C O U R S E M A T E R I A L S

2012

ORGANIZATIONALBEHAVIOR

Articles

Books & Chapters

Cases

Course Modules

Online Courses

Simulations

Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications:

� Babson College

� Business Enterprise Trust

� Business Expert Press

� Business Horizons Magazine

� California Management Review

� Darden School of Business

� Design Management Institute

� HEC Montréal Centre for Case Studies

� IESE Business School

� INSEAD

� International Institute for Management Development (IMD)

� Ivey School of Business

� John F. Kennedy School of Government

� Kellogg School of Management

� Perseus Books

� Princeton University Press

� Rotman Magazine

� Sloan Management Review

� Social Enterprise Knowledge Network

� Stanford Graduate School of Business

� Thunderbird School of Global Management

� Tsinghua University

� University of Hong Kong

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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 LimitedDr. 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 energy-use 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 TeamUsing 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 HeartMike 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—1996Describes 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

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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 ReorganizationCompetitive 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 TeamA 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 TeamsA 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 DivisionTo 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 AerialWhen 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 PlantLine 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 SustainabilityThrough 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 MissionChronicles 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 EvilsFiring 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

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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 WinsIn 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 progress-enhancing 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 FailureIn 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 SuccessWhat 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

Popular Articles

Building Your Company’s VisionCompanies 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 LeadershipThe 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 FightTop 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 decision-making process. Harvard Business Review #97402

Leadership That Gets ResultsDespite 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 FailBusinesses 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 PersuasionBusiness 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 DoLeadership 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

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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 InfluenceIn 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 v2This 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 SectionsOnline 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.

FinanceThis 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

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Financial AccountingIntroduces Financial Accounting in a management context.

� Complete Course #105708 � Introductory Section #6002 � Advanced Section #6003

Mathematics for ManagementFollowing 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 MethodsSet 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 ModelingDemonstrates 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 PathsIn 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

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Leading Virtual TeamsThe 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

GENERAL PUBLIC

ACADEMIC DISCOUNT

SAVE YOUR STUDENTS UP TO 60% WITH YOUR ACADEMIC DISCOUNT

■■■ Register as a Premium Educator at hbsp.harvard.edu

■■■ Design a coursepack with content from our collection.

■■■ Make the coursepack available to students.

■■■ Students receive your academic discount and save up to 60% on course materials.

HERE’S HOW TO SHARE THE DISCOUNT:

BUILD A COURSEPACK NOW: hbsp.harvard.edu

Simulations $37.50 $12.50

Online Courses $38.00–$129.00 $19.00–$64.50

Online Course Sections $16.00–$69.00 $8.00–$34.50

Online Tutorials $12.00 $6.00

Multimedia Cases $20.00 $7.00

Similar discounts apply to all teaching materials at hbsp.harvard.edu. Prices subject to change without notice.

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