Organizational Behavior

ARTICLES | BOOKS & CHAPTERS | CASES | CORE CURRICULUM HARVARD MANAGEMENTOR™ | SIMULATIONS | VIDEO

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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.

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hbsp.harvard.edu 1 TN Teaching Note Available

CORE CURRICULUM READINGS

Core Curriculum Readings in Organizational Behavior cover the fundamental concepts, theories, and frameworks that students must study. Authored by faculty at Harvard Business School, Readings are approximately 20-30 pages each. Many also include video clips and Interactive Illustrations that allow students to experiment and quickly master complex theories. Teaching support includes a Teaching Note, exhibit slides, and a list of related materials.

� � Decision Making Francesca Gino, Max H. Bazerman, Katherine Shonk #8383

� � Developing Your Managerial Career Linda A. Hill #8330

� � Leading Organizational Change Ryan Raffaelli #8324

� � Leading Teams Ethan S. Bernstein #8306

� � Negotiation Max H. Bazerman, Francesca Gino, Katherine Shonk #8408

MORE READINGS ARE FORTHCOMING. SEE THE ORGANIZATIONAL BEHAVIOR CORE CURRICULUM WEBPAGE FOR THE LATEST UPDATES.

See more Core Curriculum Readings at hbsp.harvard.edu/corecurriculumob

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

Agoda: People Analytics and Business Culture (A)When executives tried to transform Agoda’s recruitment, performance evaluation, and compensation processes using data analytics, they faced challenges related to collecting, managing, and leveraging large volumes of data. TN IVEY PUBLISHING #W17429

Amazon as an EmployerIn 2015, a New York Times article portrayed Amazon as a ruthless employer. Some employees said they found the culture invigorating, while others found it hard to manage. Could Amazon continue to thrive and retain employees with this employee management strategy? TN IVEY PUBLISHING #W16106

Balancing Engagement and Innovation at Bharat PetroleumSince 2000, Bharat Petroleum Corporation had hosted an internal competition called IDEAS. Each year, several employees participated by submitting their innovative ideas to the competition—and many had led to significant savings or improvements. By 2015, however, a degree of fatigue had set in. Was IDEAS an innovation engine or a tool for employee engagement? How could the competition be transformed for the future? TN IVEY PUBLISHING #W17237

2 Organizational Behavior • 2019 *Reviews available to registered Educators

Buffer.comSince its inception, the social media company Buffer was committed to transparency as a core company value. Buffer openly shared its business strategies, fundraising decks, and other company information, and at one point even live-blogged its response to a cybersecurity attack. Having internally released each employee’s salary and equity details with no pushback, the company now contemplated sharing compensation information transparently with the general public. HARVARD BUSINESS SCHOOL #917019

Built on Grit: h.wood and John TerzianJohn Terzian has built his L.A. restaurant and nightclub empire through grit, a trusting nature, and a reliance on personal touch. This highly involved, time-intensive approach has attracted A-list celebrities to his venues, but as he expands beyond L.A., Terzian must ensure that his personal strengths don’t become weaknesses. TN GREIF CENTER FOR ENTREPRENEURIAL STUDIES-USC MARSHALL #SCG523

Die Mannschaft: How Germany Won the 2014 FIFA World CupAfter years of ups and downs, Germany won its fourth World Cup Championship in 2014. This case examines the national team’s recent history and the changes they made to set themselves up for success. HARVARD BUSINESS SCHOOL #416025

Global Leadership in a Dynamic and Evolving Region: Molinas @ The Coca-Cola Company (A) The president of Coca-Cola’s Turkish business is unexpectedly asked to assume management of 8 additional territories in Central Asia. Amid company changes, an agitated workforce, and rapidly unfolding domestic and international events, Galya Frayman Molinas must make key decisions about her new unit’s structure and the makeup of her leadership team. TN HARVARD BUSINESS SCHOOL #417068

Gravity Payments: $70,000 Minimum Salary CompanyWhen CEO Dan Price announced a $70,000 minimum salary for all staff, the news went viral—sparking debate in the media and controversy among clients and company leadership. TN IVEY PUBLISHING #W16013

