Session
15
OB/
OT/ HRM TRACK
Track Chair
and Session Chair: Thomas R. Miller, The University of Memphis
CASES:
Is Alfredo Even An Accountant?
Dalton E.
Brannen, Augusta State University
Roland B.
Cousins, La Grange College
Can Health Care Be Reengineered?
I. E.
Jernigan, III and Joyce M. Beggs, The University of North Carolina at Charlotte
The Belvidere Residents Council
Cheryl A.
Harrison, Central Connecticut State University
Ronald S.
McMullen, Quinnipiac College
Rachel and Scott
John
Melnyk, University of Winnipeg
Janice
Foley, University of Regina
Compensation at Carrington: The New Pay
Plan
Thomas R.
Miller, The University of Memphis
An Employee’s Story
Terrence H.
Scott, Washington College
Lisa
Gautney, College of Notre Dame of Maryland
Keweenaw Bay Indian Community
Christa
Walck, Michigan Technological University
Freestone Printing Company
George
Whaley, San Jose State University
IS ALFREDO EVEN AN ACCOUNTANT?
Dalton E. Brannen, Augusta State University
Roland B. Cousins, La Grange College
This case illustrates a problem in the selection process. Specifically, what should an organization do upon discovering that a recent hire has fraudulent credentials? Students can determine how this decision can negatively impact distant stakeholders several years into the future. Other purposes are to raise awareness of the existence of fraudulent credentials, how to avoid hiring frauds, and the issues of reference and background checks.
The case could be used in basic management, business ethics, organizational behavior, or human resource management courses. Practitioners may also profit from discussions on providing references and identifying credential distortions. The Instructor’s Manual provides both the information and resources for preparing students to fully discuss the questions.
Students are usually intrigued by the case and how it unfolds. They are often astonished or find it difficult to understand how organizations can be so easily taken in, especially when the positions are high level and require significant education and technical expertise. Students are perplexed as to how a person can so comfortably live a lie on an ongoing basis, and be able to apparently function when they do not know what they are doing.
Dan Emmers, Chair of the Accounting Department of Mid-South State University recently hired a promising young recent Ph.D. accounting graduate, Alfredo Alverez. By accident some months later he had reason to doubt the credentials of Alverez, particularly whether he had earned a Ph.D. Emmers subsequently discovered that the credentials were fraudulent. Emmers must decide whether to fire, and whether to prosecute Alverez, or to quietly let him continue to the end of the semester.
As discussed in the Epilogue it was decided to fire Alverez immediately but not prosecute in order to avoid adverse publicity. One year later Emmer’s son told him of his new biology teacher, who turned out to be Alverez. When he brought it to the attention of the school principal, Alverez was fired for his fraudulent credentials but again not prosecuted to avoid publicity. Less than one year later, Zimmerman, an accounting faculty member, received a letter from another university thanking him for applying for an open position. Zimmerman had not applied for the open position. Rather it was Alverez again, who this time was posing as Zimmerman after having stolen his personnel records while at Mid-South State. When informed of the fraud, this last university had Alverez arrested, charged, and jailed for fraudulent misrepresentation.
______________________________________________________________________________
Contact person: Dalton E.
Brannen, College of Business Administration, Augusta State University; Augusta, GA 30904-2200. Voice:
706-737-1562. Fax: 706-667-4064 .
e-mail: dbrannen@aug.edu
CAN HEALTH
CARE BE REENGINEERED?
Joyce M.
Beggs, UNC Charlotte
This case describes the handling of a reengineering
project in a hospital setting. The
primary objective of the case is the introduction to issues associated with
implementing complex change. Other objectives are to provide students the
opportunity:
·
to
illustrate the impact of political behavior on change implementation,
·
to
demonstrate the influence of intergroup conflict on change management,
·
to
illustrate leadership difficulties associated with technical changes, and
·
to
illustrate the importance of good communication.
Based on field research, the case is appropriate for
graduate or undergraduate courses in organizational behavior, organizational
development, health care management, or management information systems.
Integrated Health was a large private, nonprofit
health care system located in Tempe, Arizona.
