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

Chapter 9 Employee
Development
Lockheed Martin: The Employer of
Choice Mission: Clayton M.
Christensen; Michael Overdorf
Product #: 300032
Length: 23p
Specialty Medical Chemicals:
Richard G. Hamermesh; Lucinda
Doran
Product #: 399094
Length: 23p
The Firmwide 360-degree
Performance Evaluation Process
at Morgan Stanley: M. Diane
Burton
Product #: 498053
Length: 16p
Teaching Note: 400078 & 400101
Yvette Hyater-Adams and Terry
Larsen at CoreState Financial
Corp.: David A. Thomas; Emily D.
Heaphy; Nancie Zane
Product #: 401023
Length: 15p
Beyond the Myth of the Perfect
Mentor: Building a Network of
Developmental Relationships
(HBS background note): Linda A.
Hill; Nancy Kamprath
Product #: 491096
Length: 17p
other; or a third of the class receiving both, one third receiving one, and one
third receiving the other (as is appropriate). Should be used with Jensen
Shoes: Jane Kravitz's Story (see above).
Abstract
A Lockheed Martin manager is faced with the decision of where to focus
the organization's resources in order to develop a world-class employee
development system. The manager's recommendation will serve as the
basis for the company's goal of becoming an Employer of Choice in the
minds of its current and prospective employees. Compounding the
difficulty of his decision is the pressure from the current financial,
operational, and cultural challenges facing the business. With the defense
industry becoming more cost competitive and contracts being awarded to
non-traditional defense industry suppliers, Lockheed Martin is faced with a
need to reduce its cost structure while developing employee talent and
future leaders who can adapt quickly to change and effectively lead in this
new environment.
Subjects Covered: Defense industry; Employee development;
Management development; Organizational development
A new general manager is supposed to rekindle growth. Seven months
later, he questions the abilities of his direct reports. An organizational
psychologist is brought in to assess his people. The general manager now
has to decide who to keep and how to structure his direct report team.
Learning Objective: To illustrate the issues a general manager faces
when assembling his direct report team.
Describes Morgan Stanley's firmwide, 360-degree performance evaluation
process. Evaluation forms are included as exhibits.
Learning Objective: To introduce students to a 360-degree performance
evaluation process.
Yvette Hyater-Adams, senior VP of CoreStates Bank, and CEO Terry
Larsen reflect on their five-year mentor-protege relationship. They
describe how building a relationship across both race and gender was
challenging and ultimately highly rewarding. Their relationship develops in
the context of a major culture change that Hyater-Adams and Larsen were
leading the organization through. This case discusses how their
relationship impacted the organization and the change process.
Learning Objective: Allows students to develop a deep appreciation for
the initiation and development of mentoring relationships. Also explores
the dynamics of cross-race and cross-gender work relationships.
Instead of embarking on an odyssey for the perfect mentor, individuals
should pursue a strategy of building a network of developmental
relationships. In this note, we explore the process by which such a network
can be established and cultivated: 1) What functions can developmental
relationships serve? 2) How are these relationships formed and
maintained? 3) With whom in an organization can an individual establish
such relationships? and 4) What are some of the special challenges those