Managing Diversity and Inclusion at YelpYelp’s newly hired head of diversity and inclusion, Rachel Williams, must ensure that the company is attracting and retaining a diverse, productive workforce and creating a welcoming environment for all employees. The case puts students in Williams’ shoes and tasks them with proposing a set of changes to help increase the diversity of Yelp’s workforce. TN HARVARD BUSINESS SCHOOL #918009

Moleskine (A)This case describes the founding and growth challenges facing Moleskine, an Italian-based consumer products company known for its oilcloth-covered notebooks. How can Moleskine expand its capabilities while preserving its identity and creative culture? HARVARD BUSINESS SCHOOL #716407

SAP Design Thinking, Part AThis case follows the path of Sam Yen, chief design officer at SAP, on his quest to infuse design thinking into the organization. Through a series of programs, Yen discovered that while employees of the multinational expressed interest in leveraging design thinking in their work, they never seemed to follow through. TN STANFORD UNIVERSITY #SM250A

Tony Hsieh at Zappos: Structure, Culture and Radical ChangeIn 2013, Zappos CEO Tony Hsieh decided to transition the company to a “holacracy”—a form of organizational self-management with no hierarchical structures. But when Zappos employees did not embrace holacracy as wholeheartedly as he had hoped, Hsieh decided to try a more radical approach. TN INSEAD #IN1249

Turn the Ship Around! (A)This 2-part case describes attempts to empower the crews of U.S. nuclear submarines. The case highlights the strengths, weaknesses, and challenges of the empowerment process, which departs from the traditional leader-follower leadership doctrine of the U.S. Navy. TN ESMT—EUROPEAN SCHOOL OF MANAGEMENT AND TECHNOLOGY #ES1751

hbsp.harvard.edu 3 TN Teaching Note Available

Working Cross Culturally: Forget “Business as Usual”Sophia Tannis, a Europe-based manager at an American multinational, must solve a dispute with a local competitor in Moscow. To solve the issue, Tannis can use formal channels, as expected by her bosses, or employ a more informal, relationship-based approach, as her Russian counterpart recommends. TN IVEY PUBLISHING #W17208

Popular Cases

Army Crew TeamUsing objective, individual performance data, the coach of West Point’s crew team has put his top 8 rowers in his first team and his second tier of rowers on his second team. But to his bewilderment, the second boat continually beats the first in races. He attempts to determine the team dynamics causing these unexpected results. Revised in 2004. TN HARVARD BUSINESS SCHOOL #403131

Barbara Norris: Leading Change in the General Surgery UnitNurse manager Barbara Norris has inherited an underperforming hospital unit, beset by a confrontational culture; high turnover; and dissatisfied, unmotivated staff. How can she turn the unit around in the midst of an economic crisis and deep budget cuts? TN HARVARD BUSINESS SCHOOL #409090

“ This is a great case study that helps students get their arms around the requirement to lead change … Students understand and relate well to the issues. It’s not too complex and can be easily discussed and debated.” REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Erik Peterson at Biometra (A)This case describes the problems facing a recent MBA graduate in his job as the general manager of a medical device company. It raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. This case is an updated version of an earlier case (#494005). TN HARVARD BUSINESS SCHOOL #411031

The Fall of EnronThe case offers students an opportunity to explore why Enron failed and to understand the systemic problems in governance that affected its board of directors, the audit committee, the external auditors, and financial analysts. TN HARVARD BUSINESS SCHOOL #109039

Google’s Project Oxygen: Do Managers Matter?Google’s Project Oxygen started with a fundamental question: do managers matter? The topic generated a multi-year research project that led to a program, built around 8 key management attributes, designed to help Google employees become better managers. This case shows how companies can use data-driven, evidence-based approaches to improve the practice of management. TN HARVARD BUSINESS SCHOOL #313110

Mount Everest—1996This case describes the May 1996 Mount Everest tragedy and examines the flawed decisions that climbing teams made before and during the ascent. It covers group dynamics and behavior, crisis communication, and crisis-influenced teamwork. TN HARVARD BUSINESS SCHOOL #303061

“ My students found this case to be very interesting and thought provoking. Additionally, the concepts and issues presented in this case prompted a natural discussion on the kinds of challenges faced by leaders in business settings.” REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

