October 2012

		Coursepack Builder
		New Cases in Organizational Behaviour & Leadership
		Best Selling Cases for 2011-2012
		Free Resources and Tips for Learning & Teaching with Cases

The Coursepack Builder was officially launched in September and has proven to be a popular tool with numerous customized coursepacks being created and downloaded daily!

Log In to create your own custom resource that can be downloaded instantly from the Ivey Publishing website. With enough content to create an entire course, you can use the Coursepack Builder tool to assemble cases, articles & technical notes from the Ivey collection, or any of the other collections available through Ivey Publishing.

Need help? View any of the instructional videos below or email for assistance.

Part 1 - Creating Coursepacks

Part 2 - Building Your Coursepack

Part 3 - Finding & Adding Products to a Coursepack

Part 4 - Changing the Order of Items, Editing & Previewing Your Coursepack

Part 5 - Activating & Purchasing the Coursepack

Part 6 - Managing the Coursepacks: Deleting, Re-Using & Archiving

Part 7 - Adding Delegates

The newest cases from the Ivey case collection are available for review. View New Cases for more details on cases registered in your discipline.

Risk Leadership at TD Bank Group (Simplified Chinese version)
TD Bank group was one of the few large financial institutions in the world to have survived and prospered during the financial meltdown and subsequent recession in 2008/9. It did this without getting any government assistance. Furthermore, it emerged from the crisis substantially larger in terms of both market capitalization and assets while having the best performance of any of the Big-5 Canadian banks in terms of stock price and total shareholder return during the period 2003-2011.

The case describes many of the actions led by TD's CEO, Ed Clark, following his promotion to that role in the wake of severe credit losses at the bank. It describes a shift of strategy that focused on reducing market, credit and liquidity risk while increasing strategic risk. It also describes in considerable depth the governance and management approach to risk at the bank as well as identifying important issues such as the establishment of a risk-management culture, the relationship between executive compensation and risk, and the formulation and promulgation of a clear statement of risk appetite. Further, it allows the instructor to focus on the many types of risk that have to be managed in a financial organization including strategic, market, credit, liquidity, operational, insurance, legal/regulatory and reputational risk and how these might be traded-off against each other.

This case can be used in courses that focus on the management of financial institutions, risk management, leadership and organizational design. With its extensive description of one financial institution's risk governance and management structures, systems and processes, the case also acts as a primer in risk management for those who know little or nothing about this topic and need to understand it.

Green Hills Hospital: Leading Change Management
Performance measurement research indicates that most organizations actually destroy rather than create value as a result of their operations. The new global competitive order requires that organizations adapt and restructure business models quicker and with fewer mistakes than ever before in order to maximize value for shareholders. Most organizational change initiatives only deliver sub-par results, necessitating further rounds of restructuring initiatives, which decrease value and negatively impact the organization. Private health care has become a lucrative business, and the Hippocratic Oath as a guiding principle may be overshadowed by a focus on profit. The case presents a change initiative at a large health care facility that aims to maximize shareholder value by introducing lean health care. While change management performance can be measured in financial terms, what happens when a mishandled change initiative starts to endanger the lives of patients?

Learning Objective:

• To apply Kotter’s eight-step change process and Toyota’s lean manufacturing methods in an active hospital setting.
• To observe symptoms, use inductive reasoning to illustrate core problem areas, diagnose causes of failure and suggest alternative courses of action.
• To understand the Asian background and the interrelationships between multi-faceted Asian cultures and their respective workplace paradigms and management styles demonstrates the complexity of change initiatives in Asia.

Job Offer Negotiation Exercise (A): Maximum Motivation Candidate Instructions
This is one exercise in a 4-part series entitled Job Offer Negotiation Exercises. This exercise gives participants the opportunity to act as the Maximum Motivation candidate in a job offer negotiation.

The purpose of this role-play case series is to give participants the opportunity to experience a job offer negotiation as both the job candidate and the employer. The exercise involves two distinct negotiation scenarios, allowing participants the opportunity to play both roles and to practice and apply concepts and skills learned in the first negotiation session. If desired, only one of the two scenarios can be negotiated if only one hour is available for the activity. One negotiation occurs for a job with a company called Maximum Motivation (A and B cases) and the other is for a job with a company called People Power (C and D cases). Participants work in pairs, with one playing the role of the job candidate and the other playing the role of the company representative. In both scenarios, the company considers the candidate to be the top applicant and would like to finalize the hire. Also in both scenarios, the job candidate has an acceptable alternative — another job offer from a rival company called PerformanceMax — and needs to accept or decline the PerformanceMax offer the next day. Thus, it is important that both sides reach an acceptable employment arrangement during this negotiation, or the candidate will not be hired. When both sides have negotiated an acceptable agreement, or when either partner decides to end the negotiation, the negotiation is over. After group discussion, participants find a different partner who last played the opposite role, switch roles, and complete the second negotiation scenario.

The exercise addresses a variety of topics and skills related to negotiation, influence, persuasion, communication, emotional intelligence, planning, and conflict resolution. The activity is useful in staffing, human resource management, principles of management, organizational behavior, and negotiation classes and workshops.

Did you know that over 1.6 million copies of Ivey cases are used at thousands of business schools around the world? With cases written by leading Ivey faculty and by authors from around the world, the Ivey case collection represents a wide range of business issues from a truly global perspective.  We would like to thank all of our authors for their contribution to the Ivey case collection and highlight some of our best selling cases for 2011-2012. 

Starbucks by Mary M. Crossan, Ariff Kachra

Molson Canada: Social Media Marketing by Deborah Compeau, Israr Qureshi

FIJI Water and Corporate Social Responsibility - Green Makeover or Greenwashing? by James McMaster, Jan Nowak

Visit our website to view our entire Best Selling Case Collection which includes a variety of case studies across all major business disciplines.

If teaching with cases is new to you, or if you are looking for a way to improve your current methodology, check out these free resources available from Ivey Publishing.

Learning with Cases, 4th Edition
A complementary copy is available upon request. This soft cover book is a concise handbook written specifically for students to enhance their learning with cases. Numerous and helpful suggestions cover the complete case learning process including individual reading and preparation, small group discussion, large group (classroom) discussion, making case presentations and writing case exams and reports ... More

The Business Plan Presentation
This complementary case has been written to help students understand the importance of class management and illustrate the challenges associated with English as a Second Language (ESL) students and how to best approach these students to ensure their language difficulties do not limit their learning. It also emphasizes the need for instructors to be clear about course objectives and class requirements. The case can be used in a course on teaching, ideally in a section on class management, teaching ESL students or teaching in a cross-cultural context. It can also be used as preparation for participants in student-run initiatives in developing countries. Registered academics can Log In to download the accompanying teaching note.

Plagiarism and Discipline
When a professor finds out that one of the groups in her Management Information Systems (MIS) MBA class had plagiarized part of their assignment from other sources, she did not know what to do. Plagiarism was not an unusual situation to her; in the past, she had always reported it. Her university also took plagiarism seriously; students who were caught were expelled from the university. But this situation seemed a little different, and she wondered whether reporting the students and having them expelled was the sensible approach this time.

This complementary case is designed to support workshops and teaching on the subject of teaching and learning with cases. This case emphasizes issues of dealing with student plagiarism on a case analysis assignment.

Read the case teaching tips Christopher Williams, Assistant Professor of International Business at the Richard Ivey School of Business recently shared with the Global Business School Network.