Organizational Behavior

Case Solution for Wendy Peterson

Complete Case details are given below :

Case Name : Wendy Peterson

Authors : Linda A. Hill, Alisa Zalosh

Source : HBS Brief Cases

Case ID : 913560

Discipline : Organizational Behavior

Case Length : 09 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Wendy Peterson was recently promoted to Vice President of Sales at the Plano, Texas, office of AccountBack, an accounting software and services company. To penetrate a perceived market niche, Peterson hires Fred (Xing) Wu, whose familiarity with and access to Chinese business leaders in Plano is valuable. Wu was born and raised in China, partly educated in the U.S., and immigrated to the U.S. in 2005. Within 12 months, he had signed his regional team’s largest client, but Peterson has reservations about Wu’s performance and is uneasy about their working relationship. Wu has requested an assistant-unprecedented within AccountBack’s flat organizational structure. Peterson reflexively perceives the request as unreasonable, but in responding she must take into account the implications her decision will have on the rest of her sales team, as well as her own career. This case is ideal for courses on managing performance, managing conflict, leadership, cross-cultural differences, conflict and negotiation, employee development, and performance evaluation.

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Case Solution for Ron Ventura at Mitchell Memorial Hospital

Complete Case details are given below :

Case Name : Ron Ventura at Mitchell Memorial Hospital

Authors : Frank V. Cespedes, Heide Abelli

Source : HBS Brief Cases

Case ID : 913572

Discipline : Organizational Behavior

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Mitchell Memorial Hospital is a 750-bed regional academic medical center in Ohio. Andy Prescott, Chief of the Cardiovascular Center, is reviewing the performance evaluations of his star vascular surgeon Ron Ventura. The evaluations, the result of a 360-degree performance review cycle the hospital had recently put in place, were much more critical than he had anticipated. Ventura, with a national reputation as an accomplished vascular surgeon, had improved the vascular surgery practice enormously in his short tenure at Mitchell Memorial and generated much new case flow for the hospital. Ventura is also, as the evaluation packet made clear, sharp-tongued, impatient, and abrasive. Prescott knows that the Cardiovascular Center needs team players, but he also has a responsibility to improve the performance of the vascular surgery practice, and Ventura is critical to that effort. Now Ventura’s contract is up for renewal. Although Prescott recruited Ventura and gave strong support in his first months, other surgeons are now considering leaving the hospital, HR is getting complaints from the nursing staff and the residency programs, and many point to Ventura’s behavior as the cause. Prescott wonders whether Ventura’s actions violate Mitchell Memorial’s cultural norms focused on teamwork and collaboration and whether or not his contract with the hospital should be renewed. Students must consider approaches to the upcoming performance feedback interview between Prescott and Ventura.

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Case Solution for TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial

Complete Case details are given below :

Case Name : TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial

Authors : Michael Beer, Sunru Yong

Source : HBS Brief Cases

Case ID : 2184

Discipline : Organizational Behavior

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

TerraCog, a successful privately held high-tech firm that develops GPS (global positioning system) and similar products for consumer markets, has recently been caught off-guard by a competitor’s new product that makes novel use of satellite imagery. When TerraCog pursues development of a directly competing product, dubbed Aerial, the projected costs threaten to scuttle the project. The key unit managers gather in a pair of contentious meetings that feature anger, blame, and bewilderment, but produce no effective conclusion. At the end of the case it falls to Emma Richardson, a newly-promoted executive vice-president, to push the group toward a go/no-go decision.

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Case Solution for Engstrom Auto Mirror Plant: Motivating in Good Times and Bad

Complete Case details are given below :

Case Name : Engstrom Auto Mirror Plant: Motivating in Good Times and Bad

Authors : Michael Beer, Elizabeth Collins

Source : HBS Brief Cases

Case ID : 2175

Discipline : Organizational Behavior

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In May 2007, the Engstrom Auto Mirrors plant, a relatively small supplier based in Indiana, faces a crisis. The business was in the second year of a downturn. Sales had started to decline in 2005; a year later, plant manager Ron Bent had been forced to lay off more than 20 percent of the work force. Plant productivity was dropping, employee morale was low, and product-quality issues had begun to surface. Relationships with key customers were at risk. Downturns were not new at Engstrom. When the plant had reached a similar crisis point years earlier, the institution of a Scanlon Plan, a company-wide employee incentive program, had proven critical in building morale, increasing productivity and product quality, and leading Engstrom into a turnaround. For several subsequent years, Engstrom workers had received regular Scanlon pay bonuses. But the bonuses had stopped in 2006, and now Ron Bent must determine how to get the plant back on track. Should he revise the Scanlon setup? Remove Scanlon and try another plan? Identify and change other organizational factors that may be sabotaging Scanlon?

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Case Solution for Thomas Green: Power, Office Politics and a Career in Crisis

Complete Case details are given below :

Case Name : Thomas Green: Power, Office Politics and a Career in Crisis

Authors : W. Earl Sasser Jr., Heather Beckham

Source : HBS Brief Cases

Case ID : 2095

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 dilemma of a marketing manager, Thomas Green, who, after being rapidly promoted, is harshly criticized by his boss, Frank Davis. Green and Davis disagree on work styles and market projections. Green believes the sales goals set by Davis are based on “creative accounting” and grossly overstate the current market environment. A mood of silent conflict develops quickly between the two men, and Green is concerned that Davis is building a case to fire him. Green’s situation is one in which his failure to adapt his work style and fully understand the demands and boundaries of his new position may lead to his discharge. A factor in the background is Green’s relationship with his boss’s boss.