Integrated Health consisted of four community hospitals located within a
75-mile radius of Tempe, three long-term care facilities, a heart institute, a
cancer treatment center, two graduated care retirement facilities, a hospital
services company, and a health maintenance organization. A year ago, the decision was made to
implement a computerized medication administration record (MAR) at Integrated
Health. During the first year, the MAR system would be implemented at Central
Hospital of Tempe. After the “bugs”
were worked out, the computerized MAR would be implemented systemwide. The MIS department at Central Hospital was
designated as the initiator and direction setter for the project. Art Smith, the Chief Information Officer at
Central Hospital assigned Kate Cohen, a programmer/analyst, as project
leader. Kate had the responsibility for
developing and implementing the MAR project at Central. Kate did the
programming work for the MAR and assembled a team from Pharmacy Services,
Nursing Services, and Internal Auditing.
Members of the project team provided feedback on the software, made
suggestions related to user training, and worked on an implementation schedule.
Both team members and outside observers recognized the difficulty in developing
and implementing the MAR in one year.
Nurses’ antagonism toward the project surfaced after their suggestions
and recommendations were rejected without explanation. The MAR project was also affected when a
management “shakeup” occurred during the project development.
The MAR was implemented and immediately failed. By 10:00 a.m. on the first day of the
implementation, users complained that the system did not work and was too
complicated. After hearing nurses’
complaints, physicians expressed concern about patient safety. At 1:30 p.m., Central Hospital’s computer
system crashed, and the MAR project was suspended. A management team was assembled to study the project failure and
to determine how to reimplement the MAR.
Contact Person: I. E. Jernigan, III, Department of Management, Belk College of Business, UNC Charlotte, 9201 University City Blvd., Charlotte, NC 28223. Telephone: 704-547-4302, FAX: 704-547-3123, e-mail: ejernign@email.uncc.edu
THE BELVIDERE RESIDENTS COUNCIL
Ronald S. McMullen, Quinnipiac University
Cheryl A. Harrison, Central Connecticut State University
This case is based on events witnessed in a college "outreach" field project in community-based economic development. It can be used to:
1. Underscore the importance of organizational mission to any organization; even a not-for-profit community agency.
2. Provide students an in vivo instance of the "garbage can" and Carnegie decision-making models for analysis and discussion.
3. Give students the opportunity to experience, through role-play, a Carnegie decision making process; bounded rationality; coalition building; and its satisficing.
Further students can use the Vroom-Yelton model to identify and assess the contextual appropriateness of the Council president's leadership and decision making style. Afforded as well the opportunity to discuss authority, accountability and structure even in so small an organization. The case also tests the utility of applying business managerial and organizational concepts in the often ambiguous non-profit and social sectors. The Teaching Note was written for introductory undergraduate courses in management, and first courses in organizational theory and organizational behavior. It can also be used for review purposes with upper division (junior and senior level) students. The case can be most useful when covering units in organizational mission, planning, and (most obviously) decision making.
Case Synopsis
The New Georgetown Housing Authority has just received news that HUD has slated the Belvidere Housing Project for demolition. To comply with the HUD directive to give the tenants a voice in the neighborhood revitalization efforts that will take place over the next few years, the Authority helps to create a tenants' association-The Belvidere Residents Council.
The Council must now struggle with its vague charge of assuring "community involvement" and make some key decisions that will impact the entire community. The case focuses on the open meeting that is called by the Council to determine and discuss the options that the Council must consider in making the critical decision to define itself.
________________________________________________________________________
Contact Person: Ronald S. McMullen, Quinnipiac University.
Mail: School of Business, 275 Mount Carmel Avenue, Hamden, CT 06518.
Voice: (203) 582-8784
Fax: (203) 582-8664
E-mail: Ronald.McMullen@quinnipiac.edu
RACHEL AND SCOTT
John Melnyk, University of Winnipeg
Janice Foley, University of Regina
This is a multi-part case set,
covering three decisions points and their resolutions. The first two parts are both recounted from
two parallel but different perspectives, creating six short pieces in all. Half
the students will read the case from one perspective, and half from the other,
so that in total each student will read only four of the six pieces. The
complexity of the case situation will only become apparent when the two perspectives
are brought together during class discussion.
This case is suitable for use in an
intermediate level Human Resource Management course, or a first Labor Relations
course. Its main objective is to
heighten students’ understanding of their rights and recourses as employees and
bargaining unit members under labor relations and human rights
legislation. In the process, it
presents a role model of someone who did stand up effectively for her rights,
despite a number of complicating work-related and personal factors.
Case Synopsis
Rachel is a cook in the largest
restaurant in the Lincoln Diner Restaurants Ltd. chain, and Scott is the
Computer Operations Manager in the head office. They are romantically involved.
Rachel (A) covers her background and
work experience at Lincoln Diner, which culminated in a surprising suspension.
