Organizational Behavior Course Case Map

ORGANIZATIONAL BEHAVIOR
Course Case Map for
Mapping for
by Stephen P. Robbins | Timothy A. Judge
15th Edition, Prentice Hall
www.etcases.com
Course Case Map for
ORGANIZATIONAL
BEHAVIOR
INDIVIDUAL
GROUP
Attitudes
Personality
Perception
Motivation
Emotions
Work Teams
Communication
Leadership
Power & Politics
Conflict
ORGANIZATIONAL
SYSTEM
Organization
Structure
Organizational
Culture
Organizational
Change
Purpose of the Course: Organizational Behavior as a course

helps understand people and their behaviour. It is the only course
that helps the participants to look inwards to understand the
outwardly behaviour of others. As it is a synthesis course,
majority of the courses underpinnings come from allied
disciplines (like Sociology, Psychology, Anthropology, etc.). A
deep and rightful appreciation of the course's insights would be
highly useful to shape ones career.
This course aims at preparing participants/ learners to answer the
following questions:
1.
Why do people behave the way they behave? Do I need to

understand them in my own interest or in their interest or in
our interest?
2.
What does it take to be an effective manager and a leader?

What specific traits or characteristics should I be endowed
with for being an effective manager and a leader?
3.
What are the characteristics of very high performing teams

and how can I be a part, the influencer, the leader and the
creator of a high performing team?
4.
Why do people disagree? Should people agree all the time?

Why do conflicts arise and are there any ideal ways to resolve
them?
5.
How do organizational cultures get shaped up and how can I

integrate my work culture with organizational culture to
ensure perfect goal congruence?
THE TAP PHILOSOPHY

T=Team Building
A=Adaptability
P=Positive Attitude
Team Building relates to the
concept of Groups
Adaptability relates to the
concept of Organizational
Systems
and
Positive Attitude relates to the
concept of Individuals
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Course Case Map for
Must-Read Article / Background Notes Inventory
Managing Oneself, Peter F. Drucker (HBR, MarchApril 1999)

What Makes an Effective Executive, Peter F. Drucker (HBR, June 2004)
Theyre Not Employees, Theyre People, Peter F. Drucker (HBR, February 2002)
How to Make People Decisions, Peter F. Drucker (HBR, July-August 1985)
How Hardwired is Human Behavior, (HBR, JulyAugust 1998)
Building Competitive Advantage Through People, (SMR, Winter 2002)
The Managers Job: Folklore and Fact, Henry Mintzberg (HBR, March 1990)
Manage Your Human Sigma, (HBR, JulyAugust 2005)
The Discipline of Teams, (HBR, 1993)
What Great Managers Do, (HBR, March 2005)
What Great Leaders Do, (HBR OnPoint Collection)
What Makes a Leader, Daniel Goleman (HBR, 1998)
Power is the Great Motivator, David C. McClelland; David H. Burnham (January 2003)
Make Your Values Mean Something, (HBR, July 2002)
Understanding People People, (HBR, June 2004)
The Human Moment At Work, (HBR, JanuaryFebruary 1999)
The Four Principles of Enduring Success, (HBR, JulyAugust 2007)
The Passive-Aggressive Organization, (HBR, October, 2005)
Teaching Smart People How to Learn, (HBR, MayJune, 1991)
The Leaders New Work: Building Learning Organizations, (SMR, Fall 1990)
Is Yours a Learning Organization?, (HBR, May 2008)
Unleashing the Power of Learning: An Interview with BPs John Browne, (HBR,
SeptemberOctober 1997)
Give Me That Old-Time Motivation, (HBR, JulyAugust 2006)
One More Time: How Do You Motivate Employees, (HBR, 1968)
Job Sculpting: The Art of Retaining Your Best People, (HBR, SeptemberOctober
1999)
Real Reason People Wont Change, (HBR, November 2001)
The Four Bases of Organizational DNA, (s+b, Winter 2003)
Home Depots Blue Print for Culture Change, (HBR, April 2006)
Managing Without Managers, (HBR, SeptemberOctober 1989)
Leading By Leveraging Culture, (CMR, Summer 2003)
Power and Politics in Organizational Life, (HBR, MayJune 1970)
www.etcases.com
Competent Jerks, Lovable Fools and the Formation of Social Networks, (HBR, June
2005)
Building the Emotional Intelligence of Groups, (HBR, March 2001)

Managing Multicultural Teams, (HBR, November 2006)
The Five Minds of a Manager, (HBR, November 2003)
Firing Up the Frontline, (HBR, MayJune 1999)
Level-5 Leadership, (HBR, January 2001)
Stop Looking for Passion at Work, (S+B, Video, January 21st 2014)
Finding Meaning at Work, Glenn Rifkin, (S+B, 1996)
What the Heck Is a Company, Anyway? Reflections on Identity, David Berreby, (S+B, 1997)
Defining Moments: When Managers Must Choose between Right and Wrong, Joseph L.
Badaracco Jr. (S+B, 1998)
The Barista Principle Starbucks and the Rise of Relational Capital, Ranjay Gulati, Sarah
Huffman and Gary L. Neilson (S+B, 2002)
The Human(e) Factor: Nurturing a Leadership Culture, Rolf Habbel (S+B, 2002)
The 7 Types of Organizational DNA, Gary L. Neilson, Bruce A. Pasternack and Decio Mendes
(S+B, 2004)
Widely-used Books for Organizational Behavior
Effective Executive by Peter F. Drucker

Im O.K Youre O.K. by Thomas Harris
Games People Play: The Psychology of Human Relationships by Eric Berne
The 7 Habits of Highly Effective People by Stephen R. Covey
What Management Is: How It Works and Why It's Everyone's Business by Joan Magretta
Great Work: How to Make a Difference People Love by David Sturt
How to Win Friends and Influence People by Dale Carnegie
Productive Workplaces: Dignity, Meaning, and Community in the 21st Century by Marvin R.
Weisbord
Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink
Joy, Inc.: How We Built a Workplace People Love by Richard Sheridan
The Moment You Can't Ignore: When Big Trouble Leads to a Great Future by Malachi OConnor,
Barry Dornfeld
The Circle by Dave Eggers
The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness
Essentials) by Peter F. Drucker
Course Case Map for
Hollywood Classics
Shrink
The Pursuit of Happyness
Hollywood Classics
Goal II
The Devil Wears Prada
Seabiscuit
Dead Poets Society
Useful Websites
Good Will Hunting
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Notting Hill
Knowledge@Wharton
HBS Working Knowledge
s+b
McKinsey Quarterly
AT Kearney
FT
Hewitt Associates
Mercer Management Consulting
Jerry Maguire
Course Case Map for
List of Mapped ET Cases Case Studies for Organizational Behavior
S.No. Chapter
1
Case Study/
Case Flyer/Case Brief
Key Concepts
S.No. Chapter
Case Study/
Case Flyer/Case Brief
Key Concepts
Chapter I: What is
Organizational
Behavior?
Scaling Up a Startup:
iKures People and
Organizational
Challenges
Attitudes; Attitudes and job satisfaction; Motivation; Attitudes and

motivation; Intrinsic and extrinsic motivation; Team building;
Social entrepreneurship; High performance teams; Organizational
structure; Organizational culture; iKure
12
Yum! Brands Secret

Sauce of Success:
Recognition-Based
Team-Building?
Team Building; High Performing Teams; Team Building & Leadership;

Building Teams in MNCs; Leadership in Team Building; Organizational
Culture; Multi-Cultured Teams; Building High Performance Teams;
Yum! Brands; QSR Industry
Chapter II:
Ashok Leyland Limited:

Building Competitive
Advantage through
Generational Diversity
Strategic HRM; Competitive advantage; Strategic HRM and

competitive advantage; Millennials' work values; Millennials and
generational diversity; Cross-functional teams;
Ashok Leyland Limited
13
Diversity in
Organizations
Uninspiring
Communication at
Life Inspired
Chapter II:
Millennial Dreamers
Millennials/Gen Y; Millennials at the Workplace; Millennials'

workplace expectations; Engaging the millennials; Millennials'
characteristics; Managing the millennial workforce; Workforce
and Generational diversity
Organizational communication & organizational structure;

Organizational communication & startups; Organizational
communication processes; Direction of communication;
Interpersonal communication; Organizational communication for
small group networks; Organizational communication breakdown
Leadership
Leadership and
Authenticity
Leadership; Authentic Leadership; Authenticity; Leadership Style;

