The executive vice-president and chief operating officer (COO) of Canadian National Railway Company (CN), needs to shift the culture at his organization. The COO has been promoted to his present position after CN purchased Illinois Central, and his first job is to review CN's operations throughout the country.
He notices that employees are leaving work early, a practice called "early ceases" that is designed to reward workers for working harder during the day. He also detects there are several other practices, such as late beginnings that sustain lower productivity. With the aim of civilizing productivity in mind, before repairing the early quits problem, the COO elects to tackle the dilemma of late starts. Behavioural science is commenced by this case as truly one of the many management tools which can be utilized to affect behaviour.
PUBLICATION DATE: September 06, 2013 PRODUCT #: W13361-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
Transforming Human Resources at Novartis: The Human Resources Information System (HRIS)
Checkmate: Using political skill to recognize and capitalize on opportunities in the ‘game’ of organizational life
Facebook Folly at Northeast BMW (A)
Ambulance Diversion and Emergency Department Flow at the San Francisco General Hospital
We Have a Terrible Tragedy Here (C)
Jiamei Dental: Private Health Care in China, Chinese Version
China Netcom: Corporate Governance in China (A), Chinese Version
American National Red Cross (A), Spanish Version
Differences at Work: Erica (A)
Haier Hefei Electronics Co. (A)
