Professional Documents
Culture Documents
Hbspcat 9 Organizational
Hbspcat 9 Organizational
ILR0512G Title: "A Players" or "A Positions"? The Strategic Logic of Workforce Management Author(s): Huselid, Mark A.; Beatty, Richard W.; Becker, Brian E. Publication Date: 12/01/2005 Product Type: Harvard Business Review Article Abstract: Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions and surplus C positions, then focusing disproportionate resources on making sure A players hold A positions. This is not as obvious as it may seem, because the three types of positions do not reflect corporate hierarchy, pay scales, or the level of difficulty in filling them. A positions are those that directly further company strategy and, less obviously, exhibit wide variation in the quality of the work done by the people who occupy them. Why variability? Because raising the average performance of individuals in these critical roles will pay huge dividends in corporate value. If a company like Nordstrom, for example, whose strategy depends on personalized service, were to improve the performance of its frontline sales associates, it could reap huge revenue benefits. B positions are those that support A positions or maintain company value. Inattention to them could represent a significant downside risk. (Think how damaging it would be to an airline, for example, if the quality of its pilots were to drop.) Yet investing in them to the same degree as A positions is ill-advised because B positions don't offer an upside potential. (Pilots are already highly trained, so channeling resources into improving their performance would probably not create much competitive advantage.) And C positions? Companies should consider outsourcing them--or eliminating them. We all know that effective business strategy requires differentiating a firm's products and services in ways that create value for customers. Accomplishing this requires a differentiated workforce strategy, as well. Industry Setting: High technology; Pharmaceutical industry; Retail industry Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2005 2424 Title: "A Players" or "A Positions"? The Strategic Logic of Workforce Management (HBR OnPoint Enhanced Edition) Author(s): Huselid, Mark A.; Beatty, Richard W.; Becker, Brian E. Publication Date: 12/01/2005 Product Type: HBR OnPoint Article Abstract: Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions and surplus C positions, then focusing disproportionate resources on making sure A players hold A positions. This is not as obvious as it may seem, because the three types of positions do not reflect corporate hierarchy, pay scales, or the level of difficulty in filling them. A positions are those that directly further company strategy and, less obviously, exhibit wide variation in the quality of the work done by the people who occupy them. Why variability? Because raising the average performance of individuals in these critical roles will pay huge dividends in corporate value. If a company like Nordstrom, for example, whose strategy depends on personalized service, were to improve the performance of its frontline sales associates, it could reap huge revenue benefits. B positions are those that support A positions or maintain company value. Inattention to them could represent a significant downside risk. (Think how damaging it would be to an airline, for example, if the quality of its pilots were to drop.) Yet investing in them to the same degree as A positions is ill-advised because B positions don't offer an upside potential. (Pilots are already highly trained, so channeling resources into improving their performance would probably not create much competitive advantage.) And C positions? Companies should consider outsourcing them--or eliminating them. We all know that effective business strategy requires differentiating a firm's products and services in ways that create value for customers. Accomplishing this requires a differentiated workforce strategy, as well. Subjects: NO SUBJECTS(KEYWORDS) Length: 10p List Price: $6.50 Year New: 2005 2638BC Title: "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader Author(s): Boyatzis, Richard; McKee, Annie Publication Date: 10/27/2005
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Product Type: HBS Press Chapter Abstract: Becoming a great and resonant leader does not happen by accident. This chapter asks leaders to tackle the challenges of personal transformation and renewal to achieve resonance. May be used with: (2627BC) Great Leaders Move Us: An Introduction to Resonant Leadership and Why It Matters; (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to Self-Awareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Resonant Leadership. Subjects: NO SUBJECTS(KEYWORDS) Length: 7p List Price: $6.95 Year New: 2007 808040 Title: "Doer's Profile" Nelson Mandela (1918-) Author(s): Stevenson, Howard; Spence, Shirley Publication Date: 08/28/2007 Revision Date: 04/28/2008 Product Type: Case (Library) Abstract: Profile of Nelson Mandela designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical records. Geographic Setting: South Africa Industry Setting: Government & regulatory Event Year Start: 1918 Event Year End: 2007 Subjects: NO SUBJECTS(KEYWORDS) Length: 13p Supplementary Materials: Teaching Note, (808140), 8p, by Howard Stevenson, Shirley M. Spence Year New: 2007 U9804A Title: 10 Myths About Post-heroic Leadership--And Why They're Wrong Author(s): Stauffer, David Publication Date: 04/01/1998 Product Type: Harvard Management
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Management of change; Organizational change; Organizational development Length: 35p List Price: $17.95 6633BN Title: The 2001 HBR List: Change Is Changing, Special Offer Publication Date: 04/01/2001 Product Type: Management Program Abstract: This special offer has been created around one of the groundbreaking business ideas featured in The 2001 HBR List: Breakthrough Ideas for Today's Business Agenda. The idea is about change. Is it revolution or evolution? Radical reinvention or incremental adjustment? How can companies best navigate a roiling business landscape? The authors square off on this question. Longtime revolution proponent Gary Hamel shows what a radical, grassroots uprising can do for a company in "Waking Up IBM." Eric Abrahamson, Nestle CEO Peter Brabeck, and Michael Beer and Nitin Nohria disagree. Abrahamson laments the danger in overly ambitious corporate reinvention and advises continual--but small--reconfigurations. Brabeck urges companies to clarify which of their aspects shouldn't change. Beer and Nohria recommend a blend of carefully timed large-scale change and small adjustments. This special offer includes the HBR OnPoint Collection, "Change Is Changing," which synthesizes the essence of four Harvard Business Review articles, including: "Waking Up IBM: How a Gang of Unlikely Rebels Transformed Big Blue" by Gary Hamel; "Change Without Pain" by Eric Abrahamson; "The Business Case Against Revolution: An Interview with Nestle's Peter Brabeck" by Suzy Wetlaufer; and "Cracking the Code of Change" by Michael Beer and Nitin Nohria. The collection features a onepage overview that draws out the main points from the articles and an annotated bibliography pointing you to related resources. This special offer also includes an individual HBR OnPoint article, "Meeting the Challenge of Disruptive Change" by Clayton M. Christensen and Michael Overdorf. It also includes the best-selling HBS Press book, Leading the Revolution by Gary Hamel. Subjects: Employee empowerment; Organizational change; Strategy implementation List Price: $45.95 C0102E Title: 21st-Century Job Descriptions Publication Date: 02/01/2001 Product Type: Harvard Management
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created an urgency to focus how an organization controls and nurtures its intellectual capital. The concept of knowledge and its management has gained currency and momentum as technology has enabled thoughts and ideas to be more easily generated and distributed. With an increased application of technologies such as Internet, customer relationship management (CRM), and advanced software capabilities, it has been suggested the time has come for discussion of a new paradigm for knowledge management. Toward that end, this article examines the knowledge literature and reviews the experience of a leading private health care group, with the objective of gaining a better understanding of the issues that confront effective knowledge management in contemporary organizations. Finally, a tentative knowledge process model is developed herein, one which is intended to guide future discussion in the ongoing knowledge debate. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2007 IMD172 Title: ABB (A): The Barnevik Era (19882001) Author(s): Strebel, Paul; Govinder, Nanci Publication Date: 01/01/2003 Revision Date: 08/06/2004 Product Type: Case (Field) Publisher: IMD - International Institute for Management Development Abstract: Examines the evolution of ABB under its four leaders, from the merger to 2002. Describes the history of both companies--Asea AB and Brown Boveri et Cie--the rationale for the merger, the merger process, and the integration and restructuring of the company under Percy Barnevik, the first CEO of ABB. Why was the merger so successful? What were the advantages and disadvantages of Barnevik's management system, especially the highly decentralized matrix structure? How did this structure serve ABB? At the end of 1996, Barnevik decided to step down as CEO. Who would succeed him? What challenges would the new CEO face? Geographic Setting: Switzerland Industry Setting: Engineering Gross Revenues: $30 billion revenues Subjects: Decentralization; Engineering; Leadership; Negotiations; Restructuring; Scandinavia; Switzerland Length: 15p Supplementary Materials: Teaching Note, (IMD173), 18p, by Paul Strebel,
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emerging markets. ABB's response was to shift its strategic focus radically to favor knowledge- and service-based offerings across all of its businesses. The company's implementation of such strategy took place in two bold steps. The first one comprised a major global restructuring of ABB, as a result of which the company divested from mature manufacturing businesses such as power generation and transportation and became a global leader in areas such as industrial process automation and electrical distribution solutions. The second step was to transform ABB into a fast-growing high-technology company, moving from old to new economy Internet-based services and solutions. The case contains two mini-cases in ABB distribution solutions and ABB's global information systems group--two instances that show first-hand the pains of rapidly transforming a vast, manufacturing concern into an Internetand solutions-based powerhouse as the new millennium unfolds. Geographic Setting: Global Industry Setting: Energy Gross Revenues: $25 billion revenues Subjects: Electric power; Energy; Globalization; Implementation; Internet; Management of change; Organizational change; Restructuring; Strategy implementation Length: 11p Supplementary Materials: Teaching Note, (IMD129), 28p, by Piero Morosini NEW 494075 Title: ABC Sales and Service Division: A Case Study of Personal and Organizational Transformation Author(s): Mills, D. Quinn; Orwig, Brock W.; Pumo, Janet M.; Stilson, Todd C.; Wei, Richard C. Publication Date: 01/24/1994 Product Type: Case (Field) Abstract: In the midst of dramatic changes in the information systems industry and declining profits at the ABC Co., the vice president in charge of the sales and service division, Jeff, and his managers attempt to transform their division. The transformation gets off to a good start but soon runs into problems as the managers are forced to lay off employees and to cancel a conference intended to move the transformation forward. Jeff wonders what he should do next as some members of his management team resign and morale is low. Geographic Setting: United States Industry Setting: Information services Gross Revenues: $3 billion revenues Subjects: Corporate culture; Employee morale; Group dynamics; Leadership;
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Number of Employees: 1,000 Gross Revenues: $80 million revenues Subjects: Careers & career planning; Human resources management; Organizational design; Personnel management Length: 18p Supplementary Materials: Teaching Note, (497064), 12p, by Jeffrey L. Bradach 903118 Title: Abby Joseph Cohen: A Career Retrospective Author(s): Nanda, Ashish; Lieb, Kristin J. Publication Date: 04/01/2003 Revision Date: 06/09/2003 Product Type: Case (Field) Abstract: This case provides a career retrospective as of 2003 on Goldman Sachs strategist Abby Joseph Cohen. It reviews Cohen's career path and progress through key decision points. Geographic Setting: New York, NY Industry Setting: Financial services Event Year End: 2003 Subjects: Careers & career planning; Decision making; Investment banking; Professional services Length: 19p NEW 402043 Title: Abelli and Saviotti at Banca Commerciale Italiana (A) Author(s): Casciaro, Tiziana; McGinn, Kathleen L.; Belingheri, Massimiliano Publication Date: 01/11/2002 Revision Date: 06/06/2003 Product Type: Case (Field) Abstract: In 1999, a powerful struggle amidst complex corporate and interpersonal networks led to the failed merger between Banca Commerciale Italiana and Unicredito Italiano--two of Italy's largest banking groups. This case analyzes the actions of Abelli and Saviotti, co-CEOs of Banca Commerciale Italiana at that time, as well as those of central players in Banca d'Italia, Mediobanca, and several prominent national and international banking and industrial groups. The events shed light on the management of multilayered resource dependencies and tactics of political influence as a critical precondition for implementing sound business strategy. Geographic Setting: Italy Industry Setting: Banking industry Number of Employees: 20,000 Gross Revenues: $4 billion revenues Subjects: Banking; Italy; Management of change; Mergers; Networks; Power & influence Length: 23p Supplementary Materials: Supplement
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Management development Length: 2p List Price: $4.50
5313C Title: Accessing Your Creativity: Overcoming the Challenges of Time and Stress Author(s): Ray, Michael L. Publication Date: 08/11/2005 Product Type: Faculty Seminar Video Medium: CD-ROM Publisher: Stanford University Abstract: Most of us believe that the only constant is change. But, in fact, there is another constant--our own inner resources. In these times of change, continuous innovation is required for competitive advantage in business. To promote constant innovation, it is imperative to tap into people's inner creative resources, fully leveraging the rest of their skills, making their work more meaningful and allowing them to contribute to the best of their abilities. Drawing on 25 years of teaching his innovative Personal Creativity in Business class, Professor Michael L. Ray weaves together stories, tips for living, and exercises to help you combat the challenges of time and stress to bring this resource into your life more fully. Subjects: NO SUBJECTS(KEYWORDS) Length: 33 min Year New: 2005 5313F Title: Accessing Your Creativity: Overcoming the Challenges of Time and Stress (Faculty Lecture CD-ROM for Group Use) Author(s): Ray, Michael L. Publication Date: 08/11/2005 Product Type: Faculty Seminar Video Medium: CD-ROM Abstract: Most of us believe that the only constant is change. But, in fact, there is another constant--our own inner resources. In these times of change, continuous innovation is required for competitive advantage in business. To promote constant innovation, it is imperative to tap into people's inner creative resources, fully leveraging the rest of their skills, making their work more meaningful and allowing them to contribute to the best of their abilities. Drawing on 25 years of teaching his innovative Personal Creativity in Business class, Professor Michael L. Ray weaves together stories, tips for living, and exercises to help you combat the challenges of time and stress to bring this resource into your life more fully. Subjects: NO
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areas for improvement in the alignment of strategy, structure, systems and skills in the first 90 days. May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2185BC) Build Your Team: The First 90 Days; (2188BC) Create Coalitions: The First 90 Days; (2189BC) Keep Your Balance: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2192BC) Conclusion: Beyond Sink or Swim (The First 90 Days). Subjects: NO SUBJECTS(KEYWORDS) Length: 0p List Price: $6.95 NEW SMR133 Title: Achieving Deep Customer Focus Author(s): Vandermerwe, Sandra Publication Date: 04/01/2004 Product Type: SMR Article Abstract: Today's managers acknowledge the importance of customer focus. Yet the costly customer efforts they usually implement rarely bring the promised gains. The reason? A superficial understanding of what customer focus really means. True customer focus involves comprehensive organizational change. As Baxter Healthcare, LexisNexis, IBM, and BP are learning, the kind of customer focus that creates an advantage competitors have great difficulty copying calls for companywide transformation. The author's in-depth research over many years shows how 10 breakthroughs in thinking, remarkably consistent across industries, improve growth and profitability more effectively than customer relationship management software, loyalty programs, or satisfaction surveys. She describes how, for example, the manager of Baxter Healthcare Corp. Germany got employees thinking of themselves as doing postoperative "home-recovery enhancement" instead of merely providing postoperative nutritional products to hospitals--and how that ultimately led to Baxter becoming indispensable to customers. When deep customer focus gets rooted in employee behavior, people at all levels become innovators. Subjects: Competitive advantage; Customer relations; Leadership; Marketing implementation; Organizational change Length: 11p
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(Gen Exp), (484006), 3p, by Daniel J. Isenberg; Supplement (Gen Exp), (484007), 3p, by Daniel J. Isenberg
484006 Title: Acton-Burnett, Inc. (B) Author(s): Isenberg, Daniel J. Publication Date: 07/12/1983 Revision Date: 11/20/1991 Product Type: Supplement (Gen Exp) Abstract: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (484005) Acton-Burnett, Inc. (A). Subjects: Group behavior; Interpersonal behavior; Leadership; Teams Length: 3p 484007 Title: Acton-Burnett, Inc. (C) Author(s): Isenberg, Daniel J. Publication Date: 07/12/1983 Revision Date: 03/25/1992 Product Type: Supplement (Gen Exp) Abstract: Supplements the (A) case. A rewritten version of an earlier case. Must be used with: (484005) Acton-Burnett, Inc. (A). Subjects: Group behavior; Interpersonal behavior; Leadership; Teams Length: 3p 482003 Title: Adam Aron (A) Author(s): Sonnenfeld, Jeffrey A.; Fisher D Publication Date: 07/29/1981 Product Type: Case (Field) Abstract: Young manager considers job change in the face of employer's financial crisis. Issues raised concern early career socialization, company loyalty, risks of job change, evaluating career opportunities, and definitions of career success. Geographic Setting: New York, NY Industry Setting: Airline industry Gross Revenues: $40 billion sales Subjects: Airlines; Careers & career planning; Cost benefit analysis; Human resources management Length: 13p 483040 Title: Adam Aron (B) Author(s): Sonnenfeld, Jeffrey A.; Dowd, James J. Publication Date: 09/10/1982 Revision Date: 06/29/1983 Product Type: Case (Field) Abstract: Describes the advances in Aron's career in the 18 months since his decision to stay with Pan Am and try to help save it. Geographic Setting: New York, NY Industry Setting: Airline industry Subjects: Airlines; Careers & career
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center was started in late 2000 with a gift of $37.5 million from an anonymous donor. Its mandate was to conduct research that could lead to actual treatments for neurodegenerative disease (i.e., ALS, Parkinson's, Alzheimer's, MS, and Huntington's) and do so by encouraging collaboration among researchers in the HMS community. When Ivinson takes the helm in 2001, he finds a dysfunctional center with little organization or structure. In addition, he has little formal authority to make changes and he must navigate the complex culture of the HMS neurological research community as well as the HMS academic culture. Demonstrates Ivinson's efforts to develop HCNR as a catalyst for aligning scientific researchers in the HMS community by creating incentives for innovation and collaboration. Also, profiles the issues he faces as general manager at various stages of the organization's development--and how his style, priorities, and approach must change as the needs of the organization change. Provides an opportunity for action planning to address the major issues facing the HCNR at the end of 2005. Focuses on organizational culture, alignment, leadership style/fit, and change management. Geographic Setting: Boston, MA Industry Setting: Health care industry Number of Employees: 35 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 25p Supplementary Materials: Teaching Note, (407004), 12p, by Robert Steven Kaplan Year New: 2006 C0110A Title: After the Bubble: How to Communicate Now Author(s): Morgan, Nick Publication Date: 10/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: The dot-com era changed forever how we talk about our business to customers and employees. We face new communication challenges: a constant flow of information that continues to increase--and no easy way to sift out the important data. But what hasn't changed is the fact that our communications to customers and employees aren't as good, focused, or clear as they should be. Here, we offer some communication lessons from the dot-com boom--and suggest certain skills to hone for success in the next era. Subjects: Management communication Length: 3p
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Organizational Change (A) Author(s): Carroll, Glenn R.; Barnett, William P.; Chang, Victoria Publication Date: 09/21/2001 Revision Date: 12/01/2001 Product Type: Case (Field) Publisher: Stanford University Abstract: On March 2, 1999, HewlettPackard (HP) announced a plan to create a separate company, subsequently named Agilent Technologies, made up of HP's businesses in test and measurement, semiconductor products, healthcare solutions, chemical analysis, and the related portions of HP laboratories. In developing the transformation strategy, Agilent president and CEO, Ned Barnholt, grappled with how to improve the efficiency and effectiveness of the new company while still maintaining the best portions of HP's culture and practices. Barnholt adopted HP's values of innovation and contribution, trust and respect for individuals, and uncompromising integrity, but he added three new values: speed, focus, and accountability. Barnholt also wanted to improve the company's efficiency in terms of shared services. In mid-2001, the Agilent team faced a series of unexpected challenges. On April 5, 2001, Barnholt announced that business conditions had worsened more than previously expected. Barnholt wondered whether he and his team had gone too far in the organizational and cultural changes they had tried to implement. He wondered whether his vision of speed, focus, and accountability would be compatible with HP's legacy values and culture, and if so, how would he integrate the two. Geographic Setting: Silicon Valley Industry Setting: Computer industry; Electronic components; Electronic instruments & controls; Medical equipment & device industry; Network device; Semiconductor industry Number of Employees: 46,000 Gross Revenues: $10.8 billion revenues Subjects: Computer industry; High technology; New process; Organizational change; Organizational design; Organizational development; Organizational management; Organizational problems Length: 35p Supplementary Materials: Supplement (Field), (OD1B), 2p, by Glenn R. Carroll, William P. Barnett, Victoria Chang OD1B Title: Agilent Technologies: Organizational Change (B) Author(s): Carroll, Glenn R.; Barnett, William P.; Chang, Victoria
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400023 Title: Agrochemicals at Ciba-Geigy AG (B) Author(s): Tushman, Michael L.; Smith, Wendy K.; Radov, Daniel B. Publication Date: 12/20/1999 Revision Date: 01/10/2000 Product Type: Case (Field) Abstract: Focuses on Pierre Urech's efforts to change the division structure at Ciba-Geigy to facilitate the marketing of the new product. Details the relationships Urech cultivates and the strategy he pursues as "product champion." Also describes the restructuring of the research department into small teams to improve product development. Other topics include the marketing of the new product in different regional settings, the emergence of a "dominant design," and a slow-down in subsequent innovation. May be used with: (400022) Agrochemicals at CibaGeigy AG (A). Geographic Setting: Switzerland Industry Setting: Chemical industry; Pharmaceutical industry Subjects: Agribusiness; Innovation; Leadership; Management of change; Marketing strategy; Pharmaceuticals; Product development; Research & development; Switzerland Length: 9p Year New: 2006 479001 Title: Al Westerfield Author(s): Beer, Michael; Stein, Ellen Publication Date: 08/01/1978 Product Type: Case (Field) Abstract: Describes a mentor-protege relationship and the struggles and conflicts which have emerged in that relationship. Geographic Setting: Texas Industry Setting: Computer industry Company Size: mid-size Subjects: Computer industry; Human behavior; Interpersonal relations; Organizational behavior Length: 11p 404S14 Title: Alan Stein, Spanish Version Author(s): Sloane, Carl S.; Zuboff, Shoshana; Giarman, R. Keith Publication Date: 05/17/1993 Product Type: LACC Case Abstract: Describes the career and personal history of an adult male, choice points in his life, and how he made critical career and personal choices. Focuses in particular on his decision to "retire" from Goldman, Sachs at an early age (46), make a transition into a state government role, and then make a transition back into an investmentbanking position with a different firm in a
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Rudge is also one of the champions of the bank's BSC program. His was the first of Unibanco's four business units to integrate fully the BSC into its operations. Rudge offers an inside look at the bank's BSC-guided transformation, with details on how the insurance unit and the company as a whole make strategy everyone's job. Geographic Setting: South America Industry Setting: Banking industry; Insurance industry Subjects: Balanced scorecard; Insurance; Interviews; Knowledge management; South America; Strategy implementation Length: 2p List Price: $9.50 Year New: 2004 B0509D Title: Aligning Enterprise Risk Management with Strategy Through the BSC: The Bank of Tokyo-Mitsubishi Approach Author(s): Nagumo, Takehiko Publication Date: 09/15/2005 Product Type: Balanced Scorecard Report Article Abstract: Following the wide-scale success of its Americas headquarters' Balanced Scorecard (BSC) implementation (BSR NovemberDecember 2002), international banking giant Bank of Tokyo-Mitsubishi (BTM) launched a global BSC implementation from its Tokyo headquarters. Led by President and CEO Nobuo Kuroyanagi, BTM has thus embarked on a journey to use BSC as an enterprisewide strategic management tool. In the process, BTM is undertaking a groundbreaking application of the BSC: integrating it with enterprise risk management. As a corporate governance instrument, this integrated model--and BTM's application of it--is sure to capture attention. Geographic Setting: Tokyo Industry Setting: Banking industry Subjects: NO SUBJECTS(KEYWORDS) Length: 4p List Price: $9.50 Year New: 2005 B0601A Title: Aligning Support Functions Author(s): Kaplan, Robert S.; Norton, David P. Publication Date: 01/15/2006 Product Type: Balanced Scorecard Report Article Abstract: Historically, support units have been regarded as "discretionary expense centers." But it's a mistake to view them this way. When aligned to the strategy of the enterprise and the business units they support--through
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organization and continue the momentum? What actions can he take to succeed where his predecessor had not? What can Jones do to take NPS to the next level? Industry Setting: Higher education Subjects: NO SUBJECTS(KEYWORDS) Length: 29p Year New: 2008 R0601Z Title: All the Wrong Moves (Commentary for HBR Case Study) Author(s): Garvin, David A.; McCormick, Christopher J.; Moje, Hauke; Biggadike, Ralph; Domorski, Paul Publication Date: 01/01/2006 Product Type: Harvard Business Review Article Abstract: Nutrorim's products have been gaining national attention. In particular, sales of the company's organic, performance-enhancing sports supplement powder, ChargeUp, have gone through the roof. Now the new and improved version, called ChargeUp with Lipitrene, has recently hit the market, and expectations are high. CEO Don Rifkin has tried hard to build an inclusive, democratic culture at this successful company. But the organization's open decision-making process has proved problematic, especially during times of conflict and crisis--and a crisis there is. Several months after ChargeUp with Lipitrene is initially released, an investigator from the Minnesota state department of health calls Rifkin to report "11 cases of gastrointestinal distress" among those using the supplement. Nutrorim's top executives must now decide whether to recall the product. The head of R&D, Steve Ford, insists there is nothing wrong with the new ChargeUp, citing elaborate toxicity studies in animals and humans. Meanwhile, the heads of PR and legal want to stem any negative publicity by recalling the product and issuing a press release to that effect. The company decides to recall the supplement--but, two weeks later, the health department investigator calls back with good news: The people who had become ill, it turns out, had actually picked up a bug from their gym's smoothie bar. In other words, Nutrorim is exonerated. But the close call prompts Nutrorim to bring in a consultant to review the company's methods for making decisions. Among the many questions he's asking is, What's the right decision-making process for Nutrorim? May be used with: (R0601X) All the Wrong Moves (HBR Case Study). Industry Setting: Sports industry;
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Abstract: Allen-Bradley's Industrial Computer and Communication Group (ICCG) underwent a period of rapid transformation in the 1980s, instituting a wide array of innovations from product development to information systems. In 1990 the Ohio-based group announced a major reorganization of its business and began carrying out a sweeping program of cultural change. The case requires students to develop an overall perspective on the process of organizational change and to think critically about the kind of challenges that lie ahead for ICCG. Geographic Setting: Highland Heights, OH Number of Employees: 2,000 Subjects: Control systems; Corporate culture; Information systems; Organizational structure; Performance measurement; Reorganization Length: 20p Supplementary Materials: Teaching Note, (492057), 9p, by Nitin Nohria R0501D Title: Almost Ready: How Leaders Move Up Author(s): Ciampa, Dan Publication Date: 01/01/2005 Product Type: Harvard Business Review Article Abstract: Most designated CEO successors are talented, hardworking, and smart enough to go all the way--yet fail to land the top job. What they don't realize is, the qualities that helped them in their climb to the number two position aren't enough to boost them to No. 1. In addition to running their businesses well, the author explains, would-be CEOs must master the art of forming coalitions and winning support. They must also sharpen their self-awareness and their sensitivity to the needs of bosses and influential peers because they typically receive little performance feedback once they're on track to become CEO. Indeed, the ability to pick up on subtle cues is often an important part of the test. When succession doesn't go well--or fails altogether--many people pay the price. Among those at fault are boards that do not keep a close watch on the succession process, human resources organizations that should have the capacity to help but are not up to the task, and CEOs who do a poor job coaching potential successors. But the aspiring CEO also bears some responsibility. He can dramatically increase his chances of success by understanding his boss's point of view, knowing his own limitations, and managing what psychologist Gerry Egan has called the "shadow organization"-the political side of a company,