4 Organizational Behavior • 2019 *Reviews available to registered Educators

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. But his performance review 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. TN HARVARD BUSINESS SCHOOL #498054

“ This is a good case and can be used for teaching multiple topics. I used it to teach issues involved in talent management, coaching and mentoring.” REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Wolfgang Keller at Konigsbrau-TAK (A)Wolfgang Keller’s subordinate, Dmitri Bridsky, is a talented and experienced commercial director who is not meeting his goals quickly enough and whose style is causing conflict with clients, staff members, and Keller himself. What is the best course of action to take with this difficult employee? Revised in 2008. TN HARVARD BUSINESS SCHOOL #498045

Find more Cases at hbsp.harvard.edu

Brief Cases

Rigorous and compact, Brief Cases from Harvard Business School present realistic management challenges for students to discuss. Audio versions are available for select Brief Cases to aid in student preparation.

Andrew Ryan at VC BrakesAndrew Ryan’s excitement over a change initiative at VC Brakes turns to concern when organizational challenges surface. A subsequent restructuring puts him on the wrong side of politics and he must decide whether to leave or stay with the losing initiative. TN #913552

BoldFlash: Cross-Functional Challenges in the Mobile DivisionRoger Cahill has spent less than a year as head of the Mobile Division of BoldFlash, a flash memory component maker. Facing low morale and eroding margins, Cahill is under pressure to meet his next challenge—reforming the product development process in an effort to save the division. TN #4438

C&S Wholesale Grocers: Self-Managed TeamsRick Cohen, the CEO and president of C&S Wholesale Grocers, tries implementing the self-managed team concept in his warehouse. Cohen wonders how such a concept could be implemented in the context of a labor-intensive, unionized warehouse environment. TN #404025

Caroline Regis at Excel SystemsA vice president of manufacturing feels threatened when her new CEO advocates outsourcing. This case illustrates the challenges that some high-potential employees face as their work context changes. TN #915515

DRW TechnologiesNew procurement manager Ed Claiborne is assigned the task of cutting procurement costs and messaging the news to the company—with interesting results. In this short but powerful case, students explore the nature of assumptions; the multiple causes of an outcome; and best practices for email communication, hiring, organizational socialization, change management, and action planning. The case is ideal for students new to the case method. TN #916535

hbsp.harvard.edu 5 TN Teaching Note Available Audio Version Available

Jess Westerly at Kauflauf GmbHOnly months into her job, outsider Jess Westerly tries and fails to implement a change in field consultants’ sales call patterns. Westerly then presents an amended proposal to senior executives. If the plan is deemed acceptable, she will be asked to implement it. TN #913527

Katherine Schuler at Boxes & Bins, Inc. Katherine Schuler is on the verge of a promotion to the Boxes & Bins executive team, but she has serious reservations about the company’s new cultural and strategic directions. TN #916501

Marie Jackson: Revitalizing Renfield Farms Marie Jackson becomes CEO of Renfield Farms, a Vermont-based dairy and food company, during a period of sluggish growth and organizational crisis. This case focuses on how Jackson engages and leads a senior team in formulating a vision during a period of difficult change. TN #915555

Martha Rinaldi: Should She Stay or Should She Go?Martha Rinaldi, an assistant product manager at Potomac Waters, a leading beverage company, is frustrated by her relationships with her boss and a coworker. Rinaldi must decide whether to leave Potomac for a standing job offer at another company or try to improve her current situation. TN #4310

“ The length and topic are accessible to all students and allows for good discussion in addition to exposing them to case analysis.”REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Robin Ash and Printzhof PressAs the new CEO of Printzhof Press, Robin Ash must transform Printzhof into a competitive 21st-century educational publisher while maintaining its close-knit and collaborative culture. Along the way, she faces resistance to change among many longtime employees. TN #913552

Ron Ventura at Mitchell Memorial HospitalStar vascular surgeon Ron Ventura’s contract is up for renewal. He has improved the vascular surgery practice and generated much new case flow, but he is also sharp-tongued, impatient, and abrasive. How should his boss approach the upcoming performance feedback interview? TN #913572

