The 2009 National Football League season is more than halfway completed. The Washington Redskins won their third game by defeating the Denver Broncos 27-17. The team has not had many reasons to celebrate and their coach, former NFL player Jim Zorn has been criticized and rumored to be on his way out. Yet for this one game, the Redskins looked like the champions Washington fans expect them to be.

QUESTIONS:

1. Technically, the Washington Redskins are a team, but their 2009 record might suggest otherwise. Break down the definition for team and apply it to the Redskins. What elements might explain why this team is not performing well?
2. Analyze the Redskins in terms of the three key aspects of effectiveness.
3. In the game against Denver, it could be said that the Redskins were a high-performance team. How did the team fulfill the requirements of distributive leadership in order to achieve victory?

SOURCE: J. Reid, “Redskins Buck Up,” Washington Post (Retrievable online at http://www.washingtonpost.com/wp-dyn/content/article/2009/11/15/AR2009111502002.html?hpid%3Dartslot&sub=AR)

The new limited-release film “Precious” owes its existence to an unusual pair. Sarah Siegel-Magness and Gary Magness are no strangers to business success, but not in the film industry. Their unlikely partnership with film producer Lee Daniels is rocking movie-making status quo and providing capital for a script that had been shunned by Hollywood.

QUESTIONS:

1. Why are Sarah Siegel-Magness and Gary Magness described as “angels?”
2. As you read about the production of “Precious,” Ms. Siegel-Magness’ involvement suggests a different form of ownership (from her angel role). What form best fits and why?
3. Discuss the Daniels-Magness relationship in terms of diversity and entrepreneurship issues.

SOURCE: L. A. E. Schuker, “Novice Film ‘Angels’ Took a Leap of Faith With ‘Precious,’” Wall Street Journal (Retrievable online at http://online.wsj.com/article/SB10001424052748704538404574537721627768260.html)

In the face of one of the toughest economic recessions in recent memory, many companies are increasing the amount of cash reserves they maintain. Even with claims that the economy is improving, companies continue to stockpile cash and increase these reserves. Stockpiling seems to be highest in the technology sector, but giants like Alcoa and Pepsico are following a similar strategy. Cash helps abate risk. Companies want to be sure they have access to cash without paying exorbitant fees to get it.

QUESTIONS:

1. What are some of the benefits associated with holding extra cash reserves?
2. What type of planning does this represent?
3. The article reports a general trend reflecting what type of master strategy? Now look more closely. What type of strategy is Texas Instruments employing and what specific form does it take?

SOURCE: T. McGinty & C. Tuna, “Jittery Companies Stash Cash,” Wall Street Journal (Retrievable online at http://online.wsj.com/article/SB125712303877521763.html)

Pink Martini is a musical group that is hard to define. They are part classical, part jazz, and, by the group’s admission, part Latin. One thing is certain, they do have a loyal international following. When asked about the composition of two of their latest songs, an interesting creative-collaborative process is described.

QUESTIONS:

1. Why is creativity (or innovation) important in general and specifically for a musical group like Pink Martini?
2. What are the drivers of creativity for the group’s music? What characteristics of the work environment support Pink Martini’s creativity?
3. After reading the story and/or listening to the report, would you call the group innovative? Why or why not? If you consider them innovative, what type of innovation do they display?

SOURCE: “Pink Martini: A Tale of Two Songs,” NPR (Morning Edition) (Retrievable online at http://www.npr.org/templates/story/story.php?storyId=114167342&sc=nlcc=mn-20091028)

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In one of the more celebrated government bailouts, General Motors received $58 billion in taxpayer money to stay in business. The auto maker still filed for bankruptcy protection and emerged from that process with the federal government holding a 60 percent stake in the company. Now members of Congress are seizing the opportunity by putting pressure on GM decision makers in order to protect jobs and businesses in their home districts. This is dramatically affecting the way the company does business. The experience provided lessons learned for other bailed-out companies, some of whom are returning bailout money rather than risk government meddling in their own affairs.

QUESTIONS:

1. As represented by the article, what type of control is General Motors experiencing? In what ways does this control mirror that imposed by the Sarbanes-Oxley Act?
2. From an operational standpoint, why is this control necessary?
3. What is a stakeholder? Identify the stakeholders in this story (note, some of these may be implied). What role, if any, should stakeholders have in the operations of a company like General Motors? Defend your answer.

SOURCE: N. King, “Politicians Butt In at Bailed-Out GM,” Wall Street Journal (Retrievable online at http://online.wsj.com/article/SB125677552001414699.html)

The economic recession is forcing companies to reduce costs in order to remain viable. Labor costs, both pay and benefits, represent one of the biggest cost items for companies. As a result, health insurance and pensions are increasingly scrutinized. Many employers are transferring responsibility for managing benefits to workers. This means that workers are expected to shoulder the bulk of contributions to retirement accounts and bear a greater share of the costs of health plans.

QUESTIONS:

1. The traditional model for maintaining a quality workforce involved competitive pay and benefits packages. Has this model changed? Aside from the economy, what are the arguments employers are making for restructuring compensation?
2. Since the economy appears to be the big driver when it comes to compensation and benefits, what can companies do to attract the best talent and keep workers motivated?
3. The article closes by describing the changing nature of the employment relationship. Is it realistic for workers to expect traditional employment contracts and benefits packages where the employer picks up the bulk of the cost?

SOURCE: P. Dvorak & S. Thurm, “Slump Prods Firms to Seek New Compact With Workers,” Wall Street Journal (Retrievable online at http://online.wsj.com/article/SB125590984649093245.html)

See also S. Bomkamp, “3 State AGs Threaten to Sue FedEx Over Contractors,” USA Today (Retrievable online at http://www.usatoday.com/money/companies/regulation/2009-10-20-fed-ex-suits_N.htm)

The launch of Windows 7 renews debate about technological change in organizations. Many companies skipped the upgrade from Windows XP to Windows Vista and are now wondering whether to make the move to the latest version. At the same time Microsoft competitors are touting Linux as a viable alternative.

QUESTIONS:

1. Would upgrading from earlier versions to Windows 7 be considered incremental or transformational change?
2. Examine the common targets for change. Which target would be affected by upgrading to Windows 7? The obvious answer is technology, but look more closely. Can you argue for more than one target?
3. What challenges does the pace of technological change present to organizations? How does improvisational change address this?

SOURCE: B. Acohido, “Despite Windows 7, Linux Raps Harder at Company Doors,” USA Today (Retrievable online at http://www.usatoday.com/money/industries/technology/2009-10-22-windows-microsoft-linux_N.htm)

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