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Business School Press Book Summary in Partnership with getAbstract Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 11/15/2006 Product Type: HBS Press Book Summary Abstract: The business world abounds with alpha powerhouses who take charge, produce results, and bring great value to their organizations. But many unfortunately also leave a path of destruction in their wake. "Alpha Male Syndrome" provides an in-depth look at what makes alphas tick and how to better manage nonproductive alpha behavior. Using exercises, selfassessments, and other tools, the book shows alphas of all types how to leverage their strengths while curbing their destructive weaknesses. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2006 9130 Title: Alpha Male Syndrome: Curb the Belligerence, Channel the Brilliance (Hardcover) Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Book Abstract: The business world swarms with alpha males--powerhouses who take charge, produce astonishing results, and bring enormous value to their organizations. But many alphas also leave a path of destruction in their wake. Competitive, belligerent, and impatient, these hard-charging leaders can run roughshod over colleagues and employees, to the detriment of their careers and the bottom line. In Alpha Male Syndrome, Kate Ludeman and Eddie Erlandson build on their Harvard Business Review article "Coaching the Alpha Male"--sounding a wake-up call to all alphas and the companies for which they work. The authors show alphas how to leverage their unique strengths while confronting their destructive "flip side risks." They describe the distinguishing dynamics of the alpha male syndrome and identify four breeds: commanders, executors, strategists, and visionaries. By understanding each type's nuances, alphas can transform themselves into more effective leaders. And those who work with alphas can transform nightmare work groups into collaborative dream teams. Exercises, checklists, and tips enable readers to harness the enormous power of the alpha personality while minimizing the downside of alpha behavior. Subjects: NO
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male types--the visionary--and suggest strategies for overcoming the alpha visionary's central challenges. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall; (2158BC) The Alpha Male Team: The Club Where Everyone Wants to Be in Charge; (2159BC) The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness; (2162BC) Coaching for Alphas: Making Real Changes, Making Changes Real. Subjects: NO SUBJECTS(KEYWORDS) Length: 27p List Price: $6.95 Year New: 2006 492034 Title: Amelia Rogers at Tassani Communications (A) Author(s): Hill, Linda A.; Conrad, Melinda B. Publication Date: 02/19/1992 Revision Date: 03/16/1995 Product Type: Case (Field) Abstract: Describes a conflict that has arisen between an account manager and a creative director at Tassani Communications, a Chicago-based advertising agency which is making the transition from entrepreneurial to professional management. The client, the marketing director of a muffler repair chain, has called the account manager to complain about the creative director's behavior. The account manager must figure out what to do. The object is to provide students with an opportunity to grapple with the challenges of managing relationships with peers and superiors. Students can discuss managing 1) cross-departmental relationships, 2) interpersonal conflicts, and 3) creativity. Geographic Setting: Chicago, IL Industry Setting: Advertising industry Company Size: small Number of Employees: 50 Gross Revenues: $25 million revenues Subjects: Advertising; Conflict; Creativity; Entrepreneurship; Interdepartmental relations; Interpersonal relations; Organizational behavior; Power & influence Length: 15p Supplementary Materials: Supplement (Field), (492035), 1p, by Linda A. Hill, Melinda B. Conrad; Teaching Note, (494098), 20p, by Linda A. Hill,
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of issues--FDA consent decree on its blood operations; the response to 9/11 and Hurricane Katrina--the Red Cross board was under pressure to fix its governance from the public, the media, and from Congress. Describes the Red Cross governance structure and practices in place and the process used to examine them. Geographic Setting: United States Industry Setting: Nonprofit Number of Employees: 90,000 Event Year Start: 2006 Event Year End: 2007 Subjects: NO SUBJECTS(KEYWORDS) Length: 27p Supplementary Materials: Supplement (Field), (408041), 3p, by Jay Lorsch, Eliot Sherman Year New: 2007 408041 Title: The American National Red Cross (B) Author(s): Lorsch, Jay; Sherman, Eliot Publication Date: 12/03/2007 Revision Date: 10/30/2008 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (408040) The American National Red Cross (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2007 404009 Title: Amy Kelly's 48-Hour Diary Author(s): Higgins, Monica Publication Date: 08/18/2003 Product Type: Case (Field) Abstract: The response of former SelfAssessment and Career Development student Amy Kelly to the "48-Hour Diary" assignment. Subjects: Careers & career planning; Interviews; Self evaluation Length: 3p NEW 404004 Title: Amy Kelly's Job Search Author(s): Higgins, Monica; Teebagy, Christine Publication Date: 08/18/2003 Revision Date: 03/10/2004 Product Type: Case (Field) Abstract: Narrates the job search of former Self-Assessment and Career Development student Amy Kelly. Subjects: Careers & career planning; Interviews; Self evaluation Length: 15p NEW
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903138 Title: An Ancient Fable Author(s): Nanda, Ashish Publication Date: 06/14/2003 Revision Date: 10/30/2003 Product Type: Note Abstract: This case presents a thinly disguised account of Andersen's collapse, followed by a tightening of the oversight of audit firms. It raises questions on who lost and who gained, as well as the long-term implications of the changes for the accounting profession and society. It is distributed toward the end of class discussion on consulting by auditors. May be used with: (902161) Consulting by Auditors (A): Levitt's Campaign; (903069) Consulting by Auditors (B): The Compromise and Its Fallout. Industry Setting: Auditing; Consulting; Professional services Subjects: Auditing; Consulting; Professional services; Regulation; Service management Length: 2p NEW 408035 Title: Andrea Jung: Empowering Avon Women (A) Author(s): George, William W. Publication Date: 07/13/2007 Revision Date: 01/28/2008 Product Type: Case (Field) Abstract: In October 2005 Andrea Jung is coping with a 30% decline in Avon's stock price--the biggest test of her leadership since she became CEO in 2000. Geographic Setting: New York; United States Industry Setting: Cosmetic Number of Employees: 49,000 Gross Revenues: $8.1 billion revenues Event Year Start: 2005 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 15p Supplementary Materials: Supplement, (408036), 2p, by William W. George Year New: 2007 408036 Title: Andrea Jung: Empowering Avon Women (B) Author(s): George, William W. Publication Date: 07/13/2007 Product Type: Supplement Abstract: An abstract is not available for this product. Must be used with: (408035) Andrea Jung: Empowering Avon Women (A). Subjects: NO SUBJECTS(KEYWORDS)
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effectiveness of the so-called front matter, particularly the chairman's letter to shareholders. The questions management must address--who we are and what we do, what happened the past year and what we are worth, and where we are headed and why--are the same questions readers should be asking and seeking clear answers to. The "facts" do not speak for themselves. Management's interpretation of operations and the balance sheet is a key indicator of its capacity to manage. Subjects: Communication strategy; Goal setting; Management communication; Management performance; Stockholders Length: 2p 907C32 Title: Anupam Majumdar: Relationship Manager Author(s): Erskine, James A.; Kohli, Uhnat Publication Date: 09/25/2007 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: Anupam Majumdar, relationship manager, and Aditya Mehta, regional head of Hindustan Neon General Insurance Limited, India, were meeting an important client. Mehta asked Majumdar to serve them tea. This really embarrassed and infuriated Majumdar. It was not the first time that Mehta, Majumdar's boss, had treated him like a peon. Majumdar was about to take a three-week leave of absence to attend his brother's wedding in New York so he was not sure if this was the right time, if ever, to do anything about the situation. Geographic Setting: India Subjects: NO SUBJECTS(KEYWORDS) Length: 8p R0203H Title: The Anxiety of Learning: An Interview with Edgar H. Schein Author(s): Schein, Edgar H.; Coutu, Diane L. Publication Date: 03/01/2002 Product Type: Harvard Business Review Article Abstract: Despite all of the time, money, and energy that executives pour into corporate change programs, the stark reality is that few companies ever succeed in genuinely reinventing themselves. That's because the people at those companies rarely master the art of transformational learning--that is, eagerly challenging deeply held assumptions about a company's processes and, in response, altering their thoughts and actions. Instead, most
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Knowing-Doing Gap; (2395BC) When Talk Substitutes for Action: Understanding the Knowing-Doing Gap; (2396BC) When Memory Substitutes for Thinking: Understanding the KnowingDoing Gap; (2397BC) When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap; (2398BC) When Measurement Obstructs Good Judgment: Understanding the Knowing-Doing Gap; (2399BC) When Internal Competition Turns Friends into Enemies: Understanding the KnowingDoing Gap; (2400BC) Firms That Surmount the Knowing-Doing Gap; (2401BC) Turning Knowledge into Action: Reducing the Knowing-Doing Gap. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p List Price: $6.95 Year New: 2007 95M001 Title: Archimax Systems Ltd. Author(s): Fry, Joseph N.; Jack, Stephen Publication Date: 02/27/1995 Revision Date: 10/03/2000 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: Charles Douglas is a recent business school graduate and an equally recent employee of Archimax Systems. Archimax is a small company with big aspirations in the fast-changing virtual reality market. Douglas is soon caught up in the pace and uncertainty of work in such a company and is facing a particularly difficult set of decisions that call for him to integrate the interests of the company, his boss, and himself. Geographic Setting: North America Industry Setting: Service industries Company Size: small Subjects: Careers & career planning; Decision making; Organizational change; Personal strategy & style Length: 13p Supplementary Materials: Teaching Note, (895M01), 12p, by Joseph N. Fry 405067 Title: Arctic Timber AB: Engineered Woods Division (A) Author(s): Tushman, Michael; Kiron, David; Smith, Wendy Publication Date: 05/27/2005 Revision Date: 03/28/2006 Product Type: Case (Field) Abstract: Describes the leadership challenges involved in managing strategic innovation and change in a highly mature business unit. Allows systematic exploration of organizational structures, incentives, competencies,
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may or may not transfer to a new job: general management human capital, or the skills to gather, cultivate, and deploy financial, technical, and human resources; strategic human capital, or individuals' expertise in cost cutting, growth, or cyclical markets; industry human capital, meaning the technical and regulatory knowledge unique to an industry; relationship human capital, or the extent to which a manager's effectiveness can be attributed to his or her experience working with colleagues or as part of a team; and companyspecific human capital, or the knowledge about routines and procedures, corporate culture and informal structures, and systems and processes that are unique to a company. The GE executives' performance as CEOs depended on whether their new organizations were able to leverage each type of skill. The authors' findings challenge the conventional wisdom on human capital, which holds that there are two types of skill: general management, which is readily transferable, and company specific, which is not. In fact, they argue, other types of management capabilities can contribute significantly to performance, and company-specific skills can be an asset in a new job. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p List Price: $6.50 Year New: 2006 BH254 Title: Are Movie Theaters Doomed? Do Exhibitors see the Big Picture as Theaters lose their Competitive Edge? Author(s): Silver, Jon; McDonnell, John Publication Date: 11/01/2007 Product Type: Case (Field) Publisher: Business Horizons/Indiana University Abstract: After three straight years of decline, movie theaters in the US may have recently ended a period of crisis with an increase in annual admissions (+3%) in 2006. This articles argues, however, that major problems are not over for the industry. Most movie theaters in the multiplex era have adopted a remarkable similar strategy, one which is also very vulnerable to recent trends such as the explosion of home cinema, pay TV, video-on-demand (VOD), discounting by Mass merchandisers of DVDs, computer games, and the collapse of video windows. Just as technological convergence has created a challenge for movie theaters, as it has in the past, so too can new technologies and creative use of assets (combined with multiple
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hasn't her plan to upgrade some of the parks' souvenir shops to gift boutiques already shown some promise? And doesn't Nathan's plan smack of elitism, as Jill's longtime friend and park manager Adam Goodwin suggests? The CEO has resolved to get back to Nathan with a decision about "Operation Upmarket" by the time she leaves Seattle and returns to headquarters. Should Paradise Parks offer guests different levels of service? Event Year Start: 2 Event Year End: 2 Subjects: Customer service; Employee morale; Leadership; Management of professionals; Management styles; Managerial behavior Length: 7p R0110X Title: Are Some Customers More Equal than Others? (HBR Case Study) Author(s): Nunes, Paul F.; Johnson, Brian A. Publication Date: 11/01/2001 Product Type: Harvard Business Review Article Abstract: Jill Hoover was looking skyward, marveling at the heart-stopping beauty of Paradise Park-Seattle's newest attraction, its tallest and scariest roller coaster to date: the Anaconda. "Quite impressive," Jill thought. But a scuffle in the ride queue quickly brought the CEO of Paradise Parks back to earth. The company's 19 seasonal and year-round amusement parks had always been popular--ever since Jill's father founded the original Paradise Park just after the Second World War--but they hadn't been very profitable of late. Operating costs had been spiraling, and every dollar of extra revenue had been hard won. At the company's annual management off-site meeting, held that morning at the Seattle park, CFO Nathan Cortland proposed that Paradise offer its customers the option of a "preferred guest" card. Cardholders would pay more, but they would get first crack at the rides--entering through separate lines--and would get seated immediately at any of the parks' restaurants. According to Nathan, the plan would bolster Paradise's sagging finances because it would target the "mass affluents"--a rising demographic of moneyed but time-pressed people who might visit the park more often and spend more if it weren't for long lines at the rides. Jill respects Nathan's idea--but hasn't her plan to upgrade some of the parks' souvenir shops to gift boutiques already shown some promise? And doesn't Nathan's plan smack of elitism, as Jill's longtime friend and park manager Adam Goodwin suggests? The
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core group can't be found on any organization chart. It exists in people's hearts and minds. It comprises the people whose perceived interests and needs are taken into account as decisions are made throughout the organization. In the best organizations, the core group can be a resource: Members represent the unique values and knowledge that distinguish their companies. When core groups display independence, creativity, and power, the rest of the company follows. Such behavior on the part of the company, in turn, creates value for shareholders, especially over the long term. But because of the core group's enormous power, members need to make themselves aware of the signals they send, both intended and unintended. For better and for worse, the core group reinforces whatever it pays attention to. If you do not know who constitutes the core group in your organization, or what the members stand for, you may find that leading will be extremely difficult--even if you are ostensibly the person in charge. Subjects: Communication in organizations; Innovation; Knowledge transfer; Leadership; Networks; Organizational behavior; Organizational change; Power & influence Length: 7p NEW C0104A Title: Are You Listening to Me? Author(s): Bierck, Richard Publication Date: 04/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: How can you tell when you've lost someone's attention? And, more importantly, what can you do to get it back? The answers to these two questions take on new importance in today's information-flooded world. Even the best communications are worthless if they fall on deaf ears. Communication experts weigh in with advice on capturing--and retaining--your audience's attention. Among their tips: When you suspect a listener of taking a mental vacation from the conversation, ask a question related to one of your points. Or, get the audience involved as a group by asking for a show of hands on a practice or opinion. Subjects: Communication; Interpersonal relations; Management communication Length: 3p List Price: $4.50 SMR203 Title: Are You Networked for Successful Innovation? Author(s): Rizova, Polly Publication Date: 04/01/2006
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to seize those opportunities. This article focuses on the work of Bill Welter and Jean Egmon, authors of The Prepared Mind of a Leader: Eight Skills Leaders Use to Innovate, Make Decisions, and Solve Problems, to identify eight skills that are essential in preparing your mind to react positively to change. Learn how to use these skills to develop not only your own preparedness for change, but to develop and retain forward-looking talent in your organization. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p List Price: $4.50 C0602A Title: Are You Promoting Change--or Hindering It? Author(s): Fendt, Jacqueline Publication Date: 02/01/2006 Product Type: Harvard Management Communication Letter Article Abstract: Most organizations today are busy changing direction in some way. Successful change requires not only sound strategic and financial decisions, but also effective leadership communication. Yet, many leaders inadvertently undermine the very commitment to change that they seek to foster; their communication style, rather than inspiring trust, hope, and optimism, demoralizes the work force and, thus, diminishes their chances of success. Based on extensive research, the author proposes that most leaders fall into one of three major communication styles: cartel, aesthetic, or video game. By identifying one's dominant style and consciously adopting the strengths of the other styles, the author argues, a leader can become a Holistic Communicator-someone with the communication flexibility, consistency, and creativity to navigate an organization successfully through major change. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 Year New: 2006 U9610D Title: Are You Ready for an Executive Coach? Author(s): Williams, Monci J. Publication Date: 10/01/1996 Product Type: Harvard Management Update Article Abstract: In this age of customization, managers are benefiting from many services tailored to specific circumstances--including the ultimate educational service for managers: the executive coach. Proactive companies such as American Express, Corning,
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SMR278 Title: Are You a "Vigilant Leader"? Author(s): Day, George S.; Schoemaker, Paul J.H. Publication Date: 04/01/2008 Product Type: Case (Field) Abstract: Vigilant leaders are those who make a practice of being abundantly alert and deeply curious so that they can detect, and act on, the earliest signs of threat or opportunity. They seek to nurture equally vigilant employees by modeling such behavior and by providing incentives for managers to look for--and interpret--weak signals. While such icons as Andy Grove and Jack Welch exemplify vigilant CEOs, the trait remains in short supply. That is a conclusion the coauthors reached after surveying 119 global companies about their overall capacity for diligence. Among their findings: Just 23% of the businesses were run by CEOs who tried to pick up weak signals from the periphery. Most leaders, they theorize, rise to the top by demonstrating superior operational skills. To help leaders recognize and develop the habit of vigilance, the researchers examine in detail the three traits that characterize vigilant executives: focusing externally, applying strategic foresight and encouraging exploration by others. They also capture such leaders in action and provide examples in which a distinct lack of vigilance has led companies such as The Coca-Cola Co. to "miss the boat" by overlooking big opportunities. Companies like General Electric Co. and Johnson & Johnson have instituted systematic programs to instill employees with the qualities of vigilant leaders. The CEO of Denmark-based Novozymes A/S is curious, fast and enterprising, an attitude he nurtures in his workers. Organizations may encourage vigilant leadership by hiring specifically for it or by openly rewarding displays of it. Whatever strategy CEOs choose, the authors find that it is critical for them to set an example. After all, it is only through vigilance that companies can avoid hidden dangers--and discover opportunities ripe for innovation. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2008 92104 Title: Are You a Strategist or Just a Manager? Author(s): Hinterhuber, Hans H.; Popp, Wolfgang Publication Date: 01/01/1992 Product Type: Harvard Business Review Article Abstract: Successful managers are
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406P01 Title: Army Crew Team, Portuguese Version Author(s): Snook, Scott A.; Polzer, Jeffrey T. Publication Date: 01/31/2003 Revision Date: 03/30/2004 Product Type: LACC Case Abstract: The coach of the varsity Army crew team at West Point assembled his top eight rowers into the first crew team and the second tier of rowers into the second team using objective data on individual performance. As the second boat continually beat the first boat in races, the coach attempted to discern the team dynamics causing these aberrant results. By using very clean, objective performance data, the case makes clear that a team can be more (or less) than the sum of its individual parts, but allows students to analyze the factors that make this true. Geographic Setting: New York, NY Industry Setting: Military Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2007 493085 Title: Arne Elifson Author(s): Sloane, Carl S. Publication Date: 05/20/1993 Product Type: Case (Field) Abstract: Deals with issues of adult and career development at mid-life. Describes the career and personal history of an adult male, choice points in his life and career, and how he went about making critical choices. Focuses in particular on his decision at age 51 to abandon a successful career with a large corporation in order to gain greater personal freedom by purchasing and controlling his own smaller business. Teaching Purpose: Illustrates the relationship between adult development needs and career choices, particularly the role that career choice plays in contributing to or blocking adult development. Also illustrates a number of practical considerations in purchasing a business and in moving from a large to a small company environment. Geographic Setting: United States Event Year Start: 1960 Subjects: Careers & career planning; Entrepreneurship; Human behavior; Self evaluation Length: 9p 484085 Title: Arnheiter's Ninety-Nine Days Author(s): Kets de Vries, Manfred F.R.
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"Primal Leadership: Learning to Lead with Emotional Intelligence" (paperback), drawing from decades of research within world-class organizations, Daniel Goleman, Richard Boyatzis, and Annie McKee show that great leaders excel not just through skill and smarts, but by connecting with others using EI competencies like empathy and selfawareness; "Changing Minds: The Art and Science of Changing Our Own Mind and Other People's Minds" (hardcover), wherein Harvard psychologist Howard Gardner offers an original framework for understanding exactly what happens during the course of changing a mind-and how to influence that process; "The 180-Degree Turnaround" (HBR OnPoint collection), which tells us that firms edging closer to the brink of failure-marked by finger pointing, turf protecting, and paralysis--should initiate a psychological turnaround by restoring people's confidence in themselves and each other; and "Remember Who You Are: Life Stories That Inspire the Heart and Mind," wherein the author gathers lessons on balancing the personal and professional responsibilities of leadership from faculty members of Harvard Business School. This perceptive collection will improve your understanding of effective leadership--all at a savings of more than 10% off the individual prices. Subjects: Interpersonal behavior; Leadership; Management of change; Management styles; Managerial skills; Organizational behavior; Organizational learning List Price: $69.95 Year New: 2004 SMR178 Title: The Art of Making Change Initiatives Stick Author(s): Roberto, Michael A.; Levesque, Lynne C. Publication Date: 07/01/2005 Product Type: SMR Article Abstract: Too many managers are burned out on strategic change. They have lived through the scenario in which the CEO announces a bold initiative designed to lift performance dramatically. The initiative calls for sweeping changes in the company's processes, systems, and culture--and large resource investments. Despite some short-term gains, it's common for the organization to slip back into old ways of doing things. Argues for a system that enables change initiatives to stick. Uses a detailed case study (a disguised large clothing retailer) to demonstrate what it takes to produce sustainable changes in processes, behavior, or performance. Uncovers four
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possible than people ordinarily think. The book shifts our perspective with uplifting stories, parables, and anecdotes. From "Giving an A" to the mysterious "Rule Number 6" to "Leading from Any Chair"-the account of Ben's stunning realization that the conductor/leader's power is directly linked to how much greatness he is willing to grant to others--each practice offers an opportunity for personal and organizational transformation. Subjects: Creativity; Leadership Length: 224p List Price: $24.00 4332 Title: Articulate Executive: Orchestrating Effective Communication (Hardcover) Author(s): Bartolome, Fernando, ed. Publication Date: 10/20/1993 Product Type: HBS Press Book Abstract: This collection of articles illustrates the powerful connections between effective communication and effective leadership in the information age. In addition to providing guidelines for the mechanics--improving writing skills, presenting plans, conducting interviews, and holding meetings--the book emphasizes the variables beneath the surface, such as nonverbal cues and personal agendas, which have at least as great an impact on how messages are received and acted upon as they travel up, down, and across the organization. This collection features bestselling Harvard Business Review authors, such as Chris Argyis, Chester Burger, and Anthony Jay, and an introductory essay by Fernando Bartolome, who describes the challenges of achieving effective communication in diverse organizations. Subjects: Careers & career planning; Communication; Interpersonal relations; Leadership; Management communication Length: 240p List Price: $29.95 2682 Title: Articulate Executive: Improving Written, Interpersonal, and Group Communication (Paperback) Publication Date: 12/01/1989 Product Type: HBS Press Book Abstract: Learn how to improve your written, interpersonal, and group communications. This paperback offers outstanding, best-selling Harvard Business Review articles on business communication. The sections of the book deal with one-on-one oral communication (including a selection on effectively interviewing managementlevel job candidates), business writing, and group communication dynamics. HBR paperbacks are regularly revised
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Note, (498033), 19p, by Michael Beer, James B. Weber; Case Video, (499506), 31 min, by Michael Beer, James B. Weber; Case Video, (499507), 13 min, by Michael Beer, James B. Weber; Case Video, (400503), 14 min, by Asda; Supplement (Field), (498007), 22p, by Michael Beer, James B. Weber; Supplement (Field), (498008), 5p, by Michael Beer, James B. Weber 9-408-S36 Title: Asda (A1), Spanish Version Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Product Type: LACC Supplement Abstract: Supplements the (A) case. Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: NO SUBJECTS(KEYWORDS) Length: 4p 498007 Title: Asda (B) Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Revision Date: 05/06/1998 Product Type: Supplement (Field) Abstract: Describes Archie Norman's efforts over a five-year period to turn around the company by regaining financial control, delivering management, creating experimental projects where individuals felt free to innovate, instituting a back-to-roots strategy that put customers first, and creating a culture characterized by high involvement of employees and fast innovation and implementation of new ideas. Must be used with: (498006) Asda (A1). May be used with: (498005) Asda (A). Geographic Setting: United Kingdom Industry Setting: Grocery stores; Retail industry Number of Employees: 70,000 Gross Revenues: $8 billion revenues Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom Length: 22p Supplementary Materials: Teaching Note, (498033), 19p, by Michael Beer, James B. Weber; Case Video, (499506), 31 min, by Michael Beer, James B. Weber; Case Video, (499507), 13 min, by Michael Beer, James B. Weber; Case Video, (400503), 14 min, by Asda 9-408-S37 Title: Asda (B), Spanish Version Author(s): Beer, Michael; Weber, James B. Publication Date: 10/09/1997 Product Type: LACC Supplement
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National Colleague Circle, and huddles. Video supports the Asda case series but is most useful with Asda (B). Must be used with: (498005) Asda (A); (498006) Asda (A1); (498007) Asda (B); (498008) Asda (C). Geographic Setting: United Kingdom Industry Setting: Supermarkets Subjects: Corporate culture; Organizational behavior; Organizational design; Supermarkets; United Kingdom Length: 14 min List Price: $150.00 393004 Title: Ashland Oil, Inc.: Fire Aboard the M/V Jupiter Author(s): Livesey, Sharon M. Publication Date: 11/20/1992 Product Type: Case (Field) Abstract: Describes how Ashland Oil Co. handled a major gasoline fire aboard one of its tankers at Bay City, MI. The objective is to introduce students to crisis management. In particular, focuses on relationship building with the press, community, and government agencies. Geographic Setting: Bay City, MI Industry Setting: Petroleum industry Company Size: Fortune 500 Gross Revenues: $10 billion revenues Subjects: Communication strategy; Community relations; Environmental protection; Management of crises; Petroleum; Public relations Length: 18p 73106 Title: Asinine Attitudes Toward Motivation Author(s): Levinson, Harry Publication Date: 01/01/1973 Product Type: Harvard Business Review Article Abstract: American management attempts to motivate employees through the carrot-and-stick approach. According to the Great Jackson Fallacy executives unconsciously envision themselves as manipulators and controllers, and their subordinates as jackasses chasing the carrot. This attitude can place severe strain on management/employee relations and lead to employee inefficiency and low productivity. Executives should change their attitudes toward subordinates in order to ensure effective job performance. Subjects: Employee attitude; Leadership; Motivation; Organizational structure; Personnel management Length: 6p SKE067 Title: Asociacion Chilena de Seguridad (ACHS) Author(s): Koljatic, Mladen; Silva, Monica
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climb on the corporate ladder, the harder it is to get candid input from colleagues uneasy about criticizing a peer. Few direct reports feel safe telling the boss uncomfortable truths about his performance. And members of the board often focus exclusively on executives' ability to deliver financial results; directors may ignore additional essential skills of leadership, such as strategy execution and talent management. For all these reasons, you'll have to proactively generate the information you need to spot and address weak areas. For example, set up a formal process for board members to evaluate you on all the skills crucial to exceptional leadership. And learn how to identify problematic behaviors in yourself--so you can take action immediately. Take charge in these ways, and you tackle your weaknesses before they can tackle you. Subjects: NO SUBJECTS(KEYWORDS) Length: 32p List Price: $17.95 494015 Title: Aston-Blair, Inc. Author(s): Gabarro, John J. Publication Date: 07/27/1993 Revision Date: 10/15/2004 Product Type: Case (Gen Exp) Abstract: Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. A rewritten version of an earlier case. Geographic Setting: Midwestern United States Industry Setting: Metals Company Size: large Gross Revenues: $400 million sales Subjects: Group dynamics; Interdepartmental relations; Interpersonal relations; Leadership; Metals Length: 9p 378032 Title: Audience Awareness: Strategy and Tone Author(s): Newman, Ruth G. Publication Date: 08/01/1977 Product Type: Note Abstract: Considers the importance of considering the audience before composing a report. Audience awareness determines what to say and how to say it.
