ORGANIZATIONAL BEHAVIOR - Harvard Business School Press

ORGANIZATIONAL
BEHAVIOR
COURSE MATERIALS
Articles
Books & Chapters
Cases
Course Modules
Online Courses
Simulations
2012

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CASES
Cases, slices of business life, focus on actual problems and decisions facing a company.
Students are challenged to put themselves in the protagonist’s place and suggest
business strategies, tactics, and solutions.
New Cases
Children’s Hospital Boston (A)
Five-year old Matty tragically dies at Children’s Hospital Boston after having elective
neurosurgery to cure his epilepsy. Confused leadership, organizational differentiation,
structurally induced silence, and organizational misalignment are identified as contributing
factors in his death. If the organizational system of the hospital and not the surgery
has failed, can the staff at Children’s Hospital Boston deeply examine the system and
themselves in order to make significant changes? Harvard Business School #411041
Dr. Amita Joshi at Samuel Drugs Limited
Dr. Amita Joshi places rising star Rajesh Mishra in charge of improving her marketing
operation. Mishra is soon promoted to managing director, placing the subordinate in a peer
role with his boss, Joshi. This creates conflict between the two and structural responses as
well as behavioral response are needed. Ivey School of Business Foundation #W11007
Innovation and Growth at Actelion Ltd.
Swiss firm Actelion has grown from a small group of four with an innovative spirit to one of
Europe’s largest biotechs. The bulk of its success has been from the drug Tracleer but with
its patent due to expire, the company is under increasing pressure from investors to come
up with a new discovery. The case follows the Actelion CEO as he struggles to maintain the
entrepreneurial culture he finds crucial for innovation in an evolving company of over 2000
employees. Harvard Business School #611065
OPOWER: Increasing Energy Efficiency through Normative Influence
Wildly successful after only three years, OPOWER is an energy-efficiency and Smart Grid
software company that uses Cialdini’s principles of social influence to encourage energyuse
reduction. OPOWER founders Dan Yates and Alex Laskey are considering whether their
behavioral-science approach to energy efficiency could produce even better results with
the upcoming second release of the software. Harvard Business School #911016
Rebecca S. Halstead: Steadfast Leadership
This case reviews Rebecca Halstead’s meteoric rise from cadet to Brigadier General in the
U.S. Army. Halstead contends with the unique challenges faced by women in the military,
turns around a troubled military unit, and deals with a difficult boss who once threatened
her command of a 25,000-person combat mission. Students examine how Halstead
developed into a successful leader through her personal attributes, skills, and organizational
practices. Harvard Business School #411050
Shar Matin (A)
Shar Matin is the managing director of Spectranetics International, the European subsidiary
of a U.S. medical device company. Over the past three months, Matin has reorganized the
organizational structure of Spectanetics and has created a plan to change the business
model as part of an aggressive European growth strategy. Matin must pitch this plan to the
CEO for further acceptance but he faces the prospect of doing so without the support of
the CFO. Harvard Business School #411082
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Popular Cases
Army Crew Team
Using objective, individual performance data, the coach of West Point’s crew team has put
his top eight rowers in his first crew and the second tier of rowers on his second team. But
to his bewilderment, the second boat continually beats the first in races. This case follows
the coach as he attempts to determine the team dynamics causing these unexpected
results. Revised in 2004. Harvard Business School #403131
Charlotte Beers at Ogilvy & Mather Worldwide (A)
Charlotte Beers takes on leadership of Ogilvy & Mather Worldwide during a period of rapid
industry change and organizational crisis. Sixteen months later, turnaround has begun but
organizational structures and systems are not yet aligned with the firm’s new direction.
Beers must decide how to move forward with her senior team. Revised in 1999.
