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ORGANIZATIONALBEHAVIOR 2 0 1 5Articles | Books & Chapters | Cases | Course Modules Simulations | Video

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Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and elearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications:

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� International Institute for Management Development (IMD)

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� North American Case Research Association (NACRA)

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CASES

Cases, slices of business life, focus on actual problems and decisions facing a company. Students are challenged to put themselves in the protagonist’s place and suggest business strategies, tactics, and solutions.

New Cases

Amisha Gupta’s First Year at WorkThis case traces Amisha Gupta’s organizational journey as she transitions from student to employee at Xciting, one of India’s top IT services companies. She experiences organizational culture shock and location anxiety and must respond to difficult coworkers and canceled projects. With her first yearly review approaching, Gupta must decide what she wants to do with her career. TN Ivey Publishing #W14030

Asian Paints: Gaining Competitive Advantage through Employee “Engage-meant”Head of sales Srikant Iyer is anxious about the plummeting levels of employee engagement at his company. He is also aware of an increasing number of complaints about employees’ attitudes. As a seasoned manager, he knows that he must address the gaps between the employees’ expectations and the needs of the organization. TN Ivey Publishing #W14360

Belk: Towards Exceptional SchedulingBelk adopted a new, automated labor scheduling software to help reduce costs and increase productivity. Unlike most other retailers, however, Belk’s implementation permitted local store managers to “edit” the automated schedules. Before long, over 70% of the automatically generated shifts were being manually overridden. SVP Eric Bass needed to find out how and why. Harvard Business School #415023

BuildDirect: Constructing a Culture That Can Weather the StormsBuilt on the core values of honesty, integrity, and respect for others, BuildDirect fostered an exciting work environment where employees felt empowered to contribute to the design and execution of the business strategy. Amid a major expansion, however, company leaders were concerned that rapid growth would threaten the culture that was so critical to their success. Stanford University #E526

Houston, We Have a Problem: NASA and Open Innovation (A)Despite a number of initiatives, the members of NASA’s Space Life Sciences Directorate (SLSD) have been skeptical about incorporating open innovation into their day-to-day research and work. This case outlines SLSD director Jeff Davis’ efforts to promote the open innovation approach, and the organization members’ reactions. TN Harvard Business School #414044

IBM India: Localizing a Global Model of Corporate CitizenshipThis case follows IBM India’s quest to become a corporate citizenship leader while examining a multitude of factors—structural, cognitive, behavioral, and rational—that have been integral to the company’s corporate social responsibility strategy. TN Ivey Publishing #W14169

Merrimack Pharmaceuticals, Inc. (A)The leadership of Merrimack Pharmaceuticals, a fast-growing biotechnology company, is divided over how to organize R&D. This case describes 2 proposed organizational designs and presents the arguments for and against each. Students explore the relationships between task complexity, collaboration, and organizational design in R&D. Harvard Business School #614063

H B S P . H A R VA R D . E D U 1 TN Teaching Note Available

Opening the Valve: From Software to Hardware (A)Valve, one of the world’s top video game software companies, has also become an iconic example of an organization with virtually no hierarchy. A 400-person company, Valve’s unique organizational form includes 100% self-allocated time, no managers, a unique hiring apparatus, and purely peer-based performance reviews and stack ranking. Harvard Business School #415015

Recruitment at China Sunwah Bank: Guanxi versus TalentIn China, the system known as “guanxi” is based on a reciprocal exchange of favors that binds individuals together. China Sunwah Bank’s human resource managers need to select the most qualified and talented recruits to fill its 22 new positions, but they must also keep in mind the guanxi-based requests for favors from important stakeholders and friends. TN Ivey Publishing #W14180

Ricardo Semler: A Revolutionary Model of LeadershipBrazilian business leader Ricardo Semler grew Semco from a family marine-pump business into a multinational, multi-sector success. To do so, Semler dramatically changed his leadership style and transformed the culture at Semco via a radical process of workplace democratization. Semler applied the same leadership principles to other industries, including hotels, education, and banking. TN INSEAD #INS517