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Pine and Gilmore, known for being insightful and ahead-of-the-curve on consumer trends, are the first to explore what authenticity really means for your business and how you can approach it both thoughtfully and thoroughly. Subjects: NO SUBJECTS(KEYWORDS) Length: 90 min List Price: $129.00 Year New: 2007 R0803Z Title: Authenticity: Is It Real or Is It Marketing? (Commentary for HBR Case Study) Author(s): Weinberger, David; Weindruch, Bruce; Arnold, Gillian; Gilmore, James H.; Pine II, B. Joseph; Brackett, Glenn Publication Date: 03/01/2008 Product Type: Harvard Business Review Article Abstract: Marty Echt, the new head of marketing at Hunsk Engines, is determined to bring the motorcycle maker back to its roots. He says it's not enough to project authenticity to customers--employees must personally subscribe to the brand's values. Should the company's CEO support Marty's "real deal" vision? Five experts comment on this fictional case study in R0803A and R0803Z. Bruce Weindruch, the founder and CEO of the History Factory, says that an authenticity-based campaign can be effective--but only if it's truly drawn from history. Marketers like Marty often remember their organization's past in a golden haze. Weindruch recommends exploring old engineering drawings, ads, and product photos in order to understand what customers and employees really valued back in the day. Gillian Arnold, a consultant to luxury fashion and fine jewelry brands, thinks Marty's approach is right: People in key marketing posts must be passionate about their products and know them inside and out. She argues that the CEO needs to commit more fully to the new campaign and address the significant gap between the staff and the brand. James H. Gilmore and B. Joseph Pine II, the cofounders of Strategic Horizons, point out that Hunsk needs to manage customers' perceptions rather than trying to be a "real company" or forming a management team whose personal interests match the brand. People purchase a product if it conforms to their self-image; that alone determines the brand's authenticity. Glenn Brackett of Sweetgrass Rods, a maker of bamboo fly-fishing rods, says Marty seems to be one of the few people who understand Hunsk motorcycles. If employees bring
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SUBJECTS(KEYWORDS) Length: 6p Year New: 2007
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B0503C Title: Automating Strategic Management: Hilton Hotels' Innovative InFocus System Author(s): Winkler, Carole A. Publication Date: 03/15/2005 Product Type: Balanced Scorecard Report Article Abstract: Hilton Hotels' string of successes reflects its evolution as a strategy-focused organization--and the evolution of the systems and processes supporting its strategic management activities. This early adopter of the Balanced Scorecard (1997) and inaugural member of the Balanced Scorecard Hall of Fame (2000) has taken strategy execution to a whole new level with its new InFocus system. Industry Setting: Hotel industry Subjects: Balanced scorecard; Hotels & motels; Strategic planning; Strategy implementation Length: 3p List Price: $9.50 Year New: 2005 404003 Title: Aventis SA (A): Planning for a Merger Author(s): Margolis, Joshua D.; Knoop, Carin-Isabel Publication Date: 06/18/2004 Product Type: Case (Field) Abstract: Eight executives at Hoechst and Rhone-Poulenc must make four crucial decisions on the eve of merging their companies to become Aventis-what would become the world's third largest pharmaceutical firm. In addition to formulating a vision and strategy, the two firms must plot their intensified efforts in the U.S. market, pick a leader, and choose between two approaches to research and development. The merger represents the ongoing efforts of the two predecessor companies to remake themselves into life science companies. They face a range of pressures, from falling prices and intensifying demands on R&D for blockbuster pharmaceuticals to union opposition to the merger, skepticism from research analysts, and regulatory scrutiny. Amid these pressures, they must combine national and corporate cultures, merge into a single entity, and deliver the promised synergies. Concludes with a surprising development, when one of Hoechst's major shareholders objects to the merger. Geographic Setting: France; Germany; United States Industry Setting: Pharmaceutical
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company by having a crisis plan in place. Subjects: Management of crises; Public relations Length: 2p List Price: $4.50 SMR131 Title: Avoiding Repetitive Change Syndrome Author(s): Abrahamson, Eric Publication Date: 12/01/2004 Product Type: SMR Article Abstract: Most management advice today--whether it's from books or articles, prescribed in courses or by consultants--says that change is good and more change is better. Advice on how to change varies quite a bit, but it has three features in common: "Creative destruction" is its motto. "Change or perish" is its justification. And "no pain, no change" is its rationale for overcoming a purportedly innate human resistance to change. The author admits that creative destruction may be necessary, and even preferable, in certain situations. Companies that have enjoyed captive markets, docile suppliers, and government support may need the rude awakening it provides. In such instances, organizational stability is so ingrained that creative destruction may even be the best way to achieve change with the least amount of pain. But for every change avoider today, he says, there are many more "changeaholics"--companies that have changed more aggressively, quickly, and repeatedly than any organization could hope to do successfully. In the process, they have often suffered from "more pain, less change." The author urges executives at such companies to monitor their organizations continually for symptoms of repetitive change syndrome: initiative overload, changerelated chaos, employee cynicism, and burnout. Subjects: Change management; Corporate strategy; Leadership; Organizational behavior Length: 5p Year New: 2005 IES023 Title: BMW-British Aerospace: The Rover Deal Author(s): Miller, Paddy Publication Date: 07/01/1994 Revision Date: 03/01/1995 Product Type: Case (Field) Publisher: IESE Business School Abstract: In February 1994, British Aerospace announced the sale of Rover Group Holdings to BMW, the German automobile manufacturer. This case deals with the events leading up to the announcement and the implications for
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Reviving a British Icon Author(s): Rose, Stuart Publication Date: 05/01/2007 Product Type: Harvard Business Review Article Abstract: Back in 1998, Marks & Spencer (M&S) was the first British retailer to reach a profit of 1 billion pounds. Just a few years later, profits were down to 145 million pounds, and the company's share price stood at twothirds of its previous high. The problem, says CEO Stuart Rose, was that M&S lost sight of what had made it great for more than a century. In this first-person account, Rose explains that he was hired in the spring of 2004 to turn the company around--just in time to stave off retail investor Philip Green's hostile takeover attempt. He spent his first six weeks convincing reporters, analysts, and investors that he was the one to lead Marks & Spencer back to prosperity. Then, after Green withdrew his bid, Rose put his plans for M&S to work. He knew that three things needed to be done right away: improve the product, improve the stores, and improve the service. One of his first and most important changes was to tighten the reins on inventory. When Rose arrived at M&S, assistant buyers were spending more than 300 million pounds of the company's money without oversight. Management now gets weekly inventory updates. With a keen eye on fundamentals like stock control, Rose has tried to return Marks & Spencer to the levels of profitability it achieved before its sharp decline. Although there is more to do, the company is back on track. In November 2006, M&S posted half-year profits of 405.1 million pounds-up 32.2% from the previous fiscal year. Rose attributes the turnaround almost entirely to a renewed focus on core values. Now, with signs of health in the business, he is thinking about where to take it over the next four or five years, so M&S doesn't get stuck as the largest of the small retailers and the smallest of the large retailers in the United Kingdom. Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2007 1660 Title: Bad Leadership: What It Is, How It Happens, Why It Matters (Hardcover) Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Book Abstract: How is Saddam Hussein like Tony Blair? Or Kenneth Lay like Lou Gerstner? Answer: They are, or were, leaders. Many would argue that tyrants, corrupt CEOs, and other abusers of
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Length: 29p List Price: $6.95 Year New: 2008
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607704 Title: Bain & Co. Inc., (Video DVD) Author(s): McAfee, Andrew Publication Date: 03/16/2007 Product Type: Case Video, DVD Abstract: In late 2001, the consultancy Bain must decide whether to launch information technology as a practice area within the firm. The senior executives who are Bain's clients have been asking more and more IT-related questions of the firm's partners, who find themselves without good answers. Launching an IT practice, however, will mean acquiring significant amounts of new expertise and incorporating many new partners. Must be used with: (606010) Bain & Co.'s IT Practice (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 27 min Year New: 2007 607705 Title: Bain & Co. Inc., (Video VHS) Author(s): McAfee, Andrew Publication Date: 03/16/2007 Product Type: Case Video Abstract: In late 2001, the consultancy Bain must decide whether to launch information technology as a practice area within the firm. The senior executives who are Bain's clients have been asking more and more IT-related questions of the firm's partners, who find themselves without good answers. Launching an IT practice, however, will mean acquiring significant amounts of new expertise and incorporating many new partners. Subjects: NO SUBJECTS(KEYWORDS) Length: 27 min List Price: $150.00 Year New: 2007 606010 Title: Bain & Co.'s IT Practice (A) Author(s): McAfee, Andrew Publication Date: 09/01/2005 Revision Date: 08/24/2006 Product Type: Case (Field) Abstract: In late 2001, the consultancy Bain must decide whether to launch information technology as a practice area within the firm. The senior executives who are Bain's clients have been asking more and more IT-related questions of the firm's partners, who find themselves without good answers. Launching an IT practice, however, will mean acquiring significant amounts of new expertise and incorporating many new partners.
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Smack, Kent; Contrada, Michael Publication Date: 07/15/2003 Product Type: Balanced Scorecard Report Issue Abstract: Includes these articles: "Managing Regulatory and Societal Processes," "The Best-Practice Hamburger: How Wendy's Enhances Performance with its BSC," "Strategy Maps for CEO Succession Planning," "Building a Cascading Program," "The How-To's of BSC Reporting: Part I," and "Free at Last: Moving Performance Management Beyond Budgeting." Industry Setting: Fast food industry Subjects: Balanced scorecard; Corporate governance; Corporate strategy; Fast food industry; Organizational structure; Performance measurement; Strategy formulation; Strategy implementation Length: 16p List Price: $49.95 B05010 Title: Balanced Scorecard Report, January/February 2005, Volume 7, Number 1 Publication Date: 01/15/2005 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Govern to Make Strategy a Continual Process," "Integrating Planning and Performance Management at Nordea," "A New Governance Model," "Driving Strategy at the Chrysler Group," "Implementing Strategy-Focused Business Planning," and "Mellon Europe: Mobilizing Change Through Executive Leadership." Subjects: Balanced scorecard; Leadership; Organizational change; Planning; Process innovation; Strategy formulation; Strategy implementation Length: 12p List Price: $49.95 Year New: 2005 B06010 Title: Balanced Scorecard Report, January/February 2006, Volume 8, Number 1 Publication Date: 01/15/2006 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Aligning Support Functions," "Surmounting the Competitive Squeeze: Thai Manufacturer Adapts and Thrives with the BSC," "Catalyst for Global Growth: The Strategy Management Office at Serono," "Return on Customer: A Metric for Customer Profitability, An Interview with Martha Rogers," and
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B08030 Title: Balanced Scorecard Report, March-April 2008, Vol 10., No. 2 Author(s): Collaborative, Balanced Scorecard Publication Date: 03/01/2008 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Formulating (and Revising) the Strategy" (part 1 of a 2-part series); "Leveraging Information Assets to Execute Strategy"; "Moving from Performance Measurement to Strategy Management at Brigham and Women's/Faulkner Hospitals"; and "Strategy or Stakeholders: Which Comes First?" Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95 Year New: 2008 B02030 Title: Balanced Scorecard Report, March/April 2002, Volume 4, Number 2 Author(s): Kaplan, Robert S.; Chesley, Julie A.; Forbes, Jay; Porter, Michael E.; Koch, Janice; Johnson, Lauren Keller; Norton, David P. Publication Date: 03/15/2002 Product Type: Balanced Scorecard Report Issue Abstract: This issue contains the following articles: "Using Strategic Themes to Achieve Inter-Organizational Alignment," "The NRO: Out of the Closet, into a Customer-Focused World," "Transforming Business and Career with BSC," "The Importance of Being Strategic," "Change Agents: Equifax's Dynamic Duo," "Implementing BSC Software at Entergy," and "The First Balanced Scorecard." Subjects: Balanced scorecard; Corporate strategy; Leadership; Organizational change; Strategic planning; Strategy implementation Length: 16p List Price: $49.95 B05030 Title: Balanced Scorecard Report, March/April 2005, Volume 7, Number 2 Publication Date: 03/15/2005 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Mobilize Change Through Executive Leadership," "Motivating Cross-Boundary Thinking and Acting at Ingersoll-Rand," "Automating Strategic Management: Hilton Hotels' Innovative
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SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95 Year New: 2007
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B04110 Title: Balanced Scorecard Report, November/December 2004, Volume 6, Number 6 Publication Date: 11/15/2004 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report contains the following articles: "Motivate to Make Strategy Everyone's Job," "The Human Advantage at Unibanco," "Aligning Employees at Unibanco: A Unit Executive's View," "How Big Blue Links Learning and Strategy," and "Creating a Strategy-Focused Workforce: Aligning Personal Goals to the BSC." Geographic Setting: South America Industry Setting: Banking industry Subjects: Balanced scorecard; Corporate strategy; Education; Knowledge management; South America; Strategic planning; Strategy implementation Length: 12p List Price: $49.95 Year New: 2004 B07090 Title: Balanced Scorecard Report, September-October 2007, Volume 9, Number 5 Author(s): Collaborative, Balanced Scorecard Publication Date: 09/15/2007 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced Scorecard Report newsletter contains the following articles: "Managing by Strategic Themes," "Strategic Agendas: A New Tool for Economic and Social Development," "Why Strategic Agendas in Government Matter to Business," "Managing Human Capital for Strategic Advantage: Three Challenges," and "Avoid the Common Technology Pitfalls of the Employee Performance Management Process." Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $49.95 Year New: 2007 B05090 Title: Balanced Scorecard Report, September/October 2005, Volume 7, Number 5 Publication Date: 09/15/2005 Product Type: Balanced Scorecard Report Issue Abstract: This issue of the Balanced
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corporate and family governance structures, procedures, and systems, as these represent a unique combination of legal, structural, and organizational constructs that cement the influence of the descendants of the founding family in a highly effective way. The modus operandi of these bodies is illustrated in conjunction with Merck's (in the end, unsuccessful) hostile takeover bid for Schering, its German rival, that took place in March 2006. Geographic Setting: Germany Industry Setting: Chemical industry; Pharmaceutical industry Subjects: NO SUBJECTS(KEYWORDS) Length: 31p Supplementary Materials: Teaching Note, (IES163), 10p, by F.A. Neumann, Josep Tapies Year New: 2007 495012 Title: Bankers Trust: The Quest for Institutional Creativity (A) Author(s): Kao, John J.; Klein, Norman Publication Date: 05/01/1995 Revision Date: 06/05/1995 Product Type: Case (Field) Abstract: Describes major innovations, strategic initiatives, and a range of creative activities at Bankers Trust in 1994. Background information also provides the settings and context for the changes, and further portrays the key players. Teaching Purpose: Designed to invite discussion of creativity in an institution. Students are asked to discuss the enabling and perhaps frustrating factors--to explore motivation and rewards, as well as the role of culture, leadership, and organizational design. Geographic Setting: New York, NY Industry Setting: Investment banking Number of Employees: 13,000 Gross Revenues: $600 million revenues Subjects: Creativity; Innovation; Investment banking Length: 14p Supplementary Materials: Supplement (Library), (495042), 2p, by John J. Kao, Norman Klein 495042 Title: Bankers Trust: The Quest for Institutional Creativity (C), Bankers Trust: More Bad News Author(s): Kao, John J.; Klein, Norman Publication Date: 05/04/1995 Product Type: Supplement (Library) Abstract: Supplements the (A) case. Must be used with: (495012) Bankers Trust: The Quest for Institutional Creativity (A). Industry Setting: Investment banking Subjects: Creativity; Innovation;
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899138 Title: Basil "Buzz" Hargrove and de Havilland, Inc. (A) Author(s): Keros, Angela; McGinn, Kathleen L. Publication Date: 06/30/1999 Revision Date: 11/21/2006 Product Type: Case (Library) Abstract: Buzz Hargrove, national president of the Canadian Auto Workers, needs to find a way to secure an agreement from a negotiated contract with de Havilland, Inc. Local union leaders feel the deal is not good enough, but Hargrove is convinced management will close the plant down otherwise. Geographic Setting: Canada Industry Setting: Aerospace industry; Automotive industry Subjects: Aerospace industry; Automobile industry; Canada; Labor relations; Negotiations; Power & influence Length: 7p Supplementary Materials: Supplement (Library), (899176), 3p, by Angela Keros, Kathleen L. McGinn; Teaching Note, (801277), 24p, by Linda-Eling Lee, Kathleen L. McGinn; Case Video, DVD, (907701), 16 min, by Kathleen L. McGinn; Case Video, (907702), 16 min, by Angela Keros, Kathleen L. McGinn 899176 Title: Basil "Buzz" Hargrove and de Havilland, Inc. (B) Author(s): Keros, Angela; McGinn, Kathleen L. Publication Date: 06/30/1999 Revision Date: 03/29/2001 Product Type: Supplement (Library) Abstract: Supplements the (A) case. Must be used with: (899138) Basil "Buzz" Hargrove and de Havilland, Inc. (A). Geographic Setting: Canada Industry Setting: Aerospace industry; Automotive industry Subjects: Aerospace industry; Automobile industry; Canada; Labor relations; Negotiations; Power & influence Length: 3p Supplementary Materials: Teaching Note, (801277), 24p, by Linda-Eling Lee, Kathleen L. McGinn 907701 Title: Basil "Buzz" Hargrove and de Havilland, Inc. (Video Supplement DVD) Author(s): McGinn, Kathleen L. Publication Date: 11/01/2006 Product Type: Case Video, DVD Abstract: Buzz Hargrove, national president of the Canadian Auto Workers,
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Publication Date: 11/18/2008 Product Type: HBR Newsstand Special Issue Abstract: We all admire successful leaders and often wonder, What's their secret? Understanding your own leadership style--and its strengths and weaknesses--is just one step in the journey toward becoming a better leader. The articles in this issue of Harvard Business Review OnPoint will not only make you reflect on what kind of leader you are but also provide knowledge and ideas for taking command of your development into a smarter, more confident leader. They examine the need to maintain authenticity as your leadership skills are tested and as your position as a leader changes. Often the initial formal test of a leader is becoming a boss for the first time. One article identifies common misconceptions about this role and ways to make sure that you or others around you don't flop. You'll learn about the importance of emotional intelligence, "action logic," integrative thinking, and change management, as well as come to understand that great leaders do not need to have larger-thanlife personalities. You'll also discover how to manage yourself in the areas of strategic networking and excelling at what you want to be doing--essential components of long-term success as a leader. Subjects: NO SUBJECTS(KEYWORDS) Length: 128p R0804H Title: Be a Better Leader, Have a Richer Life Author(s): Friedman, Stewart D. Publication Date: 04/01/2008 Product Type: Harvard Business Review Article Abstract: Work fills most executives' lives to the brim, leaving insufficient time for their families, their communities, and themselves. But Wharton professor Friedman suggests that, rather than view the problem as a set of trade-offs, executives use their leadership talents to benefit all four domains at once. The idea is to design experiments--small, short-term adjustments to their daily routines--that incorporate and mutually benefit the various aspects of their lives. If an experiment works out, everyone wins--employer, employee, family, and community; if it doesn't, it simply becomes a low-cost learning opportunity. Over time, the combination of small gains and lessons learned can lead to larger-scale transformation. The "Total Leadership" process involves identifying what's important to you, identifying what's important to everyone in your life,
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5056BC Title: Becoming a Results-Based Leader Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter Abstract: This chapter addresses how any person currently in a leadership position can modify his or her leadership behavior to better focus on results and take charge of his or her own leadership development to become a more effective results-based leader. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing ResultsBased Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders. Subjects: NO SUBJECTS(KEYWORDS) Length: 25p List Price: $6.95 Year New: 2008 7010BC Title: Becoming a Team Player: Your Most Important Assignment Author(s): School Press, Harvard Business Publication Date: 02/19/2004 Product Type: HBS Press Chapter Abstract: A team is only as strong as the collective performance of those involved. Each member of the team must be committed, collaborative, and competent. If one person doesn't agree with the common goal, chances are his or her performance will affect others in the group. This chapter examines what it means to be an effective team player. May be used with: (6945BC) Team Concepts: Understand These First; (6952BC) Essentials for an Effective Team: The Foundation of Success; (6969BC) Forming the Team: The Crew and Its Charter; (6976BC) Getting Off on the Right Foot: Important First Steps; (6983BC) Team Management Challenges: Where Leaders Matter; (6990BC) Operating as a Team: Putting Ideas to Work; (7003BC) The Virtual Team: A Collaborative Effort. Subjects: NO SUBJECTS(KEYWORDS) Length: 16p List Price: $6.95 Year New: 2006
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all of whom make relentless and often conflicting demands. "You really are not in control of anything," says one new manager. Another misconception is that new managers are responsible only for making sure that their operations run smoothly. But new managers also need to realize they are responsible for recommending and initiating changes-some of them in areas outside their purview--that will enhance their groups' performance. Many new managers are reluctant to ask for help from their bosses. But when they do ask (often because of a looming crisis), they are relieved to find their superiors more tolerant of their questions and mistakes than they had expected. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p List Price: $6.50 Year New: 2007 401045 Title: Bedrock Productions Author(s): Roberts, Michael J.; Tushman, Michael L. Publication Date: 06/21/2001 Product Type: Case (Field) Abstract: Describes a young Web consulting firm going through a very rapid period of growth in late 1999 and 2000. The founder/CEO sees himself as a strategist and marketer who is less well-suited to the operational details, that are expanding as the firm grows. A president is hired, but fired soon after. Raises issues of what the founder's role is and should be, whether a new president is required, whether the new expanded senior team can take on some of these responsibilities, and if or how the founder must change. Geographic Setting: New York, NY Industry Setting: Consulting; Internet & online services industries Company Size: small Number of Employees: 100 Gross Revenues: $10 million revenues Subjects: Consulting; Growth strategy; Leadership; Organizational structure; Teams; World Wide Web Length: 21p U0810E Title: Before You Say Yes, Negotiate for What You Need to Succeed Author(s): Kolb, Deborah M. Publication Date: 10/01/2008 Product Type: Harvard Management Update Article Abstract: What happened the last time you were offered a new leadership opportunity? Chances are you negotiated your title, salary, bonus, and benefits. But did you negotiate for what you would need to succeed? Leadership
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complete picture of what flexibility means for people today. For example, the spread of cheap computers is expanding opportunities to launch, market, and manage microbusinesses. And the networked economy--by making workdays more flexible and location less important--will give many of us more control over where we live and how we parcel out our time. Despite Sennett's blindness to the benefits offered by the new economy, his book provides a thoughtful counterbalance to the emptyheaded boosterism that characterizes much of the current writing on the subject. Subjects: Careers & career planning; Information age; New economy; Social change; Technological change; Virtual communities Length: 5p F0509H Title: Benchmarking Your Staff Author(s): Goold, Michael; Collis, David J. Publication Date: 09/01/2005 Product Type: Harvard Business Review Article Abstract: Here's how you can decide on the right size and composition of your corporate staff. Geographic Setting: Europe; United States Subjects: NO SUBJECTS(KEYWORDS) Length: 2p Year New: 2005 2363BC Title: Bend the Rules: Problem-Solving Strategies for Quiet Leaders Author(s): Badaracco, Joseph L., Jr. Publication Date: 02/11/2002 Product Type: HBS Press Chapter Abstract: This chapter looks at how quiet leaders often respond to ambiguous situations by imaginatively and creatively trying to bend the rules without breaking them. May be used with: (2359BC) Trust Mixed Motives: Lessons in Decision Making for Quiet Leaders; (2358BC) Don't Kid Yourself: Guiding Principles for Quiet Leaders; (2357BC) Introduction: Leading Quietly; (2360BC) Buy a Little Time: ProblemSolving Strategies for Quiet Leaders; (2361BC) Invest Wisely: ProblemSolving Strategies for Quiet Leaders; (2362BC) Drill Down: Problem-Solving Strategies for Quiet Leaders; (2364BC) Nudge, Test, and Escalate Gradually: Problem-Solving Strategies for Quiet Leaders; (2365BC) Craft a Compromise: Problem-Solving Strategies for Quiet Leaders; (2366BC) Three Quiet Virtues: Essential Characteristics for Practicing Quiet
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IES166 Title: The Bertelsmann Reinhard Mohn Fellowship: CSR as Cultural Exchange Author(s): Ganly, K.; Mair, Johanna Publication Date: 12/07/2005 Product Type: Case (Field) Publisher: IESE Business School Abstract: The Reinhard Mohn Fellowship is an initiative of Bertelsmann AG. It reflects Bertelsmann's ongoing commitment to fostering social, cultural, and individual development by aiming to reward and sponsor people with leadership qualities who have demonstrated enterprise, creativity, and entrepreneurial spirit. Provides for up to five social entrepreneurs from all over the world to be selected from a group of applicants to undertake a one-year program, offering them the opportunity to experience corporate culture, work on projects in various divisions, and build networks within Bertelsmann's global group of media companies. The idea behind the initiative is not only to provide a unique opportunity to socially innovative young entrepreneurs, but also to allow the company to benefit from their contrasting points of view and differing sets of experiences. Aims at stimulating students to think about innovative ways in which companies can contribute to society. Also allows for a discussion of the process of gaining and keeping momentum for social initiatives within large companies. Questions which might be posed include: Who benefits from the initiative? Is the program a success? Can its impact be measured? and, above all, Can it be replicated or provide a role model for other companies? In particular, allows for an interesting discussion of corporate responsibility initiatives in privately held companies. Geographic Setting: Europe; Germany Industry Setting: Advertising industry; Media Subjects: NO SUBJECTS(KEYWORDS) Length: 26p Supplementary Materials: Teaching Note, (IES167), 15p, by K. Ganly, Johanna Mair Year New: 2007 IES164 Title: Bertelsmann: The Ownership Question Author(s): Neumann, F.A.; Tapies, Josep Publication Date: 10/10/2006 Product Type: Case (Field) Publisher: IESE Business School Abstract: Leaders of Bertelsmann AG (BAG), the 5th largest media
