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This negotiation exercise simulates the 2015 negotiation between senior leadership at iQmetrix, a Regina-based point of sale software firm, and Humanity, a San Francisco-based provider of a human resources module that iQmetrix seeks to bundle into its software product. The exercise is unique in that it occurs in a mediated environment where both parties only interact over email. There is no face-to-face interaction, leaving both sides to negotiate an effective agreement while communicating solely through email.

In May 2014, Julie Hallman was about to assume the presidency of the struggling non-profit arts organization, the Falaise Foundation, which offered a residence for small groups of artists and scholars from around the world to work on creative endeavours at its extensive property in the South of France. The foundation was suffering financially due to a combination of weak fundraising, high operating costs, an ineffective board of trustees, and a murky relationship between the founding family and the foundation. Complicating matters was Hallman's personal situation: she was the daughter of the foundation's founder, who had run the organization his own way for decades until health issues forced him to step down. As a documentary filmmaker with a degree in Fine Arts, Julie Hallman had no business background. She had to develop an understanding of the root causes of the foundation's problems and identify a set of strategies and actions to effect a successful turnaround.

The University of Regina faculty association and the University of Regina administration are entering into contract negotiations just six months after settling their previous contract through mediation. Although the two parties have both conflicting and compatible interests regarding the ultimate collective agreement outcomes, their strained relationship complicates the bargaining process.

The University of Regina faculty association and the University of Regina administration are entering into contract negotiations just six months after settling their previous contract through mediation. Although the two parties have both conflicting and compatible interests regarding the ultimate collective agreement outcomes, their strained relationship complicates the bargaining process.

The University of Regina faculty association and the University of Regina administration are entering into contract negotiations just six months after settling their previous contract through mediation. Although the two parties have both conflicting and compatible interests regarding the ultimate collective agreement outcomes, their strained relationship complicates the bargaining process. Use with 9B15C005B.

The University of Regina faculty association and the University of Regina administration are entering into contract negotiations just six months after settling their previous contract through mediation. Although the two parties have both conflicting and compatible interests regarding the ultimate collective agreement outcomes, their strained relationship complicates the bargaining process. Use with 9B15C005A.

In 2005, the police service in London, Ontario is faced with growing complaints about street-level prostitution in a neighbourhood trying to make an economic recovery. At the time, all Canadians are following the shocking case of Robert Pickton, a serial killer charged with the murder of over 20 prostitutes in Vancouver. The deputy chief asks the superintendent of Operations to devise a plan to deal with the local issue, including current news reports about the failure to solve a 10-year-old murder of a street worker. The latter recommends assigning an officer to begin a proactive approach to prostitution by monitoring and helping women to get free of the drug addictions that have led them into the business instead of arresting them. Is the superintendent overreacting to public pressure and sensational reports of events in Vancouver? Is this really a job for police? Can they sell this plan to their chief?

In 2005, the police service in London, Ontario is faced with growing complaints about street-level prostitution in a neighbourhood trying to make an economic recovery. At the time, all Canadians are following the shocking case of Robert Pickton, a serial killer charged with the murder of over 20 prostitutes in Vancouver. The deputy chief asks the superintendent of Operations to devise a plan to deal with the local issue, including current news reports about the failure to solve a 10-year-old murder of a street worker. The latter recommends assigning an officer to begin a proactive approach to prostitution by monitoring and helping women to get free of the drug addictions that have led them into the business instead of arresting them. Is the superintendent overreacting to public pressure and sensational reports of events in Vancouver? Is this really a job for police? Can they sell this plan to their chief?

Ruffian Kelowna, one of 19 British Columbia Ruffian Apparel locations, is under performing. Recent management turnover and low unemployment in the region have left Kelowna short-staffed and in need of a new store manager to take over for the interim manager. Both sales and performance results are far below acceptable levels, and the store appears to be floundering. The newly hired B.C. regional manager for Ruffian Apparel is looking into the problem and needs to report back to Vancouver with his recommendations. This case can be used to demonstrate how different theories of motivation might apply to goal-setting and compensation plans. The case illustrates how an inappropriate or poorly structured compensation plan and motivational goals can lead to ineffective and detrimental results. Students who immediately attribute the problems of the case to the lack of a store manager will fail to explore the potential for increasing employee motivation and productivity across the board.