Riverview Law: Applying Business Sense to the Legal MarketRiverview Law is run like a business rather than a traditional law firm. The firm’s approach includes performing all legal work for annual fixed-price contracts, using data and analytics to advise clients on ways to reduce their legal problems, and evaluating lawyers’ performance based on client satisfaction surveys rather than typical metrics like billed revenues. TN Harvard Business School #414079

Sogeti TeamPark—Designing Intelligent Organizations for the FutureSogeti partnered with IBM to launch “TeamPark,” a social collaboration platform that the company hoped would transform the business. After the implementation, Sogeti must encourage employee engagement, increase utilization of the platform, and decide whether it should be opened up to clients and other stakeholders. TN Ivey Publishing #W13649

Teaming at Disney AnimationThe new leaders of Disney Animation have dramatically changed the Systems group’s work structure and physical space to help promote effective teamwork. Students examine the effectiveness of the current changes and the key questions the protagonists will face moving forward. Harvard Business School #615023

Popular Cases

Army Crew TeamUsing objective, individual performance data, the coach of West Point’s crew team has put his top 8 rowers in his first team and his second tier of rowers on his second team. But to his bewilderment, the second boat continually beats the first in races. He attempts to determine the team dynamics causing these unexpected results. Revised in 2004. TN Harvard Business School #403131

Coach K: A Matter of the HeartSuccessful college basketball coach Mike Krzyzewski must decide whether to accept a lucrative offer to coach a professional basketball team or continue to coach at Duke University. The case covers various styles of power, influence, and persuasion. TN Harvard Business School #406044

2 O R G A N I Z AT I O N A L B E H AV I O R • 2 0 1 5 *Reviews available to Premium Educators

H B S P . H A R VA R D . E D U 3

Erik Peterson at Biometra (A)This case describes the problems facing a recent MBA graduate in his job as general manager of a medical device company. It raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. This case is an updated version of an earlier case (#494005). TN Harvard Business School #411031

Google’s Project Oxygen: Do Managers Matter?Google’s Project Oxygen started with a fundamental question: do managers matter? The topic generated a multiyear research project that led to a program, built around 8 key management attributes, designed to help Google employees become better managers. This case shows how companies can use data-driven, evidence-based approaches to improve the practice of management. TN Harvard Business School #313110

Managing Creativity at Shanghai TangShanghai Tang is a luxury brand that focuses on Chinese-inspired fashion, accessories, and home decoration products. Executive chairman Raphael Ie Masne faces a recently vacated creative director position while balancing tensions between business imperatives and the creative aspirations of his designers. How can he better manage employees who see themselves as artists? TN Harvard Business School #410018

Mount Everest—1996Describes the May 1996 Mount Everest tragedy and examines the flawed decisions that climbing teams made before and during the ascent. Covers group dynamics and behavior, crisis communication, and crisis-influenced teamwork. TN Harvard Business School #303061

“My students found this case to be very interesting and thought provoking. Additionally, the concepts and issues presented in this case prompted a natural discussion on the kinds of challenges faced by leaders in business settings.” —Review on the HBP for Educators web site*

Rob Parson at Morgan Stanley (A)Rob Parson, a star producer in Morgan Stanley’s Capital Markets division, has generated substantial revenues since being recruited from a competitor. But his performance review reveals that he is having difficulty adapting to the firm’s culture. His manager, Paul Nasr, must decide whether to promote Parson to managing director. TN Harvard Business School #498054

“This is a good case and can be used for teaching multiple topics. I used it to teach issues involved in talent management, coaching and mentoring.” —Review on the HBP for Educators web site*

Wolfgang Keller at Konigsbrau-TAK (A)Wolfgang Keller’s subordinate, Dmitri Bridsky, is a talented and experienced commercial director who is not meeting his goals quickly enough and whose style is causing conflict with clients, staff members, and Keller himself. What is the best course of action to take with this difficult employee? Revised in 2008. TN Harvard Business School #498045

à Find more cases at hbsp.harvard.edu

TN Teaching Note Available


Brief Cases

Rigorous and compact, Brief Cases from Harvard Business School present realistic management challenges for students to discuss. Audio versions are available for select Brief Cases to aid in student preparation.