Thomas Green: Power, Office Politics and a Career in CrisisAfter a dream promotion, Thomas Green found himself at odds with his new boss on everything from work styles to market trends. Green now believes that his boss is building a case to fire him. The case explores issues of personal work styles and politics, power and influence, conflict resolution, and developing a productive relationship with one’s boss. TN #2095

“Students love this case. I have been teaching it for some years.” REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Wendy PetersonWendy Peterson is a newly promoted vice president of sales at the Plano, Texas, office of AccountBack, an accounting software and services company. Peterson hires Fred (Xing) Wu, whose access to Chinese business leaders in Plano is valuable. Wu’s results are impressive, but Peterson has reservations about his performance and their working relationship. TN #913560

Find more Brief Cases at hbsp.harvard.edu/briefcasesULTIMEDIA CASES

6 Organizational Behavior • 2019 *Reviews available to registered Educators

Multimedia Cases

Available online, Multimedia Cases put students in the center of business dilemmas by bringing concepts to life with animated charts, audio, and video segments.

Bridgewater AssociatesBridgewater Associates was the world’s largest hedge fund in mid-2012, and its leaders attribute its performance to the firm’s culture of “radical transparency.” The case explores the unusual practices that underpin Bridgewater’s culture. Students must examine to what extent the practices foster high performance and debate the practices’ trade-offs. TN #413702

Burt’s Bees: Balancing Growth and SustainabilityThrough video segments that detail Burt’s Bees’ transition from a small rural Maine shop to its acquisition by the Clorox Company, students learn about the leadership challenges of balancing sustainable business practices with fiscal growth objectives. TN #410704

Columbia’s Final MissionThis case chronicles Columbia’s final mission from the perspective of 6 key managers and engineers associated with NASA’s Space Shuttle Program. It also provides an understanding of crisis management, organizational decision making, and failure prevention. TN #305032

“ This case provoked many good discussions among the graduate students in my decision-making course. They discussed not only the technical issues in the case but also the organizational culture ones.” REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Leadership, Culture, and Transition at lululemonThis case 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. TN #410705

“ Students truly enjoyed this case. ... The videos were well done and highly engaging.” REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Rogers, Stirk, Harbour and PartnersThis multimedia case describes how an award-winning architectural studio known for its close-knit, employee-oriented culture managed a complicated layoffs—or redundancies—process. The case includes an interactive poll for students and debrief videos to show in class. TN IE BUSINESS SCHOOL #I0033E

Find more Multimedia Cases at hbsp.harvard.edu/elearning

ARTICLES

Articles from Harvard Business Review, HBR.org, and other renowned sources provide up-to-the-minute ideas from the best business thinkers.

New Articles

Beyond the Holacracy HypeHolacracy and other forms of self-management are often regarded as either revolutionary advancements or naive, unrealistic experiments. Neither view is quite right. This article examines why these self-organization structures have evolved and how they operate. HARVARD BUSINESS REVIEW #R1607B

hbsp.harvard.edu 7 TN Teaching Note Available

Culture Is Not the CulpritWhen organizations stumble, the prescription is usually to fix the culture. But culture is not something you “fix.” Rather, cultural change is the result of new processes or structures put in place to tackle tough business challenges. HARVARD BUSINESS REVIEW #R1604H

Diversity’s New Frontier: Diversity of ThoughtUntil now, diversity initiatives have focused primarily on fairness for marginalized or legally protected groups. But the smartest organizations today are also embracing and harnessing a more nuanced type of diversity: diversity of thought. ROTMAN MANAGEMENT MAGAZINE #ROT343

Embracing AgileHaving revolutionized information technology, agile innovation practices are spreading across a broad range of industries and functions—and even into the C-suite. But most leaders still don’t really understand agile. This article explains how to master the process that’s transforming management. HARVARD BUSINESS REVIEW #R1605B

How to Build a Culture of OriginalityTo be truly innovative, organizations should build a culture of nonconformity. Leaders should give their employees opportunities to generate many new ideas, have fellow innovators evaluate those ideas, and aim to strike a balance between cohesion and dissent in the organization. HARVARD BUSINESS REVIEW #R1603H