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she was taken to task by a powerful executive for not listening. Twenty years later, his words still profoundly affect the way she thinks about her company's products and interacts with customers, employees, and other stakeholders. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p F0810D Title: The Best Advice I Ever Got: Michelle Peluso Author(s): Dowling, Daisy Wademan Publication Date: 10/01/2008 Product Type: Harvard Business Review Article Abstract: The president and CEO of Travelocity remembers how her father built his environmental-engineering startup into a business with 300 employees, in part through a striking degree of care for and interest in them as individuals. Peluso has 5,000 employees--and a global organization--but she's learned to scale up her father's techniques. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p F0806H Title: The Best Advice I Ever Got: Stephen A. Schwarzman Author(s): Dowling, Daisy Wademan Publication Date: 06/01/2008 Product Type: Harvard Business Review Article Abstract: The chairman and CEO of the Blackstone Group reflects on the advice of his high school track coach, who continually reminded him that the person who is most prepared is the one who wins. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2007 F0805D Title: The Best Advice I Ever Got: William P. Lauder Author(s): Wademan Dowling, Daisy Publication Date: 05/01/2008 Product Type: Harvard Business Review Article Abstract: The president and CEO of Estee Lauder Companies learned the importance of time management back when he worked under U.S. treasury secretary Donald Regan. The lesson sounds simple, but it has shaped his approach to strategy and his philosophy on motivating people. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p
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Product Type: Case Video Abstract: Follows business development manager Toby Nord and his consumer insights team through the three stages of the Innovation Initiative: setting out to gain business insights through experiential learning both internally and outside the company; sharing insights and developing or synthesizing them into new business ideas; and selecting the business plans worthy of further investigation and development. Must be used with: (604043) Best Buy, Co., Inc. (A): An Innovator's Journey. Subjects: NO SUBJECTS(KEYWORDS) Length: 34 min List Price: $150.00 Year New: 2005 SMR135 Title: Best Practices in IT Portfolio Management Author(s): Leliveld, Ingmar; Jeffery, Mark Publication Date: 04/01/2004 Product Type: SMR Article Abstract: The reason most organizations struggle to demonstrate business gains from information technology investments is due to inadequate IT portfolio management (ITPM). Research at 130 companies, including Harrah's Entertainment, Waste Management, and Blue Cross Blue Shield, shows that only 17% are at the advanced, or synchronized, stage of ITPM. Scrutiny of that 17% reveals best practices for successfully aligning IT with strategic goals. The key to bridging the business-technology divide and improving results is early communication. Not only must senior business managers understand more about how IT affects both strategy and the bottom line, CIOs need to learn to communicate the vision, strategies, and goals of the IT organization in terms that non-IT executives can understand. The most effective partnerships studied were those in which the CIO took the initiative in discussing ITPM with business leaders and eventually transferred accountability to them. The most successful practitioners obtained cost savings of up to 40% of pre-ITPM budgets, better alignment between IT spending and business objectives, and greater central coordination of IT investments across the organization. By following certain specific steps to establish or upgrade ITPM and by benchmarking against synchronized companies, large organizations can make IT an integral part of their competitive advantage. Subjects: Communication; Competitive
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signs of improvement over time. But things don't always turn out that way. Fearing that the employee will become angry and defensive, the boss all too often inadvertently sabotages the meeting by preparing for it in a way that stifles honest discussion. This unintentional--indeed, unconscious-stress-induced habit makes it difficult to deliver corrective feedback effectively. Insead professor Jean-Francois Manzoni says that by changing the mind-set with which they develop and deliver negative feedback, managers can increase their odds of having productive conversations without damaging relationships. Manzoni describes two behavioral phenomena that color the feedback process--the fundamental attribution error and the false consensus effect. Managers tend to frame difficult situations and decisions in a way that is narrow (alternatives aren't considered) and binary (there are only two possible outcomes--win or lose). And during the feedback discussion, managers' framing of the issues often remains frozen. Manzoni says that bosses need to consider an employee's circumstances rather than just attribute weak performance to a person's disposition. Subjects: Employee development; Employee empowerment; Employee morale; Human resources management; Interpersonal behavior; Management styles; Managerial skills Length: 8p List Price: $6.50 7898CF Title: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, A Harvard Business School Publishing Virtual Seminar, Registration Fee Author(s): Mankins, Michael C. Publication Date: 09/22/2004 Product Type: Previous Conference Abstract: Better, Faster Executive Decisions: A Practical Guide to Improving Top Team Performance, a Harvard Business School Publishing virtual seminar, featuring Michael C. Mankins, managing partner, Marakon Associates, and author of the Harvard Business Review article "Stop Wasting Valuable Time." Wednesday, September 22, 2004, 12: 30-2: 00 p.m. U.S./Canadian ET, $349.00 per site. Time is the scarcest resource in any company--and too few companies make wise use of their top executives' time. According to research by Michael Mankins, those companies that have solved the riddle of executive team time management deliver measurably superior performance. Mankins found that senior executives spend only about
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406013 Title: Beverly Edgehill at The Partnership, Inc. Author(s): Roberts, Laura Morgan; Winston, Victoria W. Publication Date: 10/24/2005 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (406012) Bennie Wiley at The Partnership, Inc. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2005 604018 Title: Beverly Stern: Retail Executive Author(s): Bowen, H. Kent; Wagonfeld, Alison Berkley Publication Date: 11/18/2003 Revision Date: 05/31/2005 Product Type: Case (Field) Abstract: Beverly Stern has been a successful operating manager in three prominent retail chains: GAP, Pottery Barn, and Williams-Sonoma. Stern's last job at a start-up did not meet her expectations, and she must now decide what to do next. She has an offer to start a new retail division of Gymboree. The case allows students to understand the career of a successful "merchandising" executive and to determine key personal characteristics and skills that support a successful career. Contains examples of what Stern learned as she progressed in her career and provides insights into the professional challenges that would be criteria for job choice. Industry Setting: Retail industry Event Year End: 2003 Subjects: Careers & career planning; Decision making; Merchandising; Operations management Length: 23p Year New: 2004 U0311C Title: Beware the Zombie Syndrome Author(s): Gary, Loren Publication Date: 11/01/2003 Product Type: Harvard Management Update Article Abstract: When a company experiences a major business failure, postmortem analysis tends to focus on a few usual suspects: The executives weren't very smart. They were greedy. But these explanations miss the mark. The underlying cause of most major failures is not some missing capability but the company's excellence. Subjects: Managerial behavior; Organizational behavior; Organizational change Length: 3p List Price: $4.50
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"problem finding." The concluding portion of this article reviews a variety of ideas about nonanalytic thinking and problem solving. Many of these ideas are far-out, according to both contemporary managerial practice and intellectual "legitimacy." Other "closer-in" ideas are then considered, with the argument that we should be experimenting much more with such techniques in the future. Subjects: Decision making; Management philosophy; Managerial behavior Length: 19p U0303D Title: Beyond the Carrot and the Stick: New Alternatives for Influencing Customer Behavior Author(s): Frei, Frances X. Publication Date: 03/01/2003 Product Type: Harvard Management Update Article Abstract: Historically, companies have tried to influence and figure out their customers' needs and wants by using the carrot and the stick approach. However, some companies are having success with a third approach--using social norms and the power of the group. This guest column by Frances X. Frei, an assistant professor at Harvard Business School, can teach you a new way of looking at your customers to tap into what they really want. Subjects: Corporate strategy; Customer relations; Customer retention; Innovation; Marketing management; Strategy formulation; Strategy implementation Length: 2p List Price: $4.50 CMR024 Title: Beyond the Charismatic Leader: Leadership and Organizational Change Author(s): Nadler, David A.; Tushman, Michael L. Publication Date: 01/01/1990 Product Type: CMR Article Publisher: California Management Review Abstract: In ever more turbulent environments, executive leadership matters as never before. Organization speed, flexibility, and the need to execute discontinuous change require sharpened leadership skills. Charismatic leaders are important. These relatively rare leaders provide vision, direction, and energy for their firms. However, charisma is never enough to build competitive, agile organizations. Charismatic leadership must be bolstered by institutional leadership through attention to details on roles, structures, and rewards. Further, as
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been Jack's protege and who was passed over for the CEO position. May be used with: (R0605X) Big Shoes to Fill (HBR Case Study). Geographic Setting: Boston, MA; Dublin; Los Angeles, CA Industry Setting: Medical equipment & device industry Number of Employees: 5,000 Gross Revenues: $2 billion sales Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2006 R0605A Title: Big Shoes to Fill (HBR Case Study and Commentary) Author(s): Beer, Michael; Eckert, Robert A.; Dichter, Steven F.; Canavan, Patrick J.; Sulkowicz, Kerry Publication Date: 05/01/2006 Product Type: Harvard Business Review Article Abstract: Jack Donally was a colossal figure who commanded a lot of respect, if not affection. Just before Jack suddenly died, the board appointed Stephanie Fortas as the new CEO to lead Innostat, the world's best-known manufacturer of prosthetic limbs and surgical implants. Innostat has recently been struggling; its once generous margins have been narrowing for the past several years as other companies have found ways to engineer around its patents and develop competitive products of their own. Worse, the company seems to have lost its innovative edge: It has not launched a major new product in four years. The previous year, the board rejected a plan for a large-scale reorganization that might have addressed many of these fundamental problems. Should Stephanie revive the plan? Her coach tells her she doesn't have the clout to survive a reorg and advises her to scope out new products and drive them through the way Jack used to. Meanwhile, Stephanie deliberates about whether to fire Frank Timoshotsky, the self-effacing head of production who had been Jack's protege and who was passed over for the CEO position. Geographic Setting: Boston, MA; Dublin; Los Angeles, CA Industry Setting: Medical equipment & device industry Number of Employees: 5,000 Gross Revenues: $2 billion sales Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2006 R0605X Title: Big Shoes to Fill (HBR Case
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Author(s): Britt, Thomas W. Publication Date: 01/01/2003 Product Type: Harvard Business Review Article Abstract: Obstacles to high performance can be as profoundly demotivating on the shop floor as they are on the battlefield. And for high performers, factors they can't control can hinder their best work and may drive them to look elsewhere. The ones who stay behind may be the ones who don't care. Subjects: Motivation; Organizational development; Performance effectiveness Length: 2p U0709D Title: Block That Defense: How to Make Sure Your Constructive Criticism Works Author(s): Field, Anne Publication Date: 09/01/2007 Product Type: Harvard Management Update Article Abstract: Why do top executives have difficulty receiving and responding to constructive criticism? Because so many highfliers have received little criticism in their careers. The result is that when receiving criticism, the highestperforming employees in an organization are the ones most likely to become defensive--to screen out criticism and place the blame on anyone and everyone but themselves. Although getting highfliers to take in and respond to honest feedback can be tough, it's not impossible. Learn how to get through your best managers' defenses and have your feedback heard. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p List Price: $4.50 Year New: 2007 C0012D Title: Blockbuster Business Writing Publication Date: 12/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: It's no secret that most business prose suffers from a deficit of excitement. Clumsy writing, unclear purpose, and arcane subject matter stand between the business writer and, say, the Pulitzer Prize. Here, HMCL suggests that you take a hint from successful Hollywood blockbusters: Find a hero, give her a challenge, test her, and then let her win the goal in the end. Includes a sidebar entitled "The Archetypal Hero." Subjects: Management communication Length: 1p List Price: $4.50
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is flawed. And unless we correct the structural problems, surface changes are unlikely to have a lasting impact. When shareholders, management, and the board of directors work together as a system, they provide a powerful set of checks and balances. But the relationship between shareholders and directors is fraught with weaknesses, undermining the entire system's equilibrium. As the authors explain, the exchange of information between these two players is poor. The authors suggest several ways to improve the relationship between shareholders and directors: Increase board accountability by recording individual directors' votes on key corporate resolutions, separate the positions of chairman and CEO, reinvigorate shareholders, and give boards funding to pay for outside experts who can provide perspective on crucial issues. Subjects: Board of directors; Corporate governance; Corporate responsibility Length: 10p NEW 3183 Title: The Board's Missing Link (HBR OnPoint Enhanced Edition) Author(s): Montgomery, Cynthia A.; Kaufman, Rhonda Publication Date: 03/01/2003 Product Type: HBR OnPoint Article Abstract: This is an enhanced edition of HBR article R0303F, originally published in March 2003. HBR OnPoint articles include the full-text HBR article, plus a synopsis and annotated bibliography. The causes of many corporate governance problems lie well below the surface--specifically, in critical relationships that are not structured to support the players involved. In other words, the very foundation of the system is flawed. And unless we correct the structural problems, surface changes are unlikely to have a lasting impact. When shareholders, management, and the board of directors work together as a system, they provide a powerful set of checks and balances. But the relationship between shareholders and directors is fraught with weaknesses, undermining the entire system's equilibrium. As the authors explain, the exchange of information between these two players is poor. The authors suggest several ways to improve the relationship between shareholders and directors: Increase board accountability by recording individual directors' votes on key corporate resolutions, separate the positions of chairman and CEO, reinvigorate shareholders, and give boards funding to pay for outside experts who can provide perspective on crucial
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challenge is somewhat ambiguous, however, and the reaction is mixed. May be used with: (487064) Bob Galvin and Motorola, Inc. (C). Geographic Setting: Chicago, IL; Phoenix, AZ Industry Setting: Telecommunications industry Company Size: Fortune 500 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications Length: 14p Supplementary Materials: Supplement (Field), (487063), 2p, by Todd D. Jick, Mary Gentile; Teaching Note, (491100), 7p, by Todd D. Jick 487063 Title: Bob Galvin and Motorola, Inc. (B) Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 04/09/1987 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (487062) Bob Galvin and Motorola, Inc. (A). Industry Setting: Telecommunications industry Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications Length: 2p Supplementary Materials: Teaching Note, (491100), 7p, by Todd D. Jick 403S09 Title: Bob Galvin and Motorola, Inc. (C), Spanish Version Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 04/09/1987 Product Type: LACC Case Abstract: Describes the implementation of the "organization effectiveness" process which was designed to make major changes in two major divisions at Motorola. The reactions and actions of each division are described in some detail, as well as the initial results. Geographic Setting: Chicago, IL; Phoenix, AZ Industry Setting: Telecommunications industry Company Size: Fortune 500 Subjects: Leadership; Organizational behavior; Organizational change; Organizational structure; Telecommunications Length: 10p 487064 Title: Bob Galvin and Motorola, Inc. (C) Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 04/09/1987 Product Type: Case (Field) Abstract: Describes the implementation of the "organization effectiveness"
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Update Article Abstract: "What am I feeling right now? What do I want? How am I acting? What appraisals am I making? What do my senses tell me?" According to Hendrie Weisinger, author of Emotional Intelligence at Work: The Untapped Edge for Success, these are all questions you could be asking yourself if you are trying to boost your emotional intelligence. He suggests creating "a constructive internal dialogue" to manage your emotions so that they work for you--not against you. Recent studies indicate that intelligence and skills at work are not enough if we can't manage the human side of the equation. However, emotional intelligence, or selfawareness of your own feelings, can be learned and in turn can benefit you and your organization. Those individuals who have emotional self-awareness are better leaders and organizers, and are generally more positive people, thereby boosting productivity in organizations. Subjects: Leadership; Self evaluation Length: 2p List Price: $4.50 617X Title: Boosting Your Team's Emotional Intelligence--for Maximum Performance (HBR Article Collection) Publication Date: 03/01/2001 Product Type: HBR OnPoint Collection Abstract: Extraordinary team performance. Superior decision-making and action. The conviction that a group's power transcends the contribution of any individual member. How can teams sustain these achievements? As teams increasingly become the primary units of productivity in organizations, this question becomes more urgent. Individual intelligence, vision, and technical skill are important, but they shine only when teams hone their emotional intelligence--that combination of self-management and social skills-and practice essential discipline based on mutual accountability. As this collection reveals, we can boost EI--and transform team performance--by learning the competencies of EI and building behavior norms that let employees express these competencies at the group level. The three Harvard Business Review articles in this collection: "What Makes a Leader" by Daniel Goleman (HBR reprint 98606), "Building Emotional Intelligence in Groups" by Vanessa Urch Druskat and Steven B. Wolff (HBR reprint R0103E), and "The Discipline of Teams (HBR Classic)" by Jon R. Katzenbach and Douglas K. Smith (HBR reprint R0507P). Subjects: Human behavior; Leadership; Organizational behavior; Teams
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Revision Date: 05/05/2004 Product Type: Case (Field) Publisher: Babson College Abstract: This case chronicles the events that prompt the recruits of one computer company's training program to aid one another on assignments and projects despite rules explicitly prohibiting such behavior. It emphasizes personal values and the choices made in different circumstances. It also raises questions about the responsibility of companies to design organizations that induce ethical behavior. Bill Flynn is a 23-year-old newcomer to the Brady Co. Information Systems Department. After having worked for one year in sales for a different computer manufacturer, Flynn joined the Brady Co. to develop his understanding of hardware and programming. Upon learning that the Brady training program is intensely rigorous and competitive--usually less than one-third of the recruits complete it--Flynn and other recruits begin to help one another, despite being forbidden at the outset from doing so. Flynn forms a study group with two classmates; catches two recruits photocopying former students' completed assignments and takes a copy to share with his own group; and reads the supervisors' secret files evaluating recruits' progress. After seeing comments in his own file that question his commitment to become part of the Information Systems Department, Flynn cultivates disingenuous friendships with his supervisors. When he survives the 12-month training program, Flynn is offered a formal position in the company; however, he already has secured two other job offers from competing companies. Upon hearing this news, the Brady management immediately makes a superior offer and encourages him to join the firm. Industry Setting: Computer industry; Manufacturing industries Subjects: Ethics; Group dynamics; Organizational behavior; Organizational design; Values Length: 7p Supplementary Materials: Teaching Note, (BAB587), 11p, by Allan Cohen, Robin Willits, Steve Fink, Herman Gadon Year New: 2004 495037 Title: Brainard, Bennis & Farrell (A) Author(s): Gabarro, John J.; Burtis, Andrew Publication Date: 02/03/1995 Revision Date: 10/10/2006 Product Type: Case (Gen Exp) Abstract: A law firm must decide how to split partnership profits among the partners. Issues of seniority versus performance, performance evaluation,
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for minorities planning their own course of professional achievement. Here are the determining factors--both individual and organizational--that correspond to the advancement of minority executives to the highest levels. Subjects: Corporate culture; Discrimination; Diversity; Employee development; Employee promotions; Employee training; Management development; Managerial selection; Minority & ethnic groups; Organizational behavior Length: 368p List Price: $29.95 3316 Title: Breaking the Code of Change (Hardcover) Author(s): Beer, Michael; Nohria, Nitin Publication Date: 09/27/2000 Product Type: HBS Press Book Abstract: In Breaking the Code of Change, editors Michael Beer and Nitin Nohria provide a crucial starting point on the journey toward unlocking our understanding of organizational change. The book is based on a dynamic debate attended by the leading lights in the field--including scholars, consultants, and CEOs who have led successful transformations--and presents a series of articles, written by these experts, that collectively address the question: How can change be managed effectively? Beer and Nohria organize the book around two dominant, yet opposing, theories of change--one based on the creation of economic value (Theory E), and the other on building organizational capabilities for the long haul (Theory O). Structured in an unusual and engaging point-counterpoint style, the book enlists the reader directly in the debate, providing a comprehensive overview of the strengths and weaknesses of each theory along every dimension of the change process--from motivation to leadership to compensation issues. The editors argue that the key to solving the paradox of change lies not in choosing between the two processes, but in integrating them. They identify the crucial considerations leaders must make in selecting strategies that satisfy shareholders and develop lasting organizational capabilities. With a groundbreaking conceptual framework applicable to established corporations and small organizations alike, Breaking the Code of Change is a unique and authoritative contribution to academic research and management practice on the process of organizational change. Subjects: Management of change; Organizational behavior; Organizational change; Organizational development; Organizational problems
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Product Type: SMR Article Abstract: In studying teams at large companies in Europe and the United States, finds that diversity and complexity are becoming the rule. Diverse teams bring to bear a range of experiences and attitudes to tackle companies' hardest challenges. Paradoxically, however, the very nature of team diversity often creates conditions that reduce teams' innovative capacity. Illustrates many failures in collaboration and knowledge-sharing that resulted from faultlines--subgroups or coalitions that emerge naturally within teams, typically along demographic lines such as age, gender, and functional background, yet finds that some teams were able to collaborate and share knowledge despite the presence of faultlines. A defining factor was the behavior of the team leader and, in particular, the extent to which the leader was task-oriented or relationshiporiented. Where it is likely strong faultlines will emerge, many leaders tend to encourage team members to come together. However, simple socializing can make people's differences more apparent and cause faultlines to solidify. Recommends that leaders vary their leadership style according to how long a team has been together and outlines four steps for successful functioning of diverse teams: leaders should diagnose the likely extent of faultlines in a new team; focus on task orientation when a team is newly formed; consider when a switch in leadership style would be most appropriate; and finally, build a relationship-oriented style. Switching from task orientation to relationship orientation will be successful only when a team has developed a clear protocol for communication and coordination and an established operational structure. Geographic Setting: Europe; United States Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2007 8797BN Title: Bridging the Leadership Gap: How to Move from a Competent Leader to an Exceptional One Publication Date: 11/15/2004 Product Type: Management Program Abstract: What distinguishes the great leaders from the merely good? Determination? Vision? Industry? This specially-priced collection helps you assess your ability to lead and provides you with the tools to drive the emotions and performance of your organization in the right direction. It includes: What Is a Leader? (CD-ROM), which helps you
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virtues of gut decisions made, literally, in the blink of an eye? Geographic Setting: China; Greece Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2006 403S03 Title: A Brief Note on Social Motives, Spanish Version Author(s): Gabarro, John J.; Wormley, Wallace Publication Date: 11/01/1976 Product Type: LACC Note Abstract: Briefly describes in management terms the three social motives: Need for achievement; need for power; need for affiliation. Also briefly reviews the implications of the work of David McClelland, David Winters, and others for motivation within organizational settings. The power motive is described in terms of both "personalized power" and "socialized power." Subjects: Employee attitude; Motivation; Power & influence Length: 6p Year New: 2006 477053 Title: A Brief Note on Social Motives Author(s): Gabarro, John J.; Wormley, Wallace Publication Date: 11/01/1976 Revision Date: 11/01/1980 Product Type: Note Abstract: Briefly describes in management terms the three social motives: Need for achievement; need for power; need for affiliation. Also briefly reviews the implications of the work of David McClelland, David Winters, and others for motivation within organizational settings. The power motive is described in terms of both "personalized power" and "socialized power." Subjects: Employee attitude; Motivation; Power & influence Length: 6p 4888BC Title: Bring the Outside In: Increasing True Urgency by Winning Hearts and Minds Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter Abstract: Organizations of any size or age tend to be too internally oriented. The disconnect between what insiders see, feel, and think, on the one hand, and external opportunities and hazards, on the other, can be astonishing. This inside-outside gap always reduces an organization's sense of urgency, and
