個案總覽

Bombardier Aerospace is a division of Bombardier Inc., the world's third largest airframe manufacturer. The manager of ground based training operations at the flight training school discovers an inconsistency in the relocation policy. Investigating the policy further, he feels the definition of the policy is not clear and therefore not fair to all employees. He must decide whether he should try to change the policy, and consider the consequences.

A junior broker at a securities firm has mixed emotions. He enjoys the success his sales have brought him, however, he is concerned about misleading clients to obtain those sales. He has been offered a promotion to senior broker and must decide whether to accept the promotion, continue in his current position or leave the firm. The supplement Westwood Securities (B), product 9B03C018 discusses his decision.

In this supplement to Westwood Securities (A), product 9B03C017, a junior broker has accepted a promotion to senior broker. Since the promotion, his sales have declined and he is wondering if made the right choice.

A partner at a leading Canadian law firm discovers that one of the firm's employees has been stealing from the business. After a discussion with the employee, he must decide how to handle the crisis in a short time frame: How did this happen? What steps are needed to prevent this from happening again? And how should he deal with the employee? The supplement Harrison-Lockington (B), product 9B03C020 highlights how the partner addresses the issue with staff at the office.

This supplement to Harrison-Lockington (A), product 9B03C019 follows the partner of a law firm and how he responds to crisis in the office - he has found out that an employee has been stealing from the firm.

Document Reproductions is a leading provider of outsourced content management and customer communication solutions. A scanner operator with the company has found out about a dispute between two co-workers while at work. One of the co-workers involved is her husband and she is concerned that this may cause him to lose his job. She must decide whether to tell the manager of operations what happened or persuade another co-worker who witnessed the incident to come forward.

Change is imperative for organizations to maintain competitiveness in a dynamic environment. Yet despite various tries, the success rates for major organizational change efforts have been rather dismal. This article identifies the reasons that organizational change usually fails, demonstrates that the errors made in the change process are rooted in organizational behaviour, and argues that leaders have not recognized the importance of emotions in creating successful change. While ideas for leading change exist, there are too few decision-makers who are capable of translating the ideas and following the guidelines that lead to a concerted, well guided effort to lead change. The author argues that all change is individual change. Leaders have to lead other individuals and convince them to change. The article chronicles the importance of appealing to the heart in leading change. Because change is fundamentally about feelings, companies that want their workers to contribute with their heads and hearts have to accept that emotions are essential to the new management style. The article also examines eight ways in which leaders can motivate the heart. Leaders have to ensure that individuals are convinced of the need for change; select a team of people to advocate the need for change, get individuals to trust the team and inspire confidence in the ability for change; create a vision that is clear, creative and viable; communicate in a way that is simple, heartfelt, aligned with people's feelings and speaks to their anxieties; let individuals express how they feel; celebrate interim successes; be persistent in change efforts and lastly, ensure that changes form an integral part of the corporate behavioural pattern.

As a startup in the online sales incentives industry, SalesDriver had a unique product to offer: online sales contests. From its early stages, SalesDriver had a great product, e-tailer relationships and initial customers who were pleased with the service. What SalesDriver needed was personnel. SalesDriver's two co-founders were facing several challenges. They were both young and making their first independent leap into the dot-com industry. With limited funding and no hiring experience, they needed to put together a staff for their company and wanted to do so within a two-week time frame. Their first need was to hire a vice-president of sales, but their candidate of preference had 15 other job offers on his plate, so time was of the essence. How much should they offer? What incentives should they include? What kind of fit would they have as a working team and would they even have enough time to assess that fit? The two friends and business partners were faced with the difficult challenge of working out a winning offer that would persuade the right person to accept a position in their very young company.

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.

An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's national holiday, however, none of the staff reported for work. The director considered her options: resignation, asking for additional resources, giving the staff more responsibility or disciplining the staff. Supplement case Red Cross Children's Home: Building Capabilities in Guyana (B), product 9B02C047 describes the actions taken by the director and their outcome. In supplemental case Red Cross Children's Home: Building Capabilities in Guyana (C), product 9B02C048, the former director visits the children's home after an absence of nearly two years and reflects on her management efforts. A 22 minute video is available, product 7B02C042 and a PowerPoint slide presentation, product 5B02C42.

This is a supplement to Red Cross Children's Home: Building Capabilities in Guyana (A), product 9B02C042. An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's national holiday, however, none of the staff reported for work. The director decided to implement new rules and a system of accountability. When the local public hospital staff went on strike, the director of the children's home was asked to run the hospital with its volunteers. After eight weeks, she returned to the children's home to discover that it was thriving, despite her absence. She decided that her work was completed and she returned to Canada. In supplemental case Red Cross Children's Home: Building Capabilities in Guyana (C), product 9B02C048, the former director visits the children's home after an absence of nearly two years and reflects on her management efforts.