HRM; Organizational Behavior; OB; Authentic Brands;
Leadership Trait
Chapter XII:
Humble Leaders
Leadership; CEOs vs Leaders; Effective Leader; Humility and

leadership; Humble CEOs; Qualities of an Effective Leader; Team
Building; Team Spirit
India Inc. and

Young CEOs
Leadership; Leadership challenges; Leadership style; Leadership

patterns; CEOs; Young leaders; Young CEOs; Demographic dividend;
Leadership in Family Businesses
Diversity in
Organizations
4
Chapter III:
The DNA of Success
Attitudes
and Job
Satisfaction
5
Chapter IV:
Emotions
and Moods
6
Chapter IV:
Emotions
and Moods
7
Chapter V:
Personality
and Values
Chapter V:
Personality
and Values
Chapter V:
Personality
and Values
10
Chapter VI:
Perception
and Individual
Decision
Making
11
Chapter VII:
Motivation
Concepts
www.etcases.com
Being Successful; The DNA of Success; OB Case Study on Attitudes;

Organizational Behavior Case Study on Attitudes; Qualities of How
to be Successful; Being Successful; Realizing Dreams; Vineet Nayar;
Deep-Rooted Conviction in Goals; Uniqueness; Looking Beyond
Distractions
Chapter X:
Understanding
Work Teams
Chapter XI:
Communication
14
15
Chapter XII:
Leadership
16
Chapter XII:
Leadership
The Burgeoning Market Online Counseling; Counseling; Online Intervention; Critical Success
of Online Counseling
Factors; Organizational Behavior; Venture Capital; Psychotherapy;
Firms in India
Psychology; Trust; Trust Building
17
Chapter XIII: Power

and Politics
Mike Tyson: Punches,

Prison and Pygmalion
Effect
Pygmalion Effect and Emotional Intelligence
Workplace Harassment Workplace Harassment; Sexual Harassment; Workplace Bullying;

Harassment; HR Practices; Bullying; Perception; Learning; Attitudes;
Recruitment; Culture
18
Chapter XV:
IIM Lucknow's
MANJUNATH
SHANMUGAM:
Purpose-Driven
Personality and
The Value of Values
Personality & values; Personality & personal values; Personality types

& work values; Personality type & work behavior; Personality, values
& the Big Five Personality Model; Personality, values & terminal
values; Personality, values & instrumental values; Personality, values &
John Hollands personality-job fit theory; Personality, values & core
self-evaluation; Personality, values & propensity for risk taking
Zappos Holacracy:
Would It Thrive in
Bezocracy?
Organizational Structure; Organizational Structure and

Organizational Culture; Zappos' Organizational Structure; Holacracy
at Zappos; Manager-less System and 'Managing Without Managers;
Self-managed Teams at Zappos; Nucors and Semcos Organizational
Cultures; Jeff Bezos, Tony Hsieh and Zappos
Better Work@Better
Designed Office?
Reverse Brain Drain

and Indian Value
System
Brain Drain; Reverse Brain Drain; Personal Value System of

Individuals; Indian cultural values; Indian Institutes of Excellence;
Illustrious Indians; Returnee Indians; Indian Diaspora; Reverse Brain
Drain and Indian Value System; OB Case Study on Individual Values;
Indian Value system
Workplace design; Office design; Workplace design & organizational

performance; Office design & employee productivity; Organizational
culture and office design; Millennials; Millennials workplace
expectations; Office designs of the best companies to work for;
The Best Companies to Work For; Wellness at the workplace
Fungineering@Work
Fungineering; Fun at workplace; Forced Fun; Fun at work; Employee

happiness; FORTUNE; Best Place to Work; Emotional Labour;
Fairness at Work; HRM; OB
Indian Startups'
Organizational Culture:
Founders' Foundation
or Future Orientation?
Organizational culture; Corporate culture; Work culture; Startup

culture; Founders and organizational culture; Millennials and
organizational culture; Positive organizational culture; Artifacts,
values and organizational culture; Organizational culture formation
Spirituality Quotient
and Business
Management
MBA Curriculum; Business Schools Curriculum; MBA and

Professions; MBA and Ethical Decision-Making; MBA and Corporate
Expectations; MBA and Course Delivery; MBA and Spiritual Quotient
Collective Perceptions
and Country Image
Perceptions; Collective Perceptions; Image Building; Brand Image of

India; Rajat Gupta and India's Image; Brand India; Indias Brand
Value; India in Brand Finances Country Brand Index; Country Brand
Index; OB Case Study on Perceptions; Managing Perceptions;
Managing Collective Perceptions; Indias Perception Damage;
National Image of India; Collective Perceptions and Country Image
Case Research
Managers @
Professional Cases:
Motivating for Mission
Motivation; Motivation theories; Maslow's hierarchy of needs;

Self-motivation; Motivation and organizational performance;
Motivation and self-image; Contemporary theories of motivation;
Motivation and Pygmalion effect
Foundations of
Organization
Structure
19
Chapter XVI:
Organizational
Culture
20
Chapter XVI:
Organizational
Culture
21
Chapter XVI:
Organizational
Culture
22
Chapter XVII:
Malala Yousafzai:
Organizational
Change Agent in an
Change and Stress Unchanged World?
Management
Malala Yousafzai as a change agent; Change agents; Malala Case

Study; Leadership and change management; Accidental change
agents; Purposeful change agents; Women change agents; Girls
education; Malala from Pakistan; Universal change agents; Visionary
leaders; Malala; Malala Yousafzai; Malala from Swat Valley
23
Chapter XVII:
Feeling Anxious? Don't

Organizational
Relax, Get Excited!
Change and Stress
Management
Anxiety; Stress; Nervousness; Work Related Stress; Managing Stress

and Anxiety; Job Responsibilities and Anxiety; Job Performance and
Anxiety; Job Responsibilities and Stress; Anxiety & Excitement;
Performance Anxiety
S.No.
S.No.
Mapping for Chapter I:

What is Organizational Behavior?
CASE BRIEF
Mapping for Chapter II:

Diversity in Organizations
CASE STUDY
Ashok Leyland Limited: Building Competitive Advantage through

