Case Map for Noe, Hollenbeck, Gerhart & Wright - Harvard Business ...

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Craig Parks (A): David A. Thomas; Lisa Chadderdon Product #: 497013 Length: 12p Teaching Note: 498062 Managing Your Career (HBS background note): Linda A. Hill Product #: 494082 Length: 14p Tom Bird & Ken Saxon: H. Irving Grousbeck ; Nick J. Mansour III Product #: E39 Length: 22p Teaching Note: E39T in the minority face in building these relationships? In summary, we offer guidelines for building a constellation of developmental relationships. Subjects Covered: Careers & career planning; Cross cultural relations; Human resources management; Interpersonal relations; Mentors; Power & influence; Women Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his former employer, Taylor Burton on Wall Street. The choice proves to be a poor fit for Craig. The case documents his decisionmaking process, personal history, and the dilemma he confronts once he realizes returning to Taylor Burton was the wrong decision. Learning Objective: Demonstrates the importance of a thorough selfassessment in career decisions. Written to teach issues of adult development and career management. Designed to serve as background reading for the "Managing Your Career" module of the second-year MBA elective Power and Influence. Describes the way in which managers learn and develop through on-the-job experience. Outlines a model for launching a "success syndrome" by building power and influence over the course of one's career. Also identifies some of the special challenges of: 1) managing one's early career, 2) developing power as a minority in the organization and the "glass ceiling" phenomenon, and 3) developing ethical judgment. Focusing special attention on the importance of self-assessment and introspection in building a successful career, the note concludes with a list of questions individuals should ask themselves periodically to take stock of their career and personal development. Subjects Covered: Careers & career planning; Interpersonal relations; Management development; Managerial skills; Organizational behavior; Power & influence Tom Bird and Ken Saxon are two young MBAs who buy a company after graduation. The case chronicles their efforts as they grow the company from $600,000 in sales to $5 million. At the end of the case the two are confronted with the issue of hiring succession management. Subjects Covered: Entrepreneurship; Mergers; Retirement; Succession planning; Valuation Chapter 10 Employee Separation and Retention Abstract Hi-Tech Corp.: Fred K. Foulkes; Hi-Tech examines the financial implications of a reduction in the work William E. Fruhan Jr. force via a voluntary severance program which offers up to two and a half Product #: 283045 times annual pay if an employee voluntarily terminates employment. Length: 10p Subjects Covered: Employee compensation; Financial management; Teaching Note: 285030 High technology products; Human resources management; Layoffs; Personnel policies; Work force management Mike Miller (A): Vijay V. Sathe; C. Mike Miller, Harvard MBA '78, resigned his first job out of HBS within six Paul Dredge months because he believed his personal values and learning objectives Product #: 482061 could not be accommodated. Students may discuss the problems of Length: 23p anticipating corporate culture, learning the ropes, surviving entry into the B case available organization, and getting things done. Subjects Covered: Corporate culture; Executives; Interdepartmental relations; Job satisfaction; Personal strategy & style; Values Store24 (A): Managing Employee Provides a retailing context in which employee retention strategies are
Retention: Frances X. Frei; Dennis Campbell Product #: 602096 Length: 5p Teaching Note: 606107 B case available Millennium Media, Inc. and John Voorenberg: David A. Thomas Product #: 400032 Length: 10p PART IV: COMPENSATION OF HUMAN RESOURCES Chapter 11 Pay Structure Decisions and Chapter 12 Recognizing Employee Contributions with Pay Belmont Industries, Inc. (A): Joseph L. Bower Product #: 301016 Length: 3p Teaching Note: 398180 Doyle's Dealmaking Dilemma: Negotiating the Job Search: James K. Sebenius Product #: 800124 Length: 12p Nordstrom: Dissension in the Ranks? (A): Robert L. Simons; Hilary A. Weston Product #: 191002 Length: 24p Teaching Note: 192026 B case available Au Bon Pain: The French Bakery Cafe, the Partner/Manager Program: W. Earl Sasser Jr.; Lucy N. Lytle Product #: 687063 Length: 24p Teaching Note: 692090 explored through analyzing detailed store-level data. Learning Objective: To introduce students to data analysis, including sampling and estimation, hypothesis testing, and regression. Millennium Media's CEO reviews the company diversity report and considers the challenges of maintaining a diverse workforce in light of the news that three individuals, two of whom are people of color, are leaving for opportunities with a competitor. Learning Objective: To assist managers/students in understanding the link between supervisor behavior, diversity, and employee retention. Abstract A new general manager has to propose a salary structure for the top 20 managers. His task is complicated as he learns about past performance, ambitions, interpersonal relations, and market conditions. Learning Objective: To introduce compensation issues from a general management perspective as opposed to a functional human resources perspective. A rewritten version of an earlier case. MBA student Doyle Williams searches for his ideal job in a private equity group and uses his negotiation skills to try to attain the best possible compensation package. Learning Objective: Assisting MBAs to understand and manage the job selection and salary negotiation process. In 1989, the performance measurement systems and compensation policies of Nordstrom Department Stores unexpectedly came under attack by employees, unions, and government regulators. The case describes the "sales-per-hour" monitoring and compensation system that many believed to be instrumental in Nordstrom's phenomenal success. Illustrates how rapid company growth, decentralized management, and unrelenting pressure to perform can distort performance measurement systems and lead to undesirable consequences. Subjects Covered: Control systems; Employee compensation; Goal setting; Motivation; Performance measurement; Retailing In recent years, Au Bon Pain (ABP), a chain of sandwich cafes, confronted a set of human resource problems endemic to the fast food industry: a labor shortage, an inadequately trained management staff, and high turnover). To deal with the resulting "cycle of failure" while increasing individual initiative and performance at the unit level, ABP devised a new compensation-incentive system for its store managers--the Partner/Manager Program. Under this program, store managers would be paid a standard base salary plus a share of the incremental profits. The case asks students to evaluate the program by comparing it to ABP's existing compensation system, determining the different ways in which managers from two stores operating under an experimental run of the
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