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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:

� ABCC at Nanyang Tech University

� Babson College

� Berrett-Koehler Publishers

� Business Enterprise Trust

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� Crimson Group USA

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� Indian School of Business

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� International Institute for Management Development (IMD)

� Ivey Publishing

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� McGraw-Hill

� MIT Sloan Management Review

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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

Amisha Gupta’s First Year at WorkThis case traces Amisha Gupta’s organizational journey as she transitions from student to employee at Xciting, one of India’s top IT services companies. She experiences organizational culture shock and location anxiety and must respond to difficult coworkers and canceled projects. With her first yearly review approaching, Gupta must decide what she wants to do with her career. TN Ivey Publishing #W14030

Collaborating for Growth: Duane Morris in a Turbulent Legal SectorThe law firm Duane Morris had a uniquely collaborative organizational culture, with a transparent, data-driven compensation system, practice-group integration across offices, and rewards for attorneys who shared responsibility. But amid a shaky economy and turbulent legal sector, could collaboration survive as a firm value? TN Harvard Business School #414022

GlaxoSmithKline: Sourcing Complex Professional ServicesGlaxoSmithKline uses an innovative approach to procuring outside legal counsel, based on data-driven decision making and an online reverse auction. This case helps students understand institutional change, procurement processes, and how to increase rigor in typically informal business processes. TN Harvard Business School #414003

Ken Private Limited: Digitization ProjectThe COO of Ken Private Limited has been asked to rescue a large-scale digitization project that may miss its deadline. The project has gone awry due to misunderstandings about client expectations, lack of employee training, and poor project management. The COO must quickly develop an action plan. TN Ivey Publishing #W13347

Leadership StylesThis case highlights 6 leadership styles: coercive, pacesetting, authoritative, affiliative, democratic, and coaching. It includes vignettes that each demonstrate a correct, incorrect, or possible use of a particular style. TN European School of Management & Technology #ES1401

The Morning Star Company: Self-Management at WorkMorning Star relies on a unique self-management model within its organization. Students will explore the challenges and opportunities around self-management and examine different compensation models that are consistent or inconsistent with this approach. Harvard Business School #914013

Ningbo FOTILE Kitchen Ware Co., Ltd.Since 2008 FOTILE has introduced philosophies from traditional Chinese culture into its management. The company believes this approach compensates for deficiencies in Western management concepts and creates a new Chinese enterprise management model. TN Tsinghua University #TU0049

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

Real-Time Leadership at Fabrinet (A): Navigating Through the 2011 Thailand Flood CrisisThis case illustrates the “real time” leadership concept exhibited by the Fabrinet management team during the fall 2011 floods that engulfed Thailand. The case shows how Fabrinet’s

“leadership DNA” contributed to the company’s ability to navigate through the crisis. TN Haas School of Business #B5795

(Re)Building a Global Team: Tariq Khan at TekTariq Khan spent a full day with the senior leadership of his potential new team. The team’s performance had declined sharply in the last 2 years, and he wanted to understand the causes of the problems. The meeting, however, raised more questions than it answered. Harvard Business School #414059

SkillsForTomorrow: A Management Team in CrisisA management consultant has been hired to fix morale issues at a branch of SkillsForTomorrow, a government-sponsored organization that helps at-risk young adults gain vocational training. Several factors are influencing the morale of the management team, some of which point directly to the sponsor of the consulting project. TN Ivey Publishing #W13331

UCSF Diabetes Center: Catalyzing Collaborative Innovation (A)When philanthropist Joanne Kagle donates $10 million to fund diabetes research, a team must determine the best way to leverage the funds in order to spark collaborative, cross-silo innovation. The (A) case ends with the team preparing to meet with funding recipients. The (B) case provides an update and shows how the philanthropist shifted remaining funds to endowments for the Diabetes Center. TN Haas School of Business #B5781

United Rentals (A)During the peak of the economic recession, United Rentals faced a crippling of its core business, securities fraud charges, a class action lawsuit, a failed merger, and the resignation of the company founder and chairman. During this time, the board started seeking candidates for both the CEO and Chairman positions. Harvard Business School #414043

Popular Cases

Army Crew TeamUsing objective, individual performance data, the coach of West Point’s crew team has put his top 8 rowers on 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