Scott (A) covers his early career at Lincoln Diner, during which he developed a
management information system to monitor the performance of the restaurants.
Both (A) cases end with Rachel’s deliberations about how to respond to her
suspension.
Rachel (B) covers her decision to
grieve her suspension and eventual dismissal, and the complete failure of both
the company and the Lincoln Diner Staff Association to address her grievance. Scott (B) covers his perspective on this
period, during which subtle changes occurred in the way he was treated at
work. Both (B) cases culminate with
Rachel’s deliberations about whether or not to file a complaint with the Labor
Board.
The (C) case covers Rachel’s
decision to pursue the Association through the Labor Board, and the result of
this hearing, which allowed her grievance to go to arbitration. However, the
company then offers to settle, and Rachel must decide whether or not to do so. The
(D) case covers Rachel’s reasons for settling without arbitration, some
insights she gained about the incident from former co-workers, and her
reflections on the situation.
________________________
Contact Person: John Melnyk, Instructor, University of
Winnipeg
Mail: 515 Portage Avenue, Winnipeg,
Manitoba CANADA R3B 2E9
Voice: (204) 786-9833 E-mail: john.melnyk@uwinnipeg.ca
COMPENSATION AT CARRINGTON: THE NEW PAY PLAN
Thomas R. Miller, The University of Memphis
The case was developed primarily from field research. The broad purpose of the case is to illustrate the difficulties and complexities of use of employee pay incentive plans as a part of the compensation package. The primary objectives of the case are to:
1. to illustrate the general issues and problems in the design of incentive pay plans,
2. to demonstrate the relationships between compensation practices and motivational theories,
3. to highlight the importance of effective communication in building support for a a firm’s compensation program, and
4. to indicate common management problems in the implementation of a new pay plan.
The case focused on the controversy over a new pay plan for pest control technicians at the Carrington Pest Control Company, a medium-sized pest control firm in a large southeastern city. Carrington was a well-established business that provided pest control services to both residential and commercial customers through two branch locations, one in Midtown and another in suburban Brookwood Hills.
To address a continuing and costly turnover problem with technicians and to grow its business, Carrington’s management decided to review its pay plan. Under the old pay plan, technicians had been paid a base pay plus commission. Following study and investigation of various pay plans in the industry, a new pay plan was proposed, revised, and finally approved by the president of the company. In addition to enhancing the technicians’ earning potential, management thought the revised plan would promote growth of company business, provide incentives for better customer service, increase technician efficiency, and offer possible savings by reducing manpower and equipment levels. Although similar to the old pay plan in some respects, the new plan had a graduated pay scale based on monthly technician production.
Soon after the new plan was adopted, problems began to surface, especially for Fred Keller, manager of the Midtown branch. Technicians complained that they had to work harder to earn the same pay, that differences in their routes significantly affected their pay, that commission rates were low compared to other pest control companies, and that the company was making more money while technicians were making less. With pressure building from disgruntled technicians, Fred must decide if and how the new pay plan can be revised.
__________________
Contact Person: Thomas R. Miller, Professor of Management, The University of Memphis, Memphis, TN 38152-6460
Voice: (901) 678-4563; Fax (901) 678-2685; E-mail: thmiller@memphis.edu
Terrence H. Scout, Washington College
Lisa Gautney, College of Notre Dame of Maryland
This case shows how organizations can take good employees and turn them into mediocre ones. Employees no longer expect just a paycheck. Employers must provide more to ensure employee loyalty. Job satisfaction decreases dramatically in this case due to lack of communication from the organization. Thus the organization communicated a lack of respect for the employee that manifests itself in lowered organization-based self-esteem and decreased motivation and trust. The primary objective of this case is to show how avoidable the employee’s decrease in motivation was.
An employee takes a first job and is highly motivated and satisfied. During her first 12 months on the job she is voted employee of the month twice and ends the year by being voted employee of the year. She is very happy. Changes in the organization and in personnel bring about changes in her. She becomes unmotivated and dissatisfied. She now performs her job at the minimum level.
