ORGANIZATIONAL BEHAVIOR - s3.amazonaws.com · COMING SOON! CORE CURRICULUM Core Curriculum Readings in Organizational Behavior cover the fundamental concepts, theories, and frameworks

ORGANIZATIONALBEHAVIOR 2 0 1 6Articles | Books & Chapters | Cases | Course Modules Core Curriculum | Simulations | Video

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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� HEC Montréal Centre for Case Studies

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� Indian Institute of Management - Bangalore

� Indian School of Business

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� UC Berkeley—Haas School of Business

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� The Wharton School, University of Pennsylvania

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COMING SOON! CORE CURRICULUM

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 and many include video clips and Interactive Illustrations that allow students to experiment and quickly master complex theories. Teaching support includes a Teaching Note, review questions, and exhibit slides. The 15 Organizational Behavior Readings below are listed in one potential teaching sequence:

� Character, Integrity, and Self-Management #8389

� Developing Your Path #8330

� Power and Influence #8344

� Decision Making #8383

� Negotiation #8408

� Leading Teams #8306

� Diversity and Inclusion #8394

� Global Collaboration and Cross-Cultural Management #8358

� Leadership #8336

� Designing and Aligning Organizations #8317

� Organizational Culture #8378

� Motivation and Job Design #8372

� Strategic Human Resource Management #8365

� Managing Innovation #8351

� Leading Change #8324

FORTHCOMING IN 2016 AND 2017

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

Case Flash Forward: Leadership, Culture, and Transition at lululemon (2010) Each Case Flash Forward provides a 2-page update of key changes at a particular company since it was covered in a related case study. This Case Flash Forward provides an update on lululemon since 2010 and serves as a supplement to the “Leadership, Culture, and Transition at lululemon” multimedia case. Harvard Business School Baker Library #8530

Case Flash Forward: Whole Foods: Balancing Social Mission and Growth (2011) Each Case Flash Forward provides a 2-page update of key changes at a particular company since it was covered in a related case study. This Case Flash Forward provides an update on Whole Foods Market since 2011 and serves as a supplement to “Whole Foods: Balancing Social Mission and Growth.” Harvard Business School Baker Library #6071

H B S P . H A R VA R D . E D U 1 TN Teaching Note Available

Clifford Chance: Women at WorkAfter a pair of controversial memos are leaked to the public, global law firm Clifford Chance is accused of failing to provide a supportive work environment for its female associates. Students discuss the ways in which the culture of an organization impacts women’s experiences. Harvard Business School #415038

Conflict Management in Teams This technical note explores what can go wrong with teams, the ways in which conflict can both help and hurt a team, and how a team can harness the benefits and limit the liabilities of conflict. Darden School of Business #UV6944

Faith and Work: Hobby Lobby and AutoZone This case examines the issue of religion in the workplace from both the employer and employee perspectives. In Part I, the arts and crafts company Hobby Lobby takes issue with parts of a new law that the company believes run contrary to the organization’s stated Christian values. In Part II, an employee of AutoZone faces religious discrimination. TN Ivey Publishing #W14680

FIFA: The Beautiful Game and Global Scandal In May 2015, a sweeping series of corruption allegations and high-profile arrests forced FIFA’s governance and organizational practices into the limelight. This case examines the history, structure, and practices of FIFA, as well as the FBI investigation that led to the scandal. TN Ivey Publishing #W15398

JPMorgan Chase: Tapping an Overlooked Talent PoolJPMorgan Chase’s ReEntry Program was designed for women coming back to the workforce after a period of time away. CEO of Asset Management Mary Callahan Erdoes and her team must evaluate whether the program’s initial pilot has been successful. Harvard Business School #415066

Leading Global Teams: Managing SPLIT to Bridge Social Distance This background note introduces the SPLIT method, which uses Structure, Process, Language, Identity, and Technology to manage distance in global teams, and discusses the application of this framework. Harvard Business School #416011

Managing Up (A): GraceGrace is a junior hire who is ready to take on more responsibility in order to advance her career. But she is frustrated by her boss, who she thinks is standing in the way of her promotion to more important positions. TN Ivey Publishing #W15269

Riot Games: Can Culture Survive Growth? In 2015, Riot Games, the maker of the top PC game League of Legends, considers its growth strategy as it moves into a new campus in Los Angeles. Harvard Business School #416016