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

Corporate Solutions at Jones Lang LaSalle (2001)This case examines a corporate reorganization that took place at Jones Lang LaSalle in early 2001. The announced change would bring the company’s 3 business units under a single structure for the first time. TN Harvard Business School #409111

2 O R G A N I Z AT I O N A L B E H AV I O R • 2 0 1 5 *Reviews available to Premium Educators

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Leadership Development at Goldman SachsFollowing Goldman Sach’s explosive growth during the 1990s and its eventual IPO in 1999, a diverse group of leaders from across the firm were called on to create a “systematic and effective” leadership development program. After 6 months of brainstorming, discussions with colleagues, interviews with experts, and benchmarking best practices, it was finally time to present their findings to the management committee. TN Harvard Business School #406002

Leading Change at Simmons (A)The new CEO of Simmons considers whether to implement an untraditional training program as a central element of his change strategy. This case explores the challenge of managing large-scale organizational change and the role of leadership in engaging and motivating employees through that process. TN Harvard Business School #406046

Mount Everest—1996Describes 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. 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 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 the prior year. 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. Revised in 1998. TN Harvard Business School #498054

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

Æ 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 now 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

TN Teaching Note Available

4 O R G A N I Z AT I O N A L B E H AV I O R • 2 0 1 5 *Reviews available to Premium Educators

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

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. Westerly then presents an amended proposal to senior executives. If the implementation plan is deemed acceptable, she will be asked to implement it. TN #913527

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 allows for good discussion in addition to exposing them to case analysis.”

—Review on the HBP for Educators web site*

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 #913554

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

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 L

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

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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

Æ Find more Brief Cases at hbsp.harvard.edu/list/brief-cases

Multimedia Cases

Now available online, multimedia cases put students in the center of business dilemmas by bringing concepts to life with animated charts, audio, and video segments. Premium Educators can see a Free Trial of each case online.

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 MissionChronicles Columbia’s final mission from the perspective of 6 key managers and engineers associated with NASA’s space shuttle program. 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

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

TN Teaching Note Available L Audio Version Available

ARTICLES

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

New Articles

The Boardroom’s Quiet RevolutionExternally driven reforms have made corporate boards better at preventing fraud but have had little effect on board performance in setting strategy and supervising management. The authors’ study of successful boards suggests that many of them are regulating themselves and developing best practices in 4 key areas. Harvard Business Review #R1403H

Building a Game-Changing Talent StrategyGame-changing organizations like BlackRock, the Tata Group, and Envision are purpose-driven, performance-oriented, and principles-led. They all also share another important commonality: a superior talent strategy that guides and even drives their business strategies. Harvard Business Review #R1401D

Deciding How to DecideManagers have at their disposal a wide variety of tools—including decision analysis, scenario planning, and information aggregation tools—to help them make smart decisions despite uncertainty. But the sheer variety can be overwhelming. This article provides a model for matching the decision-making tool to the decision being made. Harvard Business Review #R1311C

Difficult Conversations 2.0: Thanks for the Feedback!In the realm of feedback, the receiver—not the giver—is the key player in the exchange. This article describes 3 triggers that lead managers to dismiss feedback and explains how to counteract them to help managers improve relationships and take control of their own development. Rotman School of Management #ROT237

Get Your Team to Do What It Says It’s Going to DoTo transition from vision to execution, leaders must spell out details of how their teams will accomplish their goals. One motivational tool that enables this is “if-then planning,” which helps organizations clearly express goals and avoid groupthink and other problems. “If-then planning” pinpoints conditions for success, increases everyone’s sense of responsibility, and helps close the gap between knowing and doing. Harvard Business Review #R1405E

How Netflix Reinvented HRWhen Netflix executives created a PowerPoint presentation about the organization’s talent management strategies it went viral and was viewed more than 5 million times on the web. In this article, the company’s longtime chief talent officer describes how Netflix attracts, retains, and manages stellar employees. Harvard Business Review #R1401E

IDEO’s Culture of HelpingRenowned for its creative output, the design firm IDEO has cultivated a network of mutual assistance among employees and is the model of a help-friendly organization. After extensive research, the authors explain 4 keys to building a help-friendly organization that leaders of other organizations can employ. Harvard Business Review #R1401C

6 O R G A N I Z AT I O N A L B E H AV I O R • 2 0 1 5 *Reviews available to Premium Educators

Making Business PersonalMost people expend considerable energy at work trying to hide inadequacies from colleagues. Seeing this energy as a wasted resource, the authors set out to identify

