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This case examines how Martin McShane, a general practitioner and physician manager at the Moss Valley Medical Centre, changes the mindset of all the key players involved in caring for the elderly and implements a proactive, prevention-oriented care model. McShane is up against all the different elements of the NHS - primary care, social services and acute care. Through skilful management of the various players, he succeeds in smoothly integrating new systems throughout the region. A nurse-led service for tracking hospital admission and discharge of elderly patients is introduced, with systems implemented to improve continuing care of patients and communication between services that ultimately reduce hospital stays and admission rates.

Fusilier Technology is in disarray. Its vice-president of sales is leaving, the company's new growth strategy to sell customized business solutions has stalled, and sales have been flat for five years. Bill MacLeod, Fusilier's CEO, has to choose between two very different candidates for the top sales job: a veteran sales director who has excelled under the old order and a brash outsider who has experience selling solutions but doesn't know the industry. With an outside board director pressuring him to accelerate the pace of change, MacLeod ponders which candidate can best help the company make the transition. Fusilier's new solutions strategy has made the decision that much more difficult. Under this model, the company must revamp its incentives, training, and processes for deploying the sales force. Historically, compensation has been based largely on an individual rep's results, and sales training has focused on product features and cost-performance advantages, not on the business issues facing customers. Now salespeople need to understand, promote, and select from an entire portfolio of products and services offered both by Fusilier and its business partners. What's more, they need to collaborate with Professional Services, the new consulting unit whose mission is to jump-start the solutions-centric approach. Whom should MacLeod hire for the top sales job, and what should he do to put Fusilier back on a growth track? In R0607A and R0607Z, four experts comment on this fictional case study: Alston Gardner, founder of OnTarget, a sales training and consulting firm; Steve Kerr, a managing director and the chief learning officer of Goldman Sachs; Randall D. Kelley, a partner of the executive search firm Spencer Stuart; and Andrea L. Dixon, an associate professor of marketing at the University of Cincinnati.

Fusilier Technology is in disarray. Its vice-president of sales is leaving, the company's new growth strategy to sell customized business solutions has stalled, and sales have been flat for five years. Bill MacLeod, Fusilier's CEO, has to choose between two very different candidates for the top sales job: a veteran sales director who has excelled under the old order and a brash outsider who has experience selling solutions but doesn't know the industry. With an outside board director pressuring him to accelerate the pace of change, MacLeod ponders which candidate can best help the company make the transition. Fusilier's new solutions strategy has made the decision that much more difficult. Under this model, the company must revamp its incentives, training, and processes for deploying the sales force. Historically, compensation has been based largely on an individual rep's results, and sales training has focused on product features and cost-performance advantages, not on the business issues facing customers. Now salespeople need to understand, promote, and select from an entire portfolio of products and services offered both by Fusilier and its business partners. What's more, they need to collaborate with Professional Services, the new consulting unit whose mission is to jump-start the solutions-centric approach. Whom should MacLeod hire for the top sales job, and what should he do to put Fusilier back on a growth track? In R0607A and R0607Z, four experts comment on this fictional case study: Alston Gardner, founder of OnTarget, a sales training and consulting firm; Steve Kerr, a managing director and the chief learning officer of Goldman Sachs; Randall D. Kelley, a partner of the executive search firm Spencer Stuart; and Andrea L. Dixon, an associate professor of marketing at the University of Cincinnati.

Fusilier Technology is in disarray. Its vice-president of sales is leaving, the company's new growth strategy to sell customized business solutions has stalled, and sales have been flat for five years. Bill MacLeod, Fusilier's CEO, has to choose between two very different candidates for the top sales job: a veteran sales director who has excelled under the old order and a brash outsider who has experience selling solutions but doesn't know the industry. With an outside board director pressuring him to accelerate the pace of change, MacLeod ponders which candidate can best help the company make the transition. Fusilier's new solutions strategy has made the decision that much more difficult. Under this model, the company must revamp its incentives, training, and processes for deploying the sales force. Historically, compensation has been based largely on an individual rep's results, and sales training has focused on product features and cost-performance advantages, not on the business issues facing customers. Now salespeople need to understand, promote, and select from an entire portfolio of products and services offered both by Fusilier and its business partners. What's more, they need to collaborate with Professional Services, the new consulting unit whose mission is to jump-start the solutions-centric approach. Whom should MacLeod hire for the top sales job, and what should he do to put Fusilier back on a growth track? In R0607A and R0607Z, four experts comment on this fictional case study: Alston Gardner, founder of OnTarget, a sales training and consulting firm; Steve Kerr, a managing director and the chief learning officer of Goldman Sachs; Randall D. Kelley, a partner of the executive search firm Spencer Stuart; and Andrea L. Dixon, an associate professor of marketing at the University of Cincinnati.