Andrew Ryan at VC BrakesAndrew Ryan’s excitement over a change initiative at VC Brakes turns to concern when organizational challenges surface. A subsequent restructuring puts him on the wrong side of politics and he must decide whether to leave or stay with the losing initiative. TN #913552 L

BoldFlash: Cross-Functional Challenges in the Mobile DivisionRoger Cahill has spent less than a year as head of the Mobile Division of BoldFlash, a flash memory component maker. 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. TN #4438 L

Jess Westerly at Kauflauf GmbHOnly months into her job, outsider Jess Westerly tries and fails to implement a change in field consultants’ sales call patterns. Westerly then presents an amended proposal to senior executives. If the implementation plan is deemed acceptable, she will be asked to implement it. TN #913527 L

Martha Rinaldi: Should She Stay or Should She Go?Martha Rinaldi, an assistant product manager at Potomac Waters, a leading beverage company, is frustrated by her relationships with her boss and a coworker. Rinaldi must decide whether to leave Potomac for a standing job offer at another company or try to improve her current situation. TN #4310 L

“The length and topic are accessible to all students and allows for good discussion in addition to exposing them to case analysis.” —Review on the HBP for Educators web site*

Robin Ash and Printzhof PressAs the new CEO of Printzhof Press, Robin Ash must transform Printzhof into a competitive 21st-century educational publisher while maintaining its close-knit and collaborative culture. Along the way, she faces resistance to change among many longtime employees. TN #913552 L

Ron Ventura at Mitchell Memorial HospitalStar vascular surgeon Ron Ventura’s contract is up for renewal. He has improved the vascular surgery practice and generated much new case flow, but he is also sharp-tongued, impatient, and abrasive. How should his boss approach the upcoming performance feedback interview? TN #913572 L

Thomas Green: Power, Office Politics and a Career in CrisisAfter a dream promotion, Thomas Green found himself at odds with his new boss on everything from work styles to market trends. Green now believes that his boss is building a case to fire him. The case explores issues of personal work styles and politics, power and influence, conflict resolution, and developing a productive relationship with one’s boss. TN #2095 L

“Students love this case. I have been teaching it for some years.” —Review on the HBP for Educators web site*

H B S P . H A R VA R D . E D U 5

Wendy PetersonWendy Peterson is a newly promoted VP of Sales at the Plano, Texas, office of AccountBack, an accounting software and services company. Peterson hires Fred (Xing) Wu, whose access to Chinese business leaders in Plano is valuable. Wu’s results are impressive, but Peterson has reservations about his performance and their working relationship. TN #913560 L

à Find more Brief Cases at hbsp.harvard.edu/list/brief-cases

Multimedia Cases

Now available online, multimedia cases put students in the center of business dilemmas by bringing concepts to life with animated charts, audio, and video segments. Premium Educators can see a Free Trial of each case online.

Bridgewater AssociatesBridgewater Associates was the world’s largest hedge fund in mid-2012, and its leaders attribute its performance to the firm’s culture of “radical transparency.” The case explores the unusual practices that underpin Bridgewater’s culture. Students must examine to what extent the practices foster high performance and debate their trade-offs. TN #413702

Burt’s Bees: Balancing Growth and SustainabilityThrough video segments that detail Burt’s Bees’ transition from small rural Maine shop to acquisition by the Clorox Company, students learn about the leadership challenges of balancing sustainable business practices with fiscal growth objectives. TN #410704

Columbia’s Final MissionChronicles Columbia’s final mission from the perspective of 6 key managers and engineers associated with NASA’s Space Shuttle program. Provides an understanding of crisis management, organizational decision making, and failure prevention. TN #305032