“deliberately developmental organizations”—companies that meld business growth with personal growth in every employee’s day-to-day work. Harvard Business Review #R1404B

You Can’t Be a Wimp—Make the Tough CallsRam Charan, a preeminent adviser to CEOs, shares what he has learned about decision making. Good decision making requires perceptual acuity, or the ability to see change coming; qualitative judgment, which allows leaders to formulate and select the right options; and credibility, which helps them gain acceptance for decisions. Harvard Business Review #R1311D

Popular Articles

Becoming the BossThe trials involved in becoming a first-time manager have serious consequences for the individual and the organization. Most new managers initially stumble because of a set of common misconceptions about what it means to be in charge. Harvard Business Review #R0701D

Before You Make That Big Decision...When executives make big strategic bets, they typically rely on recommendations from their teams. Those teams may have a very detailed understanding of the recommended course of action, but biases often creep into their judgment nonetheless. This article helps executives consider the potential biases of the recommending team and vet the quality of their decisions. Harvard Business Review #R1106B

How to Hang On to Your High PotentialsThis article describes best practices for executing high-potential programs, including the latest thinking on how to nominate and assess participants, design effective job rotations and stretch assignments, provide thoughtful rewards and incentives, and communicate about the program with the rest of the organization. Harvard Business Review #R1110D

Leading Change: Why Transformation Efforts FailIn this classic article, author John Kotter outlines the 8 key errors that can doom transfor-mational 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 HBP for Educators web site*

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

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

Passive-Aggressive OrganizationMany companies suffer from a cluster of pathologies that the authors place under the label

“passive aggressive.” At such organizations, conflict is rare and consensus is easy to reach, but at the end of the day even the best proposals fail to gain traction. The category takes its name from an organization’s quiet but tenacious resistance to corporate directives. Harvard Business Review #R0510E

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

Æ 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

Accelerate: Building Strategic Agility for a Faster-Moving WorldAt most companies, the organizational hierarchy is the singular operating system at the heart of the firm. But in Accelerate, John Kotter advocates a new system—a second, more agile, network-like structure that operates in concert with the hierarchy to create a “dual operating system.” Available as an eBook. Harvard Business Review Press #16954

Forget a Mentor, Find a Sponsor: The New Way to Fast-Track Your CareerManagers interested in fast-tracking their careers should consider a sponsor—a senior-level champion who believes in their potential and is willing to advocate for them. Economist Sylvia Ann Hewlett reveals the “two-way street” that makes sponsorship such a strong and mutually beneficial alliance. Available as an eBook. Harvard Business Review Press #11163

HBR Guide to Office PoliticsEvery organization has political drama, yet employees still need to work effectively with their 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 #16547

The Moment of Clarity: Using the Human Sciences to Solve Your Toughest Business ProblemsUsing theories and tools from anthropology, sociology, philosophy, and psychology, this book introduces a practical problem-solving framework called sensemaking. Sensemaking’s nonlinear approach gives executives a better way to understand business challenges involving shifts in human behavior. Available as an eBook. Harvard Business Review Press #11553

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Six Simple Rules: How to Manage Complexity without Getting ComplicatedThe number of structures, processes, and systems within organizations has increased exponentially over the last 60 years. This book outlines 6 simple rules to manage complexity, giving managers a much-needed tool to improve productivity, reengage the workforce, and enhance competitive advantage. Available as an eBook. Harvard Business Review Press #11408

What Happened to Goldman Sachs: An Insider’s Story of Organizational Drift and Its Unintended ConsequencesAuthor Steven G. Mandis examines the “organizational drift” at Goldman Sachs—addressing why and how the firm changed from using an ethical standard to a legal one as it grew to be a leading global corporation. This insider’s history offers invaluable perspectives to leaders interested in understanding and managing organizational drift. Available as an eBook. Harvard Business Review Press #11798

Chapters

The Dynamics of Inner Work Life: Understanding What Drives Human Motivation, Creativity, and High PerformanceThis chapter describes 3 components of an inner work life that most influence employees’ performance: emotions, perceptions, and motivation. By understanding how these elements form a dynamic, interconnected system, managers can see how their actions affect employees in surprising ways. From The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work #8597BC

