoNos: Increasing True Urgency and Managing People Who Resist Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter Abstract: A NoNo is more than a skeptic--he is, in essence, an urgency killer. He's always ready with ten reasons why the current situation is fine, why the problems and challenges others see don't exist, or why you need more data before acting. This chapter describes methods for preventing difficult people from derailing change. Subjects: NO SUBJECTS(KEYWORDS) Length: 26p List Price: $6.95

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Organizational Behavior & Leadership


Year New: 2007 IMD153 Title: Dealing with Crisis: Lars Kruse Thomsen Moves to Solve Problems (B) Author(s): DiStefano, Joe; Lief, Colleen Publication Date: 01/01/2003 Revision Date: 07/22/2003 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Abstract: Outlines strategy for a change management scenario. Issues include subsidiary/headquarters relationships, multicultural groups, dynamic industry conditions, and culture and personality as driving forces in a corporate turnaround. Having grown as much as possible in its Scandinavian home markets, House of Prince aims to make its Prince cigarette brand as dominant a competitor in the emerging Baltic markets as it is in Denmark. The company sends Lars Kruse Thomsen to Warsaw as the newly appointed director of sales and marketing at House of Prince's Polish operation. What he finds upon his arrival--organizational inertia, a leadership vacuum, and unreliable sales and performance data--shocks him. Thomsen realizes that to reverse the company's precipitous decline, he must fix what is at the root of its malaise. Under his direction, the sales and marketing department will lead the way. May be used with: (IMD151) Facing a Crisis: Lars Kruse Thomsen Starts His New Job (A); (IMD154) Resolving a Crisis: Lars Kruse Thomsen Assesses the Results of Change (C). Geographic Setting: Poland; Denmark Industry Setting: Tobacco industry Subjects: Eastern Europe; Europe; Implementation; Leadership; Management of change; Management of crises; Marketing implementation; Marketing management; Marketing strategy; Organizational behavior; Organizational change; Organizational problems; Reorganization; Sales organization; Scandinavia; Tobacco industry Length: 17p NEW B0703E Title: Dealing with Darwin: How Great Companies Cope with Globalization and Commoditization Author(s): Koch, Nancy; Moore, Geoffrey A. Publication Date: 03/15/2007 Product Type: Balanced Scorecard Report Article Abstract: Innovation, claims Geoffrey Moore, is Darwinian. It's not strategy, but requirement. Yet most organizations naturally resist change. How do elite companies embrace change to innovate and succeed? By ruthlessly distinguishing between their "core" and "context" activities, by wedding the right innovation model to their business strategy. Moore, bestselling author on disruptive technologies and strategic transformation, shares insights from his latest book, "Dealing with Darwin: How Great Companies Innovate at Every Phase of Their Evolution" (Portfolio, 2006). Subjects: NO SUBJECTS(KEYWORDS) Length: 2p List Price: $9.50 Year New: 2007 U0508A Title: Dealing with the Real Reasons People Leave Author(s): Ross, Judith Publication Date: 08/01/2005 Product Type: Harvard Management Update Article Abstract: Although most people tell human resources they are leaving for more money or a better opportunity, 88% change jobs because of negative factors in their current workplace, ranging from subpar people management to toxic culture. With the U.S. Department of Labor predicting potential labor shortages through the year 2012, managers must discontinue this ostrich-like behavior and address employee turnover head on. Doing so effectively will require many managers to rethink their approach to retention. At plenty of firms, for example, retention remains a concern only when executives fear that valued employees may seriously be considering leaving. But this way of thinking dooms a company to failure, as it ignores all the opportunities to keep people from even thinking about leaving. Indeed, the retention war begins at the hiring stage--with companies recruiting employees whose talents and interests fit with both the short- and longterm needs of the organization. And once employees are in the door, the battle to keep them should commence immediately. Learn more about how to keep your employees from leaving. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 Year New: 2005 87105 Title: Debate at Wickersham Mills Author(s): Collier, Abram T. Publication Date: 01/01/1987 Product Type: Harvard Business Review Article Abstract: Four candidates for the

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presidency of a textile company present contrasting philosophies about the nature and purpose of a business. Stockholders and HBR readers are asked to decide who should get the job. This article was first published in 1960. Industry Setting: Textile industry Subjects: Business history; HBR Classics; Leadership; Management philosophy; Management styles; Managerial selection; McKinsey Award Winners; Textiles Length: 20p 488024 Title: Debi Coleman and Apple Computer, Inc. Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 03/15/1988 Product Type: Case (Field) Abstract: A companion case to Donna Dubinsky and Apple Computer (A) and (B). In a conflict with Dubinsky over the introduction of a new just-in-time distribution system, this case provides Coleman's side of the story. Coleman's perception of the issue is quite different and her stakes in the matter are tied up with her division's problems. In addition, the case raises a new issue about how to respond to a charismatic leader's requests to make changes when you don't believe in them yourself. Geographic Setting: California Industry Setting: Computer industry Company Size: Fortune 500 Subjects: Careers & career planning; Computer industry; Organizational change; Politics; Silicon Valley Length: 8p Supplementary Materials: Teaching Note, (491031), 11p, by Todd D. Jick 487033 Title: Deborah Goldberg (A) Author(s): Kao, John J. Publication Date: 11/14/1986 Revision Date: 11/05/1987 Product Type: Case (Field) Abstract: Debbie, a second year HBS student, is weighing the career choices of family business or entrepreneurial venture. The teaching objectives are to examine the difficulties of choosing between an entrepreneurial or family business and the difficulties in making such a choice. Geographic Setting: Massachusetts Industry Setting: Education industry Company Size: large Subjects: Careers & career planning; Entrepreneurship; Family owned businesses; Higher education Length: 3p Supplementary Materials: Supplement (Field), (487085), 1p, by John J. Kao; Teaching Note, (489066), 4p, by John J.

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Organizational Behavior & Leadership