Harvard Business School #495031
Coach K: A Matter of Heart
Mike Krzyzewski, a successful college basketball coach at Duke University, has been offered
a job coaching a professional NBA team. The case explores various coaching styles as
he decides whether to stay at the collegiate level or move on. Various styles of power,
influence, and persuasion are discussed and students learn that different situations and
personalities call for different leadership styles. Revised in 2005.
Harvard Business School #406044
Erik Peterson (A)
Describes the problems facing a recent MBA graduate in his job as general manager of
a mobile cellular company owned by a parent corporation. Raises issues of corporate
divisional relationships and the difficulties facing an inexperienced manager who seems to
be receiving little support. Revised in 1995. Harvard Business School #494005
Mount Everest—1996
Describes the events that transpired during the May 1996 Mount Everest tragedy and
examines the flawed decisions that climbing teams made before and during the ascent.
Covers group dynamics and behavior, crisis communication, and crisis-influenced
teamwork. Revised in 2003. Harvard Business School #303061
Peter Browning and Continental White Cap (A)
Presents a new VP’s entry into a well-established manufacturing organization that is
facing an impending competitive crisis. Demonstrates his efforts to make changes in
the organization’s culture in order to better position it to face the crisis. Also includes
several complex choices he must make as he considers whether to replace some key but
problematic senior managers. Revised in 2000. Harvard Business School #486090
Rob Parson at Morgan Stanley (A)
Rob Parson, a star producer in Morgan Stanley’s Capital Markets division, has generated
substantial revenues since being recruited from a competitor the prior year. But his
performance evaluation reveals that he is having difficulty adapting to the firm’s culture.
His manager, Paul Nasr, must decide whether to promote Parson to managing director.
Revised in 1998. Harvard Business School #498054
2 ORGANIZATIONAL BEHAVIOR • 2012

Wolfgang Keller at Konigsbrau-TAK (A)
Wolfgang Keller faces a managerial dilemma. His subordinate, Dmitri Brodsky, is a talented
and experienced commercial director who is not meeting his goals quickly enough and
whose style is causing conflict with clients, with other staff members, and with Keller
himself. What is the best course of action to take with this difficult employee? Revised in
2008. Harvard Business School #498045
BRIEF CASES
Rigorous and compact, Brief Cases from Harvard Business Publishing present realistic
management challenges for students to discuss.
Campbell and Bailyn’s Boston Office: Managing the Reorganization
Competitive pressures drive organizational changes at a securities brokerage firm, with
serious potential consequences for customers, employees, and the firm as a whole. #2182
NEW! Kay Sunderland: Making the Grade at Attain Learning
An account director is surprised to find out that a talented colleague is jeopardizing an
important account by ignoring Attain’s communications policy. She must decide how to
handle the delicate situation not only with the client but also with her peer. #4289
NEW! Jamie Turner at MLI, Inc.
A 32-year-old MBA graduate is hired to revive an industrial lighting distributor. He and his
new boss have very different assumptions and expectations, and an interpersonal mismatch
begins to evolve. How will they both navigate this difficult situation? #4254
MediSys Corp.: The IntensCare Product Development Team
A medical equipment manufacturer develops an innovative system for monitoring intensive
care patients. Six months into the project, the product development team struggles with
design problems, schedule, competitive threats, and group dynamics. #4059
RL Wolfe: Implementing Self-Directed Teams
A plastics manufacturer introduces the concept of self-directed teams (SDTs) to its Corpus
Christi plant in 2004. By 2007, Corpus Christi is outperforming the firm’s other plants and
the production director seeks to understand the nature of SDTs and whether the other
plants might be persuaded to accept them. #4063
Stone Finch, Inc.: Young Division, Old Division
To stimulate innovation and hasten growth in a young technology solutions division,
an aggressive CEO milks the firm’s cash cow, an old manufacturing unit. That unit soon
faces key employee departures and sinking morale—and the newer unit runs into similar
difficulties. #3214
TerraCog Global Positioning Systems: Conflict and Communication on Project Aerial
When a new product launch is threatened by cost problems, the firm’s units are unable to
come together to make a critical decision and a young executive must lead them forward.