Ruffian Kelowna, one of 19 British Columbia Ruffian Apparel locations, is underperforming. Recent management turnover and low unemployment in the region have left Kelowna short-staffed and in need of a new store manager to take over for the interim manager. Both sales and performance results are far below acceptable levels, and the store appears to be floundering. The newly hired B.C. regional manager for Ruffian Apparel is looking into the problem and needs to report back to Vancouver with his recommendations. This case can be used to demonstrate how different theories of motivation might apply to goal-setting and compensation plans. The case illustrates how an inappropriate or poorly structured compensation plan and motivational goals can lead to ineffective and detrimental results. Students who immediately attribute the problems of the case to the lack of a store manager will fail to explore the potential for increasing employee motivation and productivity across the board.

This note details the critical areas that apply most directly to the job of a manager and to some of the research that has been accomplished in this area. Specific topics include organizational structure and culture, effective leadership techniques, the proper use of power and influence, proven ways of motivating employees and the effects cognitive differences and diversity in the workplace have on behavior in organizations.

Elite Inc. is a highly successful public relations firm. Elite's chief financial officer has been spending 18-hour days in an effort to get his work done. The newly appointed chief executive officer must determine the cause of the excessive workload and develop a strategy to deal with the chief financial officer's performance. The supplement Elite Inc. (B), product 9B03C040 discusses the implementation of the strategy and its outcome.

This is a supplement to Tepperman's Home Furnishings (A), product 9B03C028. Two months after the end of a month-long strike by the warehouse employees, Tepperman's executive board of directors had another key decision to make: should the company lay off 12 warehouse employees in order to reap the benefits of using a contract delivery service? Relationships were still strained within the company and management wondered what they should do.

The unionized warehouse employees at Tepperman's Home Furnishings, a large furniture retailer, had been on strike for more than three weeks. Tepperman's, a family-owned and operated business, had a reputation for commitment to its employees and the community. Since the strike began, store sales were declining and picketers were causing difficulties for customers and other employees. Management needed to make some fast strategic decisions in order to manage the crisis situation. The supplement Tepperman's Home Furnishings (B), product 9B03C029, looks at the situation two months after the strike.

Labor-management cooperation has been regarded for many years as a panacea for organizations' competitive woes. The academic and popular presses have lauded the joint efforts of companies and their unionized workforces to come together to solve companies' competitive problems while saving employees' jobs. Moreover, research on and examples of labor-management cooperation have found that through joint efforts, unions and firms can improve organizational performance and employee outcomes. Increasingly, however, it appears that cooperation is often but a short-lived phenomenon. This article examines a major initiative of labor-management cooperation that was undertaken to facilitate the fundamental restructuring of the health care delivery system in Minneapolis/St. Paul, Minnesota. For 10 years, management of more than a dozen hospitals and representatives of the Minnesota Nurses' Association came together to negotiate and manage the process of system integration, rationalization, and delivery improvement. The results were remarkable. Yet, just a few years later, despite the success, only remnants of labor-management cooperation remain in these hospitals. This article examines the reasons for this demise and provides lessons for those engaged in cooperative undertakings that may help extend the life of those initiatives.

Blinds To Go is a manufacturer and retailer of customized window coverings. The company has been steadily expanding the number of stores across North America. The vice chairman is concerned with the lack of staff in some of these newly expanded stores. With plans of an initial public offering within the next two years, senior management must determine what changes need to be made to the recruitment strategy and how to develop staff that will help them achieve the company's growth objectives.

Blinds To Go is a manufacturer and retailer of customized window coverings. The company has been steadily expanding the number of stores across North America. The vice-chairman is concerned with the lack of staff in some of these newly expanded stores. With plans of an initial public offering within the next two years, senior management must determine what changes need to be made to the recruitment strategy and how to develop staff that will help them achieve the company's growth objectives.

A summer intern must decide how he will manage the launch of a sampling despite product shortages, a too-tight time frame, and potentially explosive legal implications. In particular, the intern must determine who in the organization is best able to help him and how he needs to approach those potential sources of help.

A summer intern at Procter & Gamble must decide how he will manage the launch of DayQuil sampling in Canada despite product shortages, a too-tight time frame, and potentially explosive legal implications. In particular, the intern must determine who in the organization is best able to help him and how he needs to approach those potential sources of help.

The recently appointed human resource director must consider his next step in promoting the much needed restructuring of the companies they have acquired. In particular, he must consider whether a change process can be managed from outside the organization targeted for change.