An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's notational holiday, however, none of the staff reported for work. The director decided to implement new rules and a system of accountability. When the local public hospital staff went on strike, the director of the children's home was asked to run the hospital with its volunteers. After eight weeks, she returned to the children's home to discover that it was thriving, despite her absence. She decided that her work was completed and she returned to Canada. Nearly two years later, the former director visited the children's home and reflected on her management efforts. This is a supplement to Red Cross Children's Home: Building Capabilities in Guyana (A), product 9B02C042 and Red Cross Children's Home: Building Capabilities in Guyana (B), product 9B02C047.

The head of salaried personnel at a large automotive manufacturer is faced with the unenviable task of implementing head count reductions. Several options are available including voluntary leave of absence, contract position reductions and early retirement packages. She must decide the best method to carry out the reductions and how to keep the targeted reductions fair to all employees at the company. Supplemental case Janet Michaels at American Car, product 9B02C054 discusses her decision.

A learning team of five students must work together to complete a 48-hour team exam. One of the students has a reputation for being unreliable, disruptive and confrontational. When the team members convene to write their report, this student calls to say he will be late. He shows up eight hours later. The level of team tension and animosity reached a point of near-violence and the team member was expelled. The team wonders how to deal with this team member whose behaviour is dysfunctional to effective team performance, and what to do next given that there are several more team projects to come. Supplemental case Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, discusses the first hour after the student arrives to work on the report. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C), product 9B02C059, describes the student's attempt to contribute to the report and the subsequent confrontation. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D), product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

A learning team of five students must work together to complete a 48-hour team exam. When the team members convene to write their report, one of the students shows up eight hours late. The report outline is nearly complete, yet he insists on questioning the work and offering uninvited comments. As the irritation level builds, another student takes him out to fetch refreshments for the team. Away from the rest of the team, the student starts discussing the exam with other students, divulging some of his own team's strategies. This is a supplement to Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (A), product 9B02C057, which discusses the process of the competitive 48-hour exam, the reputation of the fifth student and the initial meeting of the team. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C) product 9B02C059, describes the student's attempt to contribute to the report and the subsequent confrontation. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D) product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

A learning team of five students must work together to complete a 48-hour team exam. When the team members convene to write their report, one of the students shows up eight hours late. The report outline is nearly complete, yet he insists on questioning the work and offering uninvited comments. When he is left alone to work on the editing process, his progress is slow, the master copy of the report is corrupted and many spelling and grammatical errors are missed. The irritation level builds to loud arguments in the middle of the night. This is a supplement to Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (A), product 9B02C057, which discusses the process of the competitive 48-hour exam, the reputation of the fifth student and the initial meeting of team. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, describes the first hour after the student arrives to work on the report and supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (D), product 9B02C060, an interview, conducted several months later, provides the student's perspective on the events.

A learning team of five students must work together to complete a 48-hour team exam. When the team members convene to write their report, one of the students shows up eight hours late. The report outline is nearly complete, yet he insists on questioning the work and offering uninvited comments. The irritation level builds to loud arguments in the middle of the night. In this supplement, the fifth student is interviewed to provide his perspective on the events. This is a supplement to Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (A), product 9B02C057, which discusses the process of the competitive 48-hour exam, the reputation of the fifth student and the initial meeting of the team. Supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (B), product 9B02C058, describes the first hour after the student arrives to work on the report, and supplement Juan Pedro's Shrimp Farm: Or the 48-hour Exam Nightmare (C) product 9B02C059 describes the student's attempt to contribute to the report and the subsequent confrontation.

The Canadian Imperial Bank of Commerce (CIBC) is one of the 10 largest full-service financial institutions in North America. Its human resources department wanted to reinvent HR service delivery and increase automation and self-service operations. A number of options were being considered, including continuing with the status quo while undertaking patchwork operations, developing new HR capabilities in-house, outsourcing the development of HR capabilities, and exploring the opportunity to outsource entire functions. Each option presents benefits and challenges, and the senior lead on the project must begin to develop a business case to go forward. The supplemental case CIBC: Outsourcing the Human Resources Department (B), product 9B02C063 discusses the human resources outsourcing agreement.

The Canadian Imperial Bank of Commerce was the first major financial institution in Canada and among the first in North America to team up with an external supplier to manage its human resource operations and technology services. As such, the company required a carefully structured contract that included the necessary requirements and at the same time left room for flexibility and change. This is a supplement to CIBC Human Resources (A), product 9B02C062.

A first year business student has recently received an award from her classmates, one that was intended as a joke, but that had left her feeling embarrassed and angry. Two of her male classmates had created a series of year-end awards to be handed out in fun. She was the recipient of the Most Likely to Sleep With Her Boss Award. When these awards were given out in a class setting, the student felt uncomfortable and embarrassed, but had gone along with it to be a good sport. When she heard that these same joke awards were to be given out at the year-end banquet in front of faculty members and the entire student body of the school, she asked one of the creator/presenters to leave her out of the fun this time around. To her horror, her classmate did not honor her request, and she was humiliated in front of her teachers and peers in a very public forum. Supplement cases, products 9B02C008, 9B02C009 and 9B02C010 provide detail of the events leading up to the award presentation and its aftermath. The fourth supplement, product 9B02C011, describes the perpetrators' viewpoint.