Generational Diversity
Scaling Up a Startup: iKures People and

Organizational Challenges
Abstract:
Abstract:
Ideally suited to introduce Organizational Behavior course, this Case Brief sensitizes the
participants/students to the scope of purported intent of Organizational Behavior Course presented by
iKure Founder and CEO, Sujay Santra. This Case Brief enables an appreciation of five of the most important
aspects of organizational behavior course Attitudes (Job Satisfaction), Motivation, Team Building,
Organizational Structure and Organizational Culture. Being a very successful affordable-healthcare
startup, located in Kolkata (operating in the remote villages of West Bengal, India), iKures organizational
challenges are quite intriguing and when these are interspersed with the composition of the team, the
learning outcomes can be quite pronouncing.
This case study can be effectively used for a discussion on how to bridge the generational gaps at
workplace. While some tout generational diversity to be an invisible competitive advantage, several
others caution that if not used correctly, the same generational diversity can become an organizational
stumbling block, as was the case at Ashok Leyland Limited (ALL), Indias second largest commercial
vehicle manufacturer. Faced with stiff (foreign) competition, in the light of deregulated business
environment during early 1990s, and the following demographic changes, ALL reoriented itself to have
higher composition of millennials/Gen Y in its workforce. By 2005, nearly 40% of total ALL employees
were millennials. The seniors/the company veterans viewed it diametrically opposite. It was a new
challenge for ALL and new problems cannot be solved by old solutions. Could ALL turn around the tables?
Pedagogical Objectives
To construct the basic premises of Organizational Behavior Course through iKures organizational startup challenges
To help iKures Founder and CEO, Sujay Santra to resolve his dilemmas on having the perfect attitude for the
progressive startup, motivating his startup team members, fostering comradeship amongst his startup team,
designing the most appropriate organizational structure and creating a high-performance and purposeful
organizational culture
To understand and analyze Ashok Leyland Ltd.s (ALLs) business landscape and the emergence of its strategy curve in
context to how the structure (the environment) forces a companys strategy
To understand the reasons for generational disconnect at Ashok Leyland Ltd.(ALL) and analyze the same in the light
of millennials characteristics
To discuss and debate on the initiatives taken by ALL to bridge the generational gaps to create a unified and
purpose-oriented workforce and analyze the efficacy of the initiatives
To contextualize the role and efficacy of corporate culture and cross-functional teams in effecting a lasting
organizational change
Key Concepts/Keywords
Attitudes; Attitudes and job satisfaction; Motivation; Attitudes and motivation; Intrinsic and extrinsic motivation; Team
building; High performance teams; Organizational structure; Organizational culture; iKure; Social entrepreneurship
Chapter Reading/Background Material:
Stephen P. Robbins, et al., Attitudes and Job Satisfaction, Organizational Behavior, 15th
Kindersley (India) Pvt. Ltd., 2013
Stephen P. Robbins, et al., Motivation Concepts, Organizational Behavior, 15th Edition, Dorling Kindersley (India)
Pvt. Ltd., 2013
Stephen P. Robbins, et al., Understanding Work Teams, Organizational Behavior, 15th Edition, Dorling Kindersley
(India) Pvt. Ltd., 2013
Rishikesha T. Krishnan, Linking Corporate Strategy and HR Strategy: Implications for HR Professional,
Emerging Asia: An HR Agenda, Tata McGraw Hill, 2005
Stephen P. Robbins, et al., Foundations of Organization Structure, Organizational Behavior, 15th Edition, Dorling
Sumantra Ghoshal and Christopher A. Bartlett, Changing the Role of Top Management: Beyond Structure to
Processes, Harvard Business Review, January 1995
Stephen P. Robbins, et al., Organizational Culture, Organizational Behavior, 15th Edition, Dorling Kindersley (India)
Pvt. Ltd., 2013
Edition, Dorling
Strategic HRM; Competitive advantage; Strategic HRM and competitive advantage; Millennials work values; Millennials
and generational diversity; Cross-functional teams; Ashok Leyland Limited
Thomas Eisenmann and Alison Berkley Wagonfeld, Scaling a Startup: People and Organizational Issues,
Harvard Business School, February 23rd 2012
Donald N. Sull, Why Good Companies Go Bad, Harvard Business Review, July-August 1999
Jeanne C. Meister and Karie Willyerd, Mentoring Millennials, Harvard Business Review, May 2010
Jacquelyn B. James et al., Generational Differences in Perceptions of Older Workers Capabilities, The Centre
on Aging & Work, www.bc.edu, November 2007
Clayton M. Christensen, What is an Organizations Culture?, Harvard Business School, October 12th 2004
How Do Generational Differences Impact Organizations and Teams?, www.birkman.com
Dan Senor and Saul Singer, Start-up Nation: The Story of Israels Economic Miracle, Twelve, November 4th 2009
Paul R. Dannar, Millennials: What They Offer Our Organizations and How Leaders Can Make Sure They
Deliver, Journal of Value-Based Leadership, 2013
Tamara J. Erickson, Plugged In: The Generation Y Guide to Thriving at Work, HBSP, November 3rd 2008
Neil Howe and William Strauss, The Next 20 Years: How Customer and Workforce Attitudes Will Evolve,
Harvard Business Review, July 2007
iKure I Interview with Sujay Santra, Founder & CEO, https://www.youtube.com/watch?v=G7ahhb0BZG8
iKure II Social Enterprises and Impact Capital, https://www.youtube.com/watch?v=YkYow_eYkEc
iKure III Interview with Startup Team, https://www.youtube.com/watch?v=ylvCEKuob8s
iKure IV The Working of WHIMS, Wireless Health Incident Monitoring System,

https://www.youtube.com/watch?v=p60KQ79imJA
iKure V The Operationalization of iKures Rural Healthcare Centre (RHC),

https://www.youtube.com/watch?v=Q7QPCN_dxW0
www.etcases.com
Sylvia Ann Hewlett, et al., How Gen Y and Boomers Will Reshape Your Agenda, HBR, July 2009
Jim Collins, How The Mighty Fall: And Why Some Companies Never Give In, Random House Business, 2009
Millennials in the Workplace: Human Resource Strategies for a New Generation,

www.lifecourse.com/workplace
Course Case Map for
S.No.
S.No.
Mapping for Chapter II:

Diversity in Organizations
CASE FLYER
Mapping for Chapter III:

Attitudes and Job Satisfaction
CASE FLYER
The DNA of Success
Millennial Dreamers
Abstract:
Abstract:
This case flyer can be used to understand the work values of millennials and also to debate on their
intriguing contradictions. While millennials, by virtue of their generational existence, are bestowed with
several progressive and futuristic characteristics, managing their work behavior can be quite daunting if
the organizations havent made focused plans to align them with the other generations. How and why
are the millennials different from the previous generations? As outlined in the base article, the restless and
the tech-savvy generation has its own apprehensions and aspirations. What are the organizational
implications of millennials unique workplace characteristics? Discussing on the need for organizations to
adapt to the millennials requirements, the case flyer helps identify the ways in which the millennials can
be engaged.
This case flyer enables a discussion on the power of self-belief in making an individual successful in
realizing his dreams. The case flyer helps develop a deep understanding of the definition of success. What
is the role of environment and that of self in providing a platform for success? Suitable for teaching the
concept of attitudes in Organizational Behavior course, the case flyer discusses three qualities that
according to the author of the accompanying article, Vineet Nayar, are instrumental in realizing ones
dreams embracing ones uniqueness, looking beyond distractions and having a deep-rooted conviction
in ones goals. The case flyer reinforces the idea that being in control of ones mind takes one closer to
being successful in realizing his/her dreams.
To understand what distinguishes Millennials/Gen Y from Gen X, Baby Boomers, Veterans or Generalists and
understand Millennials characteristics
To discuss on the challenges that companies would face in managing millennial workforce and debate on the ways
and means to overcome those challenges
To discuss and debate, based on millennials characteristics, the role HR departments should play in synergizing their
contributions and aligning them with other generations in the workplace
To define the DNA of success
To identify the various platforms of preparation and to assess the role of environment and self in achieving success
Attitudes; Being Successful; The DNA of Success; OB Case Study on Attitudes; Organizational Behavior Case Study on
Attitudes; Qualities of Being Successful; Realizing Dreams; Vineet Nayar; Uniqueness; Looking Beyond Distractions;
Deep-Rooted Conviction in Goals; How to be Successful
Millennials/Gen Y; Millennials at the Workplace; Millennials workplace expectations; Millennials characteristics;

Engaging the millennials; Managing the millennial workforce; Workforce diversity; Generational diversity
Clayton M. Christensen, How Will You Measure Your Life?, Harvard Business Review, July-August 2010
Vineet Nayar, A Maverick CEO Explains How He Persuaded His Team To Leap, Harvard Business Review,
June 2010
Peter F. Drucker, et al., HBRs 10 Must Reads on Managing Yourself, Harvard Business Press Books, January
3rd 2011
Paul R. Dannar, Millennials: What They Offer Our Organizations and How Leaders Can Make Sure They
Deliver, The Journal of Values-Based Leadership, January 16th 2013
Traditionalists, Boomers, Xers, And Millennials: Giving And Getting The Mentoring You Want,
http://www.brown.edu/Administration/Provost/Advance/Trower%20Generations%20and%20Mentoring.pdf
Vince Molinaro, Do Millennials Really Want Their Bosses to Call Their Parents?,
http://blogs.hbr.org/2014/04/do-millennials-really-want-their-bosses-to-call-their-parents/, April 14th 2014
Jessica Brack, Maximizing Millennials in the Workplace, http://www.kenan-flagler.unc.edu/executivedevelopment/custom-programs/~/media/DF1C11C056874DDA8097271A1ED48662.ashx
Neil Howe and Reena Nadler, Millennials in the Workplace: Human Resources Strategies for a New
Generation, http://www.lifecourse.com/assets/files/Millennials_ITW_PB_WEB.pdf
Jennifer Sabatini Fraone, The Multi-Generational Workforce: Management Implications and Strategies for
Collaboration, https://www.bc.edu/content/dam/files/centers/cwf/research/publications/pdf/MultiGen_EBS.pdf
Jeanne C. Meister and Karie Willyerd, Mentoring Millennials, Harvard Business Review, May 2010
www.etcases.com
Peter F. Drucker, Managing Oneself, Harvard Business Review, January 2005
Harsha Bhogle, Achievers of Excellence IIM Ahmedabad (Harsha Bhogles Speech on Excellence at IIM
Ahmedabad), http://vimeo.com/1746368, July 30th 2005
Course Case Map for
S.No.
S.No.
Mapping for Chapter IV:

Emotions and Moods
CASE FLYER
Mapping for Chapter IV:

Emotions and Moods
The Burgeoning Market of Online Counseling Firms in India
CASE STUDY
Mike Tyson: Punches, Prison and Pygmalion Effect
Abstract:
Abstract:
This case flyer and the accompanying article enable a discussion on the astounding growth of online
counselling firms and the growing need for psychological counselling among working professionals and
students, alike. It offers a platform to deliberate on the various reasons that have made online counselling
a popular medium for sharing ones emotions. What are the critical success factors for online counselling
firms? How should online counselling firms differentiate their service offerings? Given the nature of the
industry, trust building becomes an essential ingredient for building successful online counselling firms.
Can social media platforms help online counselling firms in building trust amongst its existing and
potential clientele? Indians have for long shied away from discussing matters pertaining to their emotions
with professional therapists. Online counselling firms have gifted Indian audiences a mask which offers
them the ease of communicating with a professional without disclosing their identities. Can an online
counsellors empathy levels be as befitting as desired by the person in need? Can constant and regular
online counselling degenerate into an unwarranted addiction or weakness?
This case study can be used to highlight the importance of the concept of Pygmalion Effect and to analyze
the five elements of Emotional Intelligence, which are responsible in shaping up an individuals behavior
and professional success. Structured around the life of boxing champion Mike Tyson, this case study
helps in understanding how Pygmalion Effect may or may not have the desired effect. Felon, famed boxer,
addict, philosopher Mike Tysons life had been a roller-coaster ride defying expectations and
conventional wisdom. The world would never have expected the youngest heavyweight boxing
champion to be a boy with a tough and troubled childhood. No one would have imagined Tyson to have
been brought up in a broken home in the poorest neighborhood in Brooklyn with numerous stints across
various detention centres. Could Tyson attain such dizzying levels of success without his coach and
mentor, Cus DAmato? The surreal rise to fame and glory, followed by a shameful downfall marred with
controversies only to be completed by an unbelievable transformation. Tysons life has been a tumultuous
journey beyond imagination. Was Tysons troubled childhood responsible for his recklessly violent
behavior both, inside and outside the ring? What impact did Pygmalion effect have on Tyson? What kind
of behavior, professional and personal, is expected from sporting personalities pursuing violent sports
like boxing, wrestling, etc.?
To understand the contributing factors for the growth of online counselling firms in India
To discuss whether online counselling is a boon or a bane
To understand how companies are building an ecosystem using an individuals emotional upheaval as a foundation
To understand the antecedents and influencing factors of Mike Tysons socially controversial and unacceptable
behaviour and discuss the role of mentor in his early-life transformation
Online Counseling; Counseling; Online Intervention; Critical Success Factors; Organizational Behavior; Venture Capital;
Psychotherapy; Psychology; Trust; Trust Building
To discuss the relationship between some of the violent sports and the expected behaviours of such sports
personalities and the influence on their personal lives.
To discuss and debate on how and how not the Pygmalion effect worked on shaping the life of Boxing Hall of Fames
star, Mike Tyson and to analyze the limitations of Pygmalion effect
Daniel Goleman, et al., Primal Leadership, Harvard Business Review, December 2001
Shrink, Ignite Entertainment and Trigger Street Production, 2009
Pygmalion Effect and Emotional Intelligence
www.etcases.com
J. Sterling Livingston, Pygmalion in Management, Harvard Business Review, September-October 1988
Daniel Goleman, What Makes a Leader, Harvard Business Review, November-December 1998
Mike Tyson and Larry Sloman, The Undisputed Truth, Harper Collins, 2013
Tyson, Sony Pictures Classic, September 14th 2008
Course Case Map for
S.No.
S.No.
Mapping for Chapter V:

Personality and Values
CASE STUDY

IIM Lucknows MANJUNATH SHANMUGAM:

Purpose-Driven Personality and The Value of Values
CASE FLYER
Reverse Brain Drain and Indian Value System
Abstract:
Abstract:
This Case Study is written to highlight how work behavior gets influenced by personality traits and values.
Set in the backdrop of the poignant story of Indian Institute of Management (IIM), Lucknows Manjunath
Shanmugam (Manjunath), this Case Study enables an engaging discussion and rightful appreciation of
personality traits and values that would shape ones work behavior. Being aware of the dealers blatant
malpractices in his territory, Manjunath (working for Indian Oil Corporation) mustered the courage to set
right the system, against the sagely advice of his family and friends. Manjunath, affectionately called
Machchan by his friends and family members, fell to the bullets of unscrupulous, unsavory, and uncouth
criminals controlling the oil supply in rural Uttar Pradesh, India. He laid down his life in serving and
protecting his companys interests. Was he driven by the fear of failure? What were the values that drove
him to take on the powerful and intimidating oil mafia? What was his personality that motivated him to go
to the extreme, to lay down his life for a cause? What does Manjunaths legacy mean for management
graduates? Should Manjunath be revered as a real hero or an emotional fool?
This case flyer enables a discussion on the recent trend of reverse brain drain into India and explores the
likelihood of a relationship between personal value systems of individuals and reverse brain drain. As
discussed in the accompanying article, the case flyer helps in identifying the factors that have led to this
recent trend. What does it take for well-settled and extremely well-to-do Indians to come back to India
and serve the parent country? The case flyer debates as to why do Indians after receiving high-class
education and training at the premier Indian educational institutes choose to serve a foreign nation rather
than serving their own country. The case flyer is suitable for teaching the concept of Personality and
Values in Organizational Behavior course.
To understand the determinants of personality and values and to analyze the importance of personality-types and
values for organizational performance
To analyze how personality-types and values determine work behavior and debate on the ways and means (the
signals) to predict work behavior
To discuss and debate on how to shape up high-performance, purpose-driven and values-guided personalities and
the limitations of value-led and purpose-driven pursuits in the light of Manjunaths poignant episode
To debate whether personalities shape values or values shape personalities
To understand the role of Indian diaspora in the making of illustrious Indians
To debate on the paradox of worlds best talent made in India but used abroad
To analyze the recent phenomenon of reverse brain drain into India
Brain Drain; Reverse Brain Drain; Personal Value System of Individuals; Indian Cultural Values; Indian Institutes Of
Excellence; Illustrious Indians; Returnee Indians; Indian Diaspora; Reverse Brain Drain and Indian Value System; OB Case
Study on Individual Values; Indian Value system

Personality and values; Personality and personal values; Personality types and work values; Personality type and work
behavior; Personality, values and the Big Five Personality Model; Personality, values and terminal values; Personality,
values and instrumental values; Personality, values and John Hollands personality-job fit theory; Personality, values and
core self-evaluation; Personality, values and propensity for risk taking
Value system of the protagonist Leigh Anne Tuohy in the movie, The Blind Side, played by Sandra Bullock
Runa Mukherjee Parikh, Reverse Brain Drain Swifter, http://articles.timesofindia.indiatimes.com/2013-0919/ahmedabad/42216954_1_indian-institute-brain-drain-family-ties, September 19th 2013
Reverse brain drain? Better research facilities see Indian scientists return,
http://www.newindianexpress.com/nation/Reversing-brain-drain-Better-research-facilities-see-Indian-scientistsreturn/2013/08/04/article1717835.ece, August 4th 2013
Swades, Directed by Ashutosh Gowarikar, Ashutosh Gowarikar Productions Pvt. Ltd., Dillywood and UTV Motion
Pictures, 2004
What US Imports from India..., http://www.youtube.com/watch?v=-l0Y-bTPz6k, December 3rd 2011
Stephen P. Robbins, et al., Personality and Values, Organizational Behavior, 15th Edition, Dorling Kindersley (India)
Pvt. Ltd., 2013
Thomas Donaldson, Values in Tension: Ethics Away from Home, HBR, September-October 1996
Joseph L. Badaracco, Jr., Personal Values and Professional Responsibilities, HBS, April 14th 2005
Nigel Nicholson, How Hardwired is Human Behavior?, HBR, JulyAugust 1998
Harry Levinson, The Abrasive Personality, HBR, MayJune 1978
Herminia Ibarra, National Cultures and Work-Related Values: The Hofstede Study, HBS, January 31st 1996
Robert S. Harris, Terminal Values, Multiples, and Competitive Advantage, Darden Business Publishing, 1997
Manjunath, Written and directed by Sandeep A Varma, Produced by Viacom 18 Motion Pictures, NFDC and ICOMO,
2014
www.etcases.com
Stephen P. Robbins, et al., Personality and Values, Organizational Behavior, 15th Edition, Dorling Kindersley
(India) Pvt. Ltd., 2013
Course Case Map for
S.No.
S.No.