The Leader’s Guide to Corporate CultureExecutives are often confounded by culture, because much of it is anchored in unspoken behaviors, mindsets, and social patterns. But when properly managed, culture can help build organizations that will thrive in even the most trying times. In this article, the authors describe 8 distinct culture styles and how each one fits into an “integrated culture framework.” HARVARD BUSINESS REVIEW #R1801B

Manage Your Emotional CultureMost companies pay little attention to emotional culture. But research shows that emotions influence everything from employees’ creativity and decision making to their overall work quality and commitment. This article explains how leaders can shape their organizations’ emotional culture for the better. HARVARD BUSINESS REVIEW #R1601C

Managing for the Long TermThis Spotlight piece examines how a focus on maximizing shareholder value can threaten companies’ health and financial performance. Articles include “The Error at the Heart of Corporate Leadership,” “The CEO View: Defending a Good Company from Bad Investors,” “The Board View: Directors Must Balance All Interests,” and “The Data: Where Long-Termism Pays Off.” HARVARD BUSINESS REVIEW #R1703B

Managing the High-Intensity WorkplaceToday’s “always available” workplace culture breeds a variety of dysfunctional behaviors. This article argues that employees are more engaged and productive if they aren’t pressured to suppress their complicated, multilayered identities. HARVARD BUSINESS REVIEW #R1606G

Restructure or Reconfigure?The term “reorganization” encompasses 2 distinct change processes: restructuring and reconfiguration. In this article, the authors examine how each of these affects organizational processes and performance. They also recommend guidelines for choosing the right type of reorganization at the right time. HARVARD BUSINESS REVIEW #R1702K

Stop the Meeting MadnessPoorly timed and badly run meetings have real consequences for organizations, including lower levels of market share, innovation, and employment stability. In this article, the authors argue that real improvement requires systemic change, not discrete fixes. HARVARD BUSINESS REVIEW #R1704C

8 Organizational Behavior • 2019 *Reviews available to registered Educators

What Everyone Gets Wrong About Change ManagementFailed corporate transformations are usually attributed to execution—but often leaders misdiagnose what changes need to be made in the first place. Before setting their change priorities, leaders should analyze 3 things: the catalyst for transformation, the underlying quest, and the leadership capabilities needed to pursue it. HARVARD BUSINESS REVIEW #R1706D

Wicked-Problem SolversCompanies increasingly rely on teams that span many industries for radical innovation, especially to solve “wicked problems.” Based on a study of more than a dozen cross-industry innovation projects, author Amy Edmondson has identified the leadership practices that make successful cross-industry teams work. HARVARD BUSINESS REVIEW #R1606C

Popular Articles

Discipline of TeamsWhat is a team? How can managers know when the team option makes sense, and what can they do to ensure team success? In this article, authors Jon Katzenbach and Douglas Smith answer these questions and outline the discipline that defines a real team. HARVARD BUSINESS REVIEW #R0507P

Harnessing the Science of PersuasionContrary to what many people assume, persuasion is governed by basics principles that can be taught, learned, and applied. Author Robert Cialdini describes 6 fundamental principles of persuasion and suggests ways that leaders can apply them in their own organizations. HARVARD BUSINESS REVIEW #R0109D

“ This article offers a complete perspective on persuasion that is not explored in other material.” REVIEW ON HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

How Leaders Create and Use Networks Successful leaders foster a network of personal contacts to provide the support, feedback, and resources needed to get things done. In this article, the authors identify 3 types of networks—operational, personal, and strategic—and explain how they help leaders improve their performance. HARVARD BUSINESS REVIEW #R0701C

How Will You Measure Your Life? In this article, Harvard Business School’s Clayton M. Christensen explains how management and innovation theories can be applied to help people lead better lives. HARVARD BUSINESS REVIEW #R1007B

Leading Change: Why Transformation Efforts FailIn this classic article, author John Kotter outlines the 8 key errors that can doom transformational 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