Kao 487085 Title: Deborah Goldberg (B) Author(s): Kao, John J. Publication Date: 06/23/1987 Product Type: Supplement (Field) Abstract: Describes Deborah Goldberg's decision regarding the choices presented in the (A) case. Presents further reflections on the dilemmas of working in a family business. Must be used with: (487033) Deborah Goldberg (A). Subjects: Careers & career planning; Entrepreneurship; Family owned businesses Length: 1p Supplementary Materials: Teaching Note, (489066), 4p, by John J. Kao U0405E Title: Debriefing Art Kleiner: How to Lead When Your Influence Goes Off the (Org) Chart Author(s): Michelman, Paul; Kleiner, Art Publication Date: 05/01/2004 Product Type: Harvard Management Update Article Abstract: Art Kleiner, research director at the Cambridge, Massachusetts-based consulting firm Dialogos and author of Who Really Matters: The Core Group Theory of Power, Privilege, and Success (Doubleday, 2003), talks about the extra burden certain forms of leadership impart. These leadership roles often exist outside the command-and-control structure; they rise from the informal but powerful obligations of what Kleiner calls the "organizational core group." Leaders who belong to their companies' core groups must be careful with how they exert influence, as well as take specific steps to ensure they steer their firms in the right direction. Subjects: Group dynamics; Leadership; Management of professionals; Power & influence; Teams Length: 2p List Price: $4.50 Year New: 2004 U0412B Title: Debriefing Bob Herbold: Breaking Up Corporate Fiefdoms Author(s): Johnson, Lauren Keller Publication Date: 12/01/2004 Product Type: Harvard Management Update Article Abstract: It's an old, troubling story: individuals or groups within an organization--feeling the need to safeguard their jobs or secure their successful position in the company--set out to make themselves indispensable. They move to protect their turf and seize control over what work gets done and how it gets done. In short, they create fiefdoms. How can you best shatter the fiefdoms proliferating in your company? According to Bob Herbold, former COO of Microsoft and author of The Fiefdom Syndrome, you need to strike a delicate balance. Specifically, you must restore discipline across the organization while also reviving fiefdom inhabitants' ability and willingness to generate creative ideas for solving problems and satisfying customers. Learn more about breaking up corporate fiefdoms in this interview. Subjects: Corporate strategy; Creativity; Interviews; Organizational change; Organizational problems Length: 2p List Price: $4.50 Year New: 2004 U0407B Title: Debriefing Brian Dietmeyer: A Blueprint for Successful Negotiation Author(s): Johnson, Lauren Keller Publication Date: 07/01/2004 Product Type: Harvard Management Update Article Abstract: The best negotiators don't play games. They don't even seek to come out ahead of the other party. Today, the most successful negotiators know that to secure a "win" for their company they must follow a strategy that secures a "win" for all involved. Read about Brian Dietmeyer, the managing director of Think! Inc./Negotiations Solutions and author of Strategic Negotiation: A Breakthrough Four-Step Process for Effective Business Negotiation, and his theories on successful negotiation. Subjects: Management communication; Negotiations; Organizational development Length: 2p List Price: $4.50 Year New: 2004 U0401E Title: Debriefing Chris Zook Author(s): Johnson, Lauren Keller Publication Date: 01/01/2004 Product Type: Harvard Management Update Article Abstract: Corporate leaders today face a frustrating dilemma: Despite mounting pressure from employees and investors to grow their companies, doing so in a sustained and profitable way is proving increasingly difficult. But as Bain & Co. director Chris Zook affirms in Beyond the Core: Expand Your Market Without Abandoning Your Roots, profitable growth is your company's lifeblood: it attracts dedicated, talented employees as well as enthusiastic investors. Subjects: Core competency; Corporate strategy; Growth strategy; Management

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U0402E Title: Debriefing Eric Abrahamson, Author of Change Without Pain: The Road to Better Recombination Author(s): Johnson, Lauren Keller Publication Date: 02/01/2004 Product Type: Harvard Management Update Article Abstract: You've heard the mandate "Change or perish!"--and you know it's true. So why are many companies changing and perishing? Simple--they've taken the mandate too far. Assuming that successful change requires total reinvention, managers have triggered excruciating cycles of initiative overload, chaos, and employee burnout. To reverse these cycles, Columbia Business School Management Professor Eric Abrahamson contends that we must change how we change. Subjects: Decision analysis; Innovation; Management of change; Management philosophy; Organizational development; Strategic planning Length: 2p List Price: $4.50 Year New: 2004 U0410C Title: Debriefing Gerry Roche: So You Want to Be the CEO? Author(s): Johnson, Lauren Keller Publication Date: 10/01/2004 Product Type: Harvard Management Update Article Abstract: You've been laying the groundwork for years, acquiring a broad array of skills and proving your executive mettle at multiple levels in your company. You've got your eye on a top job, and you know that's where you belong. But you're also fully aware that competition for the C suite is stiff and that readiness, enthusiasm, and an admirable track record aren't enough to guarantee anyone a senior leadership position. So how do you improve your chances? Gerry Roche, senior chairman of Chicago-based executive search firm Heidrick & Struggles, offers potent guidelines that leaders bent on occupying a top rung on the corporate ladder often overlook. Subjects: Leadership; Management of professionals; Managing superiors Length: 2p List Price: $4.50 Year New: 2004 U0406D Title: Debriefing Howard Gardner Author(s): Johnson, Lauren Keller

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Organizational Behavior & Leadership


Publication Date: 06/01/2004 Product Type: Harvard Management Update Article Abstract: As Howard Gardner, author of Changing Minds, explains, we find it increasingly difficult to open ourselves to new ideas as we age. Our world views ossify, preventing us from imagining something radically different. Resistance stiffens further if we experience unpleasantness after embracing an idea. For these reasons, leaders aiming to win support for their ideas can't rely on a single method of persuasion; they must draw on a well-planned blend of tactics tailored to influence disparate groups of tough-minded people. Subjects: Competitive advantage; Leadership; Management communication Length: 2p List Price: $4.50 Year New: 2004 U0312E Title: Debriefing Jay Conger: Exerting Influence Without Authority Author(s): Johnson, Lauren Keller Publication Date: 12/01/2003 Product Type: Harvard Management Update Article Abstract: Jay A. Conger, professor of organizational behavior at the London Business School and formerly the executive director of the University of Southern California's Leadership Institute, points out that managers and executives at all levels must use a more lateral style of leadership. Subjects: Creativity; Innovation; Leadership; Management philosophy Length: 2p List Price: $4.50 NEW U0409D Title: Debriefing Michael Feiner: Make Conflict Drive Results Author(s): Johnson, Lauren Keller Publication Date: 09/01/2004 Product Type: Harvard Management Update Article Abstract: In "unhealthy" forms of conflict, employees jockey for favor with the boss, people argue over how they're being treated by the firm, and individuals sabotage one another's professional reputations to advance their own careers. Whatever shape unhealthy conflict takes, it always wreaks the same kind of havoc: It saps people's concentration and focus, draining muchneeded attention and energy away from the issues that matter most to the organization. But not all conflict is destructive, says Michael Feiner, a professor at Columbia University's Graduate School of Business. In fact, he says, skilled leaders purposefully encourage debate, disagreement, and discussion over ideas, issues, and important decisions. The most effective executives know how to minimize the bad conflict while cultivating the good. Learn how to develop a new mind-set regarding conflict. Subjects: Communication strategy; Conflict; Interpersonal behavior; Management of professionals Length: 2p List Price: $4.50 Year New: 2004 U0404E Title: Debriefing Richard Koppel: Change Without a Burning Platform Publication Date: 04/01/2004 Product Type: Harvard Management Update Article Abstract: In companies enjoying high performance, change leaders face unique challenges. When Richard Koppel became vice president of research and development at GTECH Corporation, the firm had already captured a 70% share of its market. But now, under his direction, GTECH wins new contracts even when it's not the lowest bidder. Learn how Koppel managed to drive profound change without an immediate crisis and achieve admirable results. Subjects: Innovation; Leadership; Management of change; Management of professionals; Management performance Length: 2p List Price: $4.50 Year New: 2004 SMR238 Title: Decision Downloading Author(s): Clampitt, Philip G; Williams, M. Lee Publication Date: 01/01/2007 Product Type: SMR Article Abstract: Organizations often try to include as many people as possible in the decision-making process, but sometimes it's just not possible to involve anyone beyond a small group. The need for confidentiality and speed are constraints, as is the sheer difficulty of polling an entire organization regarding decisions that will affect an entire company. Managers or executives must sometimes "download" a decision to their people after the fact--and this is where many a decision crashes on rocky shoals. Mergers fail as key employees leave and others resist change; union contracts are rejected after months of negotiation; and changes in employee benefits meet with strident protest. What's behind these failures, and what can be done to avert them? The authors