#2184
Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant
Line supervisors at a manufacturing plant are caught in the middle of an adversarial
relationship between workers and management. #2189
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MULTIMEDIA CASES
Multimedia cases put students in the center of business dilemmas by bringing concepts
to life with animated charts, audio, and video segments. Available on CD-ROM and PC.
NEW! Leadership, Culture, and Transition at lululemon
Highlights the fundamental tensions that entrepreneurial companies and their leaders face
when going to scale: balancing rapid growth with the need to leverage their organizational
architecture and culture as the firm evolves. #410705
Burt’s Bees: Balancing Growth and Sustainability
Through video segments that detail Burt’s Bees’ transition from small rural Maine shop
to acquisition by the Clorox Company, students learn about the leadership challenges of
balancing sustainable business practices with fiscal growth objectives. #410704
Columbia’s Final Mission
Chronicles Columbia’s final mission from the perspective of six key managers and engineers
associated with NASA’s Space Shuttle program to give students an understanding of crisis
management, organizational decision-making, and failure prevention. #305032
Æ Find more cases, Brief Cases, and multimedia cases at hbsp.harvard.edu
ROLE PLAYS
Role Plays help students develop their decision-making skills by setting up realistic
business challenges that require students to use negotiation techniques to work
out the best possible solutions. Each Role Play is accompanied by a comprehensive
Teaching Note.
Necessary Evils
Firing people, laying people off, delivering bad news or negative performance feedback—
all are necessary evils that emerging leaders must prepare for. This Role Play takes students
through a series of introspective questions, punctuated by small group discussions and
concluding with a large group discussion of insights. #404027
Æ Find more Role Plays at hbsp.harvard.edu
COURSE MODULES
Course Modules offer a road map to the best teaching materials, with recommendations
on how to organize them. Each module suggests 4–6 items plus alternate suggestions.
Popular modules in Organizational Behavior include:
Interpersonal Relations
Organizational Change
Teams and Groups
Æ Find more Course Modules at hbsp.harvard.edu
4 ORGANIZATIONAL BEHAVIOR • 2012

ARTICLES
Articles from Harvard Business Review and other renowned journals provide up-to-the
minute ideas from the best business thinkers.
New Articles
Are You a Good Boss—or a Great One?
In this article, Linda Hill and executive Kent Lineback share their observation that most
managers reach a level of proficiency and stay there regardless of further potential. They
offer three imperatives to avoid this trap: manage yourself: who you are as a person, your
beliefs and values, and how you connect with others; manage your network: build and
nurture relationships; and manage your team: inform teams of expectations and goals.
A useful self-assessment tool is also provided. Harvard Business Review #R1101K
The Power of Small Wins
In an analysis of knowledge workers’ diaries, the authors of this article found that the
largest contributor to a more positive inner work life is making progress in meaningful work.
This progress principle suggests that managers have more influence than they may realize
over employees’ well-being, motivation, and creative output. The authors describe how to
learn which actions support progress and provide a daily checklist for monitoring progressenhancing
behaviors. Harvard Business Review #R1105C
Silenced by Fear: The Nature and Consequences of Fear at Work
The authors of this article propose that the most significant result of fear at work is silence
on the part of employees. They describe four types of silence that affect productivity and
innovation across industries: Non-Deliberative Defensive Silence, Schema-Driven Defensive
Silence, Deliberative Defensive Silence and offer a new one—Habituated Silence. The
concept of “voice efficacy” is then offered as a means to mitigate the debilitating effects of
silence. Rotman School of Management #ROT138
Strategies for Learning from Failure
In this article, Amy Edmonson contradicts the common belief that taking an understanding
stance on failure will create an “anything goes” work environment. She states that failure
is inevitable and it is not as easy to learn from as we think. Students learn that strong
leadership can build a learning culture in which large and small failures are consistently
reported and deeply analyzed, and opportunities to experiment are proactively sought.