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Case Solution for Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant

Complete Case details are given below :

Case Name : Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant

Authors : C. Wickham Skinner, Heather Beckham

Source : HBS Brief Cases

Case ID : 2189

Discipline : Organizational Behavior

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Treadway Tire’s plant in Lima, Ohio must confront strong job dissatisfaction and high turnover among its line foremen. The foremen are caught in the middle of an adversarial relationship between the union and management, and they must cope with the needs and interests of both. They also perceive limited opportunity for career advancement. Solving the problem requires rethinking the philosophy that guides workforce management and changing the Treadway culture that has grown up around that philosophy. Facing mounting pressure to reduce costs and increase productivity, director of human resources Ashley Wall must work quickly to analyze the root causes of the problem and provide an action plan to reduce turnover of the line foreman segment.

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Case Solution for Medisys Corp.: The IntensCare Product Development Team

Complete Case details are given below :

Case Name : Medisys Corp.: The IntensCare Product Development Team

Authors : Anne Donnellon, Joshua D. Margolis

Source : HBS Brief Cases

Case ID : 4059

Discipline : Organizational Behavior

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Key topics include designing teams, managing teams, managing conflict, group dynamics, project management, product development, interdepartmental relations, and organizational change. MediSys, a U.S.-based medical equipment maker, has been developing IntensCare, a new medical system for monitoring intensive-care patients. MediSys has invested heavily in IntensCare, which is eagerly awaited by the market. The product development team, representing several functional areas of the company, has been working on the product for six months but is now running into significant problems with the product design, the schedule, and their own group dynamics. Recently, pressure increased when they learned that two more powerful competitors had begun work on their own products for this market. Several team members are concerned about meeting the team’s targets. Struggling especially hard to overcome the various problems is the marketing manager who has profit-and-loss responsibility for IntensCare.

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Case Solution for FOX Relocation Management Corp.

Complete Case details are given below :

Case Name : FOX Relocation Management Corp.

Authors : Cynthia A. Ingols, Lisa Brem

Source : North American Case Research Association (NACRA)

Case ID : NA0096

Discipline : Organizational Behavior

Case Length : 15 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Gretchen Fox, founder and CEO of FOX Relocation Management Corp., a company that specializes in managing the relocation of organizations, has successfully grown her Boston-based business form a 1 to a 40-person firm. Fox’s business model and management style were unusual and fit her personal beliefs. For example, Fox disliked hierarchical, highly structured organizations and kept the lines of responsibility and authority ambiguous between herself and her second in command. As the demands for the company’s services expanded and Fox prepared to grow her firm from 40 to 60 people, her experimentations with organizing principles and compensation approaches have come under pressure. Fox needs to decide: which of the organizational design and management practices need to change? How should they change? Concomitantly, how does Fox maintain the culture of the company that she has so carefully nurtured and that has brought success to the company?

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Case Solution for Bright and Dedicated: What More Do You Want?

Complete Case details are given below :

Case Name : Bright and Dedicated: What More Do You Want?

Authors : H. Richard Eisenbeis, Sue Hanks, Linda Shaw

Source : North American Case Research Association (NACRA)

Case ID : NA0040

Discipline : Organizational Behavior

Case Length : 12 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Susan Reynolds, a successful auditor with a big-six public accounting firm, was hired as controller in the accounting department of a medium-sized, highly profitable motion picture company. Believing that she had been performing adequately, Susan found herself in a complete state of shock upon receiving her first annual employee evaluation. Although during her evaluation interview, Anita Lockwood, Susan’s immediate supervisor, had acknowledged that Susan was a valuable addition to the department, a written review that accompanied the interview indicated that she was severely lacking in the interpersonal skills she needed to experience continued success in her present position as controller. The case ends with a hurt and highly dissatisfied Susan wondering whether she should make an effort to achieve the level of interpersonal skills needed to function effectively in her current managerial position, or to simply seek employment elsewhere.

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Case Solution for Radio Station WEAA: Leading in A Challenging Situation

Complete Case details are given below :

Case Name : Radio Station WEAA: Leading in A Challenging Situation

Authors : Mary K. Foster

Source : North American Case Research Association (NACRA)

Case ID : NA0038

Discipline : Organizational Behavior

Case Length : 10 pages

Solution sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Corin Fiske, the recently hired Director of News and Public Affairs at WEAA a public radio station licensed and owned by Morgan State University (MSU) in Baltimore, Maryland was facing some urgent issues and had concerns about the level of support and motivation among her staff for her and for the station’s goals. For many years educators at the University had run the station as an educational resource for students and as a community service for the city. Over the past five years, the station had suffered from turnover in key positions (e.g., four General Managers in four years, Membership Director position open for over a year). The station had not had a fund raising drive in at least two years and had an operating loss of about $200,000 per year in recent years. A somewhat laissez-faire approach to management had been used at the station. Fiske had been recruited to help the station grow and achieve its potential. She was an experienced TV reporter and radio show host. She had an entrepreneurial spirit and viewed herself as a change agent. She had inherited a large staff of 30 direct reports, 29 were volunteers, one was paid, many had been at the station a long time (two to ten years). Most of the volunteers had no journalism or broadcast experience, other than their work at the station. The quality of the station’s news and talk show programming had suffered from lack of knowledge of public radio broadcast standards and from lack of commitment by some hosts. Since Fiske began working at the station, she had experienced some challenges: staff being late, non-responsive, resistant to change, and argumentative/combative, plus a resignation. What could she do to ensure her success and the success of the organization? She urgently needed to strategize with her boss and develop a plan of action.

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