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303075 Title: British Broadcasting Corp. (A): One BBC Author(s): Kanter, Rosabeth Moss; Raymond, Douglas Publication Date: 02/20/2003 Revision Date: 07/18/2005 Product Type: Case (Field) Abstract: Greg Dyke, the new director general of the British Broadcasting Corp. (BBC) must decide whether to extend an already ambitious change effort at the world's largest public service broadcaster. The initial results of the effort are very positive: audience numbers are up, overhead costs are significantly reduced, and the organization has reduced management layers to bring the BBC closer to its viewers. However, employees say they do not feel their views are heard and feel that there is little cooperation between members of different divisions. Dyke wonders what more, if anything, can be done to address these other problems and unlock the unrealized creative potential he feels exists within the BBC. As the leader of an organization with a public service mandate but private sector competition, what can Dyke do to boost morale and creativity while satisfying his multiple constituencies? May be used with: (303076) British Broadcasting Corp. (B): Making It Happen. Geographic Setting: United Kingdom Industry Setting: Broadcasting industry; Media Number of Employees: 25,000 Gross Revenues: $4,950 million revenues Subjects: Broadcasting industry; Business government relations; Corporate culture; Creativity; Leadership; Management of change; Organizational behavior; United Kingdom Length: 22p Year New: 2005 303076 Title: British Broadcasting Corp. (B): Making It Happen Author(s): Kanter, Rosabeth Moss; Raymond, Douglas Publication Date: 02/20/2003 Revision Date: 07/18/2005 Product Type: Case (Field) Abstract: Greg Dyke, the new director general of the British Broadcasting Corp. (BBC), has launched an ambitious change program, called Making It Happen, with the objective of unlocking creativity, building a sense of common purpose, and encouraging collaboration throughout the BBC. Using unorthodox techniques, management has created a massively collaborative process that has overcome much of the natural skepticism
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allay users' concerns about product safety while hitting upon a new delivery system for whitening teeth--to produce P&G's most successful product launch in 20 years. Subjects: Brand management; Disruptive technologies; Innovation; Product introduction; Strategy implementation Length: 4p Year New: 2004 C9912E Title: Broadway Meets Wall Street: Theatre Training for Better Business Presentations Author(s): Krattenmaker, Tom Publication Date: 12/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: What can managers learn from actors? Plenty. Several companies offer theatre-based training for executives who want to improve their presentation skills. First lesson: ditch the Power Point slides and learn how to really connect with your audience by showing real, honest emotion. Includes a sidebar entitled "Use stories to connect with your listeners." Subjects: Management communication; Personal strategy & style Length: 3p List Price: $4.50 903084 Title: Broken Trust: Role of Professionals in the Enron Debacle Author(s): Nanda, Ashish Publication Date: 12/07/2002 Revision Date: 02/28/2003 Product Type: Note Abstract: Discusses the role of professionals in the Enron debacle. Argues that professionals failed to prevent or predict Enron's collapse because of the conflicts of interest they faced. Concludes with observations on management and regulation of conflicts of interest facing professionals. Industry Setting: Professional services Subjects: Management of professionals; Professional services Length: 17p NEW 401021 Title: Bronnercom Author(s): Lorsch, Jay W.; Pick, Katharina Publication Date: 10/16/2000 Product Type: Case (Field) Abstract: The private equity firm Hellman & Friedman (H&F) invests $100 million in Boston-based Bronner Slosberg Humphrey (BSH), a technology and marketing services firm. H&F holds two seats on the BSH six-member
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seldom have the support, energy, speed, and sense of urgency needed to succeed. This chapter describes the critical elements required to create guiding teams that work and provides practical advice and assessment tools to help you through this process. Subjects: NO SUBJECTS(KEYWORDS) Length: 30p List Price: $6.95 Year New: 2007 U0508C Title: Build Your Company's Deep Smarts Author(s): Gary, Loren Publication Date: 08/01/2005 Product Type: Harvard Management Update Article Abstract: Companies lose critical knowledge all the time. And, in many cases, it's knowledge they never really understood that they had. Experienced workers get promoted into new positions, move on to new companies, or retire. They may pass on the technical expertise required to perform their functions, but rarely do they have the opportunity to impart the full meaning of their experience--that greater wherewithal they have culled from years on a job. Companies, therefore, need to cultivate, acquire, and transfer a deeper organizational expertise--or what authors Dorothy Leonard and Walter Swap call "deep smarts." Few companies manage this asset very well, however, which is why the impending retirement of so many baby boomers strikes fear into the hearts of human resources directors. But even if the coming retirement wave of baby boomers weren't about to crest, the situation would still be urgent. For 21st century business, the development of deep smarts throughout an organization is a critical element in sustaining competitive advantage. For these efforts to succeed, companies must not only improve their ability to transfer deep smarts within the organization but to bring it in from the outside as well. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 Year New: 2005 BH103 Title: Build Your Own Change Model Author(s): Schaffer, Robert H.; McCreight, Matthew K. Publication Date: 05/15/2004 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Abstract: For decades, CEOs have
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adaptability and alignment--an attribute sometimes referred to as ambidexterity. The concept is alluring, but the evidence suggests that most companies have struggled to apply it. The standard approach has been to create separate structures for different types of activities. But separation can also lead to isolation, and many R&D and business development groups have failed because of their lack of linkages to the core businesses. In an attempt to shed new light on the discussion, the authors develop and explore their concept of contextual ambidexterity, which calls for individual employees to make choices between alignment-oriented and adaptation-oriented activities in the context of their day-to-day work. The authors introduce this as a complementary concept to traditional structural ambidexterity. By means of their survey- and interview-based research--which took place over a threeyear period and involved 4,195 respondents across 41 business units in 10 multinational firms--the authors identify the four behaviors displayed by ambidextrous individuals, each of which involves taking independent, adaptive action in the service of overall company goals. They then present a framework for describing and analyzing which organizational contexts encourage or discourage such behaviors. They link organizational context to ambidexterity and, in turn, ambidexterity to high performance. Finally, the authors describe how companies such as Nokia, Ericsson, Oracle, and Renault have been able to create such highperformance contexts, and they offer managers guidance on how to create them in their own companies. Subjects: Human resources management; Leadership; Organizational structure Length: 11p Year New: 2005 BH147 Title: Building Bench Strength: A Tool Kit for Executive Development Author(s): Beeson, John Publication Date: 11/15/2004 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Abstract: Senior executives at major companies have become alert to an impending shortfall of future leaders with the capabilities required to succeed in the projected business environment. Willing to get involved in developing their companies' future leadership, these executives are nonetheless frustrated by the lack of tools to make the crucial
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405704 Title: Building Career Foundations: Humphrey Chen (A) Author(s): Higgins, Monica Publication Date: 01/01/2005 Product Type: Interactive Case Medium: Videotape Abstract: Follows the career decision making of a second-year MBA student who is engaged and must negotiate both cross-cultural and dual-career issues. Humphrey Chen must decide between a consulting firm and running his own start-up company (pre-Internet boom). He confronts issues associated with his family's desires for security and stability along with his own entrepreneurial desires. May be used with: (498036) Orientation for Viewing Humphrey Chen; (405705) Building Career Foundations: Humphrey Chen (B). Subjects: Careers & career planning; Decision making; Interpersonal relations; Self evaluation Length: 22 min List Price: $200.00 Supplementary Materials: Teaching Note, (400076), 12p, by Monica Higgins, John Galvin, James R. Dillon; Module Note, Instructor's, (405076), 24p, by Monica Higgins Year New: 2005 405705 Title: Building Career Foundations: Humphrey Chen (B) Author(s): Higgins, Monica Publication Date: 01/01/2005 Product Type: Interactive Case Medium: Videotape Abstract: Presents an interview and update on this HBS alum and his job at Microsoft's enterprise software group. Must be used with: (405704) Building Career Foundations: Humphrey Chen (A). May be used with: (498036) Orientation for Viewing Humphrey Chen. Subjects: Careers & career planning; Decision making; Interpersonal relations; Self evaluation Length: 8 min List Price: $100.00 Supplementary Materials: Teaching Note, (400076), 12p, by Monica Higgins, John Galvin, James R. Dillon; Module Note, Instructor's, (405076), 24p, by Monica Higgins Year New: 2005 405706 Title: Building Career Foundations: Kevin Williams (A), Video (DVD) Author(s): Higgins, Monica Publication Date: 01/01/2005 Product Type: Multimedia Case
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procedures can help limit this risk, successful efforts must extend beyond compliance to build a culture of organizational integrity. Recent changes in regulatory requirements and more stringent sentencing guidelines demand an integrated approach to ethical awareness, one that encompasses the four organizational practices of controls, clearly defined principles and purpose, core values, and culture. Inevitably, the most difficult of these is building a culture of high ethical standards that are reflected in day-to-day practice. To overcome the barriers to building organizational integrity, leaders must question key organizational practices while constructing a culture based on ethical behaviors. Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2007 378046 Title: Building Unity and Coherence into a Written Report Author(s): Newman, Ruth G. Publication Date: 08/15/1977 Product Type: Note Abstract: Concerns structuring a written report. Should be used to persuade students of the need to plan a report before writing. Suggests guidelines for sound organization. Subjects: Communication Length: 3p 96501 Title: Building Your Company's Vision Author(s): Collins, James C.; Porras, Jerry I. Publication Date: 09/01/1996 Product Type: Harvard Business Review Article Abstract: Companies that enjoy enduring success have a core purpose and core values that remain fixed while their strategies and practices endlessly adapt to a changing world. The rare ability to balance continuity and change-requiring a consciously practiced discipline--is closely linked to the ability to develop a vision. Vision provides guidance about what to preserve and what to change. A new prescriptive framework adds clarity and rigor to the vague and fuzzy vision concepts at large today. Managers who master a discovery process to identify core ideology can link their vision statements to the fundamental dynamic that motivates truly visionary companies--that is, the dynamic of preserving the core and stimulating progress. May be used with: (698052) Hewlett-Packard: Creating, Running, and Growing an Enduring Company; (R0111F) What
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customer-intimacy strategies to compete, employees at all levels need to know how they support the organization's overall goals. A proven way to make this happen is by cascading Balanced Scorecards throughout the organization. But deciding how many and how far to cascade is not always obvious. Tackling these questions sometimes reveals an organizational strategy that is not thoroughly articulated or one whose structure doesn't conform to its strategy. Cascading decisions can make or break your BSC effort. Subjects: Balanced scorecard; Corporate strategy; Decision making; Organizational structure; Strategic planning; Strategy formulation; Strategy implementation Length: 3p List Price: $9.50 R0707G Title: Building a Leadership Brand Author(s): Ulrich, Dave; Smallwood, Norm Publication Date: 07/01/2007 Product Type: Harvard Business Review Article Abstract: How do some firms produce a pipeline of consistently excellent managers? Instead of concentrating merely on strengthening the skills of individuals, these companies focus on building a broad organizational leadership capability. It's what Ulrich and Smallwood--co-founders of the RBL Group, a leadership development consultancy--call a leadership brand. Organizations with leadership brands take an "outside-in" approach to executive development. They begin with a clear statement of what they want to be known for by customers and then link it with a required set of management skills. The Lexus division of Toyota, for instance, translates its tagline--"The pursuit of perfection"--into an expectation that its leaders excel at managing quality processes. The slogan of Bon Secours Health System is "Good help to those in need." It demands that its managers balance business skills with compassion and caring. The outside-in approach helps firms build a reputation for high-quality leaders whom customers trust to deliver on the company's promises. In examining 150 companies with strong leadership capabilities, the authors found that the organizations follow five strategies. First, make sure managers master the basics of leadership--for example, setting strategy and grooming talent. Second, ensure that leaders internalize customers' high expectations. Third, incorporate customer feedback into evaluations of executives. Fourth, invest
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Publication Date: 02/01/2001 Product Type: HBR OnPoint Article Abstract: New ideas are the precious currency of the new economy, but generating them doesn't have to be a mysterious process. The image of the lone genius inventing from scratch is a romantic fiction. Businesses that constantly innovate have systematized the production and testing of new ideas, and the system can be replicated by practically any organization. The best innovators use old ideas as the raw materials for new ideas, a strategy the authors call knowledge brokering. The system for sustaining innovation is the knowledge brokering cycle, and the authors discuss its four parts. The first is capturing good ideas from a wide variety of sources. The second is keeping those ideas alive by playing with them, discussing them, and using them. Imagining new uses for old ideas is the third part--some knowledge brokers encourage cross-pollination by creating physical layouts that allow, or even force, people to interact with one another. The fourth is turning promising concepts into real services, products, processes, or business models. Companies can use all or part of the cycle. Large companies in particular desperately need to move ideas from one place to another. Some will want to build full-fledged consulting groups dedicated to internal knowledge brokering. Others can hire people who have faced problems similar to the companies' current problems. The most important lesson is that business leaders must change how they think about innovation, and they must change how their company cultures reflect that thinking. Subjects: Creativity; Entrepreneurial management; Innovation Length: 14p List Price: $6.50 6948 Title: Building the Best Boards (HBR Article Collection) Author(s): Nadler, David A.; Sonnenfeld, Jeffrey; Montgomery, Cynthia; Kaufman, Rhonda Publication Date: 05/01/2004 Product Type: HBR OnPoint Collection Abstract: Pinning your hopes for a better board on new governance regulations? You might be disappointed. Legislation can force some changes, but it can't create capable, coordinated, and collegial teams, and that's what you need for better governance. If you want your board to be a seat of challenge and inquiry--one that adds value without meddling and makes its management team effective but not all-powerful, have
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doomed to mediocrity? This lecture focuses on a different model of leadership, one that has served leaders of enduringly great organizations quite well for generations. Professor Jerry I. Porras presents findings from an intensive study of the most significant businesses in the United States and demonstrates how the concepts were applied effectively. Subjects: Executives; Leadership; Management philosophy; Management styles; Managerial behavior; Managerial skills; Managers Length: 60 min Year New: 2004 F0510B Title: Bureaucracy Becomes a FourLetter Word Author(s): Starbuck, William H. Publication Date: 10/01/2005 Product Type: Harvard Business Review Article Abstract: The tension between bureaucracy and innovation dates back to the reign of Louis XIV, says University of Oregon's William H. Starbuck. Geographic Setting: France Subjects: NO SUBJECTS(KEYWORDS) Length: 1p Year New: 2005 1792S9 Title: Burning Questions: Leadership, How Long Should Leaders Last? (CDROM) Author(s): Gergen, David; Gregor, Joie; Khurana, Rakesh; Kleinfeld, Klaus; Livengood, Scott; Stewart, Thomas A. Publication Date: 04/30/2003 Product Type: Conference Audio Abstract: How Long Should Leaders Last? Is today's CEO destined to be a long-term leader? Not according to current trends: the average CEO's tenure has dropped from 9.5 years to 7.3 and turnover rates in the corner office of major corporations increased by 53% between 1995 and 2001. What are the characteristics that will define the next generation of successful business leaders--and what are the metrics by which we will measure their success? Is market valuation an accurate measure of the value of leadership? What is the effect of the increased turnover on shareholder value? As tenures become shorter, how are the perspectives of CEOs and other leaders changed? Confirmed speakers: David Gergen (moderator), adviser to presidents, director, Harvard University's John F. Kennedy School of Government Center for Public Leadership, author of Eyewitness to Power: The Essence of Leadership; Joie Gregor, vice-chairman,
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C0003C Title: Business Babble: Webspeak Author(s): Bierck, Richard Publication Date: 03/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Now that the English language is in the hands of Web designers and computer engineers, should we be worried? Richard Bierck's quiz helps readers self-diagnose any incidents of "Webspeakitus." Subjects: Management communication Length: 1p List Price: $4.50 C9903E Title: Business Communications That Work Author(s): Turner, Chris Publication Date: 03/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: Ever wonder why most corporate communications programs fail? Has your corporate headquarters attempted to start a new program by simply sending photocopies of a presentation to each employee explaining the new program? Has anybody at HQ ever thought about how people outside senior management might view the new program? Creating engaging communications is easy if you think about the issues from the recipient's point of view and get rid of your poor communications habits. This article offers several ways to get started on a new corporate communications program that your employees will embrace. Subjects: Business plans; Communication in organizations; Communication strategy; Corporate culture; Innovation; Management communication Length: 2p List Price: $4.50 898058 Title: Business Family Dynamics Author(s): Davis, John A. Publication Date: 10/01/1997 Revision Date: 09/11/2007 Product Type: Reprint Abstract: Reprinted from John Davis. Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2004 9-806-P07 Title: Business Family Dynamics, Portuguese Version Author(s): Davis, John A.
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11p, by Thomas J. DeLong; Case Video, DVD, (404702), 9 min, by Thomas J. DeLong, David L. Ager; Case Video, Streaming, (1-272-4), 9 min, by Thomas J. DeLong, David L. Ager NEW 404702 Title: C&S Wholesale Grocers: The Challenge of Self-Managed Teams, Video (DVD) Author(s): DeLong, Thomas J.; Ager, David L. Publication Date: 03/01/2004 Revision Date: 08/30/2006 Product Type: Case Video, DVD Abstract: Four C&S warehouse employees share their experiences working with and on self-managed teams. Must be used with: (404025) C&S Wholesale Grocers: Self-Managed Teams. Subjects: NO SUBJECTS(KEYWORDS) Length: 9 min Year New: 2005 404802 Title: C&S Wholesale Grocers: The Challenge of Self-Managed Teams, Video (VHS) Author(s): DeLong, Thomas J.; Ager, David L. Publication Date: 03/01/2004 Product Type: Case Video Abstract: Four C&S warehouse employees share their experiences working with and on self-managed teams. Must be used with: (404025) C&S Wholesale Grocers: Self-Managed Teams. Subjects: Food; Human resources management; Operations management; Organizational behavior; Organizational change; Organizational structure; Teams; Wholesaling; Working conditions Length: 9 min List Price: $150.00 Year New: 2005 HKU436 Title: C. K. Yeung Worldwide Ltd.: Management as Art, Science, and Philosophy Author(s): Lam, Simon; Chan, Shirley Publication Date: 11/11/2005 Product Type: Case (Field) Publisher: University of Hong Kong Abstract: Founded in 1974, C. K. Yeung Worldwide Ltd. became one of the largest metal traders in Hong Kong in the 1980s. Looks at how the beliefs of its CEO, Joseph Yeung, in honest behavior and Chinese cultural philosophy influenced his management style and made him a successful business leader and entrepreneur. Geographic Setting: Hong Kong
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R0612Z Title: The CEO Who Couldn't Keep His Foot out of His Mouth (Commentary for HBR Case Study) Author(s): Burrell, Lisa; Heifetz, Ronald; Biggs, John H.; Clarke, Torie; Brown, Roger Publication Date: 12/01/2006 Product Type: Harvard Business Review Article Abstract: In the four years since Rob Miranda became CEO of Growing Places, a provider of on-site child care for companies in the Midwestern United States, he has been a font of ideas. For instance, he set up rooms where moms can breastfeed their babies during breaks in the workday and put Webcams in classrooms so that parents can "visit" their children from their desks. As a result of Rob's entrepreneurial vision and operational savvy, the company has achieved profitable growth. The problem is that Rob tends to stick his foot in his mouth. Evan Breyer, the company's founder and chairman, hopes that Rob will learn to avoid making verbal gaffes; he even gets Rob to see a coach. But while Evan is wrapping up a facility tour for a potential corporate sponsor of a scholarship program, Rob makes an insensitive remark about breastfeeding in front of the visitors--among them, a reporter. Not surprisingly, the local paper runs a scathing editorial the next day. Several days later, during a conference presentation on preschool curricula, he does it again with a comment implying that teachers are lazy and unprepared. The result is more bad press and a meaningful dip in stock price. It's beginning to look as though Rob is not going to change, and many board members are talking ouster. Should Evan try to persuade the board to hang on to Rob? May be used with: (R0612X) The CEO Who Couldn't Keep His Foot out of His Mouth (HBR Case Study). Industry Setting: Child care industry Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2006 R0612A Title: The CEO Who Couldn't Keep His Foot out of His Mouth (HBR Case Study and Commentary) Author(s): Burrell, Lisa; Heifetz, Ronald; Biggs, John H.; Clarke, Torie; Brown, Roger Publication Date: 12/01/2006 Product Type: Harvard Business Review Article
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(HBR OnPoint Enhanced Edition) Author(s): Bossidy, Lawrence A.; Tichy, Noel M.; Charan, Ram Publication Date: 06/01/2000 Product Type: HBR OnPoint Article Abstract: In July 1991, Lawrence A. Bossidy became chairman and CEO of AlliedSignal, the $13 billion industrial supplier of aerospace systems, automotive parts, and chemical products. The company's story since then appears to be the typical slash-andburn turnaround, but the view from the inside is far more interesting for anyone grappling with what it takes to lead a competitive organization and sustain its performance over the long term. Bossidy is a straight-shooting, tough-minded, results-oriented business leader. But he is also a charismatic and persistent coach, determined to help people learn and thereby to provide his company with the best-prepared employees. In this interview, Bossidy explains his views on the leader's role in changing a large organization. He discusses how he uses values and goals to "coach people to win." And he explains his efforts to focus AlliedSignal's management on three core processes--strategy, operations, and human resources. Subjects: Industrial goods; Leadership; Management of change; Management styles Length: 15p List Price: $6.50 92501 Title: The CEO as Organizational Architect: An Interview with Xerox's Paul Allaire Author(s): Allaire, Paul Publication Date: 09/01/1992 Product Type: Harvard Business Review Article Abstract: Paul Allaire leads a company that is a microcosm of the changes transforming American business. With the introduction of the first plain-paper copier in 1959, Xerox invented a new industry and launched itself into a decade of spectacular growth. But easy growth led Xerox to neglect the fundamentals of its core business, leaving the company vulnerable to lowcost Japanese competition. Starting in the mid-1980s, Xerox embarked on a long-term effort to regain its dominant position in world copier markets and to create a new platform for future growth. Thanks to the company's Leadership through Quality program, Xerox became the first major U.S. company to win back market share from the Japanese. Since becoming CEO in 1990, Allaire has redirected the company's strategy to position Xerox as "the document company," at the intersection of the
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Brin and Larry Page the third; and Quest Diagnostics' Ken Freeman the fourth. All but the first option are reasonable responses to the challenges presented in the second acts of most CEOs' tenures. And all but the first require a power of observation, a propensity for introspection, and a strain of humility that are rare in the ranks of the very people who need those qualities most. There are four essential steps executives can take to discern that they have entered new territory and to respond accordingly: recognition that their leadership style and approach are no longer working; acceptance of others' advice on why performance is faltering; analysis and understanding of the nature of the Act II shift; and, finally, decision and action. Industry Setting: Internet & online services industries Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2007 F0709H Title: CEOs Misperceive Top Teams' Performance Author(s): Rosen, Richard M.; Adair, Fred Publication Date: 09/01/2007 Product Type: Harvard Business Review Article Abstract: CEOs tend to have a rosier view of senior management's performance than other top team members do, according to new research--and it looks like the former need a reality check. The authors offer three simple questions that can provide one. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2007 4117 Title: CEOs on Leading Change (HBR Article Collection) Author(s): Charan, Ram; Garvin, David A.; Roberto, Michael A.; Palmisano, Samuel J.; Hemp, Paul; Stewart, Thomas A. Publication Date: 04/01/2006 Product Type: HBR OnPoint Collection Abstract: During the best and worst of times, your company must continually adapt to maintain its competitive edge. And as the CEOs in this collection maintain, ongoing change (no matter what your company's situation) requires a critical mass of employees who stay fired up about doing things differently. Consider boom times. Even if business is good, it won't stay good unless you can create an army of change agents--
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writing is inert, motionless. That's why it fails to grab the reader. Writing teacher John Clayton offers some solid tips for "verbifying" your writing. If your passive verb habit is too ingrained to kick altogether, don't despair--Clayton also tells how to search out and fix weak, passive verbs during the editing process. Subjects: Management communication Length: 2p List Price: $4.50 7656BC Title: Callous: Al Dunlap-Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter Abstract: Too often, callous leaders get away with heartlessness toward the very people whose well-being they are supposed to enhance and protect. Take the case of "Chainsaw" Al Dunlap, whose story is explored in this chapter. He is a prime example of a callous leader, and what happens when followers allow this type of bad leadership to continue unchecked. Subjects: NO SUBJECTS(KEYWORDS) Length: 34p List Price: $6.95 496023 Title: Cambridge Consulting Group: Bob Anderson Author(s): Lorsch, Jay W.; Gabarro, John J. Publication Date: 10/18/1995 Revision Date: 10/16/1996 Product Type: Case (Field) Abstract: Describes the situation facing the head of a rapidly growing industryfocused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization. May be used with: (908415) The Producing Manager: A Double-Barreled Role. Geographic Setting: Boston, MA Industry Setting: Consulting Gross Revenues: $85 million revenues Subjects: Consulting; Delegation of authority; Growth management; Leadership; Professionals Length: 5p 403S16 Title: Cambridge Consulting Group: Bob Anderson, Spanish Version Author(s): Lorsch, Jay W.; Gabarro, John J.