Harvard Business Review #R1104B
Why Leaders Don’t Learn from Success
What causes so many companies that once dominated their industries to slide into decline?
This article argues that an overconfidence bias developed when they attributed success
only to talent and effort and not to luck or external factors. Students learn how to avoid this
bias by examining their wins with the systematic approach of after-action reviews, so that
all the factors that lead to a win are understood. Harvard Business Review #R1104D
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Popular Articles
Building Your Company’s Vision
Companies that enjoy enduring success have a core purpose and values that remain fixed
while their strategies and practices adapt to change. This ability to balance continuity and
change is closely linked to the ability to develop a vision, which in turn provides guidance
about what to preserve and what to transform. This article offers a framework for creating
vision statements that preserve core values while stimulating progress.
Harvard Business Review #96501
Discovering Your Authentic Leadership
The authors of this article conducted the largest leadership development study ever
undertaken and determined that a new kind of leader is needed for the 21st century—the
authentic leader, one who develops from honest examination of life experience. Using the
framework for discovery in this article, students can begin to reflect on their own unique
past and begin to develop their authentic leadership ability.
Harvard Business Review #R0702H
How Management Teams Can Have a Good Fight
Top managers know that conflict over issues is natural and even necessary. Management
teams that challenge one another’s thinking develop a more complete understanding of
their choices, create a richer range of options, and make better decisions. This article offers
a set of tactics that keeps conflict focused on issues, fosters collaborative rather than
competitive relations among team members, and creates a sense of fairness in the decisionmaking
process. Harvard Business Review #97402
Leadership That Gets Results
Despite leadership training programs and expert advice, effective leadership still eludes
many managers. In this article, Daniel Goleman outlines six distinct leadership styles—
coercive, authoritative, affiliative, democratic, pacesetting, and coaching. He also explores
which leadership behaviors yield positive results and maintains that with practice leaders
can switch styles to produce powerful results. Harvard Business Review #R00204
Leading Change: Why Transformation Efforts Fail
Businesses hoping to survive over the long term will have to remake themselves into better
competitors at least once along the way. In this article, author John Kotter outlines the eight
key errors that can doom these efforts and explores the general lessons that encourage
success. Realizing that change usually takes a long time, says Kotter, can improve the
chances of success. Harvard Business Review #R0701J
Necessary Art of Persuasion
Business today is largely run by teams and populated by authority-averse baby boomers
and Generation X-ers, making persuasion an important managerial tool. This article posits
that persuasion consists of four essential elements—establishing credibility, finding common
ground, providing vivid evidence, and connecting emotionally—and suggests that effective
persuasion requires insight, planning, and compromise. Harvard Business Review #98304
What Leaders Really Do
Leadership and management are two distinct and complementary systems of action,
according to author John Kotter, and both are necessary for success. Management is
about coping with complexity; leadership, by contrast, is about coping with change. Many
U.S. corporations today are overmanaged and under-led, and firms must develop their
leadership potential to achieve their strategic goals. Harvard Business Review #R0111F
6 ORGANIZATIONAL BEHAVIOR • 2012

What Makes a Leader?
Author Daniel Goleman first brought the term “emotional intelligence” to a wide audience
with his 1995 book of the same name, and he first applied the concept to business with
this 1998 classic Harvard Business Review article. The chief components of emotional
intelligence—self-awareness, self-regulation, motivation, empathy, and social skills—can
sound unprofessional but Goleman maintains there are direct ties between emotional
intelligence and measurable business results. Harvard Business Review #R0401H
Æ Find more articles at hbsp.harvard.edu
SIMULATIONS
Online simulations present real-world management challenges for students and
encourage classroom interaction and discussion. Results are available immediately for
a comprehensive debrief session. All simulations include a detailed Facilitator’s Guide.
