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This case is a supplement to The Mentorship of John Cooper (A).

John Cooper had spent the last five years working for Standard Holdings, an early stage business development and private equity arm of the Standard Group of Companies (Standard). Cooper had benefitted greatly from the rich mentorship that Standard's founder, Alan Kirkpatrick, provided. Cooper grew the confidence to fully exploit his potential and subsequently decided to leave Standard to incorporate his own consulting company. Before announcing his decision to Kirkpatrick to leave standard, Cooper was worried about the reaction he would receive. While saddened by the loss to Standard of Cooper's skills and talents, Kirkpatrick remained very supportive of the decision to leave and agreed to become Cooper's first client. Throughout the growth period of his new company, Cooper constantly reflected on the impact that Kirkpatrick's' influence had on his own decision-making. He ultimately realized the significant positive value that Kirkpatrick's mentorship had bestowed upon him when he returned to school for a master in business administration (MBA) and classmates would approach him for advice and compliment him on his professionalism and insights.

In the last two years, Ujaala Borderline had lost two key accounts and the bidding process for a third large account. Ujaala Borderline’s CEO and an executive VP had just left a meeting with the firm’s largest client, Sweekar Iron and Steel. Sweekar’s CEO had informed them that he was taking his firm’s business from Ujaala Borderline and going with another provider. He had pointed out several servicing issues that had occurred over the last two years and considered these issues to have been ignored. These problems included errors in policies and quotes, and inefficiencies in communication due to Ujaala Borderline’s many organizational changes and high staff turnover. As the CEO left the meeting, he wondered what had happened. He had recently been profiled in a national newspaper as the CEO of the leading general insurer in India, but now felt that he was embroiled in changes that he knew he had created. The CEO realized that Ujaala Borderline had many problems and knew that he had to act quickly and decisively to turn things around or else risk his job.

"In the last two years Ujaala Borderline had lost two key accounts and lost in the bidding process for a third large account. Ujaala Borderline's CEO and Executive VP Corporate Sales (Indian and MNC business) had just left a meeting with the firm's largest client - Sweekar Iron and Steel. Sweekar's CEO had informed them that he was taking his firm's business from Ujaala Borderline and going with another provider. The CEO had pointed out several servicing issues that had occurred over the last two years and considered that these issues had been ignored. First, there were errors in policies and several problems with delivery. Second, because of Ujaala Borderline's many organizational changes, managers at Sweekar were required to interact with several Ujaala Borderline staff - this issue was compounded by the claim from each Ujaala Borderline staff member that they owned the Sweekar account. Third, there were several mistakes in quotes. Fourth, Sweekar had three different relationship managers in four years because of the high staff turnover at Ujaala Borderline. Finally, a recent claim had not been settled to Sweekar's satisfaction. As the CEO left the meeting, he wondered what had happened. He had recently been profiled in a national newspaper as the CEO of the leading general insurer in India but now felt that he was embroiled in changes that he knew he had created. As he was thinking about the meeting with Sweekar's CEO and recent events he almost collided with an auto rickshaw. If Dhirender had not shouted a warning there probably would have been a collision. The CEO now realized that Ujaala Borderline had many problems and he knew that he had to act quickly and decisively to turn things around or else his job was at risk."

This case is set at a golf course in Aurora, Ontario. The club superintendent and the assistant superintendent will be interviewing three candidates for a green keeping position at Maple Retreat Golf and Country Club. The club superintendent must decide what questions to ask of the three applicants, keeping in mind what questions he could not ask of the candidates. This case is intended to be used for the managing people module of an organizational behavior or human resource management core course, or for a managing people elective. The case provides students with the opportunity to develop interview questions for the candidates and to interview the candidates in role play situations.

This case is set at a golf course in Aurora, Ontario. The club superintendent and the assistant superintendent will be interviewing three candidates for a green keeping position at Maple Retreat Golf and Country Club. The club superintendent must decide what questions to ask of the three applicants, keeping in mind what questions he could not ask of the candidates. This case is intended to be used for the managing people module of an organizational behavior or human resource management core course, or for a managing people elective. The case provides students with the opportunity to develop interview questions for the candidates and to interview the candidates in role play situations.