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marketing group has information on product costs that allow it to forecast product profitability, and by persuading the sales force to focus on those products the marketers can improve firm-wide margins. The KAT model, implemented six months earlier, has challenged the core internal values of the organization--such as a salesperson's control of his or her customer base and the appropriateness of product specialization. However, the long-term test of the new organizational structure will be its alignment with external changes in the securities industry: how securities are bought and sold and the types of new products flooding the market. Geographic Setting: Massachusetts; United States Industry Setting: Investment banking; Securities & investing Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Supplementary Materials: Teaching Note, (2183), 9p, by Ann Donellon, Dun Gifford Jr. Year New: 2007 IES180 Title: Camper: Imagination is not Expensive Author(s): Mitchell, Jordan; Velamuri, Rama Publication Date: 02/07/2007 Product Type: Case (Field) Publisher: IESE Business School Abstract: Camper is one of Spain's most well known brands. Throughout its 30-year history, Camper has been known for its innovative designs, approach to outsourcing, manufacturing, and in-store design. As of 2005, it's facing increasing competition from multinationals such as Nike. Examines how Camper has brought creativity and imagination to their business and what management can do to thrive in the future. Geographic Setting: Spain Industry Setting: Fashion industry; Wholesale Subjects: NO SUBJECTS(KEYWORDS) Length: 20p Supplementary Materials: Teaching Note, (IES181), 12p, by Jordan Mitchell, Rama Velamuri Year New: 2007 R0405J Title: Can Absence Make a Team Grow Stronger? Author(s): Majchrzak, Ann; Malhotra, Arvind; Stamps, Jeffrey; Lipnack, Jessica Publication Date: 05/01/2004
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between parties can be improved, allowing the relationship to deliver its true value. Subjects: Alliances; Communication; Communication in organizations; Communication strategy; Interpersonal relations; Partnerships Length: 2p List Price: $4.50 Year New: 2004 U0408A Title: Can You Create More Value? Author(s): Gary, Loren Publication Date: 08/01/2004 Product Type: Harvard Management Update Article Abstract: What is your company doing to get ahead? Few managers appreciate the value of activities in units outside their own. A multiple-perspective model helps you see how other activities contribute to the success of your own unit and the company as a whole. Read about the competing values model, which can help give you a richer sense of the possibilities for creating value on both an organizational and personal level. Subjects: Competitive advantage; Management performance; Management styles; Managerial behavior; Values Length: 3p List Price: $4.50 Year New: 2004 F0807F Title: Can You Hear Me Now? Author(s): Pick, Katharina Publication Date: 07/01/2008 Product Type: Harvard Business Review Article Abstract: Because board meetings involve two groups--directors and managers--and because directors play a difficult dual role as both cops and advisers, boardroom communication can suffer. Executive sessions and active inmeeting leadership will help. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2007 SMR296 Title: Can You Measure Leadership? Author(s): Gandossy, Robert; Guarnieri, Robin Publication Date: 10/01/2008 Product Type: Case (Field) Abstract: An abstract is not available for this product. Subjects: NO SUBJECTS(KEYWORDS) Length: 7p
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Author(s): Herrin, Angelia Publication Date: 11/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Stephen Dunn was a rising young star at Nabisco when he quit to write poetry. Now, this corporate dropout is a Pulitzer Prize winning poet. In a question and answer session with HMCL, Dunn offers some tough-minded reflections on writing and business. The article also includes one of Dunn's poems, "The Last Hours." Subjects: Decision making; Interviews; Management communication Length: 2p List Price: $4.50 3302AU Title: The Capacity to Lead: What Makes a Durable Leader, A Conversation with Warren Bennis and Robert Thomas, A Harvard Business School Publishing Audioconference, Audiotape, Single User Author(s): Bennis, Warren G.; Thomas, Robert J. Publication Date: 03/12/2003 Product Type: Conference Audio Abstract: In this Harvard Business School Publishing audioconference featuring Warren Bennis and Robert Thomas, co-authors of the best seller Geeks & Geezers: How Era, Values, and Defining Moments Shape Leaders, Bennis and Thomas led an interactive discussion that explored the necessary steps organizations must take to identify, develop, and deploy successful leaders. They discussed the importance of developing adaptive capacity in leaders in addition to traditional leadership skills. Specific topics include: Defining the right competencies for the leaders of today--and tomorrow; understanding how to teach, guide, and then "fix" the lessons that grow leadership; predicting who is most likely to become a leader and retaining top leadership talent; dissecting the different perspectives and expectations of those who are 25 years old in 2003 versus those who were 25 years old in 1953--and aligning career paths accordingly; creating "crucibles" through alternative management structures and development opportunities; and developing informal leadership experiences and networks that can enhance adaptive capacity. Subjects: Leadership; Organizational change; Organizational management; Strategy implementation Length: 90 min List Price: $129.00 3302CF Title: The Capacity to Lead: What Makes a Durable Leader, A
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903126 Title: The Captain Crisis in the United States Army Author(s): Beaulieu, Nancy Dean; Warder, Jamie Publication Date: 04/11/2003 Product Type: Case (Library) Abstract: From 1989 to 1999, the Army watched as captain attrition rose from a planned and acceptable 6.7% to a staggering 10.6%. At the beginning of a new century, the Army leadership is concerned that current and projected staffing levels for junior officers are insufficient to accomplish the Army's mission. This case describes the career path for a U.S. Army officer, the human capital management systems that comprise the Officer Personnel Management System, the circumstances surrounding and contributing to junior officer attrition, and the steps the Army has taken to stem the outward flow of officers. Industry Setting: Military Number of Employees: 500,000 Subjects: Compensation; Employee retention; Motivation Length: 19p Year New: 2005 2159BC Title: The Care and Feeding of the Alpha Male: Achieving High-Level Health and Wellness Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 10/10/2006 Product Type: HBS Press Chapter Abstract: The excesses of all four alpha male types wreak havoc not only on coworkers but on the alphas' own brains and vital organs. This chapter describes processes for managing the risk of alpha breakdown or defective leadership, from detecting the symptoms of living in the hot-reacting, hyper-adrenaline fast lane, to building a repertoire of anti-stress tools. May be used with: (2152BC) Alpha Male Syndrome: The Good, The Bad, the Ugly; (2153BC) The Variety of Alpha Males: The Roles They Play and the Masks They Wear; (2154BC) The Alpha Commander: The Top Dog Who Can Be a Pit Bull; (2155BC) The Alpha Visionary: The Dreamer Whose Dreams Can Be Impossible; (2156BC) The Alpha Strategist: The Analytical Genius Who Can Be a Stubborn Know-It-All; (2157BC) The Alpha Executor: The Driver Who Can Drive You Up the Wall;
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Product Type: Case (Field) Abstract: This case describes the investment philosophy, organizational structure, management processes and culture of the largest private equity firm in the world measured in terms of assets under management ($89 billion). The Carlyle Group is distinctive in several ways, including its origins in Washington, D.C. and its early commitment to organizing the firm and its investment decision-making process along industry lines. The latter enables the firm to build deep knowledge and capabilities in particular sectors which makes it possible for it to identify investment opportunities that will not be apparent to others, such as in industries where the fundamentals do not look promising. Carlyle is also very geographically diverse with 33 offices around the world, giving it a higher overhead structure than some of its peers. Through the "One Carlyle" approach which emphasizes collaboration, information sharing and knowledge transfer across sectors and geographical locations, the firm seeks to leverage the vast array of capabilities it has built over time. It is attempting to improve on this through the use of information technology. The case describes the firm's foray into financial services, an industry largely neglected by PE firms due to the inability to use leverage to improve returns, and professional services, another largelyneglected sector because the primary asset is human capital. The case also describes how the firm had to learn to develop a different approach to PE investing in Asia. Looking forward, the firm faces huge challenges in delivering attractive returns to its investors given its size and the size of the PE industry as a whole. These challenges are compounded by the financial crisis happening at the time of the case and the prospects of a potentially severe economic recession, raising questions about the future prospects of the PE industry and its role in the capital markets. Number of Employees: 1,000 Gross Revenues: unreported; $89 billion under mgmt Event Year Start: 2008 Event Year End: 2008 Subjects: NO SUBJECTS(KEYWORDS) Length: 39p U0410E Title: The Case for Collaborative Leadership Author(s): Wilson, H. James Publication Date: 10/01/2004 Product Type: Harvard Management Update Article
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Scully, Maureen A.; Poole, Gregory, Jr.; Gates, Jacquelyn; Mills, Kim I.; Nash, Laura L. Publication Date: 07/01/1999 Product Type: Harvard Business Review Article Abstract: GenCorp, a Connecticutbased paper-goods manufacturer, has long supported employee-organized network groups. Its social support group for African-Americans, in fact, has been a particular success, having provided black employees with opportunities to further enhance their careers and helped the company retain top talent, meet its EEO goals, and gain favorable publicity. So when Alice Lawrence, a top accountant at GenCorp, called general manager Bill Thompson about the Christian network group being organized in one of the company's southern plants, Bill hardly flinched. After all, the Christian group was being organized by Russell Kramer, one of the company's most effective plant managers. What could be the problem there? But a couple of years ago, Alice noted, Russell had sent around a companywide letter that talked about the sinful nature of homosexuality. And that letter has made her and other gay and lesbian employees terribly uneasy. To complicate matters, the issue of "Christian rights" in the workplace was being widely discussed on radio talk shows, and several books on the topic had recently been published. An employee had even called the new region's head of human resources to get clarification on the topic. Up until now, GenCorp hadn't placed a lot of restrictions on network groups. But the emergence of a religious group was raising new questions for GenCorp's managers: Should the company accept religious groups or try to stop them? What policy, if any, should GenCorp adopt toward these network groups? May be used with: (99405X) The Case of the Religious Network Group (HBR Case Study). Subjects: NO SUBJECTS(KEYWORDS) Length: 6p Year New: 2005 99405 Title: The Case of the Religious Network Group (HBR Case Study and Commentary) Author(s): Friedman, Raymond A.; Scully, Maureen A.; Poole, Gregory, Jr.; Gates, Jacquelyn; Mills, Kim I.; Nash, Laura L. Publication Date: 07/01/1999 Product Type: Harvard Business Review Article Abstract: GenCorp, a Connecticutbased paper-goods manufacturer, has
387003 Title: Case of the Frustrated Feminist (B1) Author(s): Christensen, C. Roland; Gullette MM
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403117 Title: The Cat Is Out of the Bag: KANA and the Layoff Gone Awry (A) Author(s): Perlow, Leslie A.; Ager, David L. Publication Date: 01/27/2003 Revision Date: 04/29/2004 Product Type: Case (Field) Abstract: Vicki Amon-Higa, vice president of KANA, a publicly traded, midsize development company, was working with Bryan Kettle, KANA's CFO, to plan a layoff in which KANA would reduce the size of its workforce by nearly 40%. Despite the best of intentions, news of the layoff leaked before the planned announcement. The situation quickly deteriorated as a series of irate managers called Amon-Higa, demanding to know why they weren't aware of the layoff and asking her how to handle the situation. She must quickly assess the situation, figure out what went wrong, and decide how to manage each of the company's stakeholders, including Chuck Bay, KANA's CEO. Geographic Setting: United States Industry Setting: Software industry Company Size: mid-size Number of Employees: 400 Subjects: Human resources management; Layoffs; Management of crises; Power & influence; Software Length: 18p Supplementary Materials: Supplement (Field), (403118), 2p, by Leslie A. Perlow, David L. Ager; Supplement (Field), (403119), 3p, by Leslie A. Perlow, David L. Ager; Teaching Note, (404060), 14p, by Leslie A. Perlow, David L. Ager NEW 403118 Title: The Cat Is Out of the Bag: KANA and the Layoff Gone Awry (B) Author(s): Perlow, Leslie A.; Ager, David L. Publication Date: 01/27/2003 Revision Date: 10/09/2003 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (403117) The Cat Is Out of the Bag: KANA and the Layoff Gone Awry (A). Subjects: Human resources management; Layoffs; Management of crises; Power & influence; Software Length: 2p Supplementary Materials: Teaching Note, (404060), 14p, by Leslie A. Perlow, David L. Ager NEW 403119 Title: The Cat Is Out of the Bag: KANA
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Geographic Setting: United States Industry Setting: Consulting firms Number of Employees: 30,000 Gross Revenues: $7 billion revenues Event Year Start: 2004 Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Supplementary Materials: Supplement (Field), (907027), 5p, by Deborah M. Kolb, Cailin B. Hammer, Kathleen L. McGinn Year New: 2006 BH228 Title: Causes and Consequences of Managerial Failure in Rapidly Changing Organizations Author(s): Longenecker, Clinton O.; Neubert, Mitchell J.; Fink, Laurence S. Publication Date: 03/15/2007 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Abstract: To survive in today's ultracompetitive business environment, organizations must better understand the factors that cause managers to fail to achieve desired results. To that end, focus group data was collected from 1,040 managers from over 100 different U.S. manufacturing and service organizations experiencing large scale organizational change in order to help identify the primary causes of managerial failure. Discusses the 15 primary causes of managerial failure identified in the study, along with their perceived consequences to managerial and organizational performance. Ultimately, it is hoped that this will provide a guide for improving the effectiveness of both individual managers and the organizations they serve. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2007 SKE015 Title: The Challenges for the Minuto de Dios (A) Author(s): Trujillo, Diana M.; Gutierrez, Roberto; Ruiz, Jaime A. Publication Date: 09/05/2003 Product Type: Case (Field) Abstract: Minuto de Dios (MD) is a social service organization that uses alliances for the majority of its projects. Illustrates the creation, development, and full growth of a social enterprise like MD, the leadership of its founder, Eudist Father Rafael Garcia Herreros, and the several types of cross-sector collaborations developed by the
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Author(s): Koch, Janice Publication Date: 07/15/2007 Product Type: Balanced Scorecard Report Article Abstract: Setting appropriate targets-ones that motivate the right behavior without creating unintended consequences--is a delicate task. And ensuring that targets are fair across different units and functional areas is equally tricky. In the first of this occasional series on the challenges of target setting, we look at how two organizations in volatile industry environments set stretch targets. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $9.50 Year New: 2007 499019 Title: Champion International Author(s): Beer, Michael; Weber, James B. Publication Date: 07/13/1998 Revision Date: 03/28/2000 Product Type: Case (Field) Abstract: Richard Olson, a long-tenured employee, was named CEO of Champion in 1996. Champion had been conducting an organizational transformation since the early 1980s that could be considered successful on most operational and social measures. However, due to industry dynamics, success on the financial side has been harder to achieve. The change effort has focused on the creation of a highperformance organization through the use of self-managing teams at all levels of the organization. Geographic Setting: United States Industry Setting: Paper industry; Forest products industry Number of Employees: 24,000 Gross Revenues: $6 billion revenues Subjects: Forest products; Management of change; Manufacturing; Organizational change; Organizational design; Paper industry; Teams Length: 26p B0205A Title: Change Agents: Silent Heroes of the Balanced Scorecard Movement Author(s): Norton, David P. Publication Date: 05/15/2002 Product Type: Balanced Scorecard Report Article Abstract: Has your organization ever thought of having a vice president of change? In a recent review of the Balanced Scorecard Hall of Fame organizations, it appears that behind every successful CEO was a change agent. Here, we look at the evolving roles of these behind-the-scenes
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Author(s): HBP, Harvard Business Publishing Publication Date: 03/01/2009 Product Type: Interactive Program Abstract: Most change initiatives fail. Why? How can you spot, prepare for, or avoid the common traps? This CD brings together some of the best advice from Harvard Business Publishing on how to best position your change efforts for success. Subjects: NO SUBJECTS(KEYWORDS) Length: 0 hours R0502F Title: Change Through Persuasion Author(s): Garvin, David A.; Roberto, Michael A. Publication Date: 02/01/2005 Product Type: Harvard Business Review Article Abstract: Faced with the need for a massive change, most managers respond predictably. They revamp the organization's strategy, shift around staff, and root out inefficiencies. They then wait patiently for performance to improve--only to be bitterly disappointed because they've failed to prepare employees adequately for the change. In this article, the authors contend that to make change stick, leaders must conduct an effective persuasion campaign--one that begins weeks or months before the turnaround plan is set in concrete. Like a political campaign, a persuasion campaign is largely one of differentiation from the past. Turnaround leaders must convince people that the organization is truly on its deathbed--or, at the very least, that radical changes are required if the organization is to survive and thrive. (This is a particularly difficult challenge when years of persistent problems have been accompanied by few changes in the status quo.) And they must demonstrate through word and deed that they are the right leaders with the right plan. Accomplishing all this calls for a four-part communications strategy. Prior to announcing a turnaround plan, leaders need to set the stage for employees' acceptance of it. At the time of delivery, they must present a framework through which employees can interpret information and messages about the plan. As time passes, they must manage the mood so that employees' emotional states support implementation and follow-through. And at critical intervals, they must provide reinforcement to ensure that the desired changes take hold and that there's no backsliding. Using the example of the dramatic turnaround at Boston's Beth Israel Deaconess Medical Center, the authors
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Author(s): Krattenmaker, Tom Publication Date: 10/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Appreciative inquiry (AI) is an approach to organizational change that builds on a company's strength and potential. AI is based on the theory of social constructionism, which says that people and organizations create their realities through their interpretations of and conversations about the world. Instead of focusing on problems, AI focuses on what is working now and what will be possible to achieve in the future. In this article, AI experts discuss the five steps necessary for an effective AI process. Subjects: Management communication; Organizational behavior; Organizational change Length: 2p List Price: $4.50 93504 Title: The Change-Dazed Manager Author(s): Havens, Tim Publication Date: 09/01/1993 Product Type: Harvard Business Review Article Abstract: George Stanton helped build Sannas Pharmaceuticals in his six years there, and when he is promoted to vice president and director of risk management, he thinks he is set for life. But then a new president is appointed, and George can't tolerate his shady practices. Atwater-Jordan looks like a better company, and George is impressed with Joan, his potential new boss. So he takes the job, even though it means moving his family and asking his wife to change her job too. But within a few months, Joan's flaws start showing up: she does all the talking at meetings; she doesn't give George information he needs; and she wants to control everything he does. Other people at Atwater call her "Phony Joanie," but when George discusses the problem with the company president, Harold doesn't help. "I'm sure you can handle her and keep her off other people's backs," he tells George. Facing a new year's resolution to try to solve the Joan problem, George doesn't know where to start. He wonders if there's something wrong with him or if he's just having bad luck. HRM and relocation experts give their views. Subjects: Careers & career planning; HBR Case Discussions; Interpersonal behavior; Interpersonal relations; Management of change; Managerial behavior Length: 8p
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Organizational development; Power & influence; Sports Length: 26p Year New: 2005
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R0110J Title: Changing a Culture of Face Time Author(s): Munck, Bill Publication Date: 11/01/2001 Product Type: Harvard Business Review Article Abstract: Marriott International for many years had a deeply ingrained culture of face time--if you weren't working long hours, you weren't earning your pay. That philosophy didn't seem totally off base in an industry that provides 24/7 service, 365 days a year. But it had a price: By the mid-1990s, Marriott was finding it tough to recruit talented people, and some of its best managers were leaving, often because they wanted to spend more time with their families. "Our emphasis on face time had to go," recalls Bill Munck, a Marriott vice president for the New England region. In this article, Munck describes how Marriott transformed its "see and be seen" culture by implementing an initiative dubbed Management Flexibility at several of its hotels. This six-month pilot program was designed to help managers strike a better balance between their work lives and their home lives--all while maintaining Marriott's high-quality customer service and its bottom-line financial results. Munck explains how he and his leadership team took the first, relatively easy, step of eliminating redundant meetings and inefficient procedures that kept managers at the office late. The tougher task, he says, was overhauling the fundamental way managers thought about work. Under the pilot, Marriott's message to employees was: Put in long hours when it's needed, but take off early if the work is done--and don't be shy about doing so. As a result of the program, managers are working five fewer hours per week with no drop-off in customer service levels; they report less stress and burnout; and they perceive a definite change in the culture, with less attention paid to hours worked and a greater emphasis placed on tasks accomplished. Industry Setting: Hotel industry Subjects: Corporate culture; Employee retention; Hotels & motels; Job satisfaction; Management of change; Organizational change Length: 6p 491009 Title: Changing the Culture at British Airways Author(s): Kotter, John P.; Leahey,
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culture; Entrepreneurship; Human relations; Management styles; Power & influence Length: 11p Supplementary Materials: Supplement (Gen Exp), (484074), 2p, by Manfred F.R. Kets de Vries; Supplement (Gen Exp), (484075), 2p, by Manfred F.R. Kets de Vries 484074 Title: Chantel Corp. (B) Author(s): Kets de Vries, Manfred F.R. Publication Date: 02/21/1984 Revision Date: 04/26/1984 Product Type: Supplement (Gen Exp) Abstract: Deals with some of the problems typical of entrepreneurial firms. Among the themes are dysfunctional leadership style, interpersonal difficulties, and the development of a highly unrealistic organizational culture. Must be used with: (484073) Chantel Corp. (A). Industry Setting: Apparel industry Subjects: Clothing; Corporate culture; Entrepreneurship; Human relations; Management styles; Power & influence Length: 2p 484075 Title: Chantel Corp. (C) Author(s): Kets de Vries, Manfred F.R. Publication Date: 02/21/1984 Revision Date: 04/26/1984 Product Type: Supplement (Gen Exp) Abstract: Deals with some of the problems typical of entrepreneurial firms. Among the themes are dysfunctional leadership style, interpersonal difficulties, and the development of a highly unrealistic organizational culture. Must be used with: (484073) Chantel Corp. (A). Industry Setting: Apparel industry Subjects: Clothing; Corporate culture; Entrepreneurship; Human relations; Management styles; Power & influence Length: 2p 402042 Title: Chapter Enrichment Program Teams at the American Red Cross (A) Author(s): Polzer, Jeffrey T.; Woolley, Anita Williams Publication Date: 01/10/2002 Revision Date: 04/01/2004 Product Type: Case (Field) Abstract: The American Red Cross has a system for structuring, staffing, and leading teams to review its local chapters. Mirroring professional services firms that use teams to serve clients, this system provides detailed guidelines to increase individual team member's efficiency and thoroughness. The protagonist at Red Cross headquarters who designed the system, however, is
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organizational structures and systems are not yet aligned with the firm's new direction. Concludes as Beers must decide how to work best with her senior team to achieve alignment in 1994. May be used with: (R0111F) What Leaders Really Do (HBR Classic); (R0701J) Leading Change: Why Transformation Efforts Fail (HBR Classic). Geographic Setting: Global Industry Setting: Advertising industry Number of Employees: 7,000 Gross Revenues: $750 million revenues Subjects: Advertising; Leadership; Multinational corporations; Organizational change Length: 18p Supplementary Materials: Supplement (Field), (495032), 2p, by Herminia Ibarra, Nicole Sackley; Teaching Note, (495033), 16p, by Herminia Ibarra, Nicole Sackley BESTSELLER 403S17 Title: Charlotte Beers at Ogilvy & Mather Worldwide (B), Spanish Version Author(s): Ibarra, Herminia; Sackley, Nicole Publication Date: 01/26/1995 Revision Date: 05/03/1995 Product Type: LACC Supplement Abstract: Updates CEO Beers' progress two years after her initiation of a massive organizational change effort. Designed as an in-class handout. Must be used with: (402S06) Charlotte Beers at Ogilvy & Mather Worldwide (A), Spanish Version. Industry Setting: Advertising industry Subjects: Advertising; Leadership; Multinational corporations; Organizational change Length: 2p 495032 Title: Charlotte Beers at Ogilvy & Mather Worldwide (B) Author(s): Ibarra, Herminia; Sackley, Nicole Publication Date: 01/26/1995 Revision Date: 05/03/1995 Product Type: Supplement (Field) Abstract: Updates CEO Beers' progress two years after her initiation of a massive organizational change effort. Designed as an in-class handout. Must be used with: (495031) Charlotte Beers at Ogilvy & Mather Worldwide (A). Industry Setting: Advertising industry Subjects: Advertising; Leadership; Multinational corporations; Organizational change Length: 2p Supplementary Materials: Case Video, (497501), 6 min, by Herminia Ibarra, Nicole Sackley; Teaching Note,
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of the situation. Teaching Purpose: To introduce students to issues and dilemmas of leadership of teams, especially cross-functional teams operating under pressure for results. Geographic Setting: United States Industry Setting: Food industry Number of Employees: 750 Gross Revenues: $150 million revenues Subjects: Conflict; Cross functional management; Family owned businesses; Food; Group behavior; Interdepartmental relations; Management communication; Teams Length: 12p Year New: 2007 497006 Title: Chattanooga Ice Cream Division Author(s): Sloane, Carl S. Publication Date: 07/12/1996 Revision Date: 06/02/1997 Product Type: Case (Gen Exp) Abstract: In the absence of a division general manager, senior functional officers (marketing, sales, operations, research & development, control, human resources) meet to examine means for turning around the declining performance of their division. Agreement on a solution is elusive due to communications problems, narrow functional perspectives, inadequate leadership, failure to agree on goals and objectives, and a faulty process for solving problems. Teaching Purpose: To illustrate classic problems of crossfunctional integration and cooperation. To explore basic issues of group behavior and teamwork at managerial levels. Withdrawn 07/09/97 -- Use (9498-001). Geographic Setting: United States Industry Setting: Food industry Number of Employees: 400 Gross Revenues: $150 million revenues Subjects: Conflict; Cross functional management; Food; Group behavior; Interdepartmental relations; Management communication; Teams Length: 10p 498001 Title: The Chattanooga Ice Cream Division Author(s): Sloane, Carl S. Publication Date: 07/09/1997 Revision Date: 10/03/2003 Product Type: Case (Gen Exp) Abstract: Senior functional officers (marketing, manufacturing, research & development, control, and human resources) clash over alternative ideas for turning around a business in decline. The general manager is faced not only with choosing between competing ideas,
