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The Hong Kong Jockey Club, a non-profit gaming organization and social club founded in 1884, was unusual, for through its payment of taxes and donations to the community, it had over the years funded a sizeable portion of Hong Kong government expenses and charitable work. The newly hired director of the information technology department is concerned about inefficient operation. The IT division had been an established part of the club for many years, and throughout time, had been organized and reorganized to meet the changing needs of the club. A task force is put together and an external consultant is brought in to review the division's organization. Upon completion of the review, the director of the division learns that the person heading the review plans to resign and must decide what to do.

Capital Coast Health Limited is a public healthcare facility in central New Zealand. The new chief executive is confronted with serious internal problems and a persistent annual financial deficit that has been with the organization since its inception. Working in an uncertain and rapidly changing healthcare environment and constrained by government regulations, the chief executive officer must find a way to deliver quality care to the community and at the same time, motivate a large team of professionals who were already weary after years of change. The supplement Capital Coast Health Limited: Being a Good Employer in the Midst of Change (B), product 9B05M010 looks at one of the policies the chief executive officer must focus on.

The new chief executive officer of Capital Coast Health Limited, a government funded healthcare provider, has made many changes and succeeded in substantially reducing the financial deficit in his first year and a half. However, there were still a number of pressing concerns that needed to be addressed. The governing board of Capital Coast Health Limited has requested information about the Equal Employment Opportunity policies and practices in the organization. The request serves as a reminder to the CEO that internal issues should be a priority in the future. This is a supplement to Capital Coast Health Limited: Being a Good Employer in the Midst of Change (A), product 9B05M009.

Capital Coast Health Limited is a public healthcare facility in central New Zealand. The new chief executive is confronted with serious internal problems and a persistent annual financial deficit that has been with the organization since its inception. Working in an uncertain and rapidly changing healthcare environment and constrained by government regulations, the chief executive officer must find a way to deliver quality care to the community and at the same time, motivate a large team of professionals who were already weary after years of change. The supplement "Capital Coast Health Limited: Being a Good Employer in the Midst of Change (B)", product 905M10 looks at one of the policies the chief executive officer must focus on.

The new chief executive officer of Capital Coast Health Limited, a government funded healthcare provider, has made many changes and succeeded in substantially reducing the financial deficit in his first year and a half. However, there were still a number of pressing concerns that needed to be addressed. The governing board of Capital Coast Health Limited has requested information about the Equal Employment Opportunity policies and practices in the organization. The request serves as a reminder to the CEO that internal issues should be a priority in the future. This is a supplement to Capital Coast Health Limited: Being a Good Employer in the Midst of Change (A), product 905M09.

Ireka Construction Berhad is a small Chinese family business in Malaysia founded in 1967. The company's primary business was earthmoving for the mining industry, factory sites and housing lots, and has expanded its business into civil and structural engineering projects, building and construction, and hotel and property development. In 1992 it became a public company. This case illustrates the process of going from a private to a public company and discusses change management processes.

A senior human resources manager at the YUAN Group, a medium-sized, multi-industry company, is reflecting on her first year on the job. She had implemented many new human resource systems, involving salary surveys, performance evaluations, bonus sharing and benefits, but these changes were not always received enthusiastically by the top management team and other employees. This case illustrates the effects of trying to rapidly implement large numbers of human resource system changes in a traditional organization.

An American professor is delighted and proud to be asked to join a prestigious international group of academic researchers. A series of negative experiences - cultural, professional and personal - strain relationships within the group, and the professor's feelings turn to anger and self-doubt. She must decide whether to continue with the group.

A senior human resources manager at the YUAN Group, a medium-size, multi-industry company, is reflecting on her first year on the job. She had implemented many new human resources systems, involving salary surveys, performance evaluations, bonus sharing and benefits, but these changes were not always received enthusiastically by the top management team and other employees. This case illustrates the effects of trying to implement large numbers of human resources system changes rapidly in a traditional organization.