Sarah Sullivan at Greater Marketing Solutions (GMS)Sarah Sullivan, the new managing director of Greater Marketing Solutions, faces the difficult challenge of letting 7 professionals go within a short span of time. Harvard Business School #415051

Singapore Mass Rapid Transit: Going Off Track The CEO of Singapore Mass Rapid Transit Corporation resigned after 2 major train breakdowns prompted public outrage and heavy criticism of her qualifications and personal style. However, it was unclear whether she, as CEO, bore primary responsibility for the breakdowns. TN Ivey Publishing #W15027

2 O R G A N I Z AT I O N A L B E H AV I O R • 2 0 1 6 *Reviews available to Premium Educators

H B S P . H A R VA R D . E D U 3

Sold—to the Highest Bidder in Japan: Operational Challenges and CultureShortly after the sale of U.S.-based AXR to Japan Motors, problems began to arise. Cultural norms for confronting seemingly small problems quickly became bigger operational issues, and CEO Peter Street experienced a growing dichotomy between corporate in Japan and his division in the U.S. This case focuses on the challenges of implementing a cross-border acquisition. TN Darden School of Business #UV6954

Tata Motors’ Talent Management Fast Track Selection Scheme (A)Faced with the departures of promising employees, an HR executive reviews the efficacy and relevance of Tata Motor’s 20-year-old high-potential talent identification program. TN Ivey Publishing #W15274

Tim Keller at Katzenbach Partners LLC (A) (Abridged) This case tracks the first 6 months of a recent MBA grad, Tim Keller, at Katzenbach Partners, a boutique consulting firm focused on organizational change and strategy. It covers how Keller initially struggles with his assignment and asks whether he should show up uninvited at an important weekend meeting. TN Harvard Business School #415070

The Transformation of MudoBarış Karakullukçu was tasked with leading the transition of Mudo—one of Turkey’s top retail brands—from a family business to a more institutionalized, corporate structure. Two years later, the impact on operations is positive, but the company’s profitability continues to struggle. Harvard Business School #416015

The Whys and Hows of Feedback This background note explains why feedback is both valuable and difficult. It goes on to summarize research on effective feedback scenarios. Harvard Business School #416013

Xiamen Airlines: Pay for PerformanceAmid growing demand for air travel in China and a shortage of available pilots, Xiamen Airlines decided to more closely tie its pilots’ compensation to flight hours, safety performance, and airtime responsibilities. TN Ivey Publishing #W15163

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 HBP for Educators web site*

TN Teaching Note Available


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 Harvard Business School #404025

Coach K: A Matter of the HeartSuccessful college basketball coach Mike Krzyzewski must decide whether to accept a lucrative offer to coach a professional basketball team or continue to coach at Duke University. The case covers various styles of power, influence, and persuasion. TN Harvard Business School #406044

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

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. — Review on the HBP for Educators web site*

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. 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 HBP for Educators web site*

Teamwork TurmoilOnly 3 weeks into the first year of an MBA program, Tony Marshall’s learning team is in trouble. An unpleasant interaction from the night before has Tony wondering whether he should ask the other students in his Managing Teams elective course for advice. TN Darden School of Business #UV0861

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

H B S P . H A R VA R D . E D U 5

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 Brakes Andrew 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 L

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 L

NEW! Caroline Regis at Excel Systems A 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

NEW! DRW TechnologiesBefore he has even met his team, new procurement manager Ed Claiborne is assigned the task of cutting procurement costs and messaging the news to the company—with interesting results. This short but powerful case covers a variety of topics related to organizational behavior and communication. The case is also ideal for students who are new to the case method. TN #916535

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

NEW! 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 L

“The length and topic are accessible to all students and allow for good discussion in addition to exposing them to case analysis.” — Review on the HBP for Educators web site*

TN Teaching Note Available L Audio Version Available

Robin Ash and Printzhof Press As 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 L

Ron Ventura at Mitchell Memorial Hospital Star 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 L

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 Spreadsheet supplement available #2095 L

“Students love this case. I have been teaching it for some years.” — Review on the HBP for Educators web site*

Wendy Peterson Wendy Peterson is a newly promoted VP 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 L

Find more brief cases at hbsp.harvard.edu/briefcases

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 their trade-offs. TN #413702

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. TN #410704


Columbia’s Final MissionThis case chronicles Columbia’s final mission from the perspective of six key managers and engineers associated with NASA’s Space Shuttle program. It 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 HBP for Educators web site*

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. It covers more than change. We used it to discuss organization and leadership characteristics and strategy. The videos were well done and highly engaging.” — Review on the HBP for Educators web site*

Find more multimedia cases at hbsp.harvard.edu/elearning

ARTICLES

Articles from Harvard Business Review and other renowned journals provide up-to-the-minute ideas from the best business thinkers.