“This case provoked many good discussions among the graduate students in my decision-making course. They discussed not only the technical issues in the case but also the organizational culture ones.” —Review on the HBP for Educators web site*

Leadership, Culture, and Transition at lululemonThis case highlights the fundamental tensions that entrepreneurial companies and their leaders face when going to scale: balancing rapid growth with the need to leverage their organizational architecture and culture as the firm evolves. TN #410705

“Students truly enjoyed this case. It covers more than change. We used it to discuss organizational and leadership characteristics and strategy. The videos were well done and highly engaging.” —Review on the HBP for Educators web site*

à Find more multimedia cases at hbsp.harvard.edu/list/elearning

TN Teaching Note Available L Audio Version Available

ARTICLES

Articles from Harvard Business Review and other renowned journals provide up-to-the-minute ideas from the best business thinkers.

New Articles

Get Your Team to Do What It Says It’s Going to DoTo transition from vision to execution, leaders must spell out details of how their team will accomplish its goals. One motivational tool that enables this is “if-then planning,” which helps organizations clearly express goals and avoid groupthink and other problems. “If-then planning” pinpoints conditions for success, increases everyone’s sense of responsibility, and helps close the gap between knowing and doing. Harvard Business Review #R1405E

How to Outsmart Activist InvestorsActivist investors buy stocks they view as undervalued and pressure management to do things they believe will raise the value. As this phenomenon becomes increasingly common, CEOs and boards should prepare for activist interventions. Authors Bill George and Jay W. Lorsch identify 6 ways in which top management and boards can fend off activist challenges. Harvard Business Review #R1405F

Making Business PersonalMost people expend considerable energy at work trying to hide inadequacies from colleagues. Seeing this energy as a wasted resource, the authors set out to identify “deliberately developmental organizations”—companies that meld business growth with personal growth in every employee’s day-to-day work. Harvard Business Review #R1404B

Managing the “Invisibles”Some very talented professionals prefer to do work out of the spotlight. Because these “invisibles” eschew recognition, managers need to work harder to find them, learn what motivates them, and reward them properly for work well done. Invisibles bring exceptional levels of achievement to an organization—and quietly improve the work of those around them. Harvard Business Review #R1405G

Sustainability in the BoardroomAlthough sustainability and corporate responsibility are important to the long-term success of many companies, these issues get short shrift in most boardrooms. To address this gap, Nike’s board created a dedicated corporate responsibility committee. Such a committee could be useful to other companies’ boards in a number of different ways. Harvard Business Review #R1407G

The Transparency TrapOpen work environments and employee tracking data are intended to promote accountability, productivity, and shared learning. But extreme workplace transparency can leave employees feeling vulnerable and exposed—which may lead to counterproductive behaviors. Organizations that balance transparency and privacy, however, can capture the benefits of both. Harvard Business Review #R1410D

What’s Your Language Strategy?Leaders of global organizations often overlook the role of language in their approach to talent management. Developing a comprehensive strategy for managing language can help companies better collaborate across borders, standardize technology platforms, execute cross-border mergers and acquisitions, and serve customers globally. Harvard Business Review #R1409D


Why Managers Still MatterA supposed hallmark of the knowledge-based economy has been the decline of managerial authority. But managerial authority remains essential in situations where decisions are time-sensitive, knowledge is concentrated, and multiple decisions need to be coordinated. Managers must define organizational goals and principles they want employees to apply. MIT Sloan Management Review #SMR502

Your Scarcest ResourceTime is an organization’s scarcest—and most-often-squandered—resource. To get the most out of employees’ time, some companies are treating time as precious and bringing as much discipline to their time budgets as they do to their capital budgets. Harvard Business Review #R1405D

Popular Articles

Becoming the BossThe trials involved in becoming a first-time manager have serious consequences for the individual and the organization. Most new managers initially stumble, however, because of a set of common misconceptions about what it means to be in charge. Harvard Business Review #R0701D