A polymer chemist initiated a lawsuit against a national research institute for having failed to pursue a patent on his behalf, while he was employed as a post-doctoral research fellow. The chemist must now decide whether to accept a pre-judgment cash settlement of less than one sixth what his lawyer claims he is entitled to. Among the questions raised in this case are: Should the research institute have pursued a patent for an invention it did not own? In letting the institute file the patent application on his behalf, did the chemist not tacitly agree to assign his invention to the institute? The case outlines the importance of human resource policies stipulating the ownership of inventions made by scientists employed by an agency or others working onsite. It also shows how problems of assignment of intellectual property rights, if not resolved, can lead to failed technology transfer. The case also provides a detailed look at how a scientist would report an invention to its technology transfer office in order that a patent might be applied for.

Competencies in organizations can be broadly classified as employee level and organizational level. Because organizational-level competencies are embedded in employee-level competencies, the identification of the latter is important for organizations interested in using competencies to achieve competitive advantage. In this paper, we present a model of employee competencies as a means to organizational competitiveness and discuss various frameworks for identifying employee competencies. In addition to the traditional frameworks, which are more suitable for organizations functioning in a static environment, we offer two alternative frameworks that are useful in identifying competencies in a dynamic organizational environment. Once appropriate employee-level competencies are identified, a competency-based human resources system can be implemented to ensure that employees actually do possess the identified competencies.

Exercise for INS461.

Exercise for INS461.

Exercise for INS461.

Exercise for INS461.

Exercise for INS461.

Exercise for INS461.

Exercise for INS461.

Exercise for INS461.

Exercise for INS461.

The Katelyn Neilson, MBA case follows the personal and professional development of a young "high-potential" within an intensive one-year, full-time MBA programme. Katelyn's background and resume, significant excerpts from her diary, and an evocative picture drawn to visualize her major dilemmas, provide vivid illustrations of the unfolding of a major life transition.

They make up more than half your workforce. They work longer hours than anyone else in your company. From their ranks come most of your top managers. They're your mid-career employees, the solid citizens between the ages of 35 and 55 whom you bank on for their loyalty and commitment. And they're not happy. In fact, they're burned out, bored, and bottlenecked, new research reveals. Only 33% of the 7,700 workers the authors surveyed feel energized by their work; 36% say they're in dead-end jobs. One in three is not satisfied with his or her job. One in five is looking for another. Welcome to middlescence. Like adolescence, it can be a time of frustration, confusion, and alienation. But it can also be a time of self-discovery, new direction, and fresh beginnings. Today, millions of mid-career men and women are wrestling with middlescence--looking for ways to balance work, family, and leisure while hoping to find new meaning in their jobs. The question is: Will they find it in your organization or elsewhere? Companies are ill-prepared to manage middlescence because it is so pervasive, largely invisible, and culturally uncharted. That neglect is bad for business: Many companies risk losing some of their best people or--even worse--ending up with an army of disaffected people who stay. The best way to engage middlescents is to tap into their hunger for renewal and help them launch into more meaningful roles. Perhaps managers can't grant a promotion to everyone who merits one in today's flat organizations, but you may be able to offer new training, fresh assignments, mentoring opportunities, even sabbaticals or entirely new career paths within your own company. Millions of mid-career men and women would like nothing better than to convert their restlessness into fresh energy. They just need the occasion--and perhaps a little assistance--to unleash and channel all that potential.

The Saint George Triangle multi-party simulation centers on decision making at a top organizational level. Designed for executives, MBAs, HR professionals, executive coaches and consultants, the exercise presents participants with a series of interconnected case studies, since every decision made creates, in effect, a new case and new circumstances. This simulation requires a minimum of about 24 players. Participants work in small teams of about six people, with each team representing one of six to seven different interest groups. The simulation should be supervised by at least one Principal Facilitator with a deep knowledge of group dynamics. It is suggested that the Principal Facilitator(s) should be assisted by two or three other Facilitators.

Describes the career transfer and development system at UPS, showing incentives and policies that move managers across countries and functions, and how this movement develops high quality general managers.

Focuses on one principal's efforts to staff her school in the context of a large-scale effort to reform instruction across an urban school district.