“ Many of my students specifically mentioned this article as a ‘key takeaway’ from the class.” REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Managing Oneself Success in the modern knowledge economy depends on one’s ability to manage oneself. Author Peter Drucker explains that, to keep themselves productive and fulfilled, workers need to cultivate a deep understanding of their own strengths, tendencies, values, and goals. HARVARD BUSINESS REVIEW #R0501K

hbsp.harvard.edu 9 TN Teaching Note Available

What Leaders Really Do In this landmark article, John Kotter argues that management and leadership are different—but complementary. Managers promote stability while leaders press for change, and only organizations that embrace both sides of that contradiction can thrive in turbulent times. HARVARD BUSINESS REVIEW #R0111F

What Makes a Leader? In this classic article, author Daniel Goleman maintains that there are direct ties between the chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skills—and measurable business results. HARVARD BUSINESS REVIEW #R0401H

Find more Articles at hbsp.harvard.edu

BOOKS & CHAPTERS

Many academic titles from Harvard Business Review Press are now available as eBooks. Each eBook title is available as a PDF and comes with a full-text Educator Copy available to registered Educators on the Harvard Business Publishing Education website.

Books

An Everyone Culture: Becoming a Deliberately Developmental OrganizationDeliberately Developmental Organizations weave employee development into the company’s operations, routines, and conversations. This book describes how managers can build developmental cultures. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #14259

HBR Guide to Dealing with ConflictEach day, workers must navigate an office full of competing interests, clashing personalities, limited time and resources, and fragile egos. This book helps managers address interpersonal conflict professionally, productively, and in a way that improves both their work and their relationships. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #10068

HBR Guide to Delivering Effective FeedbackThis book provides managers with practical advice and tips to transform any performance discussion—from weekly check-ins to annual reviews—into an opportunity for growth and development. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #10017

HBR Guide to Leading TeamsDysfunctional teams are maddening—and sadly, they seem to be endemic to organizational life. This guide uses practical exercises, guidelines for structured team conversations, and step-by-step advice to help managers avoid common pitfalls and improve team performance. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #15039

HBR Guide to Office Politics Employees need to work effectively with colleagues—even challenging ones—for the good of the organization and their careers. This book offers guidance on building relationships with difficult people, gaining allies and influence, wrangling resources, moving up without ruffling feathers, avoiding power games and petty rivalries, and claiming credit when it is due. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #13989

10 Organizational Behavior • 2019 *Reviews available to registered Educators

Innovative Teams Fostering creativity within teams can help to solve problems, create innovative products, break into markets, and even communicate and collaborate more effectively. This book explains how to create the right environment for inventive thinking, build a diverse team, generate new ideas, and ensure those ideas get implemented. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #15034

The Open Organization: Igniting Passion and Performance Red Hat CEO Jim Whitehurst shows how open principles of management—based on transparency, participation, and community—can reinvent the organization for a fast-paced, connected era. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #13980

ReOrg: How to Get It RightMost reorganizations inspire fear and anxiety among employees, tax senior-management time and attention, and fail on multiple dimensions. But this doesn’t have to be the case. This book demystifies the reorg process and presents a practical guide for successful planning and implementation. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #10072

Smart Collaboration: How Professionals and Their Firms Succeed by Breaking Down SilosIn Smart Collaboration, author Heidi K. Gardner shows that professional service firms earn higher margins, inspire greater client loyalty, attract better talent, and gain a competitive edge when specialists collaborate across functional boundaries. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #10001

Stop Spending, Start Managing: Strategies to Transform Wasteful HabitsEfforts to solve complex problems often drain time and money without truly resolving anything. In this book, the authors explain 5 traps that lead to this wasteful “action without traction” and recommend ways to avoid them. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #10734

Why Should Anyone Work Here?: What It Takes to Create an Authentic OrganizationTo be successful, leaders must design organizations to attract the right people, keep them, and inspire them to do their best work. Using vivid examples, this book illustrates the kind of strong, attractive workplace culture that leads to sustained high performance. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #13959

Wiser: Getting Beyond Groupthink to Make Groups Smarter Authors Cass Sunstein and Reid Hastie explain the distinct problems that groups encounter when making decisions as well as provide straightforward methods and advice for making groups smarter. AVAILABLE AS AN EBOOK. HARVARD BUSINESS REVIEW PRESS #2299