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Abstract: Chief Timothy Adeola Odutola was an important contributor to Nigeria's manufacturing sector, creating a multimillion-dollar conglomerate including three factories, a retail franchise, a cattle ranch, a 5,000-acre plantation, a sawmill, and an exporting business before the end of British colonial rule in 1960. Seizing business opportunities as he saw demand, Odutola moved between markets at every opportunity, creating companies servicing a diverse variety of needs. Odutola's keen, unwavering interest in improving the infrastructure of Nigeria allowed him to enjoy a successful career in business and politics, despite the vastly fluctuating political landscape of Nigeria. From British rule through civil war and subsequent coups and countercoups, Odutola remained a popular leader for his commitment to promoting Nigerian business ventures. Elevated to Prime Minister of his tribe-the Ijebu-Ode--in 1956, and later selected as the first President of the Manufacturers Association of Nigeria (MAN), Odutola campaigned for manufacturing interests and consulted with government officials about national fiscal policy. As a statesman and as a business leader, Odutola worked tirelessly to improve the infrastructure of his country. Geographic Setting: Africa; Nigeria Industry Setting: Lumber & wood; Manufacturing industries; Textile industry Event Year Start: 1920 Subjects: NO SUBJECTS(KEYWORDS) Length: 28p Year New: 2006 R0807M Title: Choosing Strategies for Change (HBR Classic) Author(s): Kotter, John P.; Schlesinger, Leonard A. Publication Date: 07/01/2008 Product Type: Harvard Business Review Article Abstract: The rapid rate of change in the world of management continues to escalate. New government regulations, new products, growth, increased competition, technological developments, and an evolving workforce compel organizations to undertake at least moderate change on a regular basis. Yet few major changes are greeted with open arms by employers and employees; they often result in protracted transitions, deadened morale, emotional upheaval, and the costly dedication of managerial time. Kotter and Schlesinger help calm the chaos by identifying four basic reasons why people resist change and offering
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to execute on the six strategic pillars that she had laid out for the organization. One thing was certain--the CEO had made it clear that no revenue decreases would be forgiven amidst the change. Many considerations had arisen: What pace of change should she take? How would she deal with resistance to change? How could she ensure that the new structure would support Western Union's global expansion? Geographic Setting: United States Event Year Start: 2003 Event Year End: 2003 Subjects: NO SUBJECTS(KEYWORDS) Length: 15p Supplementary Materials: Teaching Note, (806M07), 13p, by Alison Konrad, Jordan Mitchell Year New: 2006 403S20 Title: Chrysler: Iacocca's Legacy, Spanish Version Author(s): Nohria, Nitin; Green, Sandy E. Publication Date: 09/16/1992 Revision Date: 01/02/2002 Product Type: LACC Case Abstract: Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change. Geographic Setting: United States Industry Setting: Automotive industry Company Size: Fortune 500 Number of Employees: 140,000 Gross Revenues: $1 billion revenues Subjects: Automobiles; Leadership; Management communication; Management of change; Organizational change Length: 20p 493017 Title: Chrysler: Iacocca's Legacy Author(s): Nohria, Nitin; Green, Sandy E. Publication Date: 09/16/1992 Revision Date: 01/02/2002 Product Type: Case (Library) Abstract: Describes the changes fashioned by Iacocca during his tenure as CEO of the Chrysler Corp. Pays particular attention to the rhetoric he employed in mobilizing change and the actions he took to implement change. May be used with: (R0310C) The Harder They Fall; (R0209D) The Curse of the Superstar CEO. Geographic Setting: United States Industry Setting: Automotive industry Company Size: Fortune 500 Number of Employees: 140,000 Gross Revenues: $1 billion revenues
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Social Entrepreneurship Series to help students appreciate mechanisms of change and theories of action as well as challenges in initiating and sustaining meaningful change in social sectors. May be used with: (SI69A) Circus Oz. Geographic Setting: Australia Industry Setting: Arts, entertainment & sports; Performing arts Subjects: NO SUBJECTS(KEYWORDS) Length: 26 min Year New: 2004 CMR307 Title: Cisco Systems: Developing a Human Capital Strategy Author(s): Chatman, Jennifer; Chang, Victoria; O'Reilly, Charles A., III Publication Date: 02/01/2005 Product Type: CMR Article Publisher: California Management Review Abstract: Like many technology organizations in the late 1990s, Cisco was booming. It grew so quickly, in fact, that it was bringing in up to 1,000 new employees each month. Cisco's solution was to acquire talent by buying small firms, topping out in one year with 24 separate acquisitions. However, in 2000, the dot-com bubble burst and Cisco quickly realized that it had another human capital challenge on its hands: how to develop, rather than hire, the strategic thinkers and leaders needed for the future. Explores the challenges facing Mary Eckenrod, Cisco's vicepresident of worldwide talent, in developing a new human capital strategy to identify and develop leaders from within the company--and to do this in a company with no tradition of developing people internally. How can Cisco move from a "buy" to a "make" human capital strategy? Subjects: Acquisitions; Case method; Employee development; Human resources management; Leadership Length: 32p Year New: 2005 496001 Title: City Year: National Expansion Strategy (A) Author(s): Bradach, Jeffrey L.; Sackley, Nicole Publication Date: 12/21/1995 Product Type: Case (Field) Abstract: City Year, a successful nonprofit organization, is studying how, when, and where to expand to new sites. This case provides the opportunity to understand the strategy and structure of a successful delivery system for human services. That analysis raises the question of how best to expand to new sites, highlighting classic challenges
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about meeting his new colleagues. During morning encounters in the mail room or kitchenette, he often alludes to the day's headlines. In particular, Marcus follows the presidential campaign with an avidity his colleagues reserve for the fate of contestants on American Idol. Those informed enough to respond, generally do so. Over time, others join in. Politics soon enters the office bloodstream. Employees sense a new energy, a feeling of engagement that intensifies as the campaign season progresses. Many employees make contacts in the business community as they pursue extracurricular political activities. But there are downsides as well. Out-ofcontrol e-mail debates sap productivity. Feelings get hurt. And general manager Joan Mungo discovers that political views play an important part in determining who rises to power in the company. As tensions mount, Joan wonders: Should she do something to stanch political debate and, if so, what? May be used with: (R0410Z) Civics and Civility (Commentary for HBR Case Study). Subjects: HBR Case Discussions; Human resources management; Interpersonal behavior; Organizational behavior; Politics; Productivity Length: 5p Year New: 2004 7673BC Title: Claiming the Bad Side: Recognizing Both the Good and Bad Sides of Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter Abstract: We must come to grips with the fact that leadership can be both good and bad. Americans, for both historical and political reasons, tend to assume that leaders are by definition good. They refuse to label as leaders those who may be considered lacking--people such as Nixon and Hitler, for example. In order to truly encourage good leadership, however, it is imperative that we acknowledge the shades of gray--and black. Subjects: NO SUBJECTS(KEYWORDS) Length: 17p List Price: $6.95 404070 Title: Clarence Saunders: The Comeback King Author(s): Nohria, Nitin; Gurtler, Bridget Publication Date: 05/24/2004 Revision Date: 07/15/2004 Product Type: Case (Library) Abstract: Follows the rise and fall of the founder of the modern supermarket,
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founding partners in 2006. Geographic Setting: Canada Industry Setting: Fishing Number of Employees: 1,600 Gross Revenues: C$325 million revenues Event Year Start: 2006 Event Year End: 2006 Subjects: NO SUBJECTS(KEYWORDS) Length: 33p Year New: 2006
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KEL115 Title: Clemens Family Corp. (A): The Struggle from Family-First to BusinessFirst Author(s): Ward, John L.; Goletz, Christina N. Publication Date: 01/01/2004 Product Type: Case (Field) Abstract: Shows how a regional family company threatened by national competition must make changes to its structure and way of doing business or face extinction or sale. Geographic Setting: United States Industry Setting: Meat industries Gross Revenues: $350 million revenues Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Supplementary Materials: Supplement (Field), (KEL116), 5p, by John L. Ward, Christina N. Goletz; Supplement (Field), (KEL117), 5p, by John L. Ward, Christina N. Goletz Year New: 2005 KEL116 Title: Clemens Family Corp. (B): The Process of Change Author(s): Ward, John L.; Goletz, Christina N. Publication Date: 01/01/2004 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (KEL115) Clemens Family Corp. (A): The Struggle from Family-First to Business-First. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2005 KEL117 Title: Clemens Family Corp. (C): PostTransition (August 2001) Author(s): Ward, John L.; Goletz, Christina N. Publication Date: 01/01/2004 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (KEL115) Clemens Family Corp. (A): The Struggle from Family-First to Business-First. Subjects: NO
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substantially more complicated. Recently, Williams had grown increasingly frustrated with his boss, whose philosophy on college athletics drastically differed from his own. Meanwhile, UNC, an institution with an unparalleled history of college basketball success, had suffered from several disappointing seasons and was in search of a new leader to restore the program to its original stature. For Williams, the opportunity to return to his beloved alma mater and rescue the program from its recent woes was both electrifying and humbling, but it was offset by his deep loyalty to Kansas. Williams knew that the upcoming championship game would be difficult, but he recognized that it paled in comparison to the decision he would be forced to make after the game. Williams must not only confront the decision but struggle with issues of succession planning, career development, and leadership. Geographic Setting: United States Industry Setting: Colleges & universities; Sports industry Event Year Start: 2003 Event Year End: 2003 Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Supplementary Materials: Supplement (Field), (405093), 4p, by Thomas J. DeLong, Christopher Chang, Scott Schweitzer Year New: 2005 1954BN Title: The Coaching Collection Publication Date: 09/01/2002 Product Type: Management Program Abstract: This special collection will help you develop your skills as a coach and mentor. It includes Coaching for Results (CD-ROM), Geeks and Geezers (hardcover), and Priming Employees for Superior Performance (HBR OnPoint Collection). Through an interactive case study, expert guidance, and activities for immediate application at work, the hands-on CD-ROM helps you coach successfully by preparing, discussing, and following up in any situation. Warren G. Bennis and Robert J. Thomas, the authors of Geeks and Geezers, present a compelling new model that predicts who is likely to become--and remain--a leader and why. At the heart of this model are what the authors call "crucibles" or periods of adversity from which one can emerge either hopelessly broken or ready to learn and lead. The book will provide you with insights on how to recognize and inspire those who will lead. Priming Employees for Superior Performance focuses on the
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Product Type: Interactive Program Abstract: This CD-ROM eLearning program will help managers apply coaching concepts to real-life situations. Learn how to observe behavior, listen, and question to gain understanding, give feedback that ties behavior to its impact, and involve others in coaching. Through interactive role play, expert guidance, and activities for immediate application at work, this program helps you coach successfully by preparing, discussing, and following up in any situation. This program is also available in online format, product 4819M2. Subjects: Managers; Performance effectiveness; Personnel management; Power & influence; Superior & subordinate; Supervision Length: 3 hours R0405C Title: Coaching the Alpha Male Author(s): Ludeman, Kate; Erlandson, Eddie Publication Date: 05/01/2004 Product Type: Harvard Business Review Article Abstract: Highly intelligent, confident, and successful, alpha males represent about 70% of all senior executives. Natural leaders, they willingly take on levels of responsibility most rational people would find overwhelming. But many of their quintessential strengths can also make alphas difficult to work with. Their self-confidence can appear domineering. Their high expectations can make them excessively critical. Their unemotional style can keep them from inspiring their teams. That's why alphas need coaching to broaden their interpersonal tool kits while preserving their strengths. Drawing from their experience coaching more than 1,000 senior executives, the authors outline an approach tailored specifically for the alpha. Coaches get the alpha's attention by inundating him with data from 360degree feedback presented in ways he will find compelling. Such an assessment is a wake-up call for most alphas, providing undeniable proof that their behavior doesn't work nearly as well as they think it does. That paves the way for a genuine commitment to change. To change, the alpha must admit vulnerability, accept accountability not just for his own work but for others', connect with his underlying emotions, learn to motivate through a balance of criticism and validation, and become aware of unproductive behavior patterns. The goal of executive coaching is not simply to treat the alpha as an individual problem, but to improve the entire team dynamic. Subjects: Human behavior; Human
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488006 Title: Coco Chanel--1883-1971 Author(s): Zaleznik, Abraham; Artuso AW Publication Date: 10/14/1987 Revision Date: 01/13/1992 Product Type: Case (Library) Abstract: Discusses leadership in the fashion industry. Geographic Setting: France Industry Setting: Fashion industry Event Year Start: 1883 Subjects: Clothing; Leadership; France Length: 29p R0711B Title: Cognitive Fitness Author(s): Gilkey, Roderick; Kilts, Clint Publication Date: 11/01/2007 Product Type: Harvard Business Review Article Abstract: Recent neuroscientific research shows that the health of your brain isn't, as experts once thought, just the product of childhood experiences and genetics; it reflects your adult choices and experiences as well. Professors Gilkey and Kilts of Emory University's medical and business schools explain how you can strengthen your brain's anatomy, neural networks, and cognitive abilities, and prevent functions such as memory from deteriorating as you age. The brain's alertness is the result of what the authors call cognitive fitness--a state of optimized ability to reason, remember, learn, plan, and adapt. Certain attitudes, lifestyle choices, and exercises enhance cognitive fitness. Mental workouts are the key. Brain-imaging studies indicate that acquiring expertise in areas as diverse as playing a cello, juggling, speaking a foreign language, and driving a taxicab expands your neural systems and makes them more communicative. In other words, you can alter the physical makeup of your brain by learning new skills. The more cognitively fit you are, the better equipped you are to make decisions, solve problems, and deal with stress and change. Cognitive fitness will help you be more open to new ideas and alternative perspectives. It will give you the capacity to change your behavior and realize your goals. You can delay senescence for years and even enjoy a second career. Drawing from the rapidly expanding body of neuroscientific research as well as from wellestablished research in psychology and other mental health fields, the authors have identified four steps you can take to become cognitively fit: understand how experience makes the brain grow, work
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1622CF Title: Collaboration Rules: Breaking Through Organizational Barriers: A Conversation with Philip Evans, A Harvard Business School Publishing Virtual Seminar Author(s): Evans, Philip Publication Date: 07/20/2005 Product Type: Previous Conference Abstract: Much has been written about the potential of collaboration to unlock value and drive breakthrough performance. Yet too few organizations collaborate as effectively as they could. Writing in the July-August issue of Harvard Business Review, Philip Evans reveals the steps you need to take to improve your collaborative efforts dramatically. Drawing on examples as diverse as Linux and Toyota, Evans will offer practical advice based on realworld experience. Evans and his coauthor, Bob Wolf, have identified ways to set the stage properly to foster dynamic and organic sharing of learning and innovation within and beyond your organization. These insights will show you how to increase pace and flexibility while reducing the "transaction costs" of sharing. In this 90-minute, interactive presentation, Evans will show that extraordinary group efforts don't have to be miraculous or accidental. He will demonstrate that an environment designed to produce cheap, plentiful transactions unleashes collaborations that break through organizational barriers. For more information and to register, please go to www.krm.com/collaborate Subjects: NO SUBJECTS(KEYWORDS) Length: 90 min List Price: $349.00 Year New: 2005 1622CD Title: Collaboration Rules: Breaking Through Organizational Barriers: A Conversation with Philip Evans: A Harvard Business School Publishing Virtual Seminar CD, Single User Author(s): Evans, Philip Publication Date: 07/20/2005 Product Type: Conference Audio Abstract: Much has been written about the potential of collaboration to unlock value and drive breakthrough performance. Yet too few organizations collaborate as effectively as they could. Writing in the July-August issue of Harvard Business Review, Philip Evans reveals the steps you need to take to improve your collaborative efforts dramatically. Drawing on examples as
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Number of Employees: 24,000 Event Year Start: 2003 Event Year End: 2003 Subjects: Aerospace industry; Corporate culture; Crisis management; Decision making; Group dynamics; Leadership; Managerial skills; Organizational behavior Supplementary Materials: Teaching Note, (305033), 49p, by Michael A. Roberto, Amy C. Edmondson, Erika M. Ferlins, Richard Bohmer 7661BC Title: Comments and Corrections: Strategies for Preventing Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter Abstract: How can we get from bad leadership to better leadership? In this chapter the author offers some thoughts on stopping bad leadership. Some of the suggestions for leaders include sharing power and not believing your own hype. Followers can help, too, by paying attention to what is happening, and being willing to take a stand, among other things. Subjects: NO SUBJECTS(KEYWORDS) Length: 19p List Price: $6.95 R00111 Title: Common Sense and Conflict: An Interview with Disney's Michael Eisner Author(s): Eisner, Michael; Wetlaufer, Suzy Publication Date: 01/01/2000 Product Type: Harvard Business Review Article Abstract: Once upon a time, the Walt Disney Company was famous for a quaint little mouse, a collection of vintage animated films for children, and two enjoyable--but aging--theme parks. It was, in other words, a great American company in eclipse. Today, Disney may be going through some tough times, but it's tough times for a vast $23 billion empire. Along with animation blockbusters like The Lion King and Beauty and the Beast, Disney now owns three motion picture studios, as well as the ABC and ESPN television networks. The company is now poised to build new theme parks in Japan and China to go along with its EuroDisney attractions. Two Disney cruise ships sail the Bahamas. A Disney symphony to mark the millennium opened at the New York Philharmonic last fall. And an integrated network of Web sites--Disney.com, ABC.com, ABCNews.com, Go.com, and Family.com--stretches out over the Internet. The driving force behind all that
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reporting verbally on matters of interest, and learning from question-and-answer sessions. Subjects: Management communication; Management styles; Personnel management Length: 4p 7535BC Title: Communicate for Buy-In: Engaging and Enabling the Whole Organization Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter Abstract: Organizational change, by definition, cannot take place in a vacuum; communicating in a concise, candid, heart-felt manner is critical to the success of your change effort. This chapter describes key activities and tactics, and provides several assessment tools that will help you move individuals from total lack of awareness of the problem to understanding and committing to the vision. Subjects: NO SUBJECTS(KEYWORDS) Length: 30p List Price: $6.95 Year New: 2007 C0602B Title: Communicate to Inform, Not Impress Author(s): Obuchowski, Janice Publication Date: 02/01/2006 Product Type: Harvard Management Communication Letter Article Abstract: It's all too easy to fall into the trap of using the important-sounding but vague expressions that constitute so much business communication today. But jargon is bad news--not because it irritates English teachers and editors but because it will bore, confuse, and alienate your audience. Read this article to learn how to break free of the tedium, obscurity, and anonymity traps of business language to become a more informative, interesting, and persuasive communicator. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 Year New: 2006 2170BC Title: Communicate--with Care: How to Be a More Effective Leader Author(s): Goffee, Rob; Jones, Gareth Publication Date: 01/01/2006 Product Type: HBS Press Chapter Abstract: Effective leaders pay careful attention to how they are seen and heard. This chapter explores the ways in which leaders construct compelling
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R00110 Title: Communities of Practice: The Organizational Frontier Author(s): Wenger, Etienne; Snyder, William M. Publication Date: 01/01/2000 Product Type: Harvard Business Review Article Abstract: A new organizational form is emerging in companies that run on knowledge: the community of practice. And for this expanding universe of companies, communities of practice promise to radically galvanize knowledge sharing, learning, and change. A community of practice is a group of people informally bound together by shared expertise and passion for a joint enterprise. People in companies form them for a variety of reasons--to maintain connections with peers when the company reorganizes; to respond to external changes such as the rise of ecommerce; or to meet new challenges when the company changes strategy. Regardless of the circumstances that give rise to communities of practice, their members inevitably share knowledge in free-flowing, creative ways that foster new approaches to problems. Over the past five years, the authors have seen communities of practice improve performance at companies as diverse as an international bank, a major car manufacturer, and a U.S. government agency. Communities of practice can drive strategy, generate new lines of business, solve problems, promote the spread of best practices, develop people's skills, and help companies recruit and retain talent. The paradox of such communities is that although they are self-organizing and thus resistant to supervision and interference, they do require specific managerial efforts to develop them and integrate them into an organization. Only then can they be fully leveraged. The authors explain the steps managers need to take in order to get communities going--and to sustain them so they can become a central part of their companies' success. Subjects: Employee retention; Organizational design; Organizational development; Organizational learning; Organizational structure; Teams; Virtual communities Length: 7p U9710B Title: Companies Don't Develop Leaders--CEOs Do: An Interview with Noel Tichy Author(s): Tichy, Noel M.; Brown, Tom Publication Date: 10/01/1997 Product Type: Harvard Management Update Article Abstract: Noel Tichy, professor of
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protect them and put them in positions that don't waste their bridge-building talents. As for the competent jerks, many can be socialized through coaching or by being made accountable for bad behavior. May be used with: (497055) Building Coalitions; (400036) Taran Swan at Nickelodeon Latin America (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2005 1118 Title: Competent Jerks, Lovable Fools, and the Formation of Social Networks (HBR OnPoint Enhanced Edition) Author(s): Casciaro, Tiziana; Lobo, Miguel Sousa Publication Date: 06/01/2005 Product Type: HBR OnPoint Article Abstract: When looking for help with a task at work, people turn to those best able to do the job. Right? Wrong. New research shows that work partners tend to be chosen not for ability but for likability. Drawing from their study encompassing 10,000 work relationships in five organizations, the authors have classified work partners into four archetypes: the competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likable; and the incompetent jerk, who...well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for every organization, as both of these types often represent missed opportunities. Lovable fools can bridge gaps between diverse groups that might not otherwise interact. But their networking skills are often developed at the expense of job performance, which can make these employees underappreciated and vulnerable to downsizing. To get the most out of them, managers need to protect them and put them in positions that don't waste their bridge-building talents. As for the competent jerks, many can be socialized through coaching or by being made accountable for bad behavior. May be used with: (497055) Building Coalitions. Subjects: Innovation Length: 10p List Price: $6.50 Year New: 2005 908M61 Title: Competing for Development (A): Fuel Efficient Stove for Darfur Author(s): Branzei, Oana; Abdelnour,
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(B1): The Intermediate Technology Development Group/Practical Action. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p Supplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour M0862D Title: Competing for Development (B4): International Lifeline Fund Author(s): Branzei, Oana; Abdelnour, Samer Publication Date: 09/17/2008 Product Type: Supplement (Field) Publisher: Richard Ivey School of Business/UWO Abstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p Supplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour M0862E Title: Competing for Development (B5): USAID Author(s): Branzei, Oana; Abdelnour, Samer Publication Date: 09/09/2008 Product Type: Supplement (Field) Publisher: Richard Ivey School of Business/UWO Abstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur; (M0862A) Competing for Development (B1): The Intermediate Technology Development Group/Practical Action. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Supplementary Materials: Teaching Note, (808M61), 20p, by Oana Branzei, Samer Abdelnour M0862F Title: Competing for Development (B6): IDP Women Organizations Author(s): Branzei, Oana; Abdelnour, Samer Publication Date: 09/09/2008 Product Type: Supplement (Field) Publisher: Richard Ivey School of Business/UWO Abstract: An abstract is not available for this product. Must be used with: (908M61) Competing for Development (A): Fuel Efficient Stove for Darfur;
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emerging relationships. It can be a physical, virtual, or mental space. Knowledge, in contrast to information, cannot be separated from the context--it is embedded in ba. To support the process of knowledge creation, a foundation in ba is required. Develops and explains four specific platforms and their relationships to knowledge creation. Each of the knowledge conversion modes is promoted by a specific ba. A self-transcending process of knowledge creation can be supported by providing ba on different organizational levels. Presents case studies of three companies that employ ba on the team, division, and corporate level to enhance knowledge creation. Geographic Setting: Japan Subjects: Innovation; Japan; Knowledge management; Organizational design Length: 16p 2192BC Title: Conclusion: Beyond Sink or Swim (The First 90 Days) Author(s): Watkins, Michael Publication Date: 09/18/2003 Product Type: HBS Press Chapter Abstract: This chapter takes a step back from the specifics of the 10 transition challenges and the strategies to surmount them to look at the bigger picture and examine the five core propositions concerning transitions introduced at the beginning of the book. What does it take to meet them? May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2184BC) Achieve Alignment: The First 90 Days; (2185BC) Build Your Team: The First 90 Days; (2188BC) Create Coalitions: The First 90 Days; (2189BC) Keep Your Balance: The First 90 Days; (2190BC) Expedite Everyone: The First 90 Days; (2180BC) Match Strategy to Situation: The First 90 Days. Subjects: NO SUBJECTS(KEYWORDS) Length: 0p List Price: $6.95 NEW F0409B Title: The Confession Game Plan Author(s): Hobbs, Caswell O. Publication Date: 09/01/2004 Product Type: Harvard Business Review Article Abstract: The penalties for antitrust offenses are more severe than most executives think. But companies that violate antitrust laws can win amnesty by
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Streaks), A Harvard Business School Publishing Virtual Seminar CD, Multiuser Author(s): Kanter, Rosabeth Moss Publication Date: 11/02/2004 Product Type: Conference Audio Abstract: Confidence: How Leaders Create Winning Streaks (and Avoid Losing Streaks), a Harvard Business School Publishing virtual seminar CD, multiuser, featuring Rosabeth Moss Kanter of Harvard Business School-noted management expert and author of Confidence: How Winning Streaks & Losing Streaks Begin & End. In her latest book, Confidence: How Winning Streaks and Losing Streaks Begin and End, Rosabeth Moss Kanter unveils her extensive new research about why some people, teams, businesses, even countries are consistently successful whereas others can't seem to get out of a downward spiral once it begins. Contrary to conventional wisdom, winning--and winning streaks--are not the result of talent and success alone, but come from a foundation that permits unexpected people to achieve high levels of performance, according to Kanter. Key to creating such a foundation is the right kind of leadership: from the simplest ballgames to the most complex business and political situations, the common element in winning is a basic truth about people-they rise to the occasion when leaders help them gain the confidence to do it. Kanter writes, "If the people in charge rely only on themselves as heroes who can rescue any situation while focusing on others' inadequacies, they undermine confidence and reinforce losing streaks." In this 90-minute presentation, Kanter draws upon real-world examples to reveal why talent alone in an organization is not enough and provides the principles of leadership necessary to build a true winner--and shows how to use the principles of confidence to reverse a downward spiral before it gets out of control. For information regarding multiuser site licenses, call 1-800-7955200. Outside the United States and Canada, call 617-782-7888. Subjects: Human behavior; Leadership; Performance effectiveness Length: 90 min List Price: $349.00 Year New: 2004 8231CF Title: Confidence: How Leaders Create Winning Streaks (and Avoid Losing Streaks), A Harvard Business School Publishing Virtual Seminar, Registration Fee Author(s): Kanter, Rosabeth Moss Publication Date: 11/02/2004 Product Type: Previous Conference
