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Defines "diversity" in organizational terms and provides a descriptive framework for understanding the ways organizations identify and respond to its challenges and opportunities. The four components or lenses of the framework are: motivators, mindset, methods, measures. Teaching Purpsoe: To be used as an overview note in a course or module on diversity in the workplace and customer base.

A group of Lotus employees propose extending all health care and other benefits to the spousal equivalents of lesbian and gay employees. The vice president of human resources considers the proposal during a reorganization and period of financial uncertainty.

Details Lotus's decision to extend benefits to spousal equivalents of lesbian and gay employees.

Kurt Landgraf, newly named CEO of Du Pont Merck Pharmaceutical Co., addresses complaints of discrimination from African-American scientists in R&D during significant downsizing and dramatic changes within the pharmaceutical industry.

Laura Wollen, a group marketing director for ARPCO, Inc., must decide whether to recommend a high performance product manager for a choice position overseas. The supervisor overseas resists the hire because of the candidate's race and Wollen fears that insisting will set her candidate up for failure. On the other hand, she believes she is the best candidate and should not be denied the position.

Laura Wollen, group marketing director for ARPCO, was about to recommend her best product manager, Charles Lewis, for a position in the London office. Yet David Abbott, Wollen's counterpart in the United Kingdom, admitted that Lewis looked good on paper, but doubted he would fit in with the team and adjust to the British market. Wollen finally understood that Abbott's reservations were because Lewis was black. Wollen was wary of promoting Lewis into the London job only to have him fail there because of racism. Four experts analyze her alternatives.

Provides advice for the new casewriter.

Introduces a framework for identifying and analyzing the ethical and policy issues triggered by the various capabilities of information technology (IT). Ten IT capabilities are defined (access, capture, speed, permanence/storage. duplication, tracking, monitoring, data recombination, job redesign, and supplier power) and mapped against five managerial issues they can trigger (privacy, ownership, control, accuracy, and security). These five issues are then mapped against four policy areas that might address them (data policy, intellectual property rights, worker's rights, and competitiveness). Key questions are raised and various examples of IT's impact on managerial decision making are presented. Finally, four models of ethical analysis are suggested as possible tools for approaching these managerial choices: stakeholder analysis, utilitarian goal-based analysis, rights-based analysis, and duty-based analysis. Useful in an introduction to the management of IT, as well as in a business ethics course.

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.

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.

Supplements the (A) case.

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.

Accompanies Donna Dubinsky (A), (B), (C), and (E) but offers a unique additional perspective, that of the "antagonist" in this case, Debi Coleman. Coleman, vice president of manufacturing at Apple, offers her observations on the distribution conflict at Apple and her concerns about the Macintosh Division.

Presents the results and impact of the new vice president's strategies in his first full year. Concludes with his reflections on the challenge he undertook.

Describes the new divisional vice president's decisions and strategies in his first full year of management there. His influence style and tactics are demonstrated.

Presents a new divisional vice president's entry into a well-established and still successful manufacturing organization which is nevertheless facing an impending competitive crisis. Demonstrates his challenge and his efforts, under pressure from corporate headquarters, to convince his staff that the crisis is real and to make changes in the organization's family culture and practice, in order to better position them to face the onslaught of price wars and new technology. Concludes with several complex choices facing the new vice president as he considers whether or not to replace some key but problematic senior managers, and what strategy to adopt in his relations with the retired but still visible descendant of the firm's founder.

Spreadsheet supplement for case 486-090.

Dubinsky and her boss' boss reflect on what was learned through this difficult chapter in Apple's history. May be used with Donna Dubinsky and Apple Computer, Inc. (A), (B), (D) and (E).

May be used with Donna Dubinsky and Apple Computer, Inc. (A), (C), (D), & (E) and Debi Coleman and Apple Computer, Inc.

Describes a major conflict within Apple Computer in 1985 over control of product distribution. The founder and chairman, Steve Jobs, proposed a new distribution process which would transfer many responsibilities away from distribution manager, Donna Dubinsky. Dubinsky believed, however, that this process would be practically and financially unworkable. Presents her defensive and unsuccessful conflict management, culminating in her threatened resignation. May be used with Debi Coleman and Apple Computer, Inc.