CASE FLYER
10
Mapping for Chapter VI:

Perception and Individual Decision Making
Spirituality Quotient and Business Management
CASE FLYER
Collective Perceptions and country Image
Abstract:
Abstract:
This case flyer and the base article enable a discussion on the renewed emphasis being laid by premier
Indian business schools on the concept of spirituality. It provides a platform to debate on the role of
spirituality-based subjects in grooming future leaders. Driven by the expectation that focussing on the
spirituality quotient would instil values such as external resilience and the ability to handle stress, Indian
B-schools are introducing courses like the 'Science of Spirituality' and 'Embedded Leadership Excellence',
among others, in their Executive MBA and PGDM programs. Indian business schools have embraced this
new impetus on spirituality quotient with the expectation of grooming future leaders with a long-term
and all-encompassing outlook. Are values like leadership and compassion innate or can they be
developed? Is it possible to instil values like righteousness and ethics within a fixed duration? Will
spirituality-based subjects wither out over a period of time?
This case flyer, by drawing attention to the collective perception of India, discusses how collective
perceptions about a country build its national brand image. To deliberate on collective perceptions on
India, the case flyer discusses two articles Biz Leaders, Talk up Brand India and Guptas Actions Sully
Indians Reputation in US with contrary viewpoints. While one article talks about the image-damage
that India suffered after the Rajat Gupta episode, the other highlights the laudable brand image of India
despite having witnessed some unfavorable events. Both the articles however complement each other as
they enable a discussion on the significance of managing collective perceptions of a nation and how every
stakeholder is equally responsible for managing his/her countrys image. The case flyer is suitable for
teaching the concept of perceptions in Organizational Behavior Course.
To critically assess business schools' (especially Indian business schools') current curriculum and to
debate on their relevance in preparing the students for the desired and expected roles in the
corporate world. Do they serve their self-mandated interests or do they serve their primary
customers' interests?
To discuss and debate on whether the introduction of spirituality-related courses would transform
MBAs into responsible corporate citizens with high moral and ethical compass
To understand the concept of collective perceptions vis-a-vis country image
To highlight the significance of managing collective perceptions and the responsibility of all the
stakeholders therein
Perceptions; Collective Perceptions; Image Building; Brand Image of India; Rajat Gupta and Indias Image;
Brand India; India in Brand Finances Country Brand Index; Country Brand Index; Managing Perceptions;
Managing Collective Perceptions; Indias Perception Damage; National Image of India; Indias Brand
Value; Collective Perceptions and Country Image; OB Case Study on Perceptions
MBA Curriculum; Business Schools Curriculum; MBA and Professions; MBA and Ethical Decision-Making;
MBA and Corporate Expectations; MBA and Course Delivery; MBA and Spiritual Quotient
Brand Finance Nation Brands: The Annual Report on Nation Brands,

http://www.brandfinance.com/images/upload/brand_finance_nation_brands_2013.pdf, December
2013
Henry Mintzberg, Managers Not MBAs: A Hard Look at the Soft Practice of Managing and
Management Development, Berrett-Koehler Publishers, 2009
Future Brand: Country Brand Index,

http://www.futurebrand.com/images/uploads/studies/cbi/CBI_2012-Final.pdf, 2012-2013
Rakesh Khurana and Nitin Nohria, Its Time to Make Management a True Profession, Harvard
Business Review, October 2008
Aamir Khans Incredible India! commercial-2, http://www.youtube.com/watch?v=-T2qtEu9e5,

January 23rd 2009
Nicholas Bloom, et al., Does Management Really Work?, Harvard Business Review, November
2012
Gill Corkindale, Managing Perceptions, http://blogs.hbr.org/2007/04/managing-perceptions,

April 12th 2007
Gary Hamel, Moon Shots for Management, Harvard Business Review, February 2009
E. Kumar Sharma, The Route to Dharmacracy, Business Today, December 14th 2008
www.etcases.com
10
Course Case Map for
S.No.
11
S.No.
Mapping for Chapter VII:

Motivation Concepts
CASE STUDY
12
Mapping for Chapter X:

Understanding Work Teams
Case Research Managers @ Professional Cases:

Motivating for Mission
CASE STUDY
Yum! Brands Secret Sauce of Success:

Recognition-Based Team-Building?
Abstract:
Abstract:
This case study enables an interesting discussion on the concept of motivation as it captures the story of
Dr. Nikhil Kashyap (Kashyap) the protagonist of the case study who is faced with the dilemma of How
to motivate his Case Research Managers? to achieve their numbers and in turn the organizational
mission. While the Case Research Managers have their reasons for not being able to achieve the targets,
Kashyap believes that the reason for failure is lack of passion and sense of ownership. Moreover, the team
seems to lack the team spirit. Who is right and who is wrong? Given the personality types of each of the
Case Research Managers, the case study helps identify the ways in which Kashyap could motivate his team
members for the Professional Cases mission. Can the theories of motivation be of help or does Kashyap
need to do something else?
This Case Study enables a discussion on how to build purposeful and high-performing teams across
multi-country and multi-cultural settings. While the brand is recognized globally, how do you recognize
the people who nurture the brand day in and day out? David Novaks celebrated model of team-building
has had pronouncing effects not just in Yum! Brands but also in other companies for its unique
recognition based team-building practice. Bizarre knickknacks like a floppy rubber chicken or a set of
teeth mounted on skinny legs with oversized feet are just some of the many embellishments that
welcome you as you enter David Novaks (Novak) office. Not to mention the numerous photo frames
adorning the office walls including most of the ceiling space! One close look is all it takes for the onlookers
to realize that these photos of Novak are with people they might have never seen before. These elements
undoubtedly seem odd, especially in the office of a Fortune 500 firms CEO! What makes these uncanny
office features more interesting is the fact that they form an indispensable part of a team-building system
that has made Yum! Brands (Yum!), a power to reckon with in the Quick Service Restaurant (QSR) industry.
This culture of recognition coupled with Novaks team-building program, Taking People With You, had
been instrumental in creating the Yum!s success story. But is it feasible to implement and institutionalize
this unique culture on a global platform amidst cultural differences? What should be the role of leadership
in all such initiatives?
To understand the organizational context and contours of the concept of motivation
To examine various theories of motivation and discuss on the desirability of application of the same for Professional
Cases Research Managers
To debate on the ways and means to motivate employees to align them with the organizational mission
Motivation; Motivation theories; Maslows hierarchy of needs; Motivation and organizational performance;
Contemporary theories of motivation; Motivation and self-image; Self-motivation; Motivation and Pygmalion effect
To understand the nature of the quick service restaurant industry and to analyze the role of recognition as a tool for
employee motivation
To understand and debate on David Novaks strategy of anchoring for a unifying force for sustaining high
performance teams
To debate on the relevance and efficacy of replicating David Novaks team-building edifice across different
companies, industries, geographies, etc.
Stephen P. Robbins, et al., Motivation Concepts, Organizational Behavior, 15th Edition, Dorling Kindersley (India)
Pvt. Ltd., 2013
B. J. Fogg, A Behavior Model for Persuasive Design, http://bjfogg.com/fbm_files/page4_1.pdf, (accessed date:

July 12th 2014)
Nitin Nohria, et al., Employee Motivation: A Powerful New Model, Harvard Business Review, July-August 2008
Nigel Nicholson, How to Motivate Your Problem People, Harvard Business Review, January 2003
Frederick Herzberg, One More Time: How Do You Motivate Employees?, HBR OnPoint, 2002
Harry Levinson, Asinine Attitudes Toward Motivation, Harvard Business Review, January-February 1973
Team Building; High Performing Teams; Team Building and Leadership; Leadership in Team Building; Building High
Performance Teams; Organizational Culture; Building Teams in MNCs; Multi-Cultured Teams; QSR Industry; Yum! Brands
www.etcases.com
11
Stephen P. Robbins, et al., Understanding Work Teams, Organizational Behavior, 15th Edition, Dorling
Managing Teams for High Performance, Harvard Business Publishing, September 7th 2007
Barry Mike, et al., Slice of Reality: Changing Culture at Pizza Hut and Yum! Brands, Inc, Organizational
Dynamics, Volume. 32, Issue 4, November 2003
Lee D. Kricher, Best Practices of Team-Based Organizations,

http://www.coachmatching.co.za/resources/interesting-articles/teams/best-practices-of-teambasedorganisations, April 26th 2013
Course Case Map for
S.No.
13
S.No.
Mapping for Chapter XI:

Communication
CASE STUDY
14
Mapping for Chapter XII:

Leadership
CASE FLYER
Leadership and Authenticity
Uninspiring Communication at Life Inspired
Abstract:
Abstract:
This Case Studys purpose is to sensitize the participants to the importance of organizational
communication. Nimish John Mangudiyan (Nimish), the third generation entrepreneur and a successful
management graduate began his entrepreneurial journey with Life Inspired Retail Pvt. Ltd. (Life Inspired),
a new product line of Paul & Sons traditional furniture business line. Having had a successful career for
about 8 years in India and Dubai and having an oriental look, Nimish was very upbeat about an affordable
luxury home dcor retail venture. Since the time Life Inspired was launched in 2011, Nimish had been
grappling with several organizational impediments, the biggest being organizational communication. As
the venture was to expand, he was besieged with lack of communication amidst his employees,
jeopardizing the business as well as his promise to his father a few years ago. Having tried several
solutions, he seemed to be exhausted at further options. What should he do to realign organizational
communication with organizational goals?
This case flyer and the accompanying article enables a discussion on the long researched concept of
leadership and the role of authenticity in creating influential leaders. It provides a platform to debate on
whether authenticity is an innate value or can it be developed? In a world, where airbrushed and ersatz
leadership styles are no longer welcome, authenticity has emerged as a much sought after quality.
Leaders, in general, and business leaders in particular, are expected to put forth their authentic and real
self. This, however, is by no means an easy feat to attain. What are the reasons behind the growing
popularity of authentic leaders? How does self-awareness help in nurturing authenticity? Imitating or
copying a successful leadership style does not qualify as authentic leadership. Is it possible to nurture
authenticity as a quality?
To understand and analyze the importance of organizational communication, especially in a startup and understand
the relationship between organizational communication and organizational success
To discuss and debate on the possible solutions for organizational communication dilemmas at Life Inspired
To analyze the role of organizational structure (business functions) in organizational communication and examine if
there are effective ways to structure effective communication
To understand authenticity as a leadership trait
To discuss how authenticity can be practiced and mastered
To debate on the relationship between the power to influence and authentic leadership
Leadership; Authentic Leadership; Authenticity; Leadership Style; HRM; Organizational Behavior; OB; Authentic Brands;
Leadership Trait; Authentic
Organizational communication; Organizational communication and organizational structure; Organizational
communication and startups; Direction of communication; Interpersonal communication; Organizational
communication for small group networks; Organizational communication processes; Organizational communication
breakdown
Bill George, et al., Discovering your Authentic Leadership, HBR, February 2007
Rob Goffee and Gareth Jones, Managing Authenticity, HBR, December 2005
To study The Best Global Brands 2013 by Interbrand and the Top 100 Most Valuable Global Brands 2013
by Millward Brown
T. Eisenmann and A.B., Scaling a Startup: People and Organizational Issues, Harvard Business School, 2012
Nick Morgan, How to Become an Authentic Speaker, HBR, November 2008
Rob Goffee and Gareth Jones, Authentic Followership, Harvard Business School Press, 2007
Bruce W. Tuckman, Developmental Sequence in Small Groups, Psychological Bulletin, Vol 63 (6), June 1965, 384399. http://dx.doi.org/10.1037/h0022100
Bruce J. Avolio, Pursuing Authentic Leadership Development, Harvard Business School Press, 2010
Chris Argyris, Good Communication That Blocks Learning, HBR OnPoint, 2000
Rob Goffee and Gareth Jones, Remain Authentic But Conform Enough, Harvard Business School Press, 2007
Nick Morgan, Are You Standing in the Way of Your Own Success?, Harvard Management Communication Letter,
Vol. 6, No. 6, 2003
Daniel Goleman, Focused Leaders, HBR, December 2013
Kim Ribbink, Seven Ways to Better Communicate in Todays Diverse Workplace, Harvard Management
Communication Letter, Vol. 5, No. 11, 2002
Noam Wasserman, Assembling the Startup Team, Harvard Business School Background Note 812-122, 2012
www.etcases.com
12
Course Case Map for
S.No.
15
S.No.

Leadership
CASE FLYER
16

Leadership
Humble Leaders
CASE FLYER
India Inc. and Young CEOs
Abstract:
Abstract:
This case flyer can be used to highlight the importance of humility in leaders, in the backdrop of an
interesting trend of hiring CEOs who exhibit a judicious mix of humility and confidence to lead
organizations to success at India Inc. Who is an effective CEO one with humility and resounding success
or the one with humility, but limited or no success? Taking cue from this trend, as outlined in the
accompanying article, the case flyer enables an exciting debate on the topic of CEOs vs Leaders. It also
throws light on how companies across industries are hiring leaders/CEOs who acknowledge the power of
WE and focus on team spirit to achieve organizational goals. However, does such a class of people exist,
who can be both humble and at the same time competent enough to be the CEO of an organization? In
other words, will humility of a CEO be a deterrent in achieving organizational goals?
This case flyer and the base article, suited for Organizational Behavior Course's Leadership module,
enable a discussion on the increasing interest and demand for young CEOs, in India Inc. However, the
demand for and interest in Young CEOs can be seen in a few industries and hence it's intriguing why
companies from a few industries seem to be getting benefitted from Young CEOs. While there seem to be
benefits from young CEOs, there are several challenges that are quite daunting. What are the challenges
and how should companies and their boards handle them? How do benefits and challenges weigh in for
the companies?
To discuss the current trend of hiring CEOs for their humility and other soft skills as against traditional approach and
debating on humility vs competence
To debate on the role of a leader in bringing out effectiveness of a team
To identify the characteristics of an effective leader
Jim Collins, Level 5 Leadership: The Triumph of Humility and Fierce Resolve,
http://gsblive.uct.ac.za/instructor/usermedia/1650/Collins%202001_2.pdf, January 2001
John Dame and Jeffrey Gedmin, Six Principles for Developing Humility as a Leader,
http://blogs.hbr.org/2013/09/six-principles-for-developing/, September 9th 2013
www.etcases.com
To evaluate critically the merits and demerits of letting the young CEOs run the companies
To examine for which of the industries it makes business and economic sense to consider young CEOs to deliver the
business mandates
Tiziana Casciaro and Miguel Sousa Lobo, Competent Jerks, Lovable Fools, and the Formation of Social
Networks , Harvard Business Review, June 2005
To discuss and debate on the increasing interest and demand for young CEOs in India Inc.
Leadership; Leadership challenges; Leadership style; Leadership patterns; Young leaders; Demographic dividend;
Leadership in Family Businesses; CEOs; Young CEOs
Leadership; CEOs vs Leaders; Effective Leader; Humility and leadership; Humble CEOs; Qualities of an Effective Leader;
Team Building; Team Spirit
13
Tremors at the Top, http://www.businessindiagroup.com/download/879%20HPE%20cover% 20story1.pdf,

November 27th 2011
Kerry A. Bunker, et al., The Young and the Clueless, Harvard Business Review, December 2002
Course Case Map for
S.No.
17
S.No.
Mapping for Chapter XIII:

Power and Politics
CASE FLYER
18
Mapping for Chapter XV:

Foundations of Organization Structure
Workplace Harassment
CASE STUDY
Zappos Holacracy: Would It Thrive in Bezocracy?
Abstract:
Abstract:
This case flyer and the accompanying article enables a discussion on the long prevalent issue of workplace
harassment, in general, and sexual harassment in particular. It provides a platform to debate on what
qualifies as acceptable and unacceptable workplace behavior. What is the relation between individual
learning and attitude and workplace harassment? What role should B-Schools play in sensitizing young
potential managers towards workplace harassment? This case flyer discusses the role of HR in
acclimatizing employees towards the concept of harassment at workplaces. Further, it provides a scope
for deliberating on the influence of culture and countries on how individuals view workplace harassment.
Finally, it enables a gripping debate on what should companies do when women themselves are the
perpetrators of workplace harassment?
This case study focusses on the recently-announced (re)organizational structure of the US online shoe
retailer Zappos.com (Zappos) that has opted for holacracy, the culture of having
self-managed teams. In association with the consulting firm, HolacracyOne, Zappos intends to supplant
its existing organizational structure by embracing a manager-less system (self-organizing teams).
Although the intended transition is to be complete by the end of 2014, the announcement itself created a
mega-event-like attention. Companies, business press and the academia gave mixed responses. Will
Zappos proposed model of organizational realignment prove to be an efficient model? Would
Holacracy thrive under Bezocracy? With the backdrop of Semco Partners, Nucor Corps and The
Morning Star Companys practices, the case study can be very effective in highlighting the relationship
between organizational structure, organizational culture and organizational performance.
To understand the concept of workplace harassment and the role of B-schools in sensitizing potential managers
towards harassment at workplace
To understand the role of HR in sensitizing employees towards workplace harassment
To debate on the implications of workplace harassment on the employees and the organization
To discuss and debate on the efficacy of Zappos proposed model of organizational realignment, from hierarchical
organization to having self-managed teams
To contrast the traditional tiered organizational structure with self-managed and title-less organizational structure in
the light of Semcos, Nucors and Morning Stars experiments
To understand the relationship between organizational structure, organizational culture and organizational
performance
Workplace Harassment; Sexual Harassment; Workplace Bullying; Harassment; HR Practices; Bullying; Perception;
Learning; Attitudes; Recruitment; Culture
Organizational Structure; Organizational Structure and Organizational Culture; Zappos Organizational Structure;
Holacracy at Zappos; Manager-less System and Managing Without Managers; Self-managed Teams at Zappos; Nucors
and Semcos Organizational Cultures; Jeff Bezos, Tony Hsieh and Zappos
Tiziana Casciaro and Miguel Sousa Lobo, Competent Jerks, Lovable Fools, and the Formation of Social
Networks, Harvard Business Review, June 2005
Jim Collins, Level 5 Leadership: The Triumph of Humility and Fierce Resolve,
http://gsblive.uct.ac.za/instructor/usermedia/1650/Collins%202001_2.pdf, January 2001
John Dame and Jeffrey Gedmin, Six Principles for Developing Humility as a Leader,
http://blogs.hbr.org/2013/09/six-principles-for-developing/, September 9th 2013
www.etcases.com
14
Stephen P. Robbins, et al., Understanding Work Teams, Foundations of Organization Structure and
Organizational Culture, Organizational Behavior, 12th edition, Pearson Education, 2007
Ricardo Semler, Managing without Managers, Harvard Business Review, September-October 1989
Kelly Killian, et al., Ricardo Semler and Semco S.A., Thunderbird, 1998
Thomas M. Box and Warren D. Miller, Nucor Corporation 2008-2009, Association for Small Business &
Entrepreneurship 35th Annual Conference
Gary Hamel, The Big Idea: First, Lets Fire All the Managers, Harvard Business Review, December 2011
Herminia Ibarra, National Cultures and Work-Related Values: The Hofstede Study, Harvard Business School,
January 31st 1996
Visit the websites of Semco, Nucor, The Morning Star, Zappos and HolacracyOne to get acquainted with the
companies and the concept being discussed
Rob Goffee and Gareth Jones, What Holds the Modern Company Together?, Harvard Business Review,
NovemberDecember 1996
Tony Hsieh, Delivering Happiness: A Path to Profits, Passion, and Purpose, Grand Central Publishing, March
19th 2013
Course Case Map for
S.No.
19
S.No.
Mapping for Chapter XVI:

Organizational Culture
CASE STUDY
20

CASE FLYER
Fungineering@Work
Better Work@Better Designed Office?
Abstract:
Abstract:
This case study is meant to examine if there is any relationship between an aesthetically designed
workplace and employee productivity/employee performance. Would a better workplace design enable
a happy workforce to deliver better results? While the Great-places-to-work companies and start-ups are
known for their unique and invigorating workplace designs, the millennials who are joining the workforce
also are having an influence on the workplace designs. Are the workplace designs of LimeRoad.com,
Quikr.com and Chumbak, three of Indias new age start-ups, the tip of the new workplace design iceberg?
This case flyer and the accompanying article enables a discussion on the long debated concept of fun at
workplace and how should organizations create a naturally conducive work environment. It provides a
platform to debate on many thought provoking questions including whether fun can be induced and
managed at a workplace and whether fun and work can be viewed as two sides of the same coin. Unruffled
by the turbulence in the global economic market, companies continue to invest in various fun inducing
workplace practices. Moreover, with fancy designations like chief cheerfulness Ninja and head of
fungineering, etc., donning the corporate corridors, the Fun at Work movement has been showing no
signs of waning away. Can fun at workplace be induced or imposed? Is forced fun at work and employee
productivity related? In the contemporary corporate scenario, companies are encouraged to create a
work culture where varied personality types can flourish and work in harmony instead of trying too hard to
induce forced fun among its employees. How can organizations create an encouraging work culture
where different personality types can thrive and prosper? What is the relationship between fairness at
workplace and employee happiness? How can companies ensure a fair treatment across all levels?
To understand the importance of an aesthetically crafted workplace design with appropriate research underpinnings
To discuss and debate on whether theres any relationship between workplace design and productivity/performance
and examine how, if at all, workplace design can be an enabler of high performance
To analyze the importance of workplace design in the case of Great-places-to-work, start-ups, millennial
workforces workplace expectations
Workplace design; Office design; Workplace design and organizational performance; Office design and employee
productivity; Organizational culture and office design; Millennials; Millennials workplace expectations; Office designs of
the best companies to work for; The Best Companies to Work For; Wellness at the workplace
To understand how great places to work are created
To deliberate whether fun can be induced or imposed
To understand how to create a happy workforce
Millennials at Work: Reshaping the Workplace,

http://www.pwc.com/en_M1/m1/services/consulting/documents/millennials-at-work.pdf
Brian Thompson and Driver Jonas, Workplace Design and Productivity: Are they Inextricably Linked?,
http://www.realestateworks.co.uk/wp-content/uploads/2011/10/RICS-R esearch-Report-Workplace-Design-andProductivity-July-2008.pdf, July 2008
What Weve Learned about Focus in the Workplace,

http://www.gensler.com/uploads/documents/Focus_in_the_Workplace_10_01_2012.pdf
The Best in the World, http://www.greatplacetowork.in/best-companies/worlds-best-multinationals
What Makes a Great Workplace, http://www.kahlerslater.com/content/pdf/What-Makes-a-Great-Workplacewhite-paper.pdf
100 Best Companies to Work For, http://money.cnn.com/magazines/fortune/bestcompanies/2014/snapshots/1.html?iid=BC14_sp_lead
Christine Congdon and Catherine Gall, Vision Statement: How Culture Shapes the Office, Harvard Business
Review, May 2013
Ricardo Semler, Maverick: The Success Story Behind the Worlds Most Unusual Workplace, Warner Books and
Arrow, 1993
Tim Springer, Fundamentals of Workplace Strategy,

http://www.kimballoffice.com/cms/documents/1562/Kimball%20Office_Fundamentals%20of%20Workplace%20S
trategy.pdf
Vineet Nayar, Employees First, Customers Second: Turning Conventional Management Upside Down,
Harvard Business Press Books, June 8th 2010
Fungineering; Fun at workplace; Forced Fun; Fun at work; FORTUNE; Best Place to Work; Emotional Labour; Fairness at
Work; HRM; OB; Employee happiness
Susie Cranston and Scott Keller, Increasing the Meaning Quotient of Work, McKinsey Quarterly, January 2013
Peter N. Stearns, The History of Happiness, Harvard Business Review, January-February 2012
Visit the websites of some of the office furniture manufacturers such as Steelcase and Haworth and browse
through their products to get a feel of the trends in office furniture.
www.etcases.com
15
Course Case Map for
S.No.
21
S.No.

