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

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Subjects Covered: Corporate culture; Employee compensation; Human resources management; Incentives; Management philosophy; Organizational behavior; Software PART V: SPECIAL TOPICS IN HUMAN RESOURCES Chapter 14 Collective Bargaining and Labor Relations Hitting the Wall: Nike and International Labor Practices: Debora Spar; Jennifer Burns Product #: 700047 Length: 23p Teaching Note: 701020 Sprint: La Conexion Familiar (A): Ann C. Frost; Daniel D. Campbell Product #: 97C001 Length: 11p Teaching Note: 897C01 B case available Slade Plating Department: Linda A. Hill Product #: 496018 Length: 11p Haier Hefei Electronics Co. (A): Lynn Sharp Paine; Harold F. Hogan Jr.; Jennifer Benqing Gui Product #: 308075 Length: 33p B case available Air Traffic Controllers: Michael Beer; Bert A. Spector Product #: 482056 Length: 27p Teaching Note: 485002 Abstract In the mid-1990s Nike, one of the world's most successful footwear companies, is hit by a spate of alarmingly bad publicity. After years of high-profile media attention as the company that can "just do it," Nike is suddenly being painted as a firm that relies on low-cost, exploited labor in its overseas plants. Nike officials vigorously deny the charges, claiming that Nike has no control over the independent contractors who manufacture Nike shoes. But the activists will not retreat. Eventually, Nike must learn to deal with the activists' claims and with the web of conflicting data that surrounds the notion of a "fair" or "living" wage. Learning Objective: To stimulate debate about appropriate wages in developing countries and the role of activists in affecting company decisions. Management at Sprint Corp. must decide what action to take with a small telemarketing operation that is about to vote on union representation. If employees vote in favor of a union, the operation would become the first business unit within Sprint Long Distance to be represented by a union. Closure of the plant is an option to be considered. This case illustrates some of the reasons employees seek union representation and requires that the student consider what implications such representation would have for the employer. Subjects Covered: Communications industry; Labor unions; Unionization Describes a conflict between the values and norms of a segment of an internal social system and those of management and the wider culture. Includes decision opportunity. A rewritten version of an earlier case. Subjects Covered: Conflict; Corporate culture; Employee compensation; Group dynamics; Labor relations; Metals; Personnel management; Teams The Haier Group, the first mainland Chinese company to make the Financial Times list of Asia's "most admired companies," attributes its success in large measure to the new value system it has sought to instill throughout the organization. However, when Haier takes over the Yellow Mountain television factory in the distant Hefei province at the behest of Hefei's government, workers strike against the Haier culture and what it stands for. The immediate catalyst is the contract Haier has asked them to sign. Haier's management must decide what's fair and how to respond to the workers' demands in the face of local government pressure to compromise. Learning Objective: To illustrate the challenges of transforming stateowned and collectively-owned Chinese enterprises into world-class competitors. On August 3, 1981 President Ronald Reagan terminated 12,000 air traffic controllers, members of the Professional Air Traffic Controllers Organization, for violating their no-strike oath. Provides background on the human resources policies and practices of the Federal Aviation System and information concerning the negotiations and impact of the terminations.
Chapter 15 Managing Human Resources Globally Establishing an "ECL" Culture in China: Organizational Difference or National Difference?: Gilbert Wong; Scarlet Chan; Mary Ho Product #: HKU155 Length: 11p Teaching Note: HKU156 LG Group: Developing Tomorrow's Global Leaders: J. Stewart Black; Allen J. Morrison; Young Chul Chang Product #: 98G009 Length: 23p Teaching Note: 898G09 Merck Latin America (A): Michael Beer; James B. Weber Product #: 401029 Length: 12p B case available Where Have You Been?: An Exercise to Assess Your Exposure to the Rest of the World's Peoples: Paul W. Beamish Product #: 908M69 Length: 11p Teaching Note: 808M69 Subjects Covered: Airlines; Collective bargaining; Federal government; Government agencies; Human resources management; Labor relations; Layoffs; Strikes Abstract Electronic Communications Ltd (ECL) had decided to make China its second home and to seek common prosperity with Chinese people. The company knew that there were major gains to be made, but there were also risks and challenges. One of these was the management of cultural differences. An essential question facing the management was whether they should adapt ECL's management practice to the Chinese culture or instead implement ECL's global management policies in China. Learning Objective: To study how to manage cultural differences and establish a strong organizational culture in a socialist economy. LG Group Chairman Bon Moo Koo has announced a corporate goal of increasing revenues from $38 billion to $380 billion between 1995 and 2005. Most of this increase is expected to come from new international sales. As a consequence, LG must add an estimated 1,400 new global leaders to its management ranks. Mr. Y.K. Kim and his team must determine what these new global leaders should look like and how to develop them. Subjects Covered: Globalization; Human resources management; International business; Korea; Leadership; Management development; Management styles Introduces Grey Warner, the vice president of Merck's Latin America region, and his efforts to improve the organizational effectiveness of the region and to introduce a more global business culture and values. Discusses Merck's ethics and values, its Latin American organization, the change methodologies used, and the political and economic conditions in the region. The change methodologies included Myers Briggs personality type assessment, 360 degree feedback management evaluations, a new strategic planning process, and especially, organizational fitness profiling to discover and overcome barriers to achieving the strategic vision. Learning Objective: Allows students to examine the management of foreign operations--especially the management of change and the cultural implications thereof. This team-building and familiarization activity can be used in the initial class or session of an international management program. It assesses one's exposure to the rest of the world's people. A series of worksheets require respondents to check off the number and names of countries they have visited and the corresponding percentage of world population that each country represents. By summing a classes' collective exposure to the world's people, the result will inevitably be the recognition that together they have seen much, even if individually some have seen little. Learning Objective: This simple exercise was developed to make an important point -- most people have had much less direct exposure to the rest of the world's peoples than they previously thought. When coupled with the widely-held perception that exposure to other cultures makes one a better global manager, most respondents acknowledge that a change in their individual behavior is in order. The exercise was developed for use as
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