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lay out reasons for ineffective downloading: a disconnect between the two sides as the negotiating parties fails to see the negatives of a decision; a failure to clarify responsibilities, which results in rumor and word-of-mouth being the primary channels of communication; a desire to inform people quickly--which often means superficially; and a paternalistic desire to protect members of an organization when people would prefer to just hear the truth. Against this record of mistakes and misguided notions, the authors set their four-stage process for robust decision downloading. Their process is informed by survey research of several hundred employees in a variety of organizations, as well as interviews with dozens of executives. Subjects: NO SUBJECTS(KEYWORDS) Length: 8p Year New: 2007 7869C Title: Decision Making (Interactive CDROM) Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard; Hayashi, Alden M. Publication Date: 02/01/2002 Product Type: Interactive Program Abstract: Based on research and writings of leadership experts, this eLearning program examines the frameworks for making decisions, decision-making biases, and the role of intuition in this context. Increase the decision-making confidence in an organization by equipping managers with the interactive lessons, expert guidance, and activities for immediate application at work. Managers will learn to recognize the role intuition plays in decision making, apply a process to complicated decisions, identify and avoid thinking traps, simplify complex decisions, and tackle fast decision making. Subjects: Competitive decision making; Decision making; Employee development; Leadership; Management communication; Management of change; Management of professionals; Managerial skills; Managers; Organizational development Length: 2 hours 7869D Title: Decision Making (Online) Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard; Hayashi, Alden M. Publication Date: 08/30/2001 Product Type: Interactive Program Abstract: Based on research and writings of leadership experts, this eLearning program examines the

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Organizational Behavior & Leadership


frameworks for making decisions, decision-making biases, and the role of intuition in this context. Increase the decision-making confidence in an organization by equipping managers with the interactive lessons, expert guidance, and activities for immediate application at work. Managers will learn to recognize the role intuition plays in decision making, apply a process to complicated decisions, identify and avoid thinking traps, simplify complex decisions, and tackle fast decision making. This program is also available in a CD-ROM format, product 7869C. Subjects: Competitive decision making; Decision making; Employee development; Leadership; Management communication; Management of change; Management of professionals; Managerial skills; Managers; Organizational development Length: 2 hours UV0792 Title: Decision-Making and Leading through Crisis Author(s): James, Erika H.; Yemen, Gerry Publication Date: 05/17/2007 Product Type: Case (Field) Abstract: During a discussion, a physician once pointed to the name on his lab jacket and said, "MD--makes decisions!" One of the greatest challenges we face in cultivating leadership competence is being centered and skillful in the midst of difficult and upsetting situations, or during times of crisis. Each of the three vignettes in this case offers an opportunity to practice decision-making in challenging situations. The material helps students focus on decisionmaking. What guides effective decisionmaking? The vignettes present situations that can be used to describe common approaches to decision-making and explore problems or challenges with traditional decision-making. Subjects: NO SUBJECTS(KEYWORDS) Length: 7p Year New: 2008 7869H Title: Decision Making, Corporate Intranet Version Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard; Hayashi, Alden M. Publication Date: 08/27/2003 Product Type: Interactive Program Abstract: Based on research and writings of leadership experts, this eLearning program examines the frameworks for making decisions, decision-making biases, and the role of intuition in this context. Increase the decision-making confidence in an organization by equipping managers with the interactive lessons, expert guidance, and activities for immediate application at work. Managers will learn to recognize the role intuition plays in decision making, apply a process to complicated decisions, identify and avoid thinking traps, simplify complex decisions, and tackle fast decision making. This program is also available in online format, product 7869D. Subjects: Competitive decision making; Decision making; Employee development; Leadership; Management communication; Management of change; Management of professionals; Managerial skills; Managers; Organizational development Length: 3 hours 7869F Title: Decision Making, Facilitator Version Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard; Hayashi, Alden M. Publication Date: 08/30/2001 Product Type: Interactive Program Abstract: Based on research and writings of leadership experts, this program examines the frameworks for making decisions, decision-making biases, and the role of intuition in this context. Increase the decision-making confidence in an organization by equipping managers with the interactive lessons, expert guidance, and activities for immediate application at work. Managers will learn to recognize the role intuition plays in decision making, apply a process to complicated decisions, identify and avoid thinking traps, simplify complex decisions, and tackle fast decision making. This version includes a facilitator's guide. Subjects: Competitive decision making; Employee development; Leadership; Management communication; Management of change; Management of professionals; Managerial skills; Managers; Organizational development R0609B Title: The Decision to Trust Author(s): Hurley, Robert F. Publication Date: 09/01/2006 Product Type: Harvard Business Review Article Abstract: Surveys reveal that 80% of Americans don't trust corporate executives and--worse--that roughly half of all managers don't trust their own leaders. Mergers, downsizing, and globalization have accelerated the pace of change in organizations, creating a crisis of trust that didn't exist a

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generation ago. Leaders who understand how trust is built can actively influence its development, resulting in a more supportive and productive work environment and, not incidentally, a competitive advantage in the war for talent. Building on research in social psychology, and on his 15 years of experience consulting on trust, the author has developed a model for predicting whether trust or distrust will be chosen in a given situation. The model helps managers analyze 10 factors at play in the decision-making process. Hundreds of top executives have used it to diagnose and address the root causes of distrust in their work relationships. Some of the factors in the model relate to the decision maker: How tolerant of risk, how well-adjusted, and how relatively powerful is he or she? Others relate to the specific situation: How closely aligned are the interests of the parties concerned? Does the person who is asking to be trusted demonstrate competence? Predictability and integrity? Frequent and honest communication? Sue, a relatively new VP of sales, used the trust model to manage her relationship with Joe, an employee nearing retirement who was not performing well in a new sales role. Fearing for his job, Joe wasn't initially inclined to trust her. Sue took concrete steps to communicate openly with Joe, explore other options for him, and show concern for his well-being. When Joe was transferred, he let his former colleagues know how pleased he was with Sue's handling of the situation. As a result, the level of trust increased in Sue's department, even through a major change. Industry Setting: Convenience store industry; Petroleum industry; Textile industry Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2006 1056 Title: The Decision to Trust (HBR OnPoint Enhanced Edition) Author(s): Hurley, Robert F. Publication Date: 09/01/2006 Product Type: HBR OnPoint Article Abstract: Surveys reveal that 80% of Americans don't trust corporate executives and--worse--that roughly half of all managers don't trust their own leaders. Mergers, downsizing, and globalization have accelerated the pace of change in organizations, creating a crisis of trust that didn't exist a generation ago. Leaders who understand how trust is built can actively influence its development, resulting in a

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Organizational Behavior & Leadership