Contact Person: Terrence H. Scout, Washington College, Chestertown, MD 21620
Mail: 300 Washington Ave., Chestertown, MD 21620
Voice 410-778-7285; FAX 410-778-7891; e-mail: terry.scout@washcoll.edu
KEWEENAW BAY INDIAN COMMUNITY
Christa Walck, Michigan Technological University
Case Objectives and Use
This case demonstrates the need to understand
historical context, culture, and communication styles in order to effectively
“manage diversity.” Students are
encouraged to identify the cultural
values and communication styles
of the Ojibwa embedded in the case, compare them to Euro-American values, and
assess the impact of these cultural
differences on developing native businesses in a business culture dominated
by Euro-American values. Students are
also encouraged to challenge their own assumptions and stereotypes about Native Americans by comparing them with the
historical and cultural facts presented in the case. Finally, students are encouraged to consider what strategies for dealing with diversity
would best serve the tribe as they try to satisfy both the need for economic
development and the desire to retain cultural traditions; and which strategies
would best serve non-Indians who want to do business with the tribe.
The instructor’s manual was written for an undergraduate course in Cross-Cultural
Management in which students study cultural values, communication styles, and
managing diversity. It is used toward
the end of the course after the students have learned these concepts. This case
could also be useful in Organizational Behavior, Human Resources, International
Management and Diversity Management courses.
Case Synopsis
The Keweenaw Bay Indian
Community (KBIC) is an Ojibwa (Native American) community in upper Michigan with its own tribal government and
sovereignty on its reservation. Tribal history and culture are extensively
documented.
Like many American Indian
communities, KBIC is searching for new ways to bring economic prosperity to its
people while retaining its cultural identity as Ojibwa. Gaming establishments are declining, but new
small businesses have yet to show significant promise and job opportunities.
Elections for vacancies to KBIC’s tribal council present an opportunity to
consider the issues facing the tribe, and which path to take into the future.
Contact Person: Christa Walck,
Michigan Technological University, Houghton, MI
Mail: School of Business & Economics, 1400 Townsend Dr., Houghton,
MI 49931-1295
Voice (906) 487-2205; FAX (906) 487-2944; e-mail: cwalck@mtu.edu
Freestone
Printing Company
George L. Whaley, San Jose State University
Case Objectives and Use
This case demonstrates how
reactions to a company e-mail policy violation at a local facility grew in
complexity and eventually involved the CEO. Therefore, who the appropriate
decision-maker “should be” in the case is not straightforward and becomes a key
element of the case. The CEO is concerned with numerous important strategic
issues and a choice needs to be made whether it is critical for the company or
the CEO to address the Human Resource policy issue at this time. Also, the case
illustrates the legal and public relations risks in downplaying the policy
violation. The student is encouraged to use several levels of critical thinking
skills and Human Resource Management frameworks to develop and evaluate
alternatives and recommend a best course of action.
The teaching note was
written for senior level undergraduate and entry level MBA courses in Human
Resource Management. The complexities
surrounding the policy violation would make the case a better candidate for
assignment in the second part of the course term. The subject matter in the case may be appealing to Human Resource
Management courses that focus on diversity, discipline, policy making and
employment law. However, the company vision and transformational focus in a
small company setting may also make it useful in Organizational Behavior,
Organizational Design and Entrepreneurship courses.
Case
Synopsis
Kevin Willis, CEO of
Freestone Printing Company (F/P), was worried that he had become directly
involved in a local Human Resource Management (HRM) issue at a time when there
were more pressing corporate issues that needed his attention. He tried to
transform F/P from a traditional organizational focus to a company based on a
team structure and TQM together with a set of six humanistic principles that he
inherited from the company founders.
His HRM concerns stemmed from racial, ethnic and gender slurs in an e-mail
that had been circulated by F/P Information Systems employees over a month ago
at the local Los Salinas production facility.
Recently, F/P began to struggle financially and the company considered
the e-mail issue to be a major
distraction.
The Los Salinas Facility
Management Team (FMT) conducted a quick investigation of the e-mail incident.
Several corporate managers became involved the discipline discussions. Finally,
the Los Salinas FMT metered out “discipline” to only one of the individuals
involved in sending the e-mail. As a
result of the incident, three minority employees “walked out” of the Los
Salinas facility for two days. NBEC, a
local civil rights group, contacted the CEO at F/P headquarters and repeatedly
accused F/P of racism and employment discrimination. At this point, the CEO
suddenly realized that he had been systematically drawn into a highly
sensitive, local HRM issue, yet he was perplexed about how to proceed.
Contact Person: George L. Whaley, San Jose State University, San Jose, California 95192
Mail: One Washington Square, Organization and Management Department, College of Business, San Jose State University, San Jose, California 95192–0070
Voice (408) 924-3564; Fax (408) 924-3555; e-mail: whaley_g@cob.sjsu.edu