個案總覽

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.

Supplements the (A) case.

Describes the process of transforming a recently formed division of Hewlett-Packard.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (B) case.

Supplements the (B) case.

Supplements the (B) case.

Describes the process of transforming a recently formed division of Hewlett-Packard.

Supplements the (A) and (B) cases. Designed as an in-class handout. A rewritten version of an earlier supplement.

Focuses on the recommendations and implementation strategy made by the organizational development group to address the division's problems. A rewritten version of an earlier case.

A division of Allentown Materials Corp. has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction, and morale is low. The cause of these problems is found in a change in business environment followed by changes in organization and management. A rewritten version of an earlier case.

Discusses typical problems experienced by managers in conducting performance appraisal interviews. The underlying causes of these problems are analyzed and ideas are presented that might help managers overcome these problems. A rewritten version of an earlier note.

Looks at a change effort initiated by a human resources manager within a division of TRW. The effort utilizes a change process to try to deal with some of the division's issues around organizational effectiveness, especially that of a long-term strategy. In so doing, the situation portrays some of the fundamental hurdles in creating change.

Cambridge Technology Partners uses a highly innovative product strategy, supported by a human resources strategy, that has been very successful. However, high growth rates jeopardize product quality while tension about relative compensation levels between sales and operations threatens the firm's culture.

Supplements the (A) case.

This case presents an assessment of the strategic human resource management (SHRM) profiling process implemented at Becton Dickinson. It explores the questions the assessment raised about the viability of the process and what aspects might be changed if the process is to be continued.

Provides an overview of the human resource policies and practices applied by Hewlett-Packard (HP). Discusses HP's reactions as an organization to changes in its business environment. As such, it is an opportunity to analyze HP's practices, and how they have been affected through the years in all four policy areas: stakeholder influence, flows, rewards, and work systems.