more supportive and productive work environment and, not incidentally, a competitive advantage in the war for talent. Building on research in social psychology, and on his 15 years of experience consulting on trust, the author has developed a model for predicting whether trust or distrust will be chosen in a given situation. The model helps managers analyze 10 factors at play in the decision-making process. Hundreds of top executives have used it to diagnose and address the root causes of distrust in their work relationships. Some of the factors in the model relate to the decision maker: How tolerant of risk, how well-adjusted, and how relatively powerful is he or she? Others relate to the specific situation: How closely aligned are the interests of the parties concerned? Does the person who is asking to be trusted demonstrate competence? Predictability and integrity? Frequent and honest communication? Sue, a relatively new VP of sales, used the trust model to manage her relationship with Joe, an employee nearing retirement who was not performing well in a new sales role. Fearing for his job, Joe wasn't initially inclined to trust her. Sue took concrete steps to communicate openly with Joe, explore other options for him, and show concern for his well-being. When Joe was transferred, he let his former colleagues know how pleased he was with Sue's handling of the situation. As a result, the level of trust increased in Sue's department, even through a major change. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p List Price: $6.50 Year New: 2006 186166 Title: Decision: Steel Author(s): Lax, David A.; Applebaum A Publication Date: 02/12/1986 Revision Date: 03/21/1986 Product Type: Note Abstract: Contains a general introduction to the videotape Decision: Steel, produced by Granada Television, London, England. Presents a cast of characters and their photographs, an organizational chart, and a chronological list of the encounters that occur in the video. The abridged version of British Steel: Interview with Sir Monty Finniston (9-882-521) may be shown also. After preparing this note and viewing the two videos, students are prepared to discuss the internal negotiations they have seen at the British Steel Corp. Geographic Setting: United Kingdom Industry Setting: Steel industry Subjects: Competitive decision making; Negotiations; Power & influence; Resource allocation; Steel; United Kingdom Length: 8p R0601G Title: Decisions Without Blinders Author(s): Bazerman, Max H.; Chugh, Dolly Publication Date: 01/01/2006 Product Type: Harvard Business Review Article Abstract: By the time Merck withdrew its pain relief drug Vioxx from the market in 2004, more than 100 million prescriptions had been filled in the United States alone. Yet researchers now estimate that Vioxx may have been associated with as many as 25,000 heart attacks and strokes. Evidence of the drug's risks was available as early as 2000, so why did so many doctors keep prescribing it? The answer, say the authors, involves the phenomenon of bounded awareness--when cognitive blinders prevent a person from seeing, seeking, using, or sharing highly relevant, easily accessible, and readily perceivable information during the decision-making process. Doctors prescribing Vioxx, for instance, more often than not received positive feedback from patients. So, despite having access to information about the risks, physicians may have been blinded to the actual extent of the risks. Bounded awareness can occur at three points in the decision-making process. First, executives may fail to see or seek out the important information needed to make a sound decision. Second, they may fail to use the information that they do see because they aren't aware of its relevance. Third, executives may fail to share information with others, thereby bounding the organization's awareness. Drawing on examples such as the Challenger disaster and Citibank's failures in Japan, this article examines what prevents executives from seeing what's right in front of them and offers advice on how to increase awareness. Of course, not every decision requires executives to consciously broaden their focus. Collecting too much information for every decision would waste time and other valuable resources. The key is being mindful. If executives think an error could generate almost irrecoverable damage, then they should insist on getting all the information they need to make a wise decision. Geographic Setting: Iraq; Japan; Switzerland; United States Industry Setting: Banking industry; Beverage industry; Pharmaceutical industry; Watch industry

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2998 Title: Decisions Without Blinders (HBR OnPoint Enhanced Edition) Author(s): Bazerman, Max H.; Chugh, Dolly Publication Date: 01/01/2006 Product Type: HBR OnPoint Article Abstract: By the time Merck withdrew its pain relief drug Vioxx from the market in 2004, more than 100 million prescriptions had been filled in the United States alone. Yet researchers now estimate that Vioxx may have been associated with as many as 25,000 heart attacks and strokes. Evidence of the drug's risks was available as early as 2000, so why did so many doctors keep prescribing it? The answer, say the authors, involves the phenomenon of bounded awareness--when cognitive blinders prevent a person from seeing, seeking, using, or sharing highly relevant, easily accessible, and readily perceivable information during the decision-making process. Doctors prescribing Vioxx, for instance, more often than not received positive feedback from patients. So, despite having access to information about the risks, physicians may have been blinded to the actual extent of the risks. Bounded awareness can occur at three points in the decisionmaking process. First, executives may fail to see or seek out the important information needed to make a sound decision. Second, they may fail to use the information that they do see because they aren't aware of its relevance. Third, executives may fail to share information with others, thereby bounding the organization's awareness. Drawing on examples such as the Challenger disaster and Citibank's failures in Japan, this article examines what prevents executives from seeing what's right in front of them and offers advice on how to increase awareness. Of course, not every decision requires executives to consciously broaden their focus. Collecting too much information for every decision would waste time and other valuable resources. The key is being mindful. If executives think an error could generate almost irrecoverable damage, then they should insist on getting all the information they need to make a wise decision. Industry Setting: Pharmaceutical industry Subjects: NO SUBJECTS(KEYWORDS) Length: 11p List Price: $6.50

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Organizational Behavior & Leadership


Year New: 2006 R0601C Title: Decisions and Desire Author(s): Morse, Gardiner Publication Date: 01/01/2006 Product Type: Harvard Business Review Article Abstract: When we make decisions, we're not always in charge. One moment we hotheadedly let our emotions get the better of us; the next, we're paralyzed by uncertainty. Then we'll pull a brilliant decision out of thin air--and wonder how we did it. Though we may have no idea how decision making happens, neuroscientists peering deep into our brains are beginning to get the picture. What they're finding may not be what you want to hear, but it's worth listening. We have dog brains, basically, with human cortexes stuck on top. By watching the brain in action as it deliberates and decides, neuroscientists are finding that not a second goes by that our animal brains aren't conferring with our modern cortexes to influence their choices. Scientists have discovered, for example, that the "reward" circuits in the brain that activate in response to cocaine, chocolate, sex, and music also find pleasure in the mere anticipation of making money--or getting revenge. And the "aversion" circuits that react to the threat of physical pain also respond with disgust when we feel cheated by a partner. In this article, HBR Senior Editor Gardiner Morse describes the experiments that illuminate the aggressive participation of our emotiondriven animal brains in decision making. This research also shows that our emotional brains needn't always operate beneath our radar. Although our dog brains sometimes hijack our higher cognitive functions to drive bad, or at least illogical, decisions, they play an important part in rational decision making as well. The more we understand how we make decisions, the better we can manage them. Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2006 U0407F Title: Decisions: How Will You Better Align with Strategy? Author(s): Michelman, Paul Publication Date: 07/01/2004 Product Type: Harvard Management Update Article Abstract: Lining up a complex and, at best, vaguely hierarchical global corporation behind a strategy that is driven by ever-shifting market conditions is challenging. It not only requires a clear vision supported by lucid, top-down communication, but also the focused participation of people at every level of the firm, especially unit heads. But the results are well worth it. Learn how being truly aligned with your corporate strategy can help you most effectively help the organization reach its goals. Subjects: Alliances; Strategy formulation; Strategy implementation Length: 1p List Price: $4.50 Year New: 2004 U0409F Title: Decisions: How Will You Maintain Alignment? Author(s): Michelman, Paul Publication Date: 09/01/2004 Product Type: Harvard Management Update Article Abstract: It's one thing to get your team focused on recasting its efforts at the outset of major change in corporate strategy. It's quite another to keep everyone's eyes on the strategic prize over time. Coming to your aid, we canvassed the experts to offer these best practices in maintaining long-term alignment with strategy. Read our third and final article in HMU's series on strategic alignment. Subjects: Communication strategy; Interpersonal behavior; Negotiations Length: 1p List Price: $4.50 Year New: 2004 U0405D Title: Decisions: How Will You Make Your Team a Team? Author(s): Michelman, Paul Publication Date: 05/01/2004 Product Type: Harvard Management Update Article Abstract: What do you do when the whole of the team you're leading appears to be less than the sum of its parts? Everything seems to be in place: solid people, a demanding but reasonable plan, sufficient resources. But, still, there's something missing from the effort, and filling the gap falls on your shoulders. No, leaders can't singlehandedly boost performance, but they can guide the tone, tempo, and mechanisms that create opportunities for better things. Subjects: Management of professionals; Management styles; Teams Length: 1p List Price: $4.50 Year New: 2004 U0404D Title: Decisions: Which Projects Get Top Billing?

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Author(s): Michelman, Paul Publication Date: 04/01/2004 Product Type: Harvard Management Update Article Abstract: You can't do it all, so what will you do? What's best for your career, what's best for your team, or what's best for the firm? Choosing which projects to pursue and which to let fall by the wayside is among the most difficult and important decisions any executive faces. To have the greatest impact, you need to set your own priorities. Subjects: Decision making; Management philosophy; Project evaluation; Project management Length: 3p List Price: $4.50 Year New: 2004 R0904J Title: Decoding Resistance to Change Author(s): Ford, Jeffrey D.; Ford, Laurie W. Publication Date: 04/01/2009 Product Type: Harvard Business Review Article Abstract: When a change initiative falters, the knee-jerk response can be to blame those who won't get on board. Jeffrey Ford, of the Ohio State University, and Laurie Ford, of Critical Path Consultants, examine why that type of reaction is not only pointless but potentially destructive. Drawing on their years of research and consulting work, the authors recommend seeing resistance for what it really is-feedback--and propose five ways for leaders to use that feedback to effect change more productively. Boost awareness. In the early stages, if the only way to keep the conversation about change alive is to entertain highly charged discussions, so be it. A complete lack of feedback can sound the death knell for change. Return to purpose. Employees need to know not only what will change but why the new reality will be better. Don't be shy about offering explanations as directly as possible. Change the change. People who resist change are often the ones most concerned about getting things right. Give them the chance to help you make a good change initiative better. Build participation and engagement. Heed feedback even when it doesn't seem likely to yield objective improvements. The ownership people feel when you adopt their best ideas will pay off in ways you often cannot foresee. Complete the past. A legacy of bad change can inhibit your change effort, even if you had nothing to do with the unfortunate history. Acknowledging--and, if possible, correcting--past change failures is often essential to future

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success. Subjects: NO SUBJECTS(KEYWORDS) Length: 8p R0409F Title: Deep Smarts Author(s): Swap, Walter; LeonardBarton, Dorothy Publication Date: 09/01/2004 Product Type: Harvard Business Review Article Abstract: When a person sizes up a complex situation and rapidly comes to a decision that proves to be not just good but brilliant, you think, "That was smart." After you watch him do this a few times, you realize you're in the presence of something special. It's not raw brainpower, though that helps. It's not emotional intelligence either, though that, too, is often involved. It's deep smarts. Deep smarts are not philosophical--they're not wisdom in that sense, but they're as close to wisdom as business gets. You see them in the manager who understands when and how to move into a new international market, the executive who knows just what kind of talk to give when her organization is in crisis, the technician who can track a product failure back to an interaction between independently produced elements. These are people whose knowledge would be hard to purchase on the open market. Their insight is based on know-how more than on know-what; it comprises a system view as well as expertise in individual areas. Because deep smarts are experienced based and often context specific, they can't be produced overnight or readily imported into an organization. It takes years for an individual to develop them. They can be taught, however, with the right techniques. Drawing on their forthcoming book Deep Smarts, Dorothy Leonard and Walter Swap say the best way to transfer such expertise to novices--and, on a larger scale, to make individual knowledge institutional--isn't through PowerPoint slides, a Web site of best practices, online training, project reports, or lectures. Rather, the sage needs to teach the neophyte individually how to draw wisdom from experience. Companies have to be willing to dedicate time and effort to such extensive training, but the investment more than pays for itself. Subjects: Employee training; Knowledge management; Knowledge transfer; Organizational learning Length: 10p Year New: 2004 7731 Title: Deep Smarts (HBR OnPoint Enhanced Edition) Author(s): Swap, Walter; LeonardBarton, Dorothy Publication Date: 09/01/2004 Product Type: HBR OnPoint Article Abstract: When a person sizes up a complex situation and rapidly comes to a decision that proves to be not just good but brilliant, you think, "That was smart." After you watch him do this a few times, you realize you're in the presence of something special. It's not raw brainpower, though that helps. It's not emotional intelligence either, though that, too, is often involved. It's deep smarts. Deep smarts are not philosophical, but they're as close to wisdom as business gets. You see them in the manager who understands when and how to move into a new international market, the executive who knows just what kind of talk to give when her organization is in crisis, the technician who can track a product failure back to an interaction between independently produced elements. These are people whose insight is based on know-how more than on know-what; it comprises a system view as well as expertise in individual areas. Because deep smarts are experienced based and often context specific, they can't be produced overnight or readily imported into an organization. They can be taught, however, with the right techniques. Drawing on their forthcoming book Deep Smarts, Dorothy Leonard and Walter Swap say the best way to transfer such expertise to novices--and, on a larger scale, to make individual knowledge institutional--isn't through PowerPoint slides, a Web site of best practices, online training, project reports, or lectures. Rather, the sage needs to teach the neophyte individually how to draw wisdom from experience. Companies have to be willing to dedicate time and effort to such extensive training, but the investment more than pays for itself. Subjects: Employee training; Knowledge management; Knowledge transfer; Organizational learning Length: 13p List Price: $6.50 Year New: 2004 5061BC Title: Defining Desired Results: Developing Results-Based Leaders Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter Abstract: This chapter outlines the reliable criteria leaders need to

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consistently pay attention to in order to attain their short- and long-term objectives, along with a set of tools to make sure that leadership attributes translate into the right results. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a ResultsBased Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders. Subjects: NO SUBJECTS(KEYWORDS) Length: 29p List Price: $6.95 Year New: 2008 B0701C Title: Defying the Odds: Using Decision Analytics to Win Big in the Gaming Business Author(s): Johnson, Lauren Keller Publication Date: 01/15/2007 Product Type: Balanced Scorecard Report Article Abstract: Many companies talk a big game about getting intimate with customers, but Harrah's Entertainment puts its money where its mouth is. Using decision analytics, Harrah's gathers ever-more-detailed data on its customers' activities when they visit the company's casinos. And it slices that data into ever-finer segments--identifying unique customer groups and targeting each with pitch-perfect marketing strategies. The payoff? "Monogamous" customers, whose loyalty has transformed Harrah's from a relatively unremarkable player into an industry giant, says Gary W. Loveman, chairman, CEO, and president of Harrah's Entertainment Inc. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $9.50 Year New: 2007 497016 Title: Del Webb Corp. (A) Author(s): Lorsch, Jay W.; Graff, Samantha K. Publication Date: 11/19/1996 Product Type: Case (Field) Abstract: Begins with a company history, tracing the tenures of founder Del E. Webb and his successor as chairman and CEO, Robert H. Johnson. Johnson inherited a diversified company that was involved in construction, real estate development (including the

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Organizational Behavior & Leadership


