How Dave Cote got Honeywells groove back May 14, 2012 .docx

How Dave Cote got Honeywell's groove back
May 14, 2012
The GE veteran and one-time cod fisherman has led a
remarkable turnaround at the industrial giant.
By Shawn Tully, senior editor-at-large
Dave Cote in a New Jersey lab where Honeywell is developing a
new nylon copolymer that can
be used in food packaging. Around his office he typically wears
jeans instead of a suit.
FORTUNE -- Dave Cote is feeling the beat. He takes a sip of
Mountain Dew and bobs his head
in time to the throbbing bass of Jay-Z's "Hard Knock Life." The
CEO of Honeywell
International, one of the world's largest industrial
conglomerates, with $37.1 billion in sales, is
wearing his usual work attire -- a beat-up leather bomber jacket,
baggy jeans, and clunky work
boots. Cote's office in the company's frozen-in-the-1960s
headquarters in Morris County, N.J., is

nothing fancy. Boston Red Sox jerseys adorn the walls, and a
210-gallon fish tank he inherited
gurgles in the background. But for inspiration, he turns to his
iTunes and hits SHUFFLE. "I've
got 10,000 songs on my server," he says. "The music never
stops!"
Neither does Cote. While tunes like Billie Holiday's "God Bless
the Child" and Neil Diamond's
"Forever in Blue Jeans" play in the background, Cote leaps from
his personal history to business
insights as nimbly as the music changes genres. You can hear
Cote's New Hampshire upbringing
in his voice as he recounts his youthful adventures as a cod
fisherman in Maine. Moments later
he's explaining the technology of turbochargers. Then he veers
into his service on the Simpson-
Bowles deficit commission in 2010. "What amazed me is how
bad future deficits will be even if
we have strong growth," warns Cote.
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Cote (pronounced CO-tee) is an increasingly rare commodity in
the business world: an
independent thinker who's the antithesis of a slick, prepackaged
CEO. The 59-year-old fills a
room not because he's an imperial type who prizes pomp, but
because he's a rough-hewn leader
who demands accountability. Says Honeywell director Gordon
Bethune, former CEO of
Continental Airlines: "He took us from a disaster to a hell of a
company. And he never beat his
chest while he was doing it."
Indeed, Cote, who recently logged his 10th anniversary as CEO,
has orchestrated one of the best
corporate comebacks in recent memory. Today Honeywell
(HON) ranks as a top performer
among the diversified industrials, starting with how it has
rewarded shareholders. Since the start
of 2003, Honeywell's stock has surged from $24 to $60.
Investors have reaped a total return,
including dividends, of 215%. That puts Honeywell in second
place among industrial
conglomerates -- just behind Danaher (DHR), which returned
229%, and ahead of United

Technologies (UTX), which has returned 210%. Honeywell's
returns wax those of Emerson
Electric (EMR) (158%), 3M (MMM) (80%), and Cote's alma
mater, GE (GE) (9.4%). In the
same period the S&P returned 88%. "Cote has transformed
Honeywell into a technology
company with strong growth," says Jim Cramer, the CNBC host
and former hedge fund manager
who also happens to be Cote's next-door neighbor in tony
Summit, N.J. "This is one of the great
CEOs of our time, yet he's stayed below the radar."
Honeywell: No. 77 on the Fortune 500
How has Cote managed to recharge the failing institution that
was Honeywell? The first
impression of a relaxed, hip-hop-loving raconteur is misleading.
It masks a hard-core work ethic
that astounds his friends and lieutenants alike. "I'd call him for
dinner in Washington the night
before a deficit commission meeting, and he'd say, 'I have eight
hours of reading to prepare,' and
it would be 6 p.m.!" recalls Tim Collins, CEO of private equity
firm Ripplewood Holdings. In a
decade Cote has relentlessly transformed Honeywell, making 70
acquisitions and shedding 40

businesses.
That process has shifted Honeywell's portfolio toward game-
changing, technologically
sophisticated offerings that boast high margins and rapid
growth. Honeywell's biggest pillar is
automation and controls, a business Cote has recharged with
acquisitions including state-of-the-
art gas-detection device makers. Ranking second is aerospace.
Honeywell is one of the world's
largest producers of jet engines for business aircraft, and of
advanced avionics for every type of
plane. It's also a major innovator in the auto industry through a
pet product of Cote's,
turbochargers.
The lineup reflects the big ideas that Cote has used to reshape
Honeywell. "To run a diversified
manufacturer, you need unifying themes," he says. Cote's
themes are energy efficiency, energy
generation, and industrial safety. "Energy is a conundrum," says
Cote. "The economy as a whole
will use a lot more of it, but people driving cars and owners of
commercial buildings and
refineries will want to conserve."

Cote's great accomplishment is unifying Honeywell's formerly
fractured, dispirited culture, and
at the same time charting a fresh strategy based on those
marquee ideas. Doing both required a
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combination of personal magnetism and forward-looking, often
contrarian thinking. The Cote
story is a step-by-step primer in an industrial revival that was
anything but ordained, at a
company that on the day he arrived seemed headed for disaster.
To gauge Cote's accomplishment, it's crucial to understand the
mess he inherited. Today's
Honeywell descends from a disastrous merger. In late 1999,
AlliedSignal purchased Honeywell
for $14.4 billion, taking on the latter's more prestigious name.
Both companies had big

reputations. Honeywell was a stalwart of American
manufacturing, named for turn-of-the-
century plumbing entrepreneur Mark Honeywell and famous for
its iconic round thermostat.
AlliedSignal was a scrappy, acquisitive conglomerate run with
ruthless efficiency by the
legendary Larry Bossidy, the former vice chairman of GE.
Instead of meshing operations and paring costs, the new CEO,
Honeywell veteran Mike
Bonsignore, and Bossidy, by then chairman, mainly fought.
"Larry was always 15 minutes early
for meetings and hated to be kept waiting," recalls an executive
who is still at Honeywell. "Mike
was always 15 minutes late. By the time the meeting started,
Larry would be steaming."
By mid-2000 the merger's promise was collapsing, along with
Honeywell's profits and share
price. Out of desperation the board accepted a takeover offer
from GE's Jack Welch. GE teams
swooped down on Honeywell. GE executives took over budget
planning and employee reviews.
But the biggest acquisition in GE history, and what Welch
viewed as his crowning achievement,
wasn't to be. In June of 2001, Mario Monti, the European

Commission's competition chief and
now Italy's Prime Minister, effectively killed the merger.
Bonsignore departed, and the board brought back Bossidy to
help repair the damage. Bossidy's
priority was finding a successor who could handle the
challenge. He took a chance on a
candidate who'd excelled but hardly proved a superstar at GE,
and had served just a year as CEO
of TRW (TRW), an auto parts manufacturer half the size of
Honeywell: Cote.
Cote's early life is an unlikely prologue for commanding an
enterprise of 132,000 employees. He
grew up in a New Hampshire mill town named Suncook. His
father had an eighth-grade
education and ran a garage. "I didn't know what success was,
because it was hard to find anyone
in town you'd describe as successful," recalls Cote.
But his aptitude for numbers emerged early. "When Dave was
12, I'd put him on the bus to
Manchester with his big accordion and some cash," says his
mother, Georgette Cote. "After his
music lesson he'd go all over town paying all the bills, for the
department store, for our

insurance." Dave invariably returned with the correct change
and all the receipts, Mrs. Cote notes
proudly. Today Cote describes himself as "New Hampshire
cheap." Declares his mom: "I didn't
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believe in allowances. When my children asked for money, I'd
tell them, 'I don't charge you kids
for breakfast!'"
After graduating from high school in 1970, Cote put wanderlust
before higher education. He
bought a 1963 apple-green Pontiac Catalina for $395 and drove
to Michigan, where he labored as
a car washer and carpenter's apprentice. The next summer he
signed up to join the Navy but
backed out of his pledge and decided to try college instead --
talking his way into the University
of New Hampshire in Durham even though it was past the
official admissions date.
He later took a break from school that wasn't exactly a junior
year abroad: Cote and a friend

bought a 33-foot lobster boat and spent a year running trawls
for cod in Maine. "It taught me that
you can work very hard and get absolutely nowhere," he says.
Around this time Cote got married
and his wife became pregnant. So he sold the lobster boat, and
in 1976 he finally graduated from
UNH. (Cote is twice divorced and has three adult children and
three grandchildren.)
Cote's friends today swear he's the same gregarious, up-for-
anything kid from New Hampshire
outside the office. The CEO tools around the New Jersey
suburbs on weekends on a Harley-
Davidson. Or, shotgun in hand, he stalks duck and pheasant in
the Adirondacks with his friend
Tim Collins. "He's an incredible shot," marvels Collins. "Maybe
not the best I've ever seen, but
the best for someone running a global corporation."
He also doesn't place too much emphasis on appearances. Cote
goes to board meetings in jeans,
and encourages the directors to dress likewise. Not all his
friends appreciate the look. "I'm a suit-
and-tie guy," says Cote's pal, Washington attorney Vernon
Jordan. "I'd never come to work in
jeans. I tell Dave he looks like something out of Silicon

Valley."
While at UNH, Cote had worked the night shift at a nearby GE
jet engine plant as an hourly
laborer. In 1976 he landed a full-time job at another GE factory
in Massachusetts as an internal
auditor, making $13,900. Cote rose to join the GE audit staff,
then spent the mid-1980s as a
financial analyst at headquarters in Fairfield, Conn.
More: Where Honeywell makes its money
It was a chance encounter with chairman Jack Welch in 1985
that propelled Cote's career. Welch
heard that the company was dispatching exhaustive
questionnaires about GE's business metrics
to obscure corners of the world like Mauritania. Regarding this
as a colossal waste of time, a
furious Welch started calling everyone from the CFO on down,
getting madder and madder when
he found the brass were absent, until he finally reached the
wonk who was handling the project --
Cote. Cote kept his cool, explaining he was doing his best at a
job he'd been assigned, then called
his wife and said, "I think I'm going to get fired."
But Welch was impressed with Cote's air of authority and his

refusal to bad-mouth his superiors
-- especially when he later learned that Cote himself had argued
against the project. Cote became
a Welch favorite. "At GE, if you moved up two levels it was
great," says Cote. "Jack promoted
me three levels, which was incredible."
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In 1996, Cote was put in charge of one of GE's major businesses
-- appliances. "Prices were
falling, and the appliance field was brutally competitive,"
recalls Cote. To wring savings in
labor, Cote moved some manufacturing jobs to Mexico and
threatened to move more. The tactics
didn't endear him to the unions. Asked about Cote, Charlie
Smith, then head of the Electronic
Workers local, wrote to Fortune in an e-mail, "My father used to
tell me that if you can't say
anything nice about someone, don't say anything at all."
Though Welch prized Cote, it was clear by 1999 that Cote didn't
have a shot to be Welch's
successor. "Dave wasn't really in contention; he was a ways
back," says Welch. So Cote joined

TRW as heir apparent, serving briefly as CEO before taking the
far bigger job at Honeywell in
February of 2002.
For Cote, job one at Honeywell was halting a raging clash of
cultures. Employees called it the
"red" and "blue" wars, taken from the traditional logo colors of
the two companies. Red
represented the old Honeywell. Its folks were courtly and prided
themselves on pleasing the
customer. But in practice that meant promising the customers
anything, then, say, infuriating
aircraft manufacturers by delivering avionics equipment way
behind schedule. Blue stood for the
former AlliedSignal. Its ethos was in-your-face confrontation,
with an emphasis on "making the
numbers" at all costs.
To make matters worse, a third wayward culture needed taming.
Around the time of the merger,
Honeywell absorbed a maker of fire and safety systems named
Pittway. Its managers were
staunchly independent folks who'd started their own businesses
and considered the red and blue
factions too incompetent to give them orders.

The feuding red, blue, and Pittway camps all bristled at taking
direction from a new CEO. "I held
a town hall meeting in Brussels for the heads of the businesses
in Europe," says Cote, "and about
one-third of the people I'd invited didn't show up." Pittway,
meanwhile, had its own credit cards
and initially refused to switch to the brand used by the other
employees.
Cote in an Agusta Westland AW139 helicopter. Honeywell is
one of the world's largest
manufacturers of cockpit controls.
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Early on Cote made two pivotal decisions that announced a new
kind of leader. First, he ended a
long-standing tradition, inherited from both the former
Honeywell and AlliedSignal, of
aggressive accounting, a practice highly in vogue at the time.
Honeywell was capitalizing the
cash spent on providing free brakes, wheels, and other parts to
airlines to win orders. It was also

capitalizing much of its outlays on aerospace R&D. "The system
encouraged executives to give
away a lot of equipment and do research for its own sake,
because those costs looked 'free,'" says
Tim Mahoney, chief of the aerospace business. Cote adopted
conservative bookkeeping by
expensing both types of spending in the current quarter, even
though the practice pounded short-
term earnings.
Second, Cote introduced a new strategy for tackling
Honeywell's destructive legacy -- giant
asbestos and environmental liabilities. The former AlliedSignal
had taken a stubbornly hard line
on asbestos suits, and investors dreaded what the future expense
would be. "Dave realized we
couldn't litigate our way out," says general counsel Kate
Adams. "He decided to take a
cooperative approach." Honeywell is establishing a trust for the
claims and is working to scrub
the soil at old chemical plants. "The key change is that the
future expense is now predictable,"
says Susan Kempler, a portfolio manager at TIAA-CREF, which
holds 1.5% of Honeywell's
shares. Today the asbestos-plus-environmental expense

consistently runs around $150 million a
year after-tax. That's a highly manageable number given last
year's free cash flow of $3.7 billion.
To unite the company's warring factions Cote also introduced a
series of disciplines covering
every business. A prime target was manufacturing. Cote saw
that labor costs for everything from
aircraft power generators to fire alarms were far higher than
those of competitors -- a situation he
couldn't abide. He added an extra dimension to create what's
now the revered Honeywell
Operating System, or HOS. Cote demanded that his troops
replicate Toyota's manufacturing
practices -- in Cote's mind, the best in the world. He dispatched
70 managers to Toyota's plant in
Georgetown, Ky., to master techniques for speeding output with
the leanest workforce possible.
The rewards have been spectacular. Since 2002, Honeywell has
increased its headcount just
21%, vs. an increase in sales of 72%. By keeping fixed costs
like labor relatively flat, Cote
generates "operating leverage" that magnifies brisk revenue
growth into outsize earnings. Since
2003, Honeywell has lifted sales 7% a year, while operating

profits have grown by 12%.
During the recession, Cote demanded that Honeywell unite
behind a highly unorthodox
campaign to save labor costs. He was unwilling to simply slash
the workforce. "Dave was pacing
in my office, trying to decide what to do," recalls Mark James,
head of human resources. "Then,
as is so often the case, he surprised me by saying, 'We need to
preserve our industrial base for the
recovery, and huge layoffs will destroy it.'" So Cote required
that Honeywell's employees take
unpaid furloughs of between two and five weeks during 2008
and 2009. "There was lots of
complaining," says James, "but it worked."
Cote also introduced a disciplined blueprint for M&A. The old
Honeywell and especially
AlliedSignal had made a number of poor acquisitions, and Cote
pledged to avoid the same errors.
"We studied every deal from 1992 to 2002," says Anne Madden,
who directs M&A for the
company. "We found that half the mergers failed, usually
because we overpaid or didn't integrate
the acquisitions." Today every acquisition must meet Cote's
highly specific checklist. Forget

mega-deals. Of the 70 acquisitions, none costs more than $1.4
billion. "I believe in placing lots
of bets on lots of businesses," says Cote. "A big deal that goes
bad can ruin a company."
Honeywell's shopping spree has been wildly successful. On
average, Honeywell paid around 12
times earnings for the 70 acquired companies and tripled their
profits. That improvement owes a
great deal to the CEO's relentless focus on integration. For all
deals over $50 million he reviews
the integration plan's progress after closing for the following
30, 60, and 90 days, and quarterly
thereafter for at least a year.
The integration sessions provide a window on the Cote style. "If
there is a loose thread in a
presentation, Dave will find it, and keep pulling until the whole
thing unravels," says James. The
Cote approach is to pepper his lieutenants with endless detailed
questions, bordering on
interrogation. He's incredibly focused on headcount, circling the
figure with a red pen if he
deems it too high. Many of his comments are cloaked in icy

humor. "You must have been a lot
busier than I was if you didn't think I'd ask that question" is a
typical line.
Every few months, Cote sets aside a day to sit alone in his
office reflecting on Big Ideas. He
turns up the iTunes and doesn't take phone calls. It was during
these solitary sessions that he
decided to concentrate on the three grand themes of energy
efficiency, energy conservation, and
safety. He also brainstorms about products that best fit each
strategy. One of his favorites is
turbochargers.
A turbocharger is a device that resembles a metal pipe coiled
into the shape of a snail. This
surprisingly small machine, no bigger than 18 inches in
diameter, attaches to an internal
combustion engine and operates much like a jet engine. It
captures the auto's exhaust and uses
that energy to force air into the cylinders at extremely high
pressure. The process enormously
enhances the engine's power without a big increase in fuel
consumption. Putting a turbocharger
on a four-cylinder gasoline engine generates six-cylinder
horsepower, while raising miles per

gallon by as much as 20%.
Despite its obvious advantages, until recently turbo gained little
traction in passenger cars except
in Europe. In the U.S., the reliability problems with the
Chrysler K-cars of the 1980s had left
turbo with a poor image. But when Cote arrived, he calculated
that a global revolution was
brewing. He later sold Honeywell's slow-growth consumer auto
businesses -- such as spark plugs
and anti-freeze -- and poured some of the proceeds into
enhancing Honeywell's turbo technology.
Cote felt that the strict fuel standards being imposed in the
U.S., China, Russia, and other major
markets would make turbo the global industry's technology of
choice. "I always thought that
improving the old internal combustion engine was the only way
to meet those standards," says
Cote. That could create a go-go growth industry inside the
mature auto business: Even if auto
sales rose slowly, turbo sales would explode as they were
installed in more and more cars. That's
precisely what's happening.
As the world's largest producer of turbochargers, Honeywell

now stands to benefit handsomely.
Today it's generating around $3.2 billion in turbo sales. But that
figure could rise sharply. Using
data assembled with Global Insight, Honeywell predicts that
turbo penetration in the U.S. will
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jump from around 20% today to more than 80% by 2020, and
quadruple in China to 60%. All
told, two-thirds of the world's new cars would carry
turbochargers in just eight years, compared
with around 33% today.
Back in his office, Cote is riffing on another energy-themed
product idea: auto and jet fuel made
from harvesting and refining algae. "We're partners in a plant in
Hawaii that's making it right
now," he says enthusiastically. "The U.S. military even used it
to fly an F-18 Green Hornet!"
Then he turns his attention from algae to the bubbling fish tank,
filled with exotic species Cote
can't name. "It's supposed to be relaxing," he says. "Except that
I don't do relaxation." John

Coltrane's "Giant Steps" comes over the speakers. Dave Cote is
planning his next mighty stride.
This story is from the May 21, 2012 issue of Fortune.
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d_biofuel/index.htm
Instructions: To complete this Assignment, first read each
client’s biography and gather their fitness testing results. Using
the information contained therein, you will conduct health-
related fitness assessments on each of our four sample clients --
Justin, Sally, Jennifer, and Carl -- to determine their fitness
levels and identify areas for improvement. Answer all
Assignment questions below for each of the four clients.
Part 1: Discuss Testing Protocols Thoroughly describe each test
used to assess aerobic, muscular strength/endurance, flexibility,
and body composition for each client. Be sure to discuss each
test’s purpose and testing protocols.
Part 2: Challenges/Precautions Does the client have any issues
or challenges that prevent him/her from performing any of the
fitness tests? Do you need to modify any of the tests? Identify
each client’s cohort keeping in mind they may belong to more
than one cohort (example: older adult, diabetic, obese). When
conducting fitness assessments for clients in that cohort, what
are general safety precautions/instructions to consider?
Part 3: Fitness Testing Results and Goals Discuss each client’s
fitness assessment results for all tests: aerobic, muscular
strength/endurance, flexibility, body mass index, and body
composition (optional). In your discussion, include their score
(percentile) compared to others in their age group. Identify a
goal for improvement for each fitness area (aerobic, muscular
strength/endurance, BMI, and body composition)

Project must be in APA format and utilize references. Expected
length is at least 4 pages.
Biographies
Justin Age 13, 7th grade
Testing Results
Height 5’ 5”, Weight 180 lbs. (BMI=30, grade 1 obesity)
Fitness Test Results (PCPFS):
Justin completes testing at school each semester and the results
of his last test are listed below:
1 mile run - 12:39 (below 50th percentile)
Push-ups – 9 (below 50th percentile)
Pull-ups – 0 (below 50th percentile)
Sit-ups – 15 (below 50th percentile)
Sit & Reach – 14 cm (below 50th percentile)
Skin Fold Results:
Triceps – 17 mm, Calf – 15 mm (24.5% Fat, 135 lbs LBW, 44
lbs Fat Weight, Moderately High rating, 10%-19.9% is optimal)
Barriers to Activity: Justin struggles with his studies and has
been spending extra time with a tutor and doing homework. The
extra time has paid off, and his grades are up to a B average.
Justin’s parents value education, and they will continue to pay
for the tutoring time. The extra study time cuts into Justin’s
recreation time. Justin’s parents do not encourage Justin to get
outside to play with his friends. Because of their busy
schedules, they aren’t around much to encourage Justin to be
more active. When they come home from work, they eat fast
food, and then plop down in front of the TV to watch reruns of
their favorite show, Man vs. Food.
Current lifestyle and activity habits
Justin loves playing video games. He and his friends will spend
hours in front of their TV’s playing any sports related video
game they can get their hands on. Justin’s parents both work
full time jobs to help make ends meet. Because of their busy

schedule, they tend to bring home a lot of fast food. Nobody in
Justin’s house eats very healthy. He has two older brothers in
high school who are both in grade 2 obesity. Justin’s parents
are both obese as well. Justin just started a home economics
class and he is learning how to cook simple healthy meals. He
likes this class and is excited to do more cooking at home.
Goals
He loves sports, especially football. He played football on his
7th grade team, but didn’t see a lot of playing time because he
was slower and weaker than most of the other students on his
team. He would like to improve his body composition and
weight to a normal level, and improve his strength so he can
start at offensive line on his school’s 8th grade football team
next year. He definitely wants to excel at football through high
school, and knows it will take a lot of hard work. Justin sees
how his older brothers have gotten because of their inactivity,
and he’s decided that he wants to be healthier. He just hasn’t
done anything yet, and he’s not sure how to get started.
Medications: none
Risks
Parents marked no to all 7 questions on the PAR-Q.
Justin passed his sports physical to play football in 7th grade,
but his doctors did admit that they would like to see Justin
improve his health, weight, and activity
Jennifer
Age 35
Working mom of 3 kids
Testing Results
Jennifer recently received a free fitness assessment at a local
gym as part of a marketing promotion.
Height 5’6” Weight 175 lbs

1.2 miles in the 12 minute run test for a rating of ‘Borderline’
VO2max estimated to be 25 ml/kg/min
16 reps for the YMCA bench press test (35 lb. weight) with a
rating of “Average”
20 curl-ups completed for a rating of “Marginal”
Sit and reach of 14 inches for a rating of “Good”
Sum of skinfolds measurements for triceps, suprailliac and thigh
= 101mm (Use Table 6.5 to complete calculations)
Barriers and Lifestyle
Jennifer is a very busy woman! She is a single mother with 3
children (ages 10, 8 and 5). She works as an office manager and
sits behind a desk for 8 hours each day. She struggles to find
time to keep the household running, shop for and prepare meals
and work. As a result, she often puts herself last and rarely
makes time to be physically active. Her favorite physical
activity is walking, but unfortunately she was only able to go
for a walk two times in the last month. All three of her children
are also overweight and she worries that if she doesn’t change
their lifestyle, they will all develop diseases prematurely and
their quality of life will decrease. Finally, their finances are
limited so Jennifer cannot afford expensive equipment or gym
memberships.
Medications
Jennifer takes medication daily for high blood pressure.
Risk
Jennifer answered “Yes” to #6 on the PAR-Q since she has high
blood pressure. Her doctor has cleared her for exercise since she
keeps it under control with her medication.
Goals
Jennifer wants to incorporate more physical activity into her
life. She wants to improve her cardiovascular endurance and
also lose weight. She would love to find a way to involve her

children as well so that she can set a great example for her
family. Finally, her long-term goal is to reduce her dependence
on her blood pressure medications and instead control it by
achieving a healthy weight and active lifestyle.
Sally Age 65, full-time administrative assistant
Testing Results
Height 5’ 8”, Weight 218 lbs. (BMI=33.1)
Fitness Test Results:
Rockport Walk Test (1 mile): 21.30 min
Chair Stand (9 reps): below average
Chair sit and reach (1 inch): average
Arm curl (13): average
Barriers to activity: Sally works full time as an administrative
assistant at a local college. She spends the majority of her day
sitting at a desk, answering phones, greeting students and doing
tasks for the professors in her department. Her husband is
disabled and cannot work. To make ends meet, she works part
time (15-20 hours per week) working at a local chain retail
store. She often works late shifts and weekends and spends most
of the shift on her feet. She and her husband are also the
primary caregivers of their 9 year old grandson as his mother is
in the Army and is overseas. Between her two jobs and
grandson, when she has “free time” all she wants to do is relax
with her knitting projects or attend church functions.
Current lifestyle and activity habits: Sally is sedentary much of
the day except when she works her retail job which involves
stocking shelves or working the cash register. Sally has never
consistently exercised. When she was growing-up, sports were
seen as masculine pursuits except for cheerleading and dance,
which never interested her because she was so much taller than
the other girls. She does not like to get sweaty or out of breath.

She doesn’t understand how people can enjoy these things! Why
get all out of breath when sitting and relaxing is so much
better? She has tried exercise programs in the past, but has quit
after a few weeks because they were not enjoyable and took so
much time out of her day. She does not look forward to
beginning a new program but she knows “she’ll hate it.”
Goals: Her doctor has advised her for years to lose weight. She
gains 2-5 lbs. every year, including the most recent visit. She
has type II diabetes and her blood sugar levels are not well
controlled. Her doctor informed her that if she does not take
immediate steps to lose weight and improve her diet and
exercise, she will need to begin insulin therapy to control her
sugar. Sally is trying to avoid that fate – she is scared of
needles and the expense associated with testing and daily
injections would be a financial burden to her family. In
addition, her last blood pressure reading was 130/85. While not
hypertensive, the doctor warned her he would put her on blood
pressure medication at her next visit if her numbers remain
elevated due to her additional risk of diabetes.
Medications: Metformin for diabetes
Risks: Type 2 diabetes puts Sally at higher risk for CVD and
associated conditions. She is also at risk due to her age and
obesity.
Carl Age 21Junior in college
Testing Results
Carl underwent fitness testing when he got his campus
recreation center membership last semester. His results are
listed below:
Height 5’11” Weight 180lbs.
1.75 miles in the 12 minute run test for a rating of “good”

VO2max estimated at 51.66 ml/kg/min
15 reps for the YMCA bench press test with a rating of fair
Sit and reach of 15 inches for a rating of average
Skin folds: 15 Triceps, 12 Pectoral, 15 midaxilla, 18
Subscapula, 25 abdomen, 20 suprailliac, 22 quads. Lean weight:
149lbs, Fat weight 30.9 lbs, 17 % BF, Average rating
Barriers: Carl isn’t too worried about his physical health at this
point in time. Both of his parents are overweight, but not obese,
and Carl feels that he can make changes to his PA and exercise
habits at any time if he so desires. Carl has a membership to the
campus rec center, but since it is located across campus he
usually only frequents it on the weekends for his intramural
games.
Lifestyle and physical activity habits
Carl is a college student who has never had to worry about his
weight because of his height, metabolism, and “good genes.”
Carl is largely sedentary during the week, as he spends most of
his time studying or gaming with his friends. He also spends
much time on the computer surfing social sites. He walks to all
of his classes, some of which are across campus, and walks an
average of 50 minutes per day to and from classes. He does
occasionally (1-2 days for 30-45 minutes) frequent the campus
rec center during the week, but not on a regular basis and he
does not have a specific program or plan that he follows when
he works out. He plays rec sports, like his 45 minute flag
football game on Saturdays, and likes to stay up late partying
the night before. He drinks energy drinks to get through his day
during the week and drinks Red Steer and eats Cocoa Crunchies
on Saturday to get him through his scrimmage game. Carl lives
in an apartment with friends, eats out a lot, and lives on the
typical college food diet of ramen noodles, macaroni and cheese
from a box, and whatever else he can scrounge up.
Goals

Carl likes playing intramural sports, and would like to maintain
his fitness for these types of endeavors. He is not concerned
about his weight or fitness level at this point. Carl is mainly
concerned about his physical appearance and would like to add
some bulk to his upper body.
Medications
Carl does have EIA. He has been prescribed an albuterol
inhaler.
Risk
Carl answered yes to the second question on the PAR-Q, but his
doctor has told him that as long as he uses his inhaler, he can be
physically active.
Running head: ROBIN HOOD 1
Robin Hood-Individual Case Analysis Exam
Texas A&M University-Central Texas
90

Submitted in Partial Fulfillment of
MGMT 501- Organizational Behavior
Due Date – September 14, 2012 Submitted – September 14,
2012
Dr. Jody Fry
Fall 2012
ROBIN HOOD 2
Robin Hood-Individual Case Analysis Exam
Situation Analysis
Robin Hood’s leadership ability and malevolence for the High
Sheriff of Nottingham led
to the union of the band of Merrymen. As commander of the
Merrymen, Robin Hood
maintained order and discipline by assigning specific
responsibilities to his lieutenants Will
Scarlett, Little John, Scarlock, and Much the Miller’s son. This
allowed Robin time to focus his

attention on keeping track of the Sheriff and his men and time
to formulate plans of robbing rich
merchants and tax collectors as they traveled Sherwood Forest,
as his motto was “Rob the rich
and give to the poor”.
The Merrymen grew immensely in numbers. Robin found
himself losing control of his
men as they began displaying a lack discipline and awareness.
Additionally, food, money, and
provisions became insufficient as the group got larger. Robin
Hood realized something had to
change immediately in Sherwood Forest as the Sheriff and his
administration were gaining
momentum.
In addition to the problems Robin faced with the Merrymen, he
had to make one of his
biggest management decisions ever. He could join the Barons in
their conspiracy to release King
Richard from jail in return for future amnesty, possibly facing
the wrath of the Sheriff and Prince
John if something went wrong, or proceed with providing
leadership to his men with hopes of
overthrowing the Sheriff and his administration. Robin

ultimately goal was restoring
Nottingham to the way it was before the Sheriff took charge.
Vision Statement
To restoring tranquility, equality and equitable allocations of
resources for the betterment of
Nottingham’s less fortunate. Motto: Rob the rich and give to
the poor.
ROBIN HOOD 3
Purpose Statement
To overthrow the High Sheriff of Nottingham and his
administration in order to satisfy the needs
of its members and the townspeople.
Mission Statement
Our mission is to “Rob the rich and give to the poor” to ensure
equality, equity, and equal
distribution of resources to those less fortunate in Nottinham.
Organizational Values
Robin Hood and the Merrymen unite as one to incorporate the
values of their

organization’s mission statement. These values emulate how the
organization identifies with the
townspeople and supports their ultimate goal in removing the
Sheriff from power and restoring
peace to Nottingham. The values embodied by Robin Hood and
the Merrymen are teamwork-
working together to overthrow the Sheriff and his
administration from further infliction of
turmoil, loyalty and commitment- loyal and committed to the
cause of confiscating goods from
the rich to give to the poor, equality- providing a balance of
resources to the townspeople,
equity- justice in returning Nottingham to a harmonious state,
and caring for the people- striving
not impose taxes upon farmers and the townspeople, his most
important allies.
Robin Hood and the band of Merrymen are committed to
overthrowing the Sheriff and
his administration. Men from all over Nottingham willingly
forged an alliance against the
Sheriff displaying their readiness to serve. Their aspiration to
seek justice for all those wronged
by the Sheriff and his administration is a testament to their
commitment to serve. The

organization’s loyalty and commitment to its members and the
townspeople establishes an
environment with a common cause. They believe in
confiscating goods from the rich to give to
the poor as a means of balancing the inequities brought about by
the Sheriff and his men. The
Commented [JF1]: Same as vision statement.
Mission – The Merrymen’s mission was to form volunteers into
a
disciplined band, united against the sheriff and willing to live
outside the law.
Commented [JF2]: Please list these.
ROBIN HOOD 4
Merrymen have been loyal to Robin and committed to the
campaign he initiated for the well-
being of the people. The poor people of Nottingham remain
loyal to the organization as they
await the dethroning of Prince John, the exile of the Sheriff and
the return of King Richard.
Robin Hood and his men strive to establish a sense equity and
equality as best they can to

provide a sense of balance to the poor who have suffered dearly
at the hands of the Sheriff and
his men and Prince John and his spies. There is no equality
because the poor remains poor and
the rich keep getting richer with no concern for those less
fortunate. Robin Hood and the
Merrymen honestly care for the poor and want what’s best for
them. The organization has a
genuine interest in stabilizing the welfare of the people.
Minus 1 Points
Stakeholder Analysis
The primary stakeholders are Robin Hood, Prince John, the
Sheriff, the Merrymen, the
rich, and the poor. These stakeholders can benefit from the
organization’s accomplishments and
can be affected by its errors. The high power and high
importance stakeholders are Robin Hood,
the Sheriff and Prince John. The low power and high
importance stakeholders are the Merrymen
and the poor. The high power and low importance stakeholders
are the rich.
Stakeholder Expectations
Robin Hood expects that he and the Merrymen will overthrow

the Sheriff and his men.
The issue is that the Sheriff and his men are gaining momentum
while the Merrymen are
experiencing organizational problems. The goal is for Robin
and the Merrymen to remove the
Sheriff from power, restoring Nottingham to the way it once
was before he gained control.
The Merrymen expect that Robin Hood will provide necessary
resources and prepare
them to defeat the Sheriff. The issue is that the Merrymen have
grown significantly in numbers
Commented [JF3]: Issues?
Issue: The increasing size of the band is making it more
difficult for
the Robin and his lieutenants to communicate and enforce the
vision and values of the Merrymen organization.
Commented [JF4]: Robin Hood is at the center of the
Stakeholder Analysis. The person in the center of the
stakeholder
analysis will be effective to the extent he/she meets or exceeds
the expectations of key stakeholders.
ROBIN HOOD 5

and as a result resources have become scarce. The goal is to
continuing robbing from the rich
to give to the more with hopes of possibly expanding Sherwood
Forest if recruits keep pouring
in.
The Sheriff expects that his administration will continue to
gain momentum and strength
to deal with Robin and the Merrymen. The issue is that the
organization has grown
tremendously and could possibly bring harm upon the Sheriff
and his men. The goal is to
become stronger and better organized to deal with Robin and his
band.
Prince John expects that the Barons will dispute his claim to
the throne. The issue is that
Prince John is not well-like by the people because he is a
horrible person. The goal is to have
spies infiltrate the forest to find anyone guilty of provincial
banditry and punish them.
The poor people expect that Robin and his men will overthrow
the Sheriff and bring their
King home. The issue is that the Sheriff and his men are in
control leaving townspeople at their
mercy. The goal is to support Robin Hood and the Merrymen in

their fight against the Sheriff.
The rich expect that Robin Hood and the Merrymen will rob
them every chance they get.
The issue is that the travelers were now were distancing
themselves from the thieves of the forest
during their travels. The rich refuse to support Robin Hood and
the Merrymen. The goal is to
find the most expedient path through the forest without
encountering Robin Hood and the
Merrymen.
Minus 2 Points
Strengths, Weaknesses, Opportunities, and Threats (SWOT)
Analysis
The most effective way of identifying Robin Hood and the
Merrymen is by analyzing the
strengths, weaknesses, opportunities, and the threats of the
organization.
Strengths
Commented [JF5]: Sherriff of Nottingham, Prince John,
and the rich - Robin Hood does not have to meet their
expectations to be effective. A similar analogy is the competitor
stakeholder of a business. Businesses have to seek competitive
advantages against their competitors, not meet their
expectations.

Commented [JF6]: Barons are a stakeholder.
Commented [JF7]: Key issues related to unmet stakeholder
expectations?
ROBIN HOOD 6
The strengths faced by the organization are the large number of
peoples who joined the band,
Robin Hood’s strong leadership ability, the enormous amount of
support extended to the band
from the townspeople and farmers and the Barons request for
Robin Hood to join them in
releasing King Richard for Robin Hood’s amnesty.
Weaknesses
The weaknesses faced by the organization are limited resources,
lack of discipline amongst the
Merrymen, increases in food expenses, Robin’s personal
campaign against the Sheriff, the
likelihood of imposing a fixed transit tax, and the large number
of undisciplined new recruits.
Opportunities

The opportunities faced by the organization are joining the
Barons in releasing King Richard,
imposing a transit tax to take care of financial needs, assigning
more lieutenants to oversee the
large number of band members, and organizing and providing
training to the group.
Threats
The threats faced by the organization is the lack of self-control
and attentiveness amongst the
large numbers of Merrymen, the Sheriff and his administration
are getting stronger, the rich are
avoiding travels through the forest, Prince John’s spies,
consequences of joining the Barons in
releasing King Richard should something go wrong, the
backlash from the farmers and
townspeople if a fixed transit tax is imposed.
Issue(s) Statements
Thanks to the support of the townspeople, the band of
Merrymen has grown tremendously.
However, the group has grown so large that Robin no longer
feels as though he has control over
them. The organization is currently a functional structure in
which communication is informal.

Major issues with Robin Hood and the Merrymen are as follows:
Commented [JF8]: Threats are external to the organization.
ROBIN HOOD 7
● Robin Hood realizes that robbing from rich who travel
through the Sherwood Forest is no
longer enough to sustain the organization. He believes a fixed
transit tax will help the group
financially.
●The band of Merrymen has grown so large that Robin no
longer feels he has control of his men.
The group is displaying disorderly conduct.
● Food, money, forest space and other resources have become
scarce as a result of the large
number of men who have voluntarily joined in the fight against
the Sheriff.
●Robin Hood has been asked to join the Barons in the
conspiracy to release King Richard from
jail. If something goes wrong, Robin and his men would be in
grave danger.
Management Question

How can Robin Hood reorganize the band of Merrymen,
replenish their resources and continue
with their current policy if they want to successfully overthrow
the Sheriff and his
administration. Robin has to reorganize his men and regain
control. Order and control must be
established. A decentralized regional structure needs to be
implemented. More lieutenants need
to be assigned to the men to ensure they’re properly trained and
provided guidance.
Organizational Behavior Analysis
Dynamics of Organizational Culture
Robin Hood and the Merrymen’s organization culture is
defined by its strong belief that
all individuals are entitled to tranquility and equitable
management by its leaders. Those less
fortunate have been burdened by substantial tax increases that
they did not incur under King
Richard. As a result of its organizational culture, Robin Hood
and the Merrymen live by and
support their motto, “Rob from the rich and give to the poor”.
Commented [JF9]: Should only draw on chapters we have
covered by the time the exam is due. In this case Chs 1-4 & 15.

ROBIN HOOD 8
The organization’s cultural values consist of teamwork, unity,
the well-being of
Nottingham’s poor, equality, cooperation, and group harmony
and group cooperation. The
group’s shared behaviors are exhibited in the unification to
remove the Sheriff and his
administrative from office, their need for order and purpose,
and their willingness to volunteer
for the cause. The organization’s observable cultural symbols
include freedom, efficacy,
friendliness, and decency.
Competencies for Individual, Team, and Organizational
Effectiveness
The competencies needed by Robin Hood and the Merrymen
that affect the behavior and
effectiveness of their organizations are the ethics competency,
self-competency, diversity
competency, across cultures competency, communication
competency, team competency, and
change competency. Robin Hood and the Merrymen have
demonstrated their ethical

competency by assessing the importance of ethical issues in
considering alternative courses of
action when the organization decided to take on the Sheriff and
his administration. The group
understands that the consequences of their actions can be dire,
but the welfare of those less
fortunate is a cause worth fighting for. Each individual within
the group understood and acted
on his own work-related motivations and emotions when each of
them made the decision to
eagerly join the band. Accordingly, Robin and the band’s self-
competencies contribute to the
effective performance of the group.
The organization’s diversity competency plays a role in
fostering an environment of
inclusion with other men who possessed different
characteristics. The Merrymen came from all
corners of England. Although they possess different
characteristics, their willingness to serve
with Robin Hood is parallel. The organizations shared
perceptions, judgments, and feelings
regarding the Sheriff’s behavior and treatment of the people
allow them to embrace one

Commented [JF10]: So then what is your conclusion based on
this?
ROBIN HOOD 9
another’s similarities and differences. This allowed them to be
successful is uniting as one for
the good of the people. The organization was able to engage in
actively listening as its leader,
Robin Hood, provided necessary guidance and direction to
ensure the group’s success.
Robin Hood and the Merrymen are able to set clear
performance goals for the group. The
ultimate goal is to overthrow the Sheriff and restore peace to
Nottingham. Lastly, the
organization is efficacious in providing leadership in the
process of change. Because the group
is constantly growing, changes have to be made to maintain
order and discipline.
Bases of Personality
Robin Hood’s well-rounded and respectable personality enables
him to become a successful
leader of the band of Merrymen. Coming from a wealthy well-
educated family, Robin is able to

relate to and see the world from another perspective as he lives
amongst and lead those less
fortunate. Robin’s personality gives him purpose in fighting for
what he believes is right. The
environment plays a significant role in shaping Robin’s
personality. His life experiences caused
him to rally men in joining in his personal campaign against the
Sheriff.
Minus 5 Points
Identification and Evaluation of Alternatives
Four alternatives that should be evaluated to address the issue
of how Robin should
reorganize the band of Merrymen, replenish their resources, and
continue with their current
policy to successfully overthrow the Sheriff and his
administration are as follows:
1) Join the Barons in freeing King Richard from jail for
amnesty.
Pros: More men to fight in support of the cause; strength in
numbers.
Receive amnesty for future occurrences.
Establish a sense of loyalty to King Richard (in the King’s
eyes).

Commented [JF11]: Robin’s strength competencies as a leader
seem to be self, change, and communication. His organization is
lacking in the team competency, seems to have a mixed group of
ethics in the current situation, and has issues with the culture
competency because of the inefficient team competency.
Commented [JF12]: Should draw on the relevant
concepts/models that relate to personality. Two of these are the
Big Five and Emotional Intelligence.
ROBIN HOOD 10
Cons: Possibility of the plan failing
Jeopardize the fate of his men if the plan fails and he’s
captured.
Immediate harsh punishment if captured.
2) Impose a fixed transit tax for travelers of Sherwood Forrest.
Pros: Helps take care of the organization’s financial needs.
Cons: Causes distrust among the farmers and townspeople.
Diminishes loyalty and confidence in what Robin’s word
stands for.
3) Find other areas outside the limits of Sherwood Forrest to rob
travelers.

Pros: Rob rich merchants and tax collectors in new areas
outside of the forest.
Surprise factor for the rich travelers and tax collectors.
Cons: Prince John’s spies may set up an ambush.
Travelers will vary their travels, resulting in less loot.
4) Restructure the group to regain order and discipline.
Pros: Provides a better fighting force.
Regulates the size of the fighting force
Assign recruits to lieutenants in different departments (similar
to the Army)
Cons: Get rid of some recruits.
Some men may be angered by not being needed.
Unwanted recruits may turn their backs on Robin Hood.
Recommended Alternatives
I recommend joining forces with the Barons in releasing King
Richard from jail. In my
opinion, this recommendation can satisfy a lot of the
organization’s needs. If Robin decides to
join forces with the Barons the two groups together are more
powerful than that of the Sheriff

ROBIN HOOD 11
and Prince John. Prince John already lives in fear of the Barons
so the groups have an advantage
over their rivals. If King Richard is released he will reclaim the
throne and the Sheriff, his
administration and Prince John will no longer be in power.
The Barons can provide the Merrymen with resources they’re
lacking and the Merrymen
can provide the Barons with full support of the townspeople and
farmers. The Barons and the
Merrymen can become allies so that in times of trouble, should
the Sheriff or Prince John try to
retaliate against King, these groups will support one another.
Implementation and Timeline
The Sheriff and his administration are growing stronger and
becoming better organized.
Before they can inflict more harm upon the people of
Nottingham, Robin Hood and his men and
the Barons must prepare for any problems that may arise during
the King’s release. Therefore,
the two groups must act immediately. In order to ensure that
Robin and the Merrymen are on one

accord with the Barons in executing King Richard’s release, the
men must abide by the following
training timeline to:
0-7days- Assign additional lieutenants, and departments within
the Merrymen; become familiar
with Barons’ way of conducting business
7 days -14 days: Leadership Training (Baron Leaders, Robin
Hood, and Lieutenants discuss
possible attack plans)
14 days-20days: Train the Force (Both groups)
21st day: Rescue King Richard
Conclusion
In conclusion, Robin Hood joined in the conspiracy with the
Barons. He, the Merrymen and
the Barons conducted a small training session prior to
continuing on the mission of collecting
Commented [JF13]: Good!
Commented [JF14]: This section should also draw from the
concepts/models we’ve covered so far.
In this case it could be from chapter 15 Pgs. 459-462

ROBIN HOOD 12
ransoms for the King’s release just in case they encountered the
Sheriff and his men and Prince
John and his spies. The training session was a success and so
was the King’s release. The Sheriff
was removed from office and sent into exile along with Prince
John. Robin Hood received
amnesty as promised and returned to life as he once knew.
Minus 2Points
Organizational Behavior Management 501
Case Analysis Outline
1. Situation Analysis (25%): Describe briefly in summary form
the management situation reflected in the case. This is not a

restating of the case details or history. Instead, it captures the
essence of the management situation and leads to the
development of the issue(s) statement to follow. Be sure and
include a:
A. Vision/Purpose/Mission/Values Statement
Identify any issues related to:
1. The organization not having a stated set of
Vision/Purpose/ Mission/ Values.
2. The organization not living up to its stated set of
Vision/Purpose/ Mission/Values.
B. Stakeholder analysis:
1. Identify key stakeholders
2. Identify expectations for each stakeholder.
3. Identify any issues related to unmet stakeholder
expectations.
2. Issue(s) Statement & Management Question (10%):
A. List and briefly summarize the key issues you identified
in your Situation
Analysis.
B. Close this section with a single, concise but
comprehensive underlying
management question that must be answered to address the key
issues
from A. .
3. Organizational Behavior Analysis (35%):Apply in-depth 3-4
course concepts/models. This means that you should identify a
model/concept (e.g., Org. Structure models in Ch. 15 or the Big
Five Personality Factors in chapter 9) and use it to
analyze/describe what’s going on in the case relative to the key

issues and the management question to be addressed. If the case
differs from what the model suggests or recommends, this
provides evidence that the model can be useful in addressing the
key issues and answering the management question.
4. Identification and Evaluation of Alternatives (15%): Based
on the Organizational behavior Analysis, identify three or more
specific, mutually exclusive options/alternatives that should be
evaluated to address the issues and the underlying problem.
Label each with a brief key word name that identifies the
alternative, i.e., Reorganize the Division. Then develop and
fully discuss the pro’s and con’s, and related implications of
each alternative.
5. Recommended Alternative(5%): Suggest which of your
alternatives from Part 4 you recommend be implemented and
why.
6. Implementation and Conclusion (10%):Describe and discuss
the strategic and operational issues related to implementing the
recommended alternative. Include a course concept/model to
follow along with a timeline for implementing it.

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