Chapters

Becoming a Team Player: Your Most Important Assignment A team is only as strong as the collective performance of those involved, with each team member needing to be committed, collaborative, and competent. This chapter examines what it means to be an effective team player. FROM Harvard Business Essentials: Creating Teams with an Edge, HARVARD BUSINESS REVIEW PRES #7010BC

Creativity and Creative Groups: Two Keys to InnovationEncouraging creativity is key to successful innovation. This chapter debunks myths about creativity and discusses the role of individual creativity and creative groups. It also offers 6 steps employees can take to be more creative themselves and encourage creativity in their work groups.FROM Harvard Business Essentials: Managing Creativity and Innovation, HARVARD BUSINESS REVIEW PRESS #7256BC

hbsp.harvard.edu 11 TN Teaching Note Available

Organizational Capacity for Change Dimension 5: Systems ThinkingThis chapter focuses on the 5th of 8 dimensions of organizational capacity for change: systems thinking. The author explains the concept of systems and explores methods for navigating through them. The chapter also covers the relationship between systems thinking and organizational change, organizational learning “delusions,” and practices for building systems thinking within organizations.FROM Building Organizational Capacity for Change, BUSINESS EXPERT PRESS #BEP083

The Theory Behind the Practice: A Brief Introduction to the Adaptive Leadership FrameworkThe world is changing, and the challenges of adapting and remaining competitive are urgent. Leaders must be equipped to handle adaptive challenges and build the adaptive capacity of their organizations. This chapter offers an introduction to the theory of adaptive leadership.FROM The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World, HARVARD BUSINESS REVIEW PRESS #3241BC

What Is Leadership?: The CEO’s Role in Larger, Complex OrganizationsIn this chapter, Michael E. Porter and Nitin Nohria present the results of their in-depth study of the CEO’s role in the context of large, complex organizations. They identify several core functions that CEOs must fulfill, as well as the constraints placed upon them, and describe how CEOs can work effectively within these constraints.FROM Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium, HARVARD BUSINESS REVIEW PRESS #6151BC

Find more Books and Chapters at hbsp.harvard.edu/books-chapters

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 Teaching Note.

Change Management: Power and Influence V2 In the second release of this single-player simulation, students face the challenge of implementing an enterprise-wide, strategic change initiative. To understand how power and influence affect the ability to bring change to an organization, students take the role of a middle manager or the CEO at a manufacturing firm considering adopting a sustainability program. Students choose among up to 18 change levers as they attempt to move members of the organization from awareness to adoption. TN SEAT TIME: 90 MINUTES #4345

“ This simulation was a very useful exercise to not only try out different types of influence levers, but also to explore how to effectively time and sequence those efforts as well—all in the context of a major organizational change initiative.” REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

Global Collaboration Simulation: Tip of the IcebergThis online simulation teaches students about the challenges of global collaboration and leading global teams. Communicating via chat, teams of 4 or 5 students work together to prepare a venture capital presentation. Students are assigned the role of a native English speaker or a nonnative English speaker, and the 2 sides quickly realize how communication challenges between them can interfere with work goals. TN SEAT TIME: 30-60 MINUTES #7101

UPDATED! Leadership and Team Simulation: Everest V3In this award-winning simulation, students learn group dynamics and leadership through the dramatic setting of a Mount Everest expedition. Students are assigned 1 of 5 roles on a team of hikers; as they attempt a climb to the summit, they must reach individual goals while also sharing information to maximize

12 Organizational Behavior • 2019

group achievement. The new version of the simulation retains the same core experience and learning objectives while featuring a new design, more flexibility for different class sizes, new team challenges, and other new features for students and faculty. TN SEAT TIME: 90 MINUTES #8867 *ALSO AVAILABLE IN SPANISH #7000-HTM-SPA

“ Excellent tool to observe the leadership and teamwork in action. Participants get really involved in the simulation and they behave like in a real life experience.” REVIEW ON THE HARVARD BUSINESS PUBLISHING EDUCATION WEBSITE*