famous Sun City), and the hotel-casino business. Johnson left Del Webb near bankruptcy in 1981, and renowned turnaround artist Robert K. Swanson was brought in to rescue the company. Describes Swanson's turnaround scheme and proceeds to highlight the misgivings of several corporate managers toward Swanson's managerial style, boardroom appointment, and strategic plans. When CFO Phil Dion was promoted to president and nominated to the board in 1987, he began to challenge Swanson aggressively. The board, which comprised many of Swanson's close friends and business colleagues, was supportive of Swanson. In the fall of 1987, crisis hit. The company was forced to take a close to $100 million writedown, the stock price took a dive, and Swanson and three board members resigned. The remaining board members were left with a faltering company and no succession plan. May be used with: (497017) Del Webb Corp. (B); (497019) Del Webb Corp. (C). Geographic Setting: Phoenix, AZ Industry Setting: Real estate Number of Employees: 7,000 Gross Revenues: $275 million revenues Subjects: Board of directors; Corporate governance; Management of crises; Organizational behavior; Real estate; Succession planning Length: 20p 497017 Title: Del Webb Corp. (B) Author(s): Lorsch, Jay W.; Graff, Samantha K. Publication Date: 11/19/1996 Product Type: Case (Field) Abstract: On November 16, 1987, the Del Webb board appointed Phil Dion chairman and CEO. This case outlines the development and implementation of a strategy to focus exclusively on real estate development and to liquidate all other assets. Discusses the appointment of two new board members to fill the slots vacated by the directors who followed Swanson out the door. Proceeds to describe the activities of two investors: Ronald Brierly of Industrial Equity Pacific and James Cotter of Webcott Holdings. Independently of one another, these investors had each purchased over 9% of Del Webb stock at a premium just before the stock price plummeted in the fall of 1987. These investors laid low for over a year, waiting to see if the descent in the stock price had been a temporary blip or a sustaining trend. When they concluded it was the latter, each investor approached Dion with the request that he be allowed to put a representative on the Del Webb board. May be used with: (497016) Del Webb Corp. (A); (497019) Del Webb Corp. (C). Geographic Setting: Phoenix, AZ Industry Setting: Real estate Number of Employees: 1,000 Gross Revenues: $200 million revenues Subjects: Board of directors; Corporate governance; Management of crises; Organizational behavior; Real estate; Succession planning Length: 8p 497019 Title: Del Webb Corp. (C) Author(s): Lorsch, Jay W.; Graff, Samantha K. Publication Date: 11/19/1996 Product Type: Case (Field) Abstract: Dion and the other Del Webb directors were open to having Industrial Equity Pacific (IEP) and Webcott Holdings representation on the board. The IEP representative was perceived as reserved and lacking in sophistication. Cotter of Webcott, however, struck the directors as savvy but antagonistic and disruptive. Cotter's goal was to position the company as a possible takeover target, and he agitated in the boardroom for changes that he felt would open up the company to potential acquirers. He also launched a proxy battle in an attempt to eliminate Dion's golden parachute and the company's poison pill. May be used with: (497016) Del Webb Corp. (A); (497017) Del Webb Corp. (B). Geographic Setting: Phoenix, AZ Industry Setting: Real estate Number of Employees: 1,000 Gross Revenues: $200 million revenues Subjects: Board of directors; Corporate governance; Management of crises; Organizational behavior; Real estate; Succession planning Length: 5p 8171BC Title: Deliver--Building an Organization That Creates Promoters: Winning Over Customers Day After Day Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter Abstract: The battle to convert customers into promoters for the organization can be won only if frontline employees are promoters themselves. This chapter looks at the strategies implemented by companies to win over customers on a daily basis. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8181BC) How the Net Promoter Score

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(NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story--Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8169BC) Develop a Community of Promoters--By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction. Subjects: NO SUBJECTS(KEYWORDS) Length: 26p List Price: $6.95 Year New: 2008 402033 Title: Delphi Corp. Author(s): Lorsch, Jay W.; Khurana, Rakesh; Sanchez, Sonya Publication Date: 06/28/2002 Revision Date: 01/08/2004 Product Type: Case (Field) Abstract: The Delphi Corp.'s board of directors faces a transition as lead director Thomas Wyman approaches mandatory retirement. Chairman and CEO J.T. Battenberg reflects on Delphi's history and its successful reinvention by Wyman and Battenberg when it separated from its 100-year-old parent company, GM. Examines how boards of directors interact with top management and how management can work effectively with an active board. Geographic Setting: Troy, MI Industry Setting: Automotive parts & accessories Number of Employees: 11,800 Gross Revenues: $29,129 revenues Subjects: Board of directors; Corporate governance; Leadership Length: 21p NEW R0307D Title: Delusions of Success: How Optimism Undermines Executives' Decisions Author(s): Lovallo, Dan; Kahneman, Daniel Publication Date: 07/01/2003 Product Type: Harvard Business Review Article Abstract: The evidence is disturbingly clear: Most major business initiatives-mergers and acquisitions, capital investments, market entries--fail to pay off. Economists would argue that the low success rate reflects a rational assessment of risk, with the returns from

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Organizational Behavior & Leadership


a few successes outweighing the losses of many failures. But two distinguished scholars of decision making, Dan Lovallo of the University of New South Wales and Nobel laureate Daniel Kahneman of Princeton University, provide a very different explanation. They show that a combination of cognitive biases (including anchoring and competitor neglect) and organizational pressures lead managers to make overly optimistic forecasts in analyzing proposals for major investments. By exaggerating the likely benefits of a project and ignoring the potential pitfalls, they lead their organizations into initiatives that are doomed to fall well short of expectations. The biases and pressures cannot be escaped, the authors argue, but they can be tempered by applying a very different method of forecasting--one that takes a much more objective "outside view" of an initiative's likely outcome. This outside view, also known as reference-class forecasting, completely ignores the details of the project at hand; instead, it encourages managers to examine the experiences of a class of similar projects, to lay out a rough distribution of outcomes for this reference class, and then to position the current project in that distribution. Subjects: Decision analysis; Decision making; Decision theory; Forecasting; Risk assessment Length: 8p NEW 4279 Title: Delusions of Success: How Optimism Undermines Executives' Decisions (HBR OnPoint Enhanced Edition) Author(s): Lovallo, Dan; Kahneman, Daniel Publication Date: 07/01/2003 Product Type: HBR OnPoint Article Abstract: The evidence is disturbingly clear: Most major business initiatives-mergers and acquisitions, capital investments, market entries--fail to pay off. Economists would argue that the low success rate reflects a rational assessment of risk, with the returns from a few successes outweighing the losses of many failures. But two distinguished scholars of decision making, Dan Lovallo of the University of New South Wales and Nobel laureate Daniel Kahneman of Princeton University, provide a very different explanation. They show that a combination of cognitive biases (including anchoring and competitor neglect) and organizational pressures lead managers to make overly optimistic forecasts in analyzing proposals for major investments. By exaggerating the likely benefits of a project and ignoring the potential pitfalls, they lead their organizations into initiatives that are doomed to fall well short of expectations. The biases and pressures cannot be escaped, the authors argue, but they can be tempered by applying a very different method of forecasting--one that takes a much more objective "outside view" of an initiative's likely outcome. This outside view, also known as reference-class forecasting, completely ignores the details of the project at hand; instead, it encourages managers to examine the experiences of a class of similar projects, to lay out a rough distribution of outcomes for this reference class, and then to position the current project in that distribution. Subjects: Decision analysis; Decision making; Decision theory; Forecasting; Risk assessment Length: 11p List Price: $6.50 NEW 91207 Title: Demand Better Results - and Get Them (Classic) Author(s): Schaffer, Robert H. Publication Date: 03/01/1991 Product Type: Harvard Business Review Article Abstract: This article, first published in 1974, answers one of management's most important questions: Why do so few organizations reach their productivity potential? The author answers that most executives fail to establish expectations of performance improvement in ways that get results. To set high goals that employees respond to and are accountable for, managers must invest their own time and energy. The first step is to set a modest, measurable goal concerning an important organizational problem. If this goal is met, management uses the success as a springboard for more ambitious demands. Subjects: Goal setting; HBR Classics; Interpersonal relations; Managerial skills; Motivation; Organizational behavior; Productivity; Supervision Length: 8p 4495 Title: Demand Better Results - and Get Them (HBR OnPoint Enhanced Edition) Author(s): Schaffer, Robert H. Publication Date: 08/01/2000 Product Type: HBR OnPoint Article Abstract: This article, first published in 1974, answers one of management's most important questions: Why do so few organizations reach their productivity potential? The author answers that most executives fail to establish expectations of performance improvement in ways that get results. To set high goals that