Before You Make That Big Decision...When executives make big strategic bets, they typically rely on recommendations from their teams. Those teams may have a very detailed understanding of the recommended course of action, but biases often creep into their judgment nonetheless. This article helps executives consider the potential biases of the recommending team and vet the quality of their decisions. Harvard Business Review #R1106B

Harnessing the Science of PersuasionContrary to what many people assume, persuasion is governed by basic principles that can be taught, learned, and applied. Author Robert Cialdini describes 6 fundamental principles of persuasion and suggests ways that leaders can apply them in their own organizations. Harvard Business Review #R0109D

“This article offers a complete perspective on persuasion that is not explored in other material.” —Review on the HBP for Educators web site*

Leading Change: Why Transformation Efforts FailIn this classic article, author John Kotter outlines the 8 key errors that can doom transformational efforts and explores the general lessons that encourage success. Realizing that change usually takes a long time, says Kotter, can improve the chances of success. Harvard Business Review #R0701J

“Many of my students specifically mentioned this article as a ‘key takeaway’ from the class.” —Review on the HBP for Educators web site*

Level 5 Leadership: The Triumph of Humility and Fierce ResolveBoards of directors typically believe that transforming a company from good to great requires an egocentric chief to lead the corporate charge. By contrast, the author paints a compelling and counterintuitive portrait of the skills and personality traits necessary for effective leadership. Harvard Business Review #R0507M


Managing Multicultural TeamsTo overcome problems stemming from cultural differences, the most successful teams and managers use 1 of 4 methods of indirect intervention: adaption, structural intervention, managerial intervention, or exit. Harvard Business Review #R0611D

“Great article. I teach graduate courses which have a high percentage of international students.” —Review on the HBP for Educators web site*

What Makes a Leader?In this classic article, author Daniel Goleman maintains that there are direct ties between the chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skills—and measurable business results. Harvard Business Review #R0401H

à Find more articles at hbsp.harvard.edu

BOOKS & CHAPTERS

Many academic titles from Harvard Business Review Press are now available as eBooks. Each eBook title is available as a PDF and comes with a full-text Educator Copy available to registered Premium Educators on the HBP for Educators web site.

Books

Accelerate: Building Strategic Agility for a Faster-Moving WorldAt most companies, the organizational hierarchy is the singular operating system at the heart of the firm. But John Kotter advocates a second, more agile, network-like structure that operates in concert with the hierarchy to create a “dual operating system.” Available as an eBook. Harvard Business Review Press #16954

The Alliance: Managing Talent in the Networked AgeThe old model of guaranteed long-term employment no longer works, but neither does a system in which every employee acts like a free agent. Employers must create a new alliance—a relationship based on trust and openness that is beneficial for both company and employee. By putting this new alliance at the heart of their talent management strategy, firms can recruit and retain the entrepreneurial individuals they need to succeed in a fast-changing world. Available as an eBook. Harvard Business Review Press #14046

Collective Genius: The Art and Practice of Leading InnovationLeading innovation requires a distinctive kind of leadership, one that unleashes and harnesses the “collective genius” of the people in the organization. Using stories of leaders at companies like Volkswagen, Google, and Pfizer, the authors demonstrate how successful leaders create and sustain a culture where innovation is allowed to happen again and again. Available as an eBook. Harvard Business Review Press #13296

Giving Effective Feedback: 20-Minute Manager SeriesManagers must be able to communicate in a way that promotes positive change in others. This guide outlines best practices for delivering effective feedback, covering topics such as selecting the right time to talk, engaging in productive dialogue, helping both star and struggling performers, and developing effective plans for follow-up. Available as an eBook. Harvard Business Review Press #13999


Six Simple Rules: How to Manage Complexity without Getting ComplicatedThe number of structures, processes, and systems within organizations has increased exponentially over the last 60 years. This book outlines 6 simple rules to manage complexity, giving managers a much-needed tool to improve productivity, reengage the workforce, and enhance competitive advantage. Available as an eBook. Harvard Business Review Press #11408

