This practical text covers the essential aspects of managing employees, providing relevant and interesting case studies to enable students to develop the management skills and approaches needed at all levels. The book includes a wealth of case studies across industries including public relations, gaming, food service, healthcare, and nonprofits, and hailing from several regions and cultures (including Australia, the Philippines, US, and Taiwan).
The five core sections of the text each focus on a specific managerial skillset: dilemmas managers face when creating a positive work culture, power and influencing others, conflict within a team, managing a cross-cultural team, and motivating and fostering employee engagement. Within each section, short case studies feature real-life situations and managers who had to assess and respond to various challenges with subordinates, colleagues, or their immediate boss. Each case is supported by a case synopsis, reflective questions, and related learning activities. Instructors have access to teaching notes for each case that provide detailed discussion questions, an overview of concepts and their academic references, advanced reading suggestions, and activities that can be employed in class or as supplemental learning assignments.
Comprehensive and practical, this case textbook is perfect core reading for any postgraduate managerial skills course, MBA, professional qualifications in management and leadership, and degree apprenticeship programmes.
Edited by:
Laurie L. Levesque
Imprint: Routledge
Country of Publication: United Kingdom
Dimensions:
Height: 246mm,
Width: 174mm,
Weight: 390g
ISBN: 9781032353081
ISBN 10: 1032353082
Series: International Cases in Business and Management
Pages: 112
Publication Date: 07 November 2024
Audience:
College/higher education
,
Professional and scholarly
,
Primary
,
Undergraduate
Format: Hardback
Publisher's Status: Active
Introduction Laurie L. Levesque Case Preparation and Analysis for Students Gina Vega and Rob Edwards Part I Creating a Positive Climate and Organizational Culture Case 1 Quiet Springs: Engaging Your Team as a New Leader Quinn W. Cunningham, Apryl L. Roach, and Eugene J. Kutcher Case 2 Building a (New) Company Culture at Ma Reilly's Cafe Laurie L. Levesque and George C. Kokoros Case 3 Reveal a Mistake to the Boss? Trust and Psychological Safety in a Market Research Team Amanda S. Patel Case 4 The Outspoken Contractor: Inclusion and Conflict Across Organizational Boundaries Gina Vega Part II Navigating Power Relationships Case 5 Employee Voice at Bitfrost: Different Perspectives of Managers and Employees to Voice Behavior Matheus Fonseca Case 6 The Undermined Manager: Diversity, Influence Tactics, or Inexperience? Holly Chiu Case 7 The Chairman’s Jokes: Dealing with a Leader’s Inappropriate Behavior Ralf Mehnert-Meland Part III Handling Workplace Conflict Case 8 Place of Hope and the Board Meeting Disruption Roland J. Kushner Case 9 Conflict Unveiled: Intergroup Blame Between Information Technology Teams Ankur Nandedkar and Roger S. Brown Case 10 Bias or Poor Training? The Wine Train Incident Monika L. Hudson and K. O. Hunter Part IV Managing Cross-Cultural Challenges Case 11 Culture Clash and the Unraveling of an Immigrant Entrepreneur’s American Dream Rifat Mahmud, Joy A. Jones, and Elizabeth A. McCrea Case 12 Trust and Communication Across Borders: Leadership Challenges at Ellume Health George C. Kokoros and Laurie L. Levesque Case 13 When in Rome (or Manila …): Where Business, Law, and Ethics Meet Ralf Mehnert-Meland Part V Motivating Subordinates and Fostering Engagement Case 14 Employee Retention in a PR Firm: Generational Differences or Insufficient Incentives? Holly Chiu and Laurie L. Levesque Case 15 Colleagues or Sloths? Collaboration and the Allocation of Credit for Contribution Gina Vega Case 16 Sandy Shores Care Center: A Long-Term Care Staffing Crisis Lindsey J. G. Creapeau and Kevin Hansen
Laurie L. Levesque is an associate professor of management at Suffolk University where she co-leads a community of practice around case writing and teaching. Her publications appear in The Case Journal, The Case Research Journal, the International Journal of Instructional Cases, Academy of Management Review, Organization Science, Journal of Management Education, Management Teaching Review, and as the featured case in the Case Writing Workbook, 3e. She earned a doctorate from Carnegie Mellon University.
