Small differences in how teams are run can have a big impact on the success of your efforts. Many initiatives do not fail because of a fatal miscalculation or because of insufficient ideas, knowledge, motivation or skills to provide a solution. They fail because, as they often hear, “we had to be more of a …
A middle manager must decide whether to endorse an investment proposal for a third attempt at a new product from a troubled business unit. He describes the long and arduous process by which the device, after years of persistent problems and losses, developed the product of a computer privacy screen and its absolute confidence in …
Designed to serve as a background reading for the Career Management module of the Power and Influence MBA elective in the sophomore year. Describe how leaders learn and develop through workplace experiences. Describe a model for unleashing the “success syndrome” by building power and influence throughout a career. It also identifies some of the particular …
Covers intermediate accounting goals, theories, and practices. Specific financial analysis concerns related to this topic will be discussed. A rewritten version of a previous note.
Describe the realities as opposed to the myths of what it means to be a manager. He focuses particularly on the limits of formal authority as a source of power and identifies other sources of power on which effective managers depend. He also describes a framework for exerting influence (the law of reciprocity) and for …
Developed as a general grade for the Managing Your Team module of the MBA Power and Influence elective in the second year. It identifies some criteria for evaluating team effectiveness and describes in detail the main areas of responsibility for team leaders: managing team boundaries and managing the team itself (including team design and team …
In 2002, two other organizations approached a successful community development company in Boston, Massachusetts, about possible mergers. Each organization had different geographic and ethnic roots, but the combination of assets offered clear financial and managerial benefits. In one case, merger negotiations were conducted in favor of attorneys and joint board connections. In the other case, …
Bikanervala was a fourth generation Indian family business in the domestic fast food and packaged snack industry. In the 65 years of its existence, it had grown from a small establishment selling traditional Indian sweets and snacks to being the second largest player in the industry. This case traces the evolution of Bikanervala’s business model, …
These cases, established in May 2000, reflect the differing perspectives of CEOs as they approach TSE International’s negotiations to acquire Yeats Valves. The student’s task is to carry out a valuation analysis of the target and the buyer and negotiate a price and an exchange relationship with the counterparty. Each case contains a financial forecast …
LFG is reorganizing its business to improve customer proximity. However, to implement the strategy, they need to make significant changes to the skills of their salespeople. This case series covers human resource management, corporate strategy and sales control by examining the connection between a change in the overall strategy of the company (proximity to the …