Total Leadership: Be a Better Leader, Have a Richer Life With a New PrefaceThis best-selling book presents a fresh approach for developing leadership skills while better integrating work, home, community, and self. Author Stewart Friedman furnishes leaders with the tools they need to produce stronger results at work, find clearer purpose, strengthen personal connections, contribute further to important causes, and gain greater support for their visions of the future. Available as an eBook. Harvard Business Review Press #13885

Chapters

Building Organizational Capacity for Change: 1: The Strategic Leader’s New MandateAuthor William Q. Judge challenges the conventional rules surrounding leadership and change by examining the obstacles that a traditional reactive approach creates for managers and leaders. This chapter explores organizational capacity for change and frames it as an essential concept for understanding management challenges in a fast-changing world. From Building Organizational Capacity for Change, Business Expert Press #BEP077

Introduction: When Bad Things Happen to Good TeamsTeams often fail because they focus within: on their own processes, members, and the problem at hand. While managing internally is necessary for team success, it is managing externally that enables teams to lead, innovate, and succeed in a rapidly changing environment. From X-Teams: How to Build Teams That Lead, Innovate, and Succeed #7789BC

The Theory Behind the Practice: A Brief Introduction to the Adaptive Leadership FrameworkThe world is changing, and the challenges of adapting and remaining competitive are urgent. Leaders must be equipped to handle adaptive challenges and build the adaptive capacity of their organizations. This chapter offers an introduction to the theory of adaptive leadership. From The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World #3241BC

Women and Leadership: Defining the ChallengesThis chapter examines how women leaders can navigate the leadership landscape effectively, and how organizations can support them—and gain in the process. The authors propose an organizational model that values and promotes gender diversity and equity in leadership positions. From Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium #6144BC

à Find more books and chapters at hbsp.harvard.edu/list/ebooks


SIMULATIONS

Online simulations present real-world management challenges for students and encourage classroom interaction and discussion. Results are available immediately for a comprehensive debrief session. All simulations include a detailed Teaching Note.

Change Management: Power and Influence V2In the second release of this single-player simulation, students face the challenge of implementing an enterprise-wide, strategic change initiative. To understand how power and influence affect the ability to bring change to an organization, students take the role of a middle manager or the CEO at a manufacturing firm considering adopting a sustainability program. Students choose among up to 18 change levers as they attempt to move members of the organization from awareness to adoption. Seat Time: 90 minutes TN #4345

“This simulation was a very useful exercise to not only try out different types of influence ‘levers’, but also to explore how to effectively time and sequence those efforts as well— all in the context of a major organizational change initiative.” —Review on the HBP for Educators web site*

Leadership and Team Simulation: Everest V2Winner of the 16th Annual MITX Interactive Award in eLearning. In the second release of this best-selling simulation, students learn group dynamics and leadership through the dramatic setting of a Mount Everest expedition. Students are assigned 1 of 5 roles on a team of hikers; as they attempt a climb to the summit, they must reach individual goals while also sharing information to maximize group achievement. Seat Time: 120 minutes TN #7000

“Excellent tool to observe the leadership and team work in action. Participants get really involved in the simulation and they behave like in a real life experience.” —Review on the HBP for Educators web site*

NEW! Organizational Behavior Simulation: Judgment in a CrisisIn this single-player simulation, students must respond to a high-stakes product crisis. Matterhorn Health has launched the GlucoGauge blood glucose monitor with high expectations, but customers are reporting accuracy problems with the device. Acting as product managers, students receive a rapid series of emails, video messages, and voicemails about the problem. They must quickly process this information, assess the situation, and make recommendations about how to respond. Created by Michael A. Roberto, the co-author of Leadership and Team Simulation: Everest, this simulation explores cognitive bias and decision making during a crisis. Seat Time: 60 minutes TN #7077