New Articles

Corporate Governance 2.0The achievement of best practices in corporate governance has been hindered by a variety of factors. The author proposes Corporate Governance 2.0: not quite a clean-sheet redesign, but a back-to-basics reconceptualization built on 3 core principles. Harvard Business Review #R1503G

Design for Action Design thinking is increasingly used to create new user experiences, strategies, and systems. But new designs often meet resistance from people protecting the status quo. This article explains how to get buy-in for a new design and ensure the idea gets implemented. Harvard Business Review #R1509C

Design Thinking Comes of Age Empathy, experimentation, and a willingness to fail are part of a set of principles collectively known as design thinking. Once used primarily in product design, this approach is now infusing corporate culture. Harvard Business Review #R1509D

Fooled by Experience What we learn from experience is typically filtered by the business environment, the people around us, and ourselves. But if we keep these filters and their antidotes clearly in mind when making decisions—focusing on context and process in addition to outcomes—we can discover what experience actually has to teach us. Harvard Business Review #R1505E

H B S P . H A R VA R D . E D U 7 TN Teaching Note Available L Audio Version Available

From “Economic Man” to Behavioral Economics There are 3 schools of thought on how people make decisions. This article briefly tells the story of where the 3 schools arose and how they have interacted from the 1940s to the present day. Harvard Business Review #R1505F

Leaders as Decision Architects Leaders cannot rewire the human brain to prevent decision-making mistakes, but they can restructure the environment in which their employees are making decisions. This article outlines a 5-step process for mitigating the effects of cognitive biases and low motivation on decision making. Harvard Business Review #R1505C

Making Dumb Groups Smarter In this article, Cass R. Sunstein and Reid Hastie apply behavioral research to the question of group performance to describe how groups go astray, and offer simple suggestions for improvement. Harvard Business Review #R1412F

Managing Your Mission-Critical KnowledgeA company’s knowledge assets include core competencies, areas of expertise, intellectual property, and deep pools of talent. The authors describe how to map an organization’s strategic knowledge and identify where it can help leaders create value and growth. Harvard Business Review #R1501F

Outsmart Your Own Biases People rely too heavily on intuition and use flawed reasoning when making decisions. But it’s possible to fight these sources of cognitive bias by learning to spot them and using the techniques presented in this article. Harvard Business Review #R1505D

Where Boards Fall ShortMost board members confess that they don’t fully understand their companies’ strategies, value propositions, or industry dynamics. This article prosposes measures to strengthen boards and improve performance. Harvard Business Review #R1501H

Why Organizations Don’t Learn Managers’ traditional obsessions—succeeding, taking action, fitting in, and relying on experts—undermine the continuous improvement of the organization. This article describes how these ingrained tendencies interfere with learning and how they can be countered. Harvard Business Review #R1511G

Popular Articles

Discovering Your Authentic Leadership Authentic leaders make time to examine their experiences and reflect on them—asking for honest feedback, making use of formal and informal support networks, and working to develop self-awareness. Harvard Business Review #R0702H

How Pixar Fosters Collective CreativityIn filmmaking and other kinds of complex product development, creativity involves a large number of people from different disciplines working effectively together to solve inherently unforeseeable problems. Harvard Business Review #R0809D

How (Un)ethical Are You?This article explores 4 related sources of unintentionally unethical decision making: implicit bias; in-group bias; a tendency to over claim credit; and conflicts of interest. To counter these unconscious biases, traditional ethics training is not enough. Harvard Business Review #R0312D


Level 5 Leadership: The Triumph of Humility and Fierce Resolve Boards of directors typically believe that transforming a company from good to great requires an egocentric chief to lead the corporate charge. By contrast, the author paints a compelling and counterintuitive portrait of the skills and personality traits necessary for effective leadership. Harvard Business Review #R0507M

Managing Multicultural TeamsTo overcome problems stemming from cultural differences, the most successful teams and managers use 1 of 4 methods of indirect intervention: adaptation, structural intervention, managerial intervention, or exit. Harvard Business Review #R0611D

“Great article. I teach graduate courses that have a high percentage of international students. The article has proven valuable.” — Review on HBP for Educators web site*

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 measureable 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 Premium Educators on the HBP for Educators web site.