NEW! Change Management Simulation: Power and Influence
In this single-player simulation, students play the role of either a middle manager or a CEO
at a manufacturing company considering the adoption of an enterprise-wide sustainability
program. Instructors have the option of adjusting the change urgency to demonstrate the
effect power and influence have on change agents. In all resulting scenarios, students must
choose from up to 18 change levers to move members of the organization along a four-step
pathway from awareness to adoption. #3292
NEW! Leadership and Team Simulation: Everest v2
This second release of Leadership and Team Simulation: Everest combines the proven
learning objectives and story line of the original with an updated user experience and
enhanced administrative features. Students learn group dynamics and leadership through
the dramatic setting of a Mount Everest expedition while playing one of five roles on a team
of hikers. As they attempt a climb to the summit, students must reach individual goals while
also sharing information to maximize group achievement. #7000
Æ Find more simulations at hbsp.harvard.edu
ONLINE COURSES
Available in Sections
Online courses introduce complex subjects and can be used in advanced undergraduate
business courses, as prematriculation requirements for MBAs, or assigned as homework
over a semester or year. Online courses are available as complete courses or in sections.
Finance
This course introduces core concepts in Finance ranging from ratio analysis to valuation
and from pro forma estimating to capital structure. The story line provides a meaningful
and engaging context in which students learn the material.
Complete Course #208719
Introductory Section #6000
HBSP.HARVARD.EDU 7

Financial Accounting
Introduces Financial Accounting in a management context.
Complete Course #105708
Introductory Section #6002
Advanced Section #6003
Mathematics for Management
Following the story line of several family-owned businesses, students learn how to apply
math concepts to solve problems, analyze data, and predict outcomes.
Complete Course #3350
Algebra Section #6004
Calculus Section #6006
Statistics Section #6007
Probability Section #6008
Finance Section #6009
Quantitative Methods
Set in a Hawaiian resort, this course teaches statistics and regression analysis from a
management perspective. Students develop statistical models for making better
business decisions.
Complete Course #504702
Regression Section #6012
Spreadsheet Modeling
Demonstrates how to use Excel functionality to solve business problems.
Complete Course #3252
Introductory Section #6010
Advanced Section #6011
Æ Find more online courses at hbsp.harvard.edu
BOOKS & CHAPTERS
Individual chapters may be integrated into course materials, while books may serve
as primary class texts.
Getting Unstuck: How Dead Ends Become New Paths
In Getting Unstuck, business psychologist and researcher Dr. Timothy Butler provides
students with a practical road map for moving past immediate impasses and defining a
meaningful path forward. His strategies for moving beyond career or personal-life gridlock
include recognizing the state of impasse, awakening the imagination, recognizing patterns
of meaning in life, and taking action for change. Available in chapters. #2254
8 ORGANIZATIONAL BEHAVIOR • 2012

Leading Virtual Teams
The authors of this book provide valuable advice on forming virtual teams, assessing team
communication and technology needs, and ensuring high-quality work from the team.
Students explore the benefits and challenges of virtual teams and learn how to build a
virtual community that promotes collaboration and ongoing communication while utilizing
technology to enhance virtual team focus, motivation, and output. #12589
Æ Find more books and chapters at hbsp.harvard.edu
VIDEO SUPPLEMENTS
Video supplements give students insight into a case as they view a class visit from a
CEO, a factory tour, or interviews with prominent business visionaries. Available on DVD.
Many video supplements are accompanied by a Teaching Note. Video supplements in
Organizational Behavior include:
Chet Huber on OnStar #610716
Interview with Jonney Shih, Chairman, ASUSTeK Computer, Inc. #610712
Genzyme’s CSR Dilemma: How to Play Its Hand #910801
Steven Scheyer: Renegotiating the Newell Rubbermaid Relationship
with Wal-Mart #910705
Æ Find more video supplements at hbsp.harvard.edu
HBSP.HARVARD.EDU 9

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