à Find more simulations at hbsp.harvard.edu/list/simulations


CASE STARTUP KIT

The Case Startup Kit recommends cases ideal for teaching as a “first case” for aspiring case teachers, with cases selected for their brevity, ease of use, and teachability. Each case comes with a Teaching Note. Cases for Organizational Behavior include:

� Coach K: A Matter of the Heart #406044

� Managing a Global Team: Greg James at Sun Microsystems, Inc. (A) #409003

� Medisys Corp.: The IntensCare Product Development Team #4059

� RL Wolfe: Implementing Self-Directed Teams #4063

� Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant #2189

à Find more Case Startup Kit cases at hbsp.harvard.edu/list/casestartupob

COURSE MODULES

Course Modules offer a road map to the best teaching materials, with recommendations on how to organize them. Each module suggests 4-6 items plus alternate suggestions. Popular modules in Organizational Behavior include:

� Interpersonal Relationships � Leading Change � Leading Teams � Organizational Culture � Organizational Structure

à Find more Course Modules at hbsp.harvard.edu/list/course-module

HARVARD MANAGEMENTOR®

Delivered entirely online, Harvard ManageMentor is the leading business reference from business experts, featuring 44 self-paced modules that address the full spectrum of management issues. Many modules are also available in Spanish, Portuguese, Mandarin, and French. Modules in Organizational Behavior include:

� Career Management #9005

� Difficult Interactions #9014

� Diversity #9017

� Feedback Essentials #9019

� Global Collaboration #9021

� Leading and Motivating #9027

� Persuading Others #9036

� Stress Management #9045

� Team Leadership #9046

� Team Management #9048

� Virtual Teams #9050

à Find more Harvard ManageMentor modules at hbsp.harvard.edu/list/hmm


TEXTBOOK CASE MAPS

Textbook Case Maps match cases to the leading business textbooks on a chapter-by-chapter basis. Maps are prepared by experienced editors at Harvard Business Publishing and suggest several cases for each chapter.

� Daft: Organization Theory and Design (Thomson) � George & Jones: Organizational Behavior (Prentice Hall) � Gibson, Ivancevich & Donnelly: Organizations (Irwin/McGraw-Hill) � Hellriegel & Slocum: Organizational Behavior (Thomson) � Kreitner & Kinicki: Organizational Behavior (McGraw-Hill) � Robbins & Judge: Organizational Behavior (Prentice Hall)

à Find more Textbook Case Maps at hbsp.harvard.edu/list/textbook-case-maps

VIDEO SHORTS

These free, short videos are all under 10 minutes long and illustrate a case’s central learning objective. The streaming video is available to registered Premium Educators at hbsp.harvard.edu. Cases with Video Shorts include:

� Anne Mulcahy: Leading Xerox Through the Perfect Storm (A) #405050

� Habitat for Humanity—Egypt #307001

� King Arthur Flour #407012

� Leadership in Law: Amy Schulman at DLA Piper #407033

� Marie Trellu-Kane at Unis-Cite (A) #407106

� One Firm One Future at Davis Langdon (A) #411006

à Find more Video Shorts at hbsp.harvard.edu/list/videoshorts

12 O R G A N I Z AT I O N A L B E H AV I O R • 2 0 1 5

Case Analysis CoachIDEAL FOR STUDENTS NEW TO CASE LEARNING

Seat Time: 30–120 minutes (depending on the depth of analysis desired)

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The Case Analysis Coach is a self-paced tutorial that offers a concise introduction to the key concepts required for the analysis of business case studies. Delivered entirely online, the tutorial offers a framework that will prepare students for situations including formal presentations, written reports, “cold calls” during classroom discussion, and final exams.

The tutorial requires students to interpret both qualitative and quantitative data and develop short- and long-term action recommendations. It also includes a Case Analysis Worksheet that students can use repeatedly to analyze actual cases assigned for coursework.

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organizational behavior · asian paints: gaining competitive advantage through employee...

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