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employees respond to and are accountable for, managers must invest their own time and energy. The first step is to set a modest, measurable goal concerning an important organizational problem. If this goal is met, management uses the success as a springboard for more ambitious demands. Subjects: Goal setting; HBR Classics; Interpersonal relations; Managerial skills; Motivation; Organizational behavior; Productivity; Supervision Length: 12p List Price: $6.50 391070 Title: Deming's Demons Author(s): Bower, Joseph L. Publication Date: 10/22/1990 Product Type: Case (Pub Mat) Abstract: Deming argues that there can be no true improvement in quality and performance as long as fear is a principal component of the work environment. Subjects: Employee attitude; Management philosophy; Motivation; Performance appraisal; Quality control Length: 5p B0701A Title: The Demise of Cost and Profit Centers Author(s): Kaplan, Robert S. Publication Date: 01/15/2007 Product Type: Balanced Scorecard Report Article Abstract: The Balanced Scorecard offers a previously unrecognized benefit: a whole new way of looking at organization units. Specifically, observes Robert Kaplan, the distinctions between cost and profit centers are no longer significant. Every unit, by contributing to effective strategy execution, has the opportunity to support and create profit. This capability has important implications for specifying objectives and evaluating the performance of all organizational units. Subjects: NO SUBJECTS(KEYWORDS) Length: 6p List Price: $9.50 Year New: 2007 B0601E Title: Demonstrating the Value of Your BSC Program Author(s): Donlon, Barnaby Publication Date: 01/15/2006 Product Type: Balanced Scorecard Report Article Abstract: Scorecard practitioners often say that the Balanced Scorecard (BSC) isn't a program, it's a process. Yet before it evolves into a process, it begins life as a program. And like any program, it

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Organizational Behavior & Leadership


requires executive sponsorship, a committed team, and a well-crafted project plan. All these things help ensure that the program gets the proper care and feeding during its first 12 to 18 months of life, while it is taking root. But there's one more criterion that's critical to the ongoing success of any such program: demonstrating its tangible benefits. Indeed, any BSC program that fails to generate results in that first year or so is certain to go down in memory as just another failed "flavor of the month" management idea. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p List Price: $9.50 Year New: 2006 489045 Title: Dennis Stevenson Author(s): Zuboff, Shoshana Publication Date: 09/07/1988 Revision Date: 10/03/1988 Product Type: Case (Field) Abstract: Discusses the career of Dennis Stevenson. Allows students to consider the career choice-making processes that shape work and family life. Geographic Setting: United Kingdom Subjects: Careers & career planning; Families & family life Length: 18p Supplementary Materials: Teaching Note, (490068), 6p, by Shoshana Zuboff 8173BC Title: Design Winning Customer Stratgies Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter Abstract: Measuring customers' feelings about your organization alone isn't sufficient. Just as you plan how to raise your profits, you must plan how to increase the number of customers who will act as promoters for your organization rather than detractors. This chapter examines how companies have designed winning customer strategies. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8179BC) The Enterprise Story--Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8171BC) Deliver--Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8169BC) Develop a Community of Promoters--By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships. Subjects: NO SUBJECTS(KEYWORDS) Length: 28p List Price: $6.95 Year New: 2008 R0507D Title: Designing High-Performance Jobs Author(s): Simons, Robert L. Publication Date: 07/01/2005 Product Type: Harvard Business Review Article Abstract: Tales of great strategies derailed by poor execution are all too common. That's because some organizations are designed to fail. For a company to achieve its potential, each employee's supply of organizational resources should equal the demand, and the same balance must apply to every business unit and to the company as a whole. To carry out his or her job, each employee has to know the answers to four basic questions: What resources do I control to accomplish my tasks? What measures will be used to evaluate my performance? Whom do I need to interact with and influence to achieve my goals? And how much support can I expect when I reach out to others for help? The questions correspond to what the author calls the four basic spans of a job--control, accountability, influence, and support. Each span can be adjusted so that it is narrow or wide or somewhere in between. If you get the settings right, you can design a job in which a talented individual can successfully execute on your company's strategy. If you get the settings wrong, it will be difficult for an employee to be effective. The first step is to set the span of control to reflect the resources allocated to each position and unit that plays an important role in delivering customer value. This setting, like the others, is determined by how the business creates value for customers and differentiates its products and services. Next, you can dial in different levels of entrepreneurial behavior and creative tension by widening or narrowing spans of accountability and influence. Finally, you must adjust the span of support to ensure that the job or unit will get the informal help it needs. Industry Setting: Discount retail; Investment banking; Medical equipment & device industry; Software industry Subjects: NO SUBJECTS(KEYWORDS)

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1517 Title: Designing High-Performance Jobs (HBR OnPoint Enhanced Edition) Author(s): Simons, Robert L. Publication Date: 07/01/2005 Product Type: HBR OnPoint Article Abstract: Tales of great strategies derailed by poor execution are all too common. That's because some organizations are designed to fail. For a company to achieve its potential, each employee's supply of organizational resources should equal the demand, and the same balance must apply to every business unit and to the company as a whole. To carry out his or her job, each employee has to know the answers to four basic questions: What resources do I control to accomplish my tasks? What measures will be used to evaluate my performance? Whom do I need to interact with and influence to achieve my goals? And how much support can I expect when I reach out to others for help? The questions correspond to what the author calls the four basic spans of a job--control, accountability, influence, and support. Each span can be adjusted so that it is narrow or wide or somewhere in between. If you get the settings right, you can design a job in which a talented individual can successfully execute on your company's strategy. If you get the settings wrong, it will be difficult for an employee to be effective. The first step is to set the span of control to reflect the resources allocated to each position and unit that plays an important role in delivering customer value. This setting, like the others, is determined by how the business creates value for customers and differentiates its products and services. Next, you can dial in different levels of entrepreneurial behavior and creative tension by widening or narrowing spans of accountability and influence. Finally, you must adjust the span of support to ensure that the job or unit will get the informal help it needs. Subjects: NO SUBJECTS(KEYWORDS) Length: 12p List Price: $6.50 Year New: 2005 SMR220 Title: Designing Organizations That Are Built to Change Author(s): Worley, Christopher G.; Lawler, Edward E., III Publication Date: 10/01/2006 Product Type: SMR Article Abstract: Most large-scale change efforts fail to meet their expectations. A

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major problem is that even the most advanced change models will stumble when they face organizational designs and management practices that are inherently anti-change. The truth is that the effectiveness of change efforts is largely determined by organizational design, or how a company's structure, processes, reward systems, and other features are orchestrated over time to support one another as well as the company's strategic intent, identity, and capabilities. In a world that is perpetually changing, an organization's design must support the idea that the implementation and reimplementation of a strategy is a continuous process. However, a number of traditional organizational design features tend to discourage change. Thus, to transform themselves into organizations that are "built to change," companies need to rethink a number of these basic design assumptions with respect to managing talent (forget about job descriptions and redefine the relationship between company and worker), reward systems (implement a "person-based" pay system), structure (redesign the organization to maximize its "surface area"), information and decision processes (scrap the annualbudget process and move decision making closer to the front lines), and leaders (replace hierarchical commandand-control with shared leadership). Subjects: NO SUBJECTS(KEYWORDS) Length: 7p Year New: 2006 206082 Title: Deutsche Borse and the European Markets Author(s): Crane, Dwight B.; Stachowiak-Joulain, Monika Publication Date: 01/12/2006 Revision Date: 02/07/2006 Product Type: Case (Library) Abstract: In December 2004, Deutsche Borse proposed an offer for the London Stock Exchange. Some shareholders opposed the acquisition, leading to the offer's withdrawal and replacement of management, including the CEO and board members. Written from the viewpoint of Deutsche Borse and addresses a number of issues: Was the attempted acquisition of the London Stock Exchange a reasonable strategy? Was the announced offer price reasonable? Why were dissident shareholders so opposed to the transaction? What allowed them to prevail? What could management or the supervisory board have done differently that might have led to a different outcome? Geographic Setting: Europe; Germany; United Kingdom Industry Setting: Securities & investing Number of Employees: 3,000 Gross Revenues: $2 billion revenues Event Year Start: 2004 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 29p Year New: 2006 8169BC Title: Develop a Community of Promoters--By Listening: Let Customers Show You How to Delight Them Author(s): Reichheld, Fred Publication Date: 02/19/2008 Product Type: HBS Press Chapter Abstract: What does it take to convert more customers into promoters for your organization? This chapter suggests that you need to listen to your customers to find innovative ways to delight them, turning them into fans who will sing your praises to their friends and colleagues. May be used with: (8185BC) Bad Profits, Good Profits, and the Ultimate Question; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction; (8181BC) How the Net Promoter Score (NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story-Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8171BC) Deliver--Building an Organization That Creates Promoters: Winning Over Customers Day After Day; (8167BC) One Goal, One Number: Accountability for Customer Relationships. Subjects: NO SUBJECTS(KEYWORDS) Length: 27p List Price: $6.95 Year New: 2008 SKP009 Title: Corrente Viva: "United We Stand, Divided We Fall" in the Challenge to Sustainability, Portuguese Version Author(s): Bose, Monica; Novaes, Elidia Maria; Schoenmaker, Luana; Fischer, Rosa Maria Publication Date: 07/19/2005 Product Type: LACC Case Abstract: Describes Corrente Viva, a network formed by 30 civil society organizations (CSOs) that develop social service activities in several regions of the Greater Sao Paulo area. Established in 2000, the network aims at strengthening its member organizations

