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