The Four-Box Business Model Framework: Radical Change as a Manageable ProcessUsing examples from Whole Foods and Tata, this chapter outlines an explicit 4-box business model framework for transforming seemingly risky moves into a manageable process. This framework offers a road map to new possibilities for innovation, transformational growth, and renewal. From Seizing the White Space: Business Model Innovation for Growth and Renewal #5768BC

Heart of Danger (Why Leading Change Is Fraught with Risk)People are naturally resistant to change, especially if it involves loss or uncertainty, and many leaders don’t realize the danger they put themselves in by trying to effect it. One of a leader’s greatest challenges is to help people adapt to, and thrive in, evolving circumstances and to “stay alive” in the process. From Leadership on the Line: Staying Alive through the Dangers of Leading #1665BC

Offering Training Where It Is Valued Most: How Training Programs for Low-Level Employees Can Increase Your Firm’s Productivity and ProfitsImplementing successful training programs for low-level employees can increase a firm’s productivity, minimize turnover, improve work ethic, and help it recruit from communities formerly unable to join its workforce. This chapter describes the types of training that will provide the greatest benefits, how to structure that training, and how to secure buy-in from all levels of management. From Profit at the Bottom of the Ladder: Creating Value by Investing in Your Workforce #6031BC

H B S P . H A R VA R D . E D U 9 TN Teaching Note Available

Women and Leadership: Defining the ChallengesThis chapter examines how women leaders might navigate the leadership landscape more effectively, and how organizations might support them and stand to 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 #6144BC

Æ Find more books and chapters at hbsp.harvard.edu/list/book-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. Seat Time: 90 minutes TN #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 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. Seat Time: 120 minutes TN #7000 • Now available in Spanish #7000-HTM-SPA

“Excellent tool to observe the leadership and team work in action. Participants get really involved in the simulation and they behave like in a real life experience.”

—Review on the HBP for Educators web site*

Æ Find more Simulations at hbsp.harvard.edu/list/simulations

10 O R G A N I Z AT I O N A L B E H AV I O R • 2 0 1 5 *Reviews available to Premium Educators

NEW! 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

Æ Find more Case Startup Kit cases at hbsp.harvard.edu/list/casestartupob

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 alternative suggestions. Popular modules in Organizational Behavior include:

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

Æ Find more Course Modules at hbsp.harvard.edu/list/course-module

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. 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

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

H B S P . H A R VA R D . E D U 11 TN Teaching Note Available

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) � George & Jones: Organizational Behavior (Prentice Hall) � Gibson, Ivancevich & Donnelly: Organizations (Irwin/McGraw-Hill) � Hellriegel and Slocum: Organizational Behavior (Thomson) � Kreitner & Kinicki: Organizational Behavior (McGraw-Hill) � Robbins & Judge: Organizational Behavior (Prentice Hall)

Æ Find more Textbook Case Maps at hbsp.harvard.edu/list/textbook-case-maps

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

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

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Case Analysis CoachIDEAL FOR STUDENTS NEW TO CASE LEARNING

Seat Time: 30–120 minutes (depending on the depth of analysis desired)

#4380

Premium Educators registered at hbsp.harvard.edu can see a Free Trial.

Not registered? APPLY NOW educatoraccess.hbsp.harvard.edu

The Case Analysis Coach is a self-paced tutorial that offers a concise introduction to the key concepts required for the analysis of business case studies. Delivered entirely online, the tutorial offers a framework that will prepare students for situations including formal presentations, written reports, “cold calls” during classroom discussion, and final exams.

The tutorial requires students to interpret both qualitative and quantitative data and develop short- and long-term action recommendations. It also includes a Case Analysis Worksheet that students can use repeatedly to analyze actual cases assigned for coursework.

© 2014 Harvard Business School Publishing.

Harvard Business Publishing is an affiliate of Harvard Business School.

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EXECUTIVE EDUCATION

ACADEMIC PRICE

Articles $6.95 $3.95

Cases $6.95 $3.95

Core Curriculum $15.90 $7.95

Multimedia Cases $25.00 $8.00

Online Courses $90.00–$150.00 $45.00–$75.00

Simulations $45.00 $15.00

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

ACADEMIC DISCOUNTS FOR STUDENTS

Visit the Harvard Business Publishing for Educators web site for access to course planning tools and student discounts.

Annual contracts for academic institutions are also available which provide additional discounts on course materials.