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B Case to case UV7765 This case represents an amalgam of commonly reported experiences people have when interacting with others from different social class backgrounds and positions of power. The A case takes the perspective of Dan Marlow, who grew up with access to financial and cultural resources and has built his own construction company. He has just fired Robby Gomez, an otherwise great worker, for chronic lateness, and he wonders why he is having trouble motivating and keeping employees. The B case takes the viewpoint of Gomez, who works hard but has trouble getting to work on time because of practical difficulties like car trouble and obligations to family and others in his community. By comparing the perspectives and experiences of these two protagonists, students learn to see how our own experiences and cultural knowledge can inform our decisions and the employee programs that we design. Because we are not aware of cultural norms that we have not personally experienced, we need to include a diversity of viewpoints in the decision-making and design process in order to design effective systems and have effective interactions across differences.

Rachael Ray built a remarkable career and brand, first as a cooking personality, and then as a lifestyle maven. This case explores her early career, decisions taken along the way, and the successes she achieved in publishing, television and as a spokesperson. As her career matured, the case follows the choices she made and charts the opportunities a brand personality such as Ray faces in reinventing themselves authentically over time. It provides students with insights into managing a career over the span of life events; the ways a narrative arc helps anchor an individual's story, and may need to be actively managed over time; and the tradeoffs at play in managing such a narrative.

Play@Work is an online system that allows employees to award honorary 'medals' to subordinates, superiors and colleagues for actions that reinforce the company's values, and 'golden beans' that can be exchanged for benefits. Awards can be issued and are publicly accessible to all in real-time. Play@Work can realize a flat, flexible and warm management style, allowing organizational culture to motivate and regulate members' behaviors in a subtle manner, and give employees a clear idea of who appreciates, encourages and inspires them. The system has been fully implemented in Yonyou and has redefined work relationships. The prominent features of this case are novelty and practicality. Novelty is reflected in Play@Work's position as a cultural communication tool in the era of digital human resource management. Play@Work best suits enterprises dominated by knowledge workers, particularly those under strong pressure to innovate. Practicality is reflected in its use of 'soft' cultural management tools through a system consisting of medals, golden beans and other concrete actions. Before the introduction of Play@Work, enterprises mainly sought to improve their managers' awareness and skills by means of training, but due to the absence of a practical tool, the results of such training largely depended on the manager's own understanding and self-motivation. Play@Work provides a concrete method to communicate issues of corporate culture, and its versatile applications make it useful in a wide range of management scenarios. Improving work performance is one of the objectives of management, but the challenge that managers often encounter is that they are excessively task-driven and tend to neglect human elements. Play@Work operates on the principle that engaging with people on a human level can facilitate work and the attainment of targets. The value of this case is reflected in its demonstration of ways to improve work relationships by means of managing organizational culture.

In July 2018, the general manager of the Banff Aspen Lodge in Alberta, Canada, needed to fill two vacancies at the Front Desk. He faced several challenges because of a tight labour market and the never-ending cycle of staff turnover in the hospitality sector, especially in a resort town. Although the general manager was confident that the hotel had many good human resource management practices, he wondered whether he could apply a more systematic long-term approach to human resource planning, recruitment, and selection. Was it time to review the company's overall approach to human resource management?

The case provides details on Canada Mortgage Housing Corporation's strategy, organizational design, culture, and people practices and how they fit together to support CMHC's goals.

Striving for Great Place to Work (GPTW) culture enabled Hella India Lighting Limited (HIL), a company that manufactured automotive lighting, to recover from huge losses and become profitable. Although the company's German management had decided to stop further investment in India after the setback of the 2008 recession, in 2018 HIL became the number one Hella location worldwide. It was also recognized as one of the best places to work at the national level in the automotive industry and ranked 20th in the 2018 GPTW Great Mid-Size Workplaces category. To achieve these milestones, HIL focused on effectively implementing existing policies and periodically upgrading and focusing policies around employee welfare; thus making way for strategic human resources (HR) management. Valuing its employees as equal to its customers, HIL's main focus was employee engagement. The transformation led to successful GPTW survey results, which encouraged HIL management to revise the HR team's 2020 target: their new task was to secure a position among the top 10 companies of the GPTW survey by 2020.

Kobe Bryant and Tim Duncan are widely regarded as two of the greatest basketball players in NBA history. Both led their teams to championships, and both were named MVP and All-Star multiple times. But Bryant, the "Black Mamba," and Duncan, the "Big Fundamental," had very different styles of play and ways of interacting with their teammates, coaches, and fans. This case offers an overview of these two champions' careers and allows a lively conversation about star performers, leadership, key leader behaviors, how those behaviors relate to effectiveness, and the role of charisma in the leadership process. Importantly, students do not need to know anything at all about basketball to be on equal footing with those who are basketball fans, because the case exhibits provide evidence for quantitative comparisons, and the case text describes qualitative information that facilitates discussion.

Millennials are redefining what it means to develop future leaders. In business organizations, leadership development-defined as "the expansion of a person's capacity to be effective in leadership roles and processes"-has traditionally been the work of corporate development programs for select employees handpicked and cultivated by senior management. With the millennial generation of leaders, however, leadership self-development is becoming far more common. This note embraces the movement towards leader self-development. It also recognizes that, for it to be successful, those who are now in the driver's seat-the high-potential and emerging leaders themselves-must be equipped to succeed. The note lays out the PACE Model for leadership self-development, grounded in research, to help developing leaders forge systematic habits to accelerate self-development and success.

Since its establishment in 1973, LUXOR SA had come to occupy a strong position in the international market. However, important changes were occurring in the international computer market which the company had to take into account. Increased market pressure and a more demanding clientele was drastically changing the role of salespeople; instead of selling ready-made products, they began working with the clients, identifying their specific product needs as well as advising them on appropriate market strategies. Salespeople had to have higher technical and scientific competences, financial and marketing knowledge, and negotiation skills. It seemed evident that LUXOR SA needed to design a program that would prepare and help people progressively handle organization and market changes. In late 2003, the new CEO decided that a structural reorganization and policy revision would be necessary to maintain a viable position in the global market. Keeping in mind the external changes in the business, LUXOR SA intended to take the steps needed to become an innovative, trend-setting, marketing-driven organization.

Uber Technologies, the privately held ride-sharing service and logistics platform, suffered a series of PR crises during 2017. As Uber's legal and PR turmoil increased, Travis Kalanick, cofounder and longtime CEO, was forced to resign as CEO, while retaining his directorship position on the nine-member board. His June 2017 resignation was meant to calm the uproar, but it instead increased investor uncertainty. In an effort to put the recent past behind the company, the directors of Uber scheduled a board meeting for October 3, 2017, to vote on critical proposals from new CEO Dara Khosrowshahi that were focused essentially on one question: How should Uber be governed now that Kalanick had stepped down as CEO? In this case, students are asked to consider the responsibilities of the Uber board of directors to the company's investors and shareholders, employees, management, and contractors as the company moves rapidly towards its long-awaited IPO. Included with the case text are board member roles for use in a role play simulating board discussion.

Supplement to case CU243

Jane Joins the Club is a fictional case that presents a crisis - and an opportunity - at the peak of the career of an ambitious executive. The setting is the boardroom of a US manufacturing company, but the problems apply to any team environment where cultural rigidity, stereotypes, and process dysfunction threaten good decision-making. The case raises important questions about the value of diversity in a team environment, and will engage any student who has been an outsider on an insular, club-like team.

Striking the right balance between competence and credibility is essential to digital leaders' success, but it depends on what a company expects its CDO to do. While external candidates can bring critical digital competence and experience to organizations seeking a better digital footing, they may struggle to build the necessary credibility for organizational change.

While they go about things in very different ways, every organization is actually in the same business: behavioural change. Whether it is a bank encouraging consumers to switch to their product; a government agency trying to get citizens to pay taxes on time;or a health agency interested in improving the consumption of medication, behaviour-change challenges abound. As a result, some of the smartest organizations have begun to embed behavioural insights (BI) into their everyday processes. The authors describe the four main ways that BI can add value to any organization, as well as four approaches that an enterprise can take to embedding BI in its work.

Our life outcomes are powerfully determined by seemingly trivial, repeated acts. Our health, for example, depends on thousands of daily choices-to eat well and exercise regularly, to avoid smoking, and to take medications as prescribed. Yet 40 percent of premature deaths each year result from suboptimal behavior. The authors argue that the most promising avenue for making behaviour change 'stick' is to take proactive steps to change our habits. They provide advice for achieving this by 'targeting the situation' and 'shifting cognitions'. In the end, they show that there is an enormous untapped opportunity at hand to enable sustained improvements in daily decisions on a collective level.

Many attempts to narrow the gender gap-ranging from greater disclosure to governance rules-assume that it reflects the personal bias of senior decision makers, in particular CEOs. However, this premise has been difficult to prove; until now. The authors set out to compare two things: the personal backgrounds of CEOs and their allocation of capital budgets to male and female division managers at U.S. conglomerates. The present their findings, which indicate that a CEO's formative years-including factors like whether they attended an all-boys school and whether their mother worked or not-have a significant impact on their later corporate behavior.

Harvard Business School Professor Amy Edmondson argues that in every organization, moments of silence are leading to countless lost opportunities and errors-some of them life threatening. In a wide-ranging interview, she discusses her widely embraced concept of 'psychological safety' and argues that leaders must set the stage for it by leading their teams with 'situational humility' and 'humble listening'. In the end, she makes it clear that voice has become mission critical for every modern organization, regardless of industry.

Environmental, social, and governance (ESG) issues have traditionally been of secondary concern to investors. But in recent years, institutional investors and pension funds have grown too large to diversify away from systemic risks, forcing them to consider the environmental and social impact of their portfolios. Analysis of interviews with 70 executives in 43 global institutional investing firms suggests that ESG is now top of mind for these leaders and that corporations will soon be held accountable by shareholders for their ESG performance. To respond to this shift in focus, companies must publish a statement of purpose, provide investors with integrated financial and ESG reports, increase the involvement of middle managers in ESG issues, invest in robust IT systems, and improve internal systems for measuring and reporting ESG and impact performance information.

After a salesman jokingly asks a female colleague if her appearance is the reason for her inclusion in a leadership program, his friend, the only other person present, reports the incident to HR. Then the female colleague must decide, in view of her company's zero-tolerance policy, whether or not to pursue a complaint. This fictional case study by J. Neil Bearden features expert commentary by Maria Galindo and Sarah Beaulieu.

After a salesman jokingly asks a female colleague if her appearance is the reason for her inclusion in a leadership program, his friend, the only other person present, reports the incident to HR. Then the female colleague must decide, in view of her company's zero-tolerance policy, whether or not to pursue a complaint. This fictional case study by J. Neil Bearden features expert commentary by Maria Galindo and Sarah Beaulieu.