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Bankert, Ellen; Lee, Mary Dean; & Lange, Candace. 2001. SAS
Institute: A case study on the role of senior business leaders in
driving work/life cultural change.
Focuses on capturing the essential elements that
define the SAS Institute culture: employee-centered values, employee
interdependence, a spirit of risk-taking, freedom, challenging
work, richness of resources, and the company's physical surroundings.
(Includes a teaching note.)
Friedman, Stewart D.; Thompson, Cynthia; Carpenter,
Michelle; & Marcel, Dennis. 2001. Proving
Leo Durocher wrong: Driving work/life change at Ernst & Young.
Presents a case study that focuses on a firm
that has developed new approaches to addressing the life balance
challenges. The case describes two of the main prototypes, including
the work/life practices.
Lobel, Sharon. 2001. Allied
Signal: A case study on the role of senior business leaders in driving
work/life cultural change.
Presents a case study that revolves around a
leader's ability to integrate an unyielding demand for bottom-line
results with a focus on the whole person. (Includes a teaching
note.)
Siegel, Phyllis. 2001. Seagate
Technology: A case study on the role of senior business leaders
in driving work/life cultural change.
Examines the core team change initiative in the
context of achieving employee work/life balance. In particular,
the case examines: the role of key individuals in managing the
change process; initial outcomes with respect to the TTM objective;
initial outcomes with respect to the work/life balance objective;
and remaining challenges. (Includes a teaching note.)
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