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

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Medical supplies; Organizational structure<br />

Specialty Medical Chemicals: A new general manager is supposed to rekindle growth. Seven months<br />

Richard G. Hamermesh; Lucinda later, he questions the abilities of his direct reports. An organizational<br />

Doran<br />

psychologist is brought in to assess his people. The general manager now<br />

Product #: 399094<br />

has to decide who to keep and how to structure his direct report team.<br />

Length: 23p<br />

Learning Objective: To illustrate the issues a general manager faces<br />

when assembling his direct report team.<br />

Kenan Systems: Joseph L. Bower; Kenan Sahin has built a very successful company using a unique business<br />

James B. Weber; Sonja E. Hout model and a unique organization and culture. Success has brought<br />

Product #: 301101<br />

important risks, but logical options such as sale, partnering, or going public<br />

Length: 15p<br />

threatens the culture and hence the business.<br />

Learning Objective: Uses a very powerful business problem to motivate a<br />

deep examination of a counter-intuitive organization and culture.<br />

Jack Stack (A): Kirk O. Hanson; Describes Jack Stack's ef<strong>for</strong>ts to revive a diesel engine remanufacturing<br />

David Bollier<br />

plant owned by International Harvester. Stack engineers a leveraged<br />

Product #: 993009<br />

buyout of the factory by its managers. He then implements a radical<br />

Length: 8p<br />

system <strong>for</strong> managing the company, through which every employee is<br />

Teaching Note: 993013<br />

trained to read complete financial reports of the company and given<br />

weekly operating data. In this way, they can see in detail how the company<br />

is progressing.<br />

Learning Objective: May be used in Human Resources, Organizational<br />

Behavior, Strategic Management, and Entrepreneurship courses to help<br />

students explore: 1) worker empowerment and related human resources<br />

issues; 2) the impact of the disclosure of company data on corporate<br />

strategy; 3) how an entrepreneur engineers a leveraged buyout; and 4) the<br />

role of worker empowerment in entrepreneurship.<br />

MacTemps: Building Commitment MacTemps provides temporary workers skilled in computer graphics and<br />

in the Interim Work<strong>for</strong>ce: Jeffrey L. database management. Unlike many temporary agencies that treat temps<br />

Bradach Nicole Sackley<br />

as a commodity, MacTemps has attempted to build relationships with<br />

Product #: 497005<br />

temps through offering benefits and training. This case explores the pros<br />

Length: 20p<br />

and cons of this strategy by presenting data on the underlying economics<br />

Teaching Note: 497065<br />

of the arrangement and the characteristics of the temp <strong>for</strong>ce.<br />

Learning Objective: To discuss the economics of contingent work<br />

arrangements, strategies <strong>for</strong> building relationships with workers/temps,<br />

strategies <strong>for</strong> staffing firms in highly competitive environments, and the<br />

changing social contract between people and organizations.<br />

PART II: ACQUISITION AND PREPARATION OF HUMAN RESOURCES<br />

Chapter 5 Human Resource<br />

Planning and Recruitment<br />

Abstract<br />

Dreyer's Grand Ice Cream (A): In June 1998, the senior management team at Dreyer's Grand Ice Cream<br />

Glenn R. Carrol;l Jennifer Chatman faced a number of internal and external difficulties that were some of the<br />

Victoria Chang<br />

most challenging problems the company ever faced. Problems included<br />

Product #: OB35A<br />

profitability issues, record-high butterfat prices, aggressive discounting by<br />

Length: 25p<br />

competitors, higher margin better-<strong>for</strong>-you segment collapse, severance of<br />

Ben & Jerry's distribution contract, and management health issues. Given<br />

a mandatory and necessary financial restructuring of the company, the<br />

senior management team faced some tough employee issues and needed<br />

to make very significant decisions to overcome their difficult times.<br />

Learning Objective: To teach students how to manage a difficult<br />

organizational politics issue.

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