CASE STUDY
22
Indian Startups Organizational Culture:

Founders Foundation or Future Orientation?
Mapping for Chapter XVII:

Organizational Change and Stress Management
CASE STUDY
Malala Yousafzai: Change Agent in an Unchanged World?
Abstract:
Abstract:
This case study is suitable to teach the concepts of organizational culture in general and startup
organizational culture in particular as it focusses on the unique organizational cultures of startups in India,
evident from their organizational practices and workplace designs. An organizations culture is
manifested in the form of artifacts physical structures, rituals and ceremonies, stories and legends and
language. Apparently, the organizational culture of the start-ups in India is in sync with the workplace
expectations of the millennials. An increasing number of fresh B-school graduates are also developing an
affinity for a startup career. However, will the startups be able to sustain their unique organizational
cultures over a period of time? Will these cultures help them sail through tough times as well?
This case study enables discussion on the concept of Social Change Management in the backdrop of an
engaging and heart-rending experience of the protagonist, Malala Yousafzai, the teen education activist
from Pakistan, as she chose to demand the right to education. Malala is being viewed as a social change
agent, as she continues to campaign for girls education.
Can Malala go on to be a universal change agent like the other popular change agents the world has seen
so far? Critics argue if Malala is an accidental change agent or a purposeful change agent. The case study
helps analyze Malala as a change agent vis--vis 4Cs Context, Character, Communication and
Calibrated/Calculated Response.
To understand the concept and connotations of organizational culture and discuss on the efficacy of four types of
organizational cultures
To understand some of Indian startups innovative organizational practices and discuss on their role in shaping up
organizational culture
To discuss and debate on how artifacts, physical structures, rituals and ceremonies, language, stories, etc., shape an
organizational culture, especially in the context of Indian startups and juxtapose the same in Edgar Scheins
definition
To analyze the characteristics of a social change agent and debate on whether Malala in the light of her emerging as
a new voice for Global Girl Education can stand the test of time and be a universal change agent
To debate her effectiveness as a leader in achieving her vision
To debate and discuss on the connotations of accidental and purposeful change agents and analyze the suitable
approach for sustained success
Malala Yousafzai as a change agent; Change agents; Change agent case study; Leadership and change management;
Malala Case Study; Accidental change agents; Purposeful change agents; Women change agents; Girls education;
Malala from Pakistan; Universal change agents; Visionary leaders; Malala; Malala Yousafzai; Malala from Swat Valley
Organizational culture; Corporate culture; Work culture; Startup culture; Founders and organizational culture; Millennials
and organizational culture; Positive organizational culture; Artifacts, values and organizational culture; Organizational
culture formation
Stephen P. Robbins et al., Organizational Culture, Organizational Behavior, Dorling Kindersley (India) Pvt. Ltd.,
2013, 15th Edition
Clayton M. Christensen, What is an Organizations Culture?, Harvard Business School, October 12th 2004
Tony Hsieh, Delivering Happiness: A Path to Profits, Passion, and Purpose, Grand Central Publishing, March
19th 2013
Ricardo Semler, Maverick: The Success Story Behind the Worlds Most Unusual Workplace, Grand Central
Publishing, 1993
David Novak, Taking People with You: The Only Way to Make Big Things Happen, Portfolio Trade, January
29th 2013
www.etcases.com
16
Stephen P. Robbins, et al., Organizational Change, Organizational Behavior, 12th edition, Pearson Education
Harold L. Sirkin, et al., The Hard Side of Change Management, Harvard Business Review, October 2005
John P. Kotter, Leading Change: Why Transformation Efforts Fail, Harvard Business Review, MarchApril 1995
Course Case Map for
S.No.
23
Mapping for Chapter XVII:

Organizational Change and Stress Management
CASE FLYER
Feeling Anxious? Dont Relax, Get Excited!
Abstract:
This case flyer and the accompanying article enable a discussion on the universally experienced
phenomenon of stress and anxiety. It provides a platform to debate on the various factors that lead to
nervousness and fretfulness among individuals and how should such demanding situations be handled. It
is only natural for human beings to get worked-up when faced with taxing circumstances or tremendous
pressure. Interestingly, the age old counsel to tackle such tensed moments has been to make attempts to
calm down and to relax. Ironically, this has been one advice that has been easier to preach than practice.
Does stress experienced by individuals differ based on the nature of the job? Is there a relationship
between employee burnout and performance pressure? Is the stress level experienced by an individual
directly proportional to his/her age? The universality of this phenomenon has made it the subject of
interest for researchers globally. New age researchers advocate transmuting nervous energy into
excitement instead of making futile attempts at calming oneself down. How can excitement lend a
performance edge?
To understand the relationship between employee performance and workplace stress
To deliberate on the various approaches and techniques used to manage anxiety and regulate stress
Anxiety; Stress; Nervousness; Work Related Stress; Managing Stress and Anxiety; Job Responsibilities and Anxiety; Job
Performance and Anxiety; Job Responsibilities and Stress; Anxiety & Excitement; Performance Anxiety
Are You Working Too Hard, Harvard Business Review, November 2005
Bruce Cryer, et al., Pull the Plug on Stress, Harvard Business Review, July 2003
Herbert Benson, Your Innate Asset for Combating Stress, Harvard Business Review, July-August 1974
The Devil Wears Prada, 20th Century Fox, June 2006
HBR Guide to Managing Stress at Work, Harvard Business Review, 2012
www.etcases.com
17
Course Case Map for
Course Case Map for
ORGANIZATIONAL
BEHAVIOR
www.etcases.com
ET CASES,
The Times of India Group,
Times Centre for Learning Ltd.,
Vakratunda Corporate Park, Ground Floor,
Vishweshwar Nagar, CTS No 256, Off Aarey Road,
Next to Udipi Vihar, Goregaon- East, Mumbai -400 063.
Contact @
+91 9014310321 | info@etcases.com

Organizational Behavior Course Case Map

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ORGANIZATIONAL BEHAVIOR

Course Case Map for

Course Case Map for

Purpose of the Course: Organizational Behavior as a course

Why do people behave the way they behave? Do I need to

What does it take to be an effective manager and a leader?

What are the characteristics of very high performing teams

Why do people disagree? Should people agree all the time?

How do organizational cultures get shaped up and how can I

THE TAP PHILOSOPHY

Course Case Map for

Managing Oneself, Peter F. Drucker (HBR, MarchApril 1999)

Building the Emotional Intelligence of Groups, (HBR, March 2001)

Widely-used Books for Organizational Behavior

Effective Executive by Peter F. Drucker

Course Case Map for

The Pursuit of Happyness

The Devil Wears Prada

Dead Poets Society

Good Will Hunting

Course Case Map for

Attitudes; Attitudes and job satisfaction; Motivation; Attitudes and

Yum! Brands Secret

Team Building; High Performing Teams; Team Building & Leadership;

Ashok Leyland Limited:

Strategic HRM; Competitive advantage; Strategic HRM and

Millennials/Gen Y; Millennials at the Workplace; Millennials'

Organizational communication & organizational structure;

Leadership; Authentic Leadership; Authenticity; Leadership Style;

Leadership; CEOs vs Leaders; Effective Leader; Humility and

India Inc. and

Leadership; Leadership challenges; Leadership style; Leadership

The DNA of Success

Being Successful; The DNA of Success; OB Case Study on Attitudes;

Chapter XIII: Power

Mike Tyson: Punches,

Pygmalion Effect and Emotional Intelligence

Workplace Harassment Workplace Harassment; Sexual Harassment; Workplace Bullying;

Personality & values; Personality & personal values; Personality types

Organizational Structure; Organizational Structure and

Reverse Brain Drain

Brain Drain; Reverse Brain Drain; Personal Value System of

Workplace design; Office design; Workplace design & organizational

Fungineering; Fun at workplace; Forced Fun; Fun at work; Employee

Organizational culture; Corporate culture; Work culture; Startup

MBA Curriculum; Business Schools Curriculum; MBA and

Perceptions; Collective Perceptions; Image Building; Brand Image of

Motivation; Motivation theories; Maslow's hierarchy of needs;

Malala Yousafzai as a change agent; Change agents; Malala Case

Feeling Anxious? Don't

Anxiety; Stress; Nervousness; Work Related Stress; Managing Stress

Mapping for Chapter I:

Mapping for Chapter II:

Ashok Leyland Limited: Building Competitive Advantage through

Scaling Up a Startup: iKures People and

How Do Generational Differences Impact Organizations and Teams?, www.birkman.com

iKure I Interview with Sujay Santra, Founder & CEO, https://www.youtube.com/watch?v=G7ahhb0BZG8

iKure II Social Enterprises and Impact Capital, https://www.youtube.com/watch?v=YkYow_eYkEc

iKure III Interview with Startup Team, https://www.youtube.com/watch?v=ylvCEKuob8s

iKure IV The Working of WHIMS, Wireless Health Incident Monitoring System,

iKure V The Operationalization of iKures Rural Healthcare Centre (RHC),

Millennials in the Workplace: Human Resource Strategies for a New Generation,

Course Case Map for

Mapping for Chapter II: