Reference no: EM132262826

Martha Rinaldi: Should She Stay or Should She Go?

Assignment Questions

1. How did Rinaldi get into this mess?

2. Could she have done anything differently?

3. What should she do now? Please be specific.

4. Identify the interdependencies among the relevant parties. Who is dependent on whom and for what? Whose cooperation is needed? Whose compliance?

5. Determine the sources of power of the relevant parties.

6. Analyze the relevant differences (in terms of goals, values, stakes, and working styles) among the interdependent parties.

What are the underlying factors that have created or are reinforcing those differences (e.g., differences in career backgrounds, incentive plans, information)?

How might these differences lead to other assumptions or perceptions about the current situation? Around what issues can you expect conflict?

7. Analyze the broader context. How much potential for political conflict exist?There are usually clusters of interests within organizations:

Where are the major alliances? The major rivalries? Are there any precipitating factors (in this regard, it is especially important to consider any areas in which the organization is undergoing major changes)?

Are there any prevention factors (make sure to consider the organization's culture)? How are key players likely to respond to conflict? Will their response most likely lead to constructive or destructive consequences?

8. Periodically update the diagnosis. Power dynamics are just that-dynamic.

Additional Questions (Diagnosis)

1. What is Follet's contribution? What is going on with her?

2. What is Vaughan's contribution? What is going on with him?

3. What is Rinaldi's contribution?

a. Why is Rinaldi behaving this way?

b. Did Rinaldi deserve the performance appraisal from Follet?

c. How would you describe Rinaldi's influence style? What influence tactics did she use?

d. What are Rinaldi's sources of power?

e. What were the critical events or "choice points" Rinaldi encountered over her six months at Potomac Waters? What could she have done differently?

Nike: Ethics Versus Reputation in the #MeToo Era

Watch Videos

• "Knowing Your Rights: Sexual Harassment in the Workplace," video, 7:40, CBS This Morning, December 7, 2017, accessed August 16, 2018,

• "Nike+ Training Club," YouTube video, 1:03, posted by "NikeWomen," January 7, 2016.

• "How Women at Nike Changed their Workplace Culture," YouTube video, 3:57, posted by "Good Morning AMerica," April 30, 2018, accessed July 27, 2018,

• "HR's Role in Creating Workplace Culture," YouTube video, 8:26, posted by "Davyd Pittman,".

Assignment Questions

1. Did Parker respond to complaints made by female employees of Nike out of an ethical concern or as a reputation management strategy?

2. Why did the HR department at Nike fail to respond to the harassment issues? Does Nike's HR department have an opportunity to improve?

3. Why did gender discrimination take place more at the senior level at Nike? Why is this significant? Why is it important to resolve this issue? Explain in the context of Nike.

4. What is severance pay? Why did senior executives like Edwards receive generous compensation packages, even when they resigned amidst controversy?

5. What is workplace harassment? Was there a clear legal case for workplace harassment at Nike? If not, should Parker have let the executives go, resulting in a loss of talent?

Through the Eyes of a Whistleblower

Read Articles about the fairness vs. loyalty tradeoff in whistle-blowing:

• Waytz, Adam, James Dungan, and Liane Young. "The Whistle-Blower's Quandary." New York Time
• "What Makes a Whistleblower?" Here & Now. WBUR Boston

Assignment Questions

1. What are Sherry Hunt's values and motivations in this case? Do you share these values and motivations? How important (from the perspective of both personal well-being and organizational effectiveness) do you think it is for organizations to allow and encourage employees to voice their values and live their values in the workplace?

2. If you were Hunt at the end of the case, what course of action would you pursue? What person or what entity would you tell, how (E.g., by email, in person), and why? Be mindful of what motivates different stakeholders and therefore the resistance with which they may respond.

3. Draft a short script of what you would say to that stakeholder that considers the promising arguments or action levers you might use in response to potential pushback.

Hart Schaffner Marx: Neurodiversity at a Classic American Suit Maker

Watch Videos
• Jordan- "A New Hire with the Autism Workforce Program," Vimeo video, 3:25, posted by "Stephen Serio," n.d.,
• "Marice- A New Hire with the Autism Workforce program," Vimeo video, 2:40, posted by "Stephen Serio," n.d.
• "Max- A New Hire with the Autism Workforce Program," Vimeo video, 2:19, posted by "Stephen Serio," n.d.

Assignment Questions

1. How does the Hart Schaffner Marx autism employment program work? What are its critical components? What principles have guided the development of the program?

2. What business benefits does the program provide? To whom? What are the social benefits? What does this example teach us about the alignment between business and social benefits?

3. How should Williams and Geslak further extend the program? Hows should they deal with the challenges to expanding the program that have emerged?

4. What broader lessons about managing people and/or talent can we derive from this example?

5. How does the Hart Schaffner Marx autism employment program differ from other programs you have researched?

6. How does this other program work? What are its critical components?