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through the exchange of experiences and reflection among their representatives in a regional link structure--geographical subdivisions. It also seeks to accomplish projects that serve the shared needs of the participant CSOs through workgroup activities. Challenges include modeling a new institutional and governance shape for the network, avoiding shocks to the principles of shared responsibilities, controls, and decisions that originally led to its creation, along with the adoption of participative decision processes, and aiming to shun the centralization of power and the concentration of resources. Geographic Setting: Sao Paulo Event Year End: 2004 Subjects: NO SUBJECTS(KEYWORDS) Length: 22p Supplementary Materials: LACC Teaching Note, (SKP010), 8p, by Rosa Maria Fischer Year New: 2006 R0506G Title: Developing First-Level Leaders Author(s): Priestland, Andreas; Hanig, Robert Publication Date: 06/01/2005 Product Type: Harvard Business Review Article Abstract: Oil and energy corporation BP was well aware of the importance of its work group managers on the front lines. Their decisions, in aggregate, make an enormous difference in BP's turnover, costs, quality control, safety, innovation, and environmental performance. There were about 10,000 such supervisors, working in every part of the company-from solar plants in Spain, to drilling platforms in the North Sea, to marketing teams in Chicago. Some 70% to 80% of BP employees reported directly to these lower level managers. Yet, until recently, the corporation didn't have a comprehensive training program for them. For their part, the frontline managers felt disconnected; it was often hard for them to understand how their individual decisions contributed to the growth and reputation of BP as a whole. In this article, BP executive Andreas Priestland and Dialogos VP Robert Hanig describe how BP in the past five years has learned to connect with this population of managers. After one and a half years of design and development, there is now a companywide name--"first-level leaders"--and a comprehensive training program for this cohort. The authors describe the collaborative effort they led to create the program's four components: Supervisory Essentials, Context and

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Organizational Behavior & Leadership


Connections, the Leadership Event, and Peer Partnerships. The design team surveyed those it had deemed first-level leaders and others throughout BP; extensively benchmarked other companies' training efforts for lower level managers; and conducted a series of pilot programs that involved dozens of advisers. The training sessions were first offered early in 2002 and, since then, more than 8,000 of BP's first-level leaders have attended. The managers who've been through training are consistently ranked higher in performance than those who haven't, both by their bosses and by the employees who report to them, the authors say. Geographic Setting: Global Industry Setting: Energy Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 8p Year New: 2005 407015 Title: Developing Leaders Author(s): Groysberg, Boris; Cowen, Amanda Publication Date: 11/14/2006 Revision Date: 05/24/2007 Product Type: Note Abstract: Provides an overview of leadership development for the manager charged with developing a single individual or corporate leadership program. Introduces a framework for understanding the components of developmental experiences and then applies it to a range of experiences, including: formal and informal feedback, training, job assignments, and mentoring. Concludes with a discussion of the leadership development process-in particular, the need to factor in organizational context and individual differences when selecting and sequencing developmental experiences. Subjects: NO SUBJECTS(KEYWORDS) Length: 14p Year New: 2006 SMR039 Title: Developing Leaders for the Global Frontier Author(s): Black, J. Stewart; Gregersen, Hal B.; Morrison, Allen J. Publication Date: 10/01/1998 Product Type: SMR Article Abstract: Global business today requires leaders to be like explorers, guiding their organizations through unfamiliar and turbulent environments. With markets, suppliers, competitors, technology, and customers around the world constantly shifting, traditional leadership models no longer work. The authors' three-year study across Europe, North America, and Asia indicates that companies seek more global leaders and desire future global leaders of higher caliber and quality. Research results reveal that every global leader needs certain core qualities: exhibit character, or the capacity to build relationships with people from different backgrounds and to act with high ethical standards; embrace duality, or know when and whether to act and initiate change, depending on country or region; and demonstrate savvy, or recognize worldwide market opportunities and understanding firm capabilities. Inquisitiveness--a sense of adventure and a desire to experience new things-must underlie each of these characteristics. Four strategies are particularly effective in developing global leaders: foreign travel, with immersion in the country's way of life; the formation of teams comprising individuals with diverse backgrounds and perspectives; training that involves classroom and action learning projects; and overseas assignments, which serve to broaden the outlook of future global leaders. Subjects: Human resources management; International business; Leadership Length: 14p Year New: 2005 SMR055 Title: Developing Leaders: How Winning Companies Keep On Winning Author(s): Fulmer, Robert M.; Gibbs, Philip A.; Goldsmith, Marshall Publication Date: 10/01/2000 Product Type: SMR Article Abstract: Grooming in-house candidates for leadership roles is critical for companies that want to stay competitive. Leadership experts Robert M. Fulmer, Philip A. Gibbs, and Marshall Goldsmith provide insights about today's best leadership development practices, basing their observations on a recent study that benchmarked six bestpractice companies. Arthur Andersen, General Electric, Hewlett-Packard, Johnson & Johnson, Shell, and the World Bank all recognize that keeping a steady stream of leaders moving up is important to the strategic vision. The authors pinpoint five essential elements of success: awareness (learning about the latest approaches to leadership development), anticipation (using forward-looking scenarios to envision the future needs of the business), action (finding ways to use executive learning programs to support strategic initiatives), alignment (ensuring that company documents used for performance

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appraisal, succession planning, and education are consistent), and assessment (evaluating how leadership education has improved business results). Approaches vary. The World Bank gives future leaders a stint in impoverished countries so they can do a better job of supporting the bank's goal of reducing poverty. At GE, the company's famed Six Sigma qualityimprovement program and creative ideas for expansion in emerging economies flowed from presentations made at leadership development events. In the best-practice organizations, the most senior people set an example of support for leadership development programs. Subjects: Human resources management; Leadership; Management development Length: 13p Year New: 2005 405016 Title: Developing Life Theme Labels Author(s): Clawson, James G.; Higgins, Monica Publication Date: 10/13/2004 Product Type: Note Abstract: Instructs students in developing their life themes, a vital component of the Self-Assessment and Career Development final paper. Teaching Purpose: To give students instruction while preparing their final paper for the Self-Assessment and Career Development course. A rewritten version of an earlier note. Subjects: Careers & career planning; Self evaluation Length: 3p Year New: 2004 2918BN Title: Developing Professional Networks Collection Publication Date: 11/21/2002 Product Type: Management Program Abstract: Is your personal network as strong as it should be? Personal networks can be powerful tools for managers, helping drive performance and build influence within organizations. This specially priced collection of products will help you enhance your ability to communicate and develop stronger, more effective personal networks to enhance your chances for success. The collection includes "Bu