Organizational Behavior

Case Solution for Stone Finch, Inc.: Young Division, Old Division
Complete Case details are given below :
Case Name :      Stone Finch, Inc.: Young Division, Old Division
Authors :           Richard G. Hamermesh, Elizabeth Collins
Source :             HBS Brief Cases
Case ID :            3214
Discipline :        Organizational Behavior
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
CEO Jim Billings wants to attract energetic, entrepreneurial talent to Stone Finch, Inc., which comprises an older division that fabricates products like piping and tanks for water and wastewater processing plants, and a much newer division that develops biochemical solutions associated with water purification. To accelerate the company’s growth, Billings sets up subsidiaries to create cutting-edge technologies that can be brought to market by the biochemical solutions division. After a few years the subsidiaries have indeed produced innovative products and driven growth; however, problems are surfacing. Much of the investment in the subsidiaries has come from the old manufacturing-based “cash cow” division, which is now suffering from turnover, loss of morale, and loss of competitive position. Moreover, the solutions division — which has absorbed numerous employees who became wealthy by developing successful subsidiaries — is plagued by increasing polarization between the “haves” and the “have-nots.”
 
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Case Solution for RL Wolfe: Implementing Self-Directed Teams
Complete Case details are given below :
Case Name :      RL Wolfe: Implementing Self-Directed Teams
Authors :           David A. Garvin, Elizabeth Collins
Source :             HBS Brief Cases
Case ID :            4063
Discipline :        Organizational Behavior
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Key topics include team design, team management, job design, employee empowerment, implementing change, and high performance workforces. In 2004, John Amasi, the director of production for a manufacturer of plastic pipe, introduced the concept of self-directed teams into a newly rehabbed plant in Corpus Christi, Texas. This was a major departure for RL Wolfe, whose other plants were unionized and rigidly hierarchical. By 2007, Corpus Christi is significantly outperforming the other plants in productivity, and Amasi tours the plant to identify remaining barriers to even higher productivity. Although the tour makes clear that many things are going right, it also reveals specific elements of the SDT concept that are not working optimally; some of these are communicated from the perspective of the workers themselves. At the end of the case, as Amasi sketches out ideas for increasing productivity at Corpus Christi, he also considers how he can persuade the unionized workforces at the other Wolfe plants to accept the SDT model.
 
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Case Solution for Jamie Turner at MLI, Inc.
Complete Case details are given below :
Case Name :      Jamie Turner at MLI, Inc.
Authors :           John J. Gabarro, Colleen Kaftan
Source :             HBS Brief Cases
Case ID :            4254
Discipline :        Organizational Behavior
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes the evolution of an interpersonal mismatch between a previously successful manager, Jamie Turner, and his new boss, Pat Cardullo. Turner, a 32-year-old MBA graduate, has been recruited by Cardullo to be vice president of marketing and sales at Modern Lighting Industries, Inc. (MLI). MLI, a struggling regional distributor of industrial lighting systems and equipment based in Chicago, has recently been acquired by a division of the much larger San Diego-based Specialty Support Services (Triple S). Cardullo, the president of MLI, is the chief proponent of the Triple S acquisition, and he has told Turner to revive MLI, implying that if Turner succeeds he will soon advance to company president. It becomes apparent, however, that Cardullo and Turner have very different assumptions and expectations about turning MLI around. The case portrays Turner’s developing problems and his unsuccessful attempts to resolve them, and also Cardullo’s passage through several managerial challenges.
 
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Case Solution for Kay Sunderland: Making the Grade at Attain Learning
Complete Case details are given below :
Case Name :      Kay Sunderland: Making the Grade at Attain Learning
Authors :           Linda A. Hill, Heather Beckham
Source :             HBS Brief Cases
Case ID :            4289
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Kay Sunderland is an account director at Attain Learning Inc., a business training solutions company. In January 2011, one of Attain’s most important clients, Juan Nunez of Gramen Equipment Company, contacts Sunderland with a request: Nunez would like Attain content development director Mike Morgan to stop contacting him directly. Sunderland is surprised that Morgan, an experienced and talented contributor, is potentially jeopardizing the account by ignoring Attain’s communications policy of restricting client-facing communication to the account director. Now Sunderland must decide how to handle the situation with both the client and her colleague Morgan.
 
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Case Solution for Martha Rinaldi: Should She Stay or Should She Go?
Complete Case details are given below :
Case Name :      Martha Rinaldi: Should She Stay or Should She Go?
Authors :           Linda A. Hill, Mark Rennella
Source :             HBS Brief Cases
Case ID :            4310
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Martha Rinaldi has been an assistant product manager at leading beverage company Potomac Waters since graduating from business school. Rinaldi is frustrated by her relationships with her boss and a close co-worker. Even though she works hard to please her manager, she has received a negative performance evaluation for her first four months. Should Rinaldi leave Potomac for a standing job offer at a company she previously interned with or try to improve her current situation?
 