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.

This note provides background information on incentive plans and non-monetary reward systems. Presented is a discussion of short-term and long-term incentive plans. In these discussions, design considerations, prevalence of these plans, types of short and long-term incentives, plan effectiveness, and current issues are presented. In addition, non-monetary and retention tools are discussed. This note is intended to be used in conjunction with sessions on incentives and rewards.

This note provides background information on alternative approaches to evaluation in the workplace. Presented is a discussion of 360-degree feedback; the arguments for and against its use; and some of the requirements for effective application. Also presented is a discussion of the balanced scorecard; its benefits and main sources of failure; some potential measures; and the relationship to strategy maps, the links it can create within the organization, and the need to link it to rewards. This note is intended to be used in conjunction with sessions on performance evaluation and rewards.

This note provides background information on alternative approaches to evaluation in the workplace. Presented is a discussion of 360-degree feedback; the arguments for and against its use; and some of the requirements for effective application. Also presented is a discussion of the balanced scorecard; its benefits and main sources of failure; some potential measures; and the relationship to strategy maps, the links it can create within the organization, and the need to link it to rewards. This note is intended to be used in conjunction with sessions on performance evaluation and rewards.

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.

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.

Two analysts have each been assigned to work on the conceptual and detail designs of two modules in a Web-based software solution. A week before the final design presentation, the analysts discover that their software designs are not integrated. The case focuses on the frustrations of one of the analysts and her concerns about the working relationship with the other analyst. They have had personal differences and are both prospects for early promotion. She considers how the project came to this point and how the situation might have been avoided. Supplement eProcure - Finishing the Project (B), product 9B02C021, discusses the analyst's strategies during the final week working on the design; supplement eProcure - Conversation with Claire (C), product 9B02C022 explores the analyst's decision to confront her co-worker and supplement eProcure - End of the Design Team (D), product 9B02C023, focuses on the outcomes for both analysts after the project is complete.

Beijing Biotech Corporation is a leader in biochip research and development in China. The president and chief executive officer must decide whether his company should go ahead with the Biochip Scanner project - a process that would read and analyse the information on biochips. He has some estimates of research and development costs and variable costs of the expected final product, however he doesn't have enough information about the market and customers. He must analyse the industry and competition, and fully evaluate the strengths and weaknesses of his company.

The director of development at a large law firm and two other members of a selection committee will be interviewing three candidates for an articling position at the firm. The director must decide what questions to ask of the three law students applying, keeping in mind what questions she could not ask of the candidates. Through role play, students are given the opportunity to develop interview questions and interview the candidates.

The director of development at a large law firm and two other members of a selection committee will be interviewing three candidates for an articling position at the firm. The director must decide what questions to ask of the three law students applying, keeping in mind what questions she could not ask of the candidates. Through role play, students are given the opportunity to develop interview questions and interview the candidates.

This note provides background information on legal issues in employment selection and retention. Presented are some of the restrictions that are placed on how employers conduct the recruitment process. The human rights legislation that governs the entire employment process is introduced. In addition, the issues of reasonable and bona fide job requirements, medical testing in pre-employment and current employment situations are discussed. Issues that interviewers need to be aware of to avoid discrimination during the hiring process are also highlighted.

The newly promoted director of sales and marketing at CXP, a publishing company, has just inherited an employee conduct issue. In her previous position she became aware that a sales representative was having sexual relations with the company's clients, but the company's president was dealing with the issue. In her new role she discovers that issue still persists and this employee now reports to her. She realizes that this was a 'hot issue' and needed to determine the best way to handle the situation. There was more to consider than just dealing with the employee, there was the company's relationship with their clients and she did not want to put this in jeopardy.

The director of sales and marketing at CXP Publishing discusses with the marketing director how she is going to handle a difficult employee conduct issue, that of a sales representative who is sexually involved with some customers. Her approach to resolving the situation was going to take time, until another incident occurred, when she realized that she would have quickly change her plans. This is a supplement to the CXP Publishing Inc. (A) case (product number 9B01C004).