Books

Critical Knowledge Transfer: Tools for Managing Your Company’s Deep Smarts When highly skilled employees leave organizations, they take with them years of hard-earned knowledge —much of it undocumented and irreplaceable. The authors provide practical options for identifying a firm’s “deep smarts” and transferring that intelligence from experts to successors. Available as an eBook. Harvard Business Review Press #16568

Driven to Distraction at Work: How to Focus and Be More Productive In this book, the world’s leading expert on ADD and ADHD identifies the most common ways people lose focus—Internet and social media addiction, multitasking, idea hopping, worrying, playing the hero, and dropping the ball—and explains how to avoid these traps and be more productive at work. Available as an eBook. Harvard Business Review Press #11089

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 Managing Conflict at WorkEach 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 #15006

HBR Guide to Office Politics Employees need to work effectively with colleagues—even the 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

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

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

The Wisdom of Teams: Creating the High-Performance Organization This is the definitive work on how to create high-performance teams in any organization. Using engaging case studies and testimonials from both successful and failed teams, the authors explain the dynamics of teams both in great detail and with a broad view. Available as an eBook. Harvard Business Review Press #15042

Wiser: Getting Beyond Groupthink to Make Groups Smarter Authors Cass Sunstein and Reid Hastie explain the distinct problems that groups encounter when making decisions and provide straightforward methods and advice for making groups smarter. Available as an eBook. Harvard Business Review Press #2299

Chapters

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


Women and Leadership: Defining the ChallengesThis chapter examines how women leaders can navigate the leadership landscape effectively, as well as how organizations can support them and gain in the process. The authors propose an organizational model that values and promotes gender diversity and equity in leadership positions.

From Handbook of Leadership Theory and Practice: A Harvard Business School Centennial Colloquium. Harvard Business Review Press #6144BC

Find more books and chapters at hbsp.harvard.edu/ebooks

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 explore how to effectively time and sequence those efforts—all in the context of a major organizational change initiative.” — Review on the HBP for Educators web site*

Leadership and Team Simulation: Everest V2 Winner of the 16th Annual MITX Interactive Award in eLearning. In the second release of this best-selling 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 group achievement. TN Seat Time: 120 minutes #7000

“Excellent tool to observe the leadership and teamwork in action. Participants get really involved in the simulation and they behave as they would in a real-life experience.” — Review on the HBP for Educators web site*

Organizational Behavior Simulation: Judgment in a CrisisCreated by Michael A. Roberto, the co-author of Leadership and Team Simulation: Everest, this single-player simulation explores cognitive bias and decision-making during a 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 and must make recommendations about how to respond. TN Seat Time: 60 minutes #7077

Find more simulations at hbsp.harvard.edu/simulationsTEACHING GUIDES


EXERCISES

Exercises illustrate fundamental concepts and can be used to reinforce key learning objectives in case studies, readings, and simulations. Each exercise is available entirely online and may take less than 30 minutes for students to complete.

New Venture Exercise: The Food Truck ChallengeIn this online exercise, 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 tradeoffs between analysis, experimentation, and scale. The exercise 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

Find more exercises at hbsp.harvard.edu/elearning

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

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

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

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

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


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 cases at hbsp.harvard.edu/casestartupkit

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 Relationships � Leading Change � Leading Teams

� Organizational Culture � Organizational Structure

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

Textbook Case Maps

Textbook Case Maps match cases to the leading business textbooks on a chapter-by-chapter basis. Maps are prepared by experienced editors at Harvard Business Publishing and suggest several cases for each chapter.

� Daft: Organization Theory and Design (Thomson)

� Gibson, Ivancevich & Donnelly: Organizations (Irwin/McGraw-Hill)

� Kreitner & Kinicki: Organizational Behavior (McGraw-Hill)

� Robbins & Judge: Organizational Behavior (Prentice Hall)

Find more Textbook Case Maps at hbsp.harvard.edu/textbookcasemapsH


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Harvard Business Publishing is an affiliate of Harvard Business School.

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ORGANIZATIONAL BEHAVIOR - s3.amazonaws.com · COMING SOON! CORE CURRICULUM Core Curriculum Readings in Organizational Behavior cover the fundamental concepts, theories, and frameworks