New Venture Simulation: The Food Truck ChallengeIn this online simulation, students work in small teams to try to run a successful food truck. Teams attempt to maximize profit over several simulated weeks while considering the trade-offs between analysis, experimentation, and scale. The simulation teaches students about the value of learning by doing, prototyping, and willingness to fail. It is ideal for discussions of innovation, product development, design thinking, team learning, lean startup, marketing, and organizational learning. TN SEAT TIME: 30 MINUTES #7201

Organizational Behavior Simulation: Judgment in a CrisisIn this single-player simulation, students must respond to a high-stakes product crisis. Matterhorn Health has launched the GlucoGauge blood glucose monitor with high expectations, but customers are reporting accuracy problems with the device. Acting as product managers, students receive a rapid series of emails, video messages, and voicemails about the problem. They must quickly process this information, assess the situation, and make recommendations about how to respond. Created by Michael A. Roberto, the co-author of Leadership and Team Simulation: Everest, this simulation explores cognitive bias and decision-making during a crisis. TN SEAT TIME: 60 MINUTES #7077

NEW! Organizational Behavior Simulation: Leveraging NetworksThis fast-paced group simulation teaches students about the structural properties of social networks. Students are placed into networks of 7 to 10 players, with the goal of obtaining certain key resources from other members of their network. Students can trade and communicate only with people they are directly connected to, and some will have more advantageous network positions than others. This immersive exercise teaches students about network structures and properties, social capital, reciprocity, and the power of networking. TN SEAT TIME: 20 MINUTES #8682

Find more Simulations at hbsp.harvard.edu/simulations

TEACHING GUIDES

Case Startup Kit

The Case Startup Kit recommends cases ideal for teaching as a “first case” for aspiring case teachers, with cases selected for their brevity, ease of use, and teachability. Each case comes with a Teaching Note.

CASES FOR ORGANIZATIONAL BEHAVIOR INCLUDE:

� � Coach K: A Matter of the Heart #406044

� �Managing a Global Team: Greg James at Sun Microsystems, Inc. (A) #409003

� �Medisys Corp.: The IntensCare Product Development Team #4059

� � RL Wolfe: Implementing Self-Directed Teams #4063

� � Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant #2189

Find more Case Startup Kit selections at hbsp.harvard.edu/casestartupkit

*Reviews available to registered Educators

hbsp.harvard.edu 13 TN Teaching Note Available

Course Modules

Course Modules offer a road map to the best teaching materials, with recommendations on how to organize them. Each module suggests 4 to 6 items plus alternate options.

POPULAR MODULES IN ORGANIZATIONAL BEHAVIOR INCLUDE:

� � Interpersonal Relationships� � Leading Change� � Leading Teams� � Organizational Culture� � Organizational Structure

Find more Course Modules at hbsp.harvard.edu/coursemodules

HARVARD MANAGEMENTOR™Delivered entirely online, Harvard ManageMentor™ is the leading business reference from business experts, featuring 44 self-paced modules that address the full spectrum of management issues. Many modules are also available in Spanish, Portuguese, Mandarin, and French.

MODULES IN ORGANIZATIONAL BEHAVIOR INCLUDE:

� � Career Management #9005

� � Difficult Interactions #9014

� � Diversity #9017

� � Feedback Essentials #9019

� � Global Collaboration #9021

� � Leading and Motivating #9027

� � Persuading Others #9036

� � Stress Management #9045

� � Team Leadership #9046

� � Team Management #9048

� � Virtual Teams #9050

Find more Harvard ManageMentor™ modules at hbsp.harvard.edu/hmm

VIDEO SHORTS These free, short videos are all under 10 minutes long and illustrate a case’s central learning objective. The streaming video is available to registered Premium Educators at hbsp.harvard.edu.

CASES WITH VIDEO SHORTS INCLUDE:

� � Anne Mulcahy: Leading Xerox Through the Perfect Storm (A) #405050

� � Habitat for Humanity—Egypt #307001

� � King Arthur Flour #407012

� � Leadership in Law: Amy Schulman at DLA Piper #407033

� �Marie Trellu-Kane at Unis-Cite (A) #407106

� � One Firm One Future at Davis Langdon (A) #411006

Find more cases with Video Shorts at hbsp.harvard.edu/videoshorts

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