COMM292 Case Studies
1.
University of British Columbia
Principles of Organizational
Behaviour
Girish Ananthanarayana
COMM 329 - Section 202 - Winter Term 2 2014-15
Principles of Organizational Behaviour
Girish Ananthanarayana
COMM 329 - Section 202 - Winter Term 2 2014-15
University of British Columbia
Table of Contents
Teamwork Turmoil............................................................................................................................5
Campbell and Bailyn's Boston Office: Managing the Reorganization.............................................13
The Rise of President Barack Hussein Obama..............................................................................23
2.
TEAMWORK TURMOIL
Tony Marshall, a second-year learning team mentor, stared at his notes again. His interaction with the team last night confirmed what he suspected. Only three weeks into the first year of an MBA program at a big-name school in the eastern United States, the learning team was in trouble. From his own experience the year before, Marshall knew that a first-rate learning team made a huge difference in a student’s first-year experience (see Exhibit 1 for details on learning teams at this particular business school). The corollary was also true: a bad or difficult learning team experience could taint the entire first-year school experience. Although Marshall wanted to help, he was not at all sure how to do so. Perhaps describing the situation to his fellow peer mentors in his second-year elective class on managing teams would draw out some good ideas. In his mind, Marshall could hear himself explain the story:
Let me first describe the team members. Essentially, they were all around 26 years of age, athletic, and had professional backgrounds in finance or economics. I’ll start with Tom Giffen, who was a self-professed introvert and who was passionate about the Chicago Cubs baseball team. Professionally, prior to business school, Griffin worked as a financial analyst on Wall
University of British Columbia
Principles of Organizational
Behaviour
Girish Ananthanarayana
COMM 329 - Section 202 - Winter Term 2 2014-15
Principles of Organizational Behaviour
Girish Ananthanarayana
COMM 329 - Section 202 - Winter Term 2 2014-15
University of British Columbia
Table of Contents
Teamwork Turmoil............................................................................................................................5
Campbell and Bailyn's Boston Office: Managing the Reorganization.............................................13
The Rise of President Barack Hussein Obama..............................................................................23
2.
TEAMWORK TURMOIL
Tony Marshall, a second-year learning team mentor, stared at his notes again. His interaction with the team last night confirmed what he suspected. Only three weeks into the first year of an MBA program at a big-name school in the eastern United States, the learning team was in trouble. From his own experience the year before, Marshall knew that a first-rate learning team made a huge difference in a student’s first-year experience (see Exhibit 1 for details on learning teams at this particular business school). The corollary was also true: a bad or difficult learning team experience could taint the entire first-year school experience. Although Marshall wanted to help, he was not at all sure how to do so. Perhaps describing the situation to his fellow peer mentors in his second-year elective class on managing teams would draw out some good ideas. In his mind, Marshall could hear himself explain the story:
Let me first describe the team members. Essentially, they were all around 26 years of age, athletic, and had professional backgrounds in finance or economics. I’ll start with Tom Giffen, who was a self-professed introvert and who was passionate about the Chicago Cubs baseball team. Professionally, prior to business school, Griffin worked as a financial analyst on Wall