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Case Solution for BoldFlash: Cross-Functional Challenges in the Mobile Division
Complete Case details are given below :
Case Name :      BoldFlash: Cross-Functional Challenges in the Mobile Division
Authors :           Michael Beer, Rachel Shelton
Source :             HBS Brief Cases
Case ID :            4438
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Roger Cahill has spent less than a year as head of the Mobile Division of BoldFlash, a flash memory component maker. On the corporate level, BoldFlash has adapted to an evolving and difficult marketplace, but the Mobile Division is struggling. The four groups within the unit refuse to work together, and the unit recently failed to capitalize on an important new product opportunity. To address the problems, Cahill has made a number of organizational and personnel changes since taking the helm. Facing low morale and eroding margins, Cahill is under pressure to meet his next challenge-reforming the product development process in an effort to save the Division.
 
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Case Solution for Johannes Linden: Managing the Global Executive Committee
Complete Case details are given below :
Case Name :      Johannes Linden: Managing the Global Executive Committee
Authors :           Linda A. Hill, Mark Rennella
Source :             HBS Brief Cases
Case ID :            913509
Discipline :        Organizational Behavior
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Johannes Linden is the Director of the Washer and Dryer division of Fluss, a large Swiss appliance manufacturer. Soon after the company completes its revenue projections and bonus targets for the upcoming year, Linden shares some good news with his leadership team, the Global Executive Committee (GEC): an internal R&D effort to develop cheaper steel for the company’s products has finished a year ahead of schedule. This will translate into a significant reduction in costs across the division. When Linden proposes readjusting revenue expectations and sales targets accordingly, he is surprised to find that the GEC does not agree with him. Among other issues, employee bonuses are involved. Linden, with a reputation for being open and knowledgeable yet sometimes intimidating, tries to convince the committee to come around to his way of thinking.
 
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Case Solution for Jess Westerly at Kauflauf GmbH
Complete Case details are given below :
Case Name :      Jess Westerly at Kauflauf GmbH
Authors :           John J. Gabarro, Colleen Kaftan
Source :             HBS Brief Cases
Case ID :            913527
Discipline :        Organizational Behavior
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Jess Westerly is the assistant product owner of CRM applications for computer and office supply wholesalers and retailers at Kauflauf, a fast-growing provider of subscription enterprise software headquartered in Heidelberg, Germany. Only months into her job, outsider Westerly tries and fails to implement a change in field consultants’ sales call patterns. Westerly had introduced the changes to the sales organization via a memo that outlined her directive and explained the reasons behind it. Field consultants immediately complained about the infringement on their decisions about how to spend their time and the insensitivity to the relationship-oriented nature of developing business. Three months later, sales statistics show little difference in calling patterns. After explaining, defending, and reshaping her stalled initiative, Waverly presents her amended proposal to key senior executives and is given three weeks to produce an implementation plan. If the plan is deemed acceptable, she will be asked to implement it.
 
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Case Solution for Andrew Ryan at VC Brakes
Complete Case details are given below :
Case Name :      Andrew Ryan at VC Brakes
Authors :           Frank V. Cespedes, Sunru Yong
Source :             HBS Brief Cases
Case ID :            913552
Discipline :        Organizational Behavior
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
An aftermarket brake component manufacturer, VC Brakes, is bought out by a global automotive parts corporation after the 2008 financial crisis. Unlike its previous parent company, the new owner attempts to change VC Brakes’ autocratic management style and finger-pointing culture with a Total Quality Management (TQM) program. Andrew Ryan is a senior manager at VC Brakes. With the guidance of a strong mentor and a reputation as a successful change agent, he is selected as a TQM site instructor. His initial excitement turns to concern when organizational challenges cause the quality initiative to falter. A subsequent restructuring puts Ryan on the wrong side of politics, and he must decide whether to leave VC Brakes or stay with the losing initiative.
 
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Case Solution for Robin Ash and Printzhof Press
Complete Case details are given below :
Case Name :      Robin Ash and Printzhof Press
Authors :           Frank V. Cespedes, Lynda St. Clair
Source :             HBS Brief Cases
Case ID :            913554
Discipline :        Organizational Behavior
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Robin Ash has just been promoted to Chief Operating Officer of Printzhof Press and Vice President of its parent company, Education and Entertainment Holdings, Inc. Her first objective is to create an action plan that will achieve two seemingly contradictory corporate objectives: transform Printzhof into an aggressively competitive 21st century educational publisher while maintaining its close-knit and collaborative culture. Because of new technologies changing how information is delivered and used in higher education, the need for the company to evolve along with the publishing industry is obvious to Ash and other company leaders. However, Printzhof’s history of success has resulted in resistance to organizational change among many longtime employees and senior managers. Still, Ash must revitalize Printzhof without destroying employee morale and loyalty. How far and how fast should she move on the critical priorities she has identified?
 
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