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behavior; Professionals Length: 2p Supplementary Materials: Supplement, (404107), 30p, by Joshua D. Margolis, Andrew Molinsky Year New: 2004 405S02 Title: Confronting a Necessary Evil: The Firing of Alex Robins (A), Spanish Version Author(s): Margolis, Joshua D. Publication Date: 04/08/2004 Product Type: LACC Case Abstract: A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. May be used with: (405S04) Necessary Evils: A Diagnostic Exercise, Spanish Version. Industry Setting: Advertising industry Subjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; Professionals Length: 2p Supplementary Materials: LACC Supplement, (405S03), 5p, by Joshua D. Margolis 404113 Title: Confronting a Necessary Evil: The Firing of Alex Robins (B) Author(s): Margolis, Joshua D. Publication Date: 02/26/2004 Revision Date: 05/16/2005 Product Type: Case (Field) Abstract: A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility. May be used with: (404125) Confronting a Necessary Evil: The Firing of Alex Robins (A); (404805) Confronting a Necessary Evil, Video; (404027) Necessary Evils: A Diagnostic Exercise. Industry Setting: Advertising industry Subjects: Ethics; Interpersonal behavior; Leadership; Organizational behavior; Professionals Length: 5p Supplementary Materials: Supplement, (404107), 30p, by Joshua D. Margolis, Andrew Molinsky Year New: 2004 405S03 Title: Confronting a Necessary Evil: The Firing of Alex Robins (B), Spanish Version Author(s): Margolis, Joshua D. Publication Date: 02/26/2004 Revision Date: 04/08/2004
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advice on establishing relationships with your audience--and what to do when you're not connecting; the power of telling stories; and how to deal with public speaking anxiety. Subjects: Management communication Length: 3p List Price: $4.50 C0005D Title: Connecting with Your Customers Publication Date: 05/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Research shows there are three different methods of communicating with your customers-Courteous, Manipulative, and Personalized. Which method is best for your business? Not surprisingly, the research indicates that the more personalized selling methods are the most effective. The tradeoffs, however, include a greater investment in time and expense. Subjects: Communication in organizations; Customer relations; Management communication Length: 2p List Price: $4.50 R0104D Title: Conquering a Culture of Indecision Author(s): Charan, Ram Publication Date: 04/01/2001 Product Type: Harvard Business Review Article Abstract: The single greatest cause of corporate underperformance is the failure to execute. Author Ram Charan, drawing on a quarter century of observing organizational behavior, perceives that such failures of execution share a family resemblance: a misfire in the personal interactions that are supposed to produce results. Faulty interactions rarely occur in isolation, Charan says. Far more often, they're typical of the way large and small decisions are made or not made throughout the organization. The inability to take decisive action is rooted in a company's culture. But, Charan notes, leaders create a culture of indecisiveness, and leaders can break it. Breaking it requires them to take three actions. First, they must engender intellectual honesty in the connections between people. Second, they must see to it that the organization's "social operating mechanisms"--the meetings, reviews, and other situations through which people in the corporation do business--have honest dialogue at their cores. And third, leaders must ensure that feedback and follow-through are used to reward high achievers, coach those who are struggling, and
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into in implementing the new staffing model and broader issues, such as the evolving nature of the employment contract, employee trust and loyalty, and strategic issues that arise when multiple firms compete for the same workforce. Geographic Setting: Austin, TX Industry Setting: Semiconductor industry Subjects: Alliances; Semiconductors; Sourcing; Supply chain; Work force management Length: 22p Year New: 2005 R0806F Title: The Contradictions That Drive Toyota's Success Author(s): Takeuchi, Hirotaka; Osono, Emi; Shimizu, Norihiko Publication Date: 06/01/2008 Product Type: Harvard Business Review Article Abstract: Toyota has become one of the world's greatest companies only because it developed the Toyota Production System, right? Wrong, say Takeuchi, Osono, and Shimizu of Hitotsubashi University in Tokyo. Another factor, overlooked until now, is just as important to the company's success: Toyota's culture of contradictions. TPS is a "hard" innovation that allows the company to continuously improve the way it manufactures vehicles. Toyota has also mastered a "soft" innovation that relates to human resource practices and corporate culture. The company succeeds, say the authors, because it deliberately fosters contradictory viewpoints within the organization and challenges employees to find solutions by transcending differences rather than resorting to compromises. This culture generates innovative ideas that Toyota implements to pull ahead of competitors, both incrementally and radically. The authors' research reveals six forces that cause contradictions inside Toyota. Three forces of expansion lead the company to change and improve: impossible goals, local customization, and experimentation. Not surprisingly, these forces make the organization more diverse, complicate decision making, and threaten Toyota's control systems. To prevent the winds of change from blowing down the organization, the company also harnesses three forces of integration: the founders' values, "upand-in" people management, and open communication. These forces stabilize the company, help employees make sense of the environment in which they operate, and perpetuate Toyota's values and culture. Emulating Toyota isn't about copying any one practice; it's about
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trained to triage the messages. And, one should be selective in responding to both kinds of messages, since responses provoke messages. Another possible solution would be to arrange for a second e-mail address and voice mailbox with restricted access, using the other one for general correspondence. Subjects: Communication; Communication in organizations; Managerial skills Length: 2p List Price: $4.50 4477BC Title: The Core of a Personal Learning Strategy: Recognizing and Transforming Crucible Experiences Author(s): Thomas, Robert J. Publication Date: 03/24/2008 Product Type: HBS Press Chapter Abstract: Outstanding leaders, consciously or unconsciously, devise a personal strategy for recognizing and transforming crucible experiences into lessons that keep them refreshed and responsive to the demands of a changing world. This chapter offers a practical, actionable guide to devising a Personal Learning Strategy (PLS). Subjects: NO SUBJECTS(KEYWORDS) Length: 33p List Price: $6.95 Year New: 2007 405094 Title: Corey Robinson at Sprint Corporation (A) Author(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J. Publication Date: 06/08/2005 Revision Date: 01/03/2008 Product Type: Case (Field) Abstract: Corey Robinson is promoted to a new position at Sprint during a time of much internal change within the company. Asks readers to consider how he sets the tone to his new management team and how effective he is in building credibility in his new leadership role. A rewritten version of an earlier case. Industry Setting: Telecommunications industry Subjects: NO SUBJECTS(KEYWORDS) Length: 14p Supplementary Materials: Supplement (Field), (405095), 12p, by Linda A. Hill, Lisa A. Pode, Anthony J. Mayo Year New: 2005 406S21 Title: Corey Robinson at Sprint Corp. (A), Spanish Version Author(s): Hill, Linda A.; Pode, Lisa A.; Mayo, Anthony J. Publication Date: 06/08/2005
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protect the interest of shareholders from potentially self-interested managers, there were many questions around the usefulness of published governance ratings themselves. Questions ranged from whether a system of governance could be adequately summarized in a single, numerical score to what a high or low rating was supposed to indicate. Furthermore, allegations that ISS engaged in a conflict of interest by selling consulting services to companies on how to improve their ratings led some to question the objectivity of the ratings process. Geographic Setting: United States Subjects: NO SUBJECTS(KEYWORDS) Length: 12p Year New: 2007 9-409-045 Title: Corporate Solutions at Jones Lang LaSalle Author(s): Gulati, Ranjay Publication Date: 10/23/2008 Product Type: Case (Field) Abstract: The CEO of the Corporate Solutions Group at Jones Lang LaSalle Americas (JLL) is executing an organizational redesign to respond to its strategy goal of becoming more customer-centric. This case examines the dramatic corporate reorganization that took place at JLL in 2001 in response to changes in the competitive structure of the global real estate services market mandating that providers become more customersolutions oriented. The case is set shortly after the announcement of the restructuring which, for the first time, will place the three business units that service the company's corporate clients (i.e., those clients for whom real estate is not their core business) under a single structure, the Corporate Solutions Group, to target the profitable and growing segment of global MNCs who are outsourcing their real estate departments. Peter Barge, the protagonist of the case, has been named the CEO of the new group and has been tasked with coordinating the diverse activities of the three units to achieve JLL's broader goal of "customer excellence." One of Barge's first actions is to move the account management role outside of the traditional business unit structure and augment the role to that of service integrator to achieve his internal objective of business unit collaboration and to provide clients with a single point of contact across the full range of the company's offerings. The organizational restructuring will change the real estate services firm from an autonomous, product-focused model to an account-
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in 2000, the network aims at strengthening its member organizations through the exchange of experiences and reflection among their representatives in a regional link structure--geographical subdivisions. It also seeks to accomplish projects that serve the shared needs of the participant CSOs through workgroup activities. Challenges include modeling a new institutional and governance shape for the network, avoiding shocks to the principles of shared responsibilities, controls, and decisions that originally led to its creation, along with the adoption of participative decision processes, and aiming to shun the centralization of power and the concentration of resources. Geographic Setting: Sao Paulo Event Year End: 2004 Subjects: NO SUBJECTS(KEYWORDS) Length: 22p Supplementary Materials: Teaching Note, (SKE062), 8p, by Rosa Maria Fischer Year New: 2006 7657BC Title: Corrupt: William Aramony-Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter Abstract: Corrupt leaders can be found everywhere, even in seemingly virtuous places such as charitable organizations. Proof of this is William Aramony, former head of United Way of America. He, along with the followers who enabled him, took money from those who needed it most and stained the reputation of American charities. Here the author tells Aramony's story, providing a hindsight view of what could have prevented this severe breach of trust. Subjects: NO SUBJECTS(KEYWORDS) Length: 27p List Price: $6.95 F0611H Title: The Cost of Knowledge Author(s): Jacobson, Al; Prusak, Laurence Publication Date: 11/01/2006 Product Type: Harvard Business Review Article Abstract: Future investments in knowledge management should focus less on enhancing systems that track down information and more on helping employees use what they've found. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p
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benefits before deciding to report a fellow officer who had plagiarized a research paper at a professional army school. In her difficult courage calculation, loyalty to army standards proved stronger than the potential discomfort and embarrassment of "snitching" on a fellow officer. When the skills behind courageous decision making align with a personal, organizational, or societal philosophy, managers are empowered to make bold moves that lead to success for their companies and their careers. Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2007 1726 Title: Courage as a Skill (HBR OnPoint Enhanced Edition) Author(s): Reardon, Kathleen K. Publication Date: 01/01/2007 Product Type: HBR OnPoint Article Abstract: A division vice president blows the whistle on corruption at the highest levels of his company. A young manager refuses to work on her boss's pet project because she fears it will discredit the organization. A CEO urges his board, despite push back from powerful, hostile members, to invest in environmentally sustainable technology. What is behind such high-risk, often courageous acts? Courage in business, the author has found, seldom resembles the heroic impulsiveness that sometimes surfaces in life-or-death situations. Rather, it is a special kind of calculated risk taking, learned and refined over time. Taking an intelligent gamble requires an understanding of what she calls the "courage calculation": six discrete decision-making processes that make success more likely while averting rash or unproductive behavior. These include setting attainable goals, tipping the power balance in your favor, weighing risks against benefits, and developing contingency plans. Goals may be organizational or personal. Tania Modic had both types in mind when, as a young bank manager, she overstepped her role by traveling to New York--on vacation time and on her own money--to revitalize some accounts that her senior colleagues had allowed to languish. Her high-risk maneuver benefited the bank and gained her a promotion. Lieutenant General Claudia J. Kennedy weighed the risks and benefits before deciding to report a fellow officer who had plagiarized a research paper at a professional army school. In her difficult courage calculation, loyalty to army standards proved stronger than the potential discomfort and embarrassment
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authors Michael Beer and Nitin Nohria describe two archetypes--or theories--of corporate transformation that may help executives crack the code of change. Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate culture. Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change--and met with limited levels of success. They contrast those corporate transformations with that of UK-based retailer ASDA, which has successfully embraced the paradox between the opposing theories of change and integrated E and O. The lesson from ASDA? To thrive and adapt in the new economy, companies must make sure the E and O theories of business change are in sync at their own organizations. Subjects: Corporate culture; Corporate governance; Employee compensation; Employee empowerment; Human behavior; Human resources management; Leadership; Management of change; Management philosophy; Management styles Length: 11p List Price: $6.50 KEL009 Title: The Cradle (B): Resurgence and Organizational Change Author(s): Donnelly, Anne Cohn; Ellington-Booth, Brenda; Ghani, Nadeem Publication Date: 01/01/2004 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (KEL008) The Cradle Society (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 8p Year New: 2005 KEL008 Title: The Cradle Society (A) Author(s): Donnelly, Anne Cohn; Ellington-Booth, Brenda; Ghani, Nadeem Publication Date: 01/01/2002 Revision Date: 01/30/2002 Product Type: Case (Field) Abstract: Provides an account of how The Cradle, a nonprofit adoption agency,
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Revision Date: 11/05/1987 Product Type: Case (Field) Abstract: Craig Knudsen, a second year HBS student, is trying to decide on a career choice. He is torn between the safe route, going back to IBM, or going with a creative, entrepreneurial option. The teaching objective is to see the dilemmas of entrepreneurial career choice. Geographic Setting: Massachusetts Industry Setting: Education industry Company Size: large Subjects: Careers & career planning; Entrepreneurship; Higher education Length: 7p Supplementary Materials: Teaching Note, (489066), 4p, by John J. Kao 404S12 Title: Craig Parks (A), Spanish Version Author(s): Thomas, David A.; Chadderdon, Lisa Publication Date: 07/31/1996 Product Type: LACC Case Abstract: Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his former employer, Taylor Burton, on Wall Street. The choice proves to be a poor fit for Craig. The case documents his decision-making process, personal history, and the dilemma he confronts once he realizes that returning to Taylor Burton was the wrong decision. Geographic Setting: New York, NY Industry Setting: Investment banking Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation Length: 13p Supplementary Materials: LACC Supplement, (404S13), 2p, by David A. Thomas 404S13 Title: Craig Parks (B), Spanish Version Author(s): Thomas, David A. Publication Date: 09/03/1996 Product Type: LACC Supplement Abstract: Supplements the (A) case. Must be used with: (404S12) Craig Parks (A), Spanish Version. Industry Setting: Investment banking Subjects: Careers & career planning; Investment banking; Organizational behavior; Self evaluation Length: 2p 497013 Title: Craig Parks (A) Author(s): Thomas, David A.; Chadderdon, Lisa Publication Date: 07/31/1996 Product Type: Case (Field) Abstract: Craig Parks is a 1992 HBS graduate who, without much deliberation, returns to work for his
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7537BC Title: Create Short-Term Wins: Reinforcing the Change Effort Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter Abstract: Short-term wins that are timely, visible, and meaningful are critical to building the credibility needed to sustain the change effort over time. But delivering short-term results can be a challenge. This chapter provides exercises and assessment tools to help you overcome this challenge, outlining the steps you can take to maximize the benefits of short-term wins and bolster your change effort. Subjects: NO SUBJECTS(KEYWORDS) Length: 22p List Price: $6.95 Year New: 2007 418XC Title: Creating Competitive Advantage Through Organizational Learning Author(s): Garvin, David A. Publication Date: 06/04/2003 Product Type: Faculty Seminar Video Abstract: Anytime you can do something faster and better than your competitors, you'll take the competitive lead. But products, services, and even processes can be copied. What can you invest in to create and sustain a competitive lead? Organizational learning. In this presentation, Professor David Garvin of Harvard Business School explains how learning organizations pursue and apply knowledge for superior performance. Included are detailed slides, a learning guide, and reflection questions with video perspectives from the professor. Subjects: Competitive advantage; Learning; Organizational development; Organizational learning; Personnel management Length: 60 min NEW 4029 Title: Creating Followers: Framing Change Initiatives to Maximize Employee Participation (HBR Article Collection) Publication Date: 02/01/2000 Product Type: HBR OnPoint Collection Abstract: When transformational change efforts fail, typically, the problem isn't with the change programs themselves. Rather, it's that they're not envisioned or communicated in a way that builds followership among middle managers and frontline employees. For major organizational change to occur, the initiative must spread across organizational boundaries and down
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business in an industry that tends to view "diversity" initiatives as activities that seek only to benefit society and not as opportunities to create economic gain. Number of Employees: 25,000 Gross Revenues: $59 billion Event Year Start: 2004 Event Year End: 2007 Subjects: NO SUBJECTS(KEYWORDS) Length: 21p 4478BC Title: Creating Your Own Personal Learning Strategy: A Step-by-Step Approach Author(s): Thomas, Robert J. Publication Date: 03/24/2008 Product Type: HBS Press Chapter Abstract: A Personal Learning Strategy (PLS) will aid you in the process of learning from experience--especially, though not exclusively, crucible experiences--and it will enhance your ability to adapt to change as a leader. This chapter shows you how to craft a Personal Learning Strategy. Subjects: NO SUBJECTS(KEYWORDS) Length: 34p List Price: $6.95 Year New: 2007 B0509C Title: Creating a Strategy-Focused Workforce by Aligning Key HR Processes Author(s): Frangos, Cassandra A.; Johnson, Lauren Keller Publication Date: 09/15/2005 Product Type: Balanced Scorecard Report Article Abstract: You've cascaded the Balanced Scorecard down to every employee in your organization through the creation of personal scorecards. Now align your HR practices to help employees achieve the objectives on their scorecards. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p List Price: $9.50 Year New: 2005 B0411E Title: Creating a Strategy-Focused Workforce: Aligning Personal Goals to the BSC Author(s): Frangos, Cassandra A. Publication Date: 11/15/2004 Product Type: Balanced Scorecard Report Article Abstract: Employee performance management has been at best a mix of disjointed, periodic activities--the performance review, rewards programs,
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coworkers, it also redefines your relationship to the rest of the world. What do you want others to know about you, and under what conditions? What do you want to keep restricted? What are you willing to have known, but only for a price? New technology has created not only a host of new problems, but also an innovative way of dealing with them: own your information and sell it back to marketers. Subjects: Electronic commerce; Internet; Technological change Length: 2p List Price: $4.50 1833 Title: The Creative Company: How to Grow and Harvest Great Ideas (HBR OnPoint Executive Edition) Author(s): Stewart, Thomas A.; Wetlaufer, Suzy; Fryer, Bronwyn; McKee, Robert; Florida, Richard; Goodnight, James; Hadley, Constance N.; Kramer, Steven J.; Straus, Susaan; Davenport, Thomas H.; Prusak, Laurence; Wilson, H. James; Hargadon, Andrew; Sutton, Robert I.; Levitt, Theodore; Amabile, Teresa M.; Simons, Robert L.; Leonard-Barton, Dorothy Publication Date: 02/20/2007 Product Type: HBR Newsstand Special Issue Abstract: Creativity is the root of innovation. Without it, blockbuster products, revolutionary technologies, and business models that transform industries would not be born. Simply put, creativity--and its sibling innovation-provide competitive advantage. This Harvard Business Review OnPoint Executive Edition offers sage advice on how to build the conditions that allow creativity to flourish while keeping the creative process from spinning out of control. Matching people to the right challenges, establishing an environment that actively fosters new and diverse ideas, systematizing the production and testing of those ideas, and integrating rigorous business processes will help you and your company cultivate creativity in a way that leads to actual results. The articles in this issue come from some of the most renowned thinkers on the topic of creativity in business. Among them are: "Managing for Creativity," by Richard Florida and Jim Goodnight; "How to Kill Creativity," by Teresa M. Amabile; "Storytelling That Moves People," a conversation with screenwriting coach Robert McKee; "Putting Your Company's Whole Brain to Work," by Dorothy Leonard and Susaan Straus; "Building an Innovation Factory" by Andrew Hargadon and Robert I. Sutton; and "Creativity Is Not Enough," an HBR Classic by Theodore Levitt.
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When creativity is under the gun, it usually ends up getting killed, the authors say. They recently took a close look at how people experience time pressure, collecting and analyzing more than 9,000 daily diary entries from individuals who were working on projects that required high levels of creativity and measuring their ability to innovate under varying levels of time pressure. The authors describe common characteristics of time pressure and outline four working environments under which creativity may or may not flourish. High-pressure days that still yield creativity are full of focus and meaningful urgency--people feel they are on a mission. High-pressure days that yield no creativity lack such focus--people feel they are on a treadmill, forced to switch gears often. On low-pressure days that yield creativity, people feel as though they are on an expedition--exploring ideas rather than just identifying problems. And on low-pressure days that yield no creative thinking, people work on autopilot--doing their jobs without engaging too deeply. Managers should avoid extreme time pressure when possible. Subjects: Creativity; Human behavior; Innovation; Motivation; Organizational development; Teams; Values Length: 12p List Price: $6.50 7256BC Title: Creativity and Creative Groups: Two Keys to Innovation Author(s): School Press, Harvard Business Publication Date: 06/18/2003 Product Type: HBS Press Chapter Abstract: Encouraging creativity is an important element to successful innovation. This chapter debunks certain myths about creativity and discusses the role of individual creativity and creative groups. The chapter offers six steps you can take to be more creative yourself and encourage creativity in your work groups. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7263BC) Enhancing Creativity: Enriching the Organization and Workplace; (7270BC) What Leaders Must Do: Making a Difference. Subjects: NO SUBJECTS(KEYWORDS) Length: 24p List Price: $6.95
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908M68 Title: Crescent Standard Investment Bank Limited--Governance Failure Author(s): Ahmed, Muntazar B. Publication Date: 10/09/2008 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: The Crescent Standard Investment Bank Limited (CSIBL) was the largest investment bank quoted on all the stock exchanges in Pakistan, so when it declared a huge loss of Rs2.1 billion (US$35.5 million) for the year December 31, 2005 the market was taken by surprise. There had been some rumors that all was not well and that the investment banking regulator, Securities and Exchange Commission of Pakistan (SECP), had sent a team to investigate the affairs of the bank. Since the main shareholders were individuals or companies of the well-known business group known as the Crescent Group, there was enormous interest in the CSIBL affairs by financial and political circles as well. The case describes the various types of entities that were merged to form the CSIBL, principally to protect the stakeholders by creating an entity with a large capitalization. The bank had reported in its annual reports that all the internal control mechanisms for good governance stipulated by the SECP were in place and the auditors (internal and external) had reported that these were satisfactory. Yet, when subjected to an investigation, it was revealed that the internal management was involved in a variety of acts of misrepresentation and concealment. The case focuses on the weaknesses in the structure of the corporate governance regime in Pakistan. The fact remains that no amount of internal or external checks can stop the internal management from colluding to perpetuate a fraud. Geographic Setting: Pakistan Industry Setting: Banking industry Subjects: NO SUBJECTS(KEYWORDS) Length: 25p Supplementary Materials: Teaching Note, (808M68), 11p, by Muntazar B. Ahmed R0212H Title: Crisis Communication: Lessons from 9/11 Author(s): Argenti, Paul Publication Date: 12/01/2002 Product Type: Harvard Business Review Article Abstract: The sheer enormity of last year's terrorist attacks on the World Trade Center and the Pentagon gave
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quickly than crisis-prone firms. They also stay in business longer and are more profitable. To join their ranks, recognize the barriers preventing executives from foreseeing disaster--psychological biases blinding us to problems we haven't personally experienced; organizational silos distorting information; political pressures causing us to favor some groups' interests over others'. Lower those barriers with RPM: recognizing emerging threats, prioritizing them, and mobilizing resources to stop them. Ask "What potential disasters are brewing in our company?" Use imagination-expanding exercises to envision the harm that could befall your firm. When the unavoidable strikes, admit you're in trouble. Then contain the crisis by acting decisively and quickly. HBR Article Collections include an overview and three full-text HBR articles, each with a synopsis and annotated bibliography. The three articles in this collection: "Predictable Surprises: The Disasters You Should Have Seen Coming" by Michael D. Watkins and Max H. Bazerman (HBR reprint R0303E), "Preparing for Evil" by Ian I. Mitroff and Murat C. Alpaslan (HBR reprint R0304J), and "Managing the Crisis You Tried to Prevent" by Norman R. Augustine (HBR reprint 95602). Subjects: Crisis management; Leadership; Organizational behavior; Organizational learning; Risk assessment; Risk management; Strategy formulation Length: 38p List Price: $17.95 R0703E Title: Crisis at the Summit Author(s): Parsons, George D.; Pascale, Richard Tanner Publication Date: 03/01/2007 Product Type: Harvard Business Review Article Abstract: An unrecognized affliction is striking certain gifted performers at the top of their game. Its cause, paradoxically, is success itself. These stars, who thrive on conquering new challenges, can lose their bearings and question their purpose once a job has been mastered. A vague dissatisfaction gives way to confusion and then to inner turmoil. Left unattended, this summit syndrome can derail promising careers. The syndrome has three phases. In the approach phase, when most of the challenges of a current job have been met, sufferers tend to push harder in a vain attempt to recapture the adrenaline rush of the climb. Then, in the plateauing phase, when virtually all the challenges have been conquered, these individuals, who are incapable of coasting, bear
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390147 Title: Crossing the River Author(s): Hafrey L Publication Date: 02/05/1990 Product Type: Note Abstract: Addresses how management can use communication skills to build community and resolve ethical issues. William Faulkner's novel "The Sound and the Fury" is used to establish the metaphor of the bridge for relations between business and society at large, and the notion of storytelling as a guide to corporate self-presentation. The two devices are then applied to the relocation choices facing GM in 1980 (described in Poletown Dilemma) and expanded into an examination of how the communication process by definition engages ethical norms. The teaching goal is to reveal the links between communication, community, and ethics, and to explore how those links may affect the articulation of corporate strategy. Subjects: Business & society; Case method; Communication; Community relations; Ethics; Management communication Length: 3p 403027 Title: Crucial Conversations Author(s): DeLong, Thomas J.; Vijayaraghavan, Vineeta Publication Date: 07/24/2002 Revision Date: 11/20/2002 Product Type: Case (Gen Exp) Abstract: Todd McKenna, a third-year associate at an investment banking firm, confronts his boss. His boss had told him he would be the top paid associate at the firm, and McKenna finds out that this isn't true. He approaches his boss to find out why he was lied to. Geographic Setting: United States Industry Setting: Investment banking Subjects: Communication strategy; Human relations; Investment banking; Management communication; Managerial skills; Negotiations; Organizational behavior Length: 3p R0209B Title: Crucibles of Leadership Author(s): Bennis, Warren G.; Thomas, Robert J. Publication Date: 09/01/2002 Product Type: Harvard Business Review Article Abstract: What makes a great leader? Why do some people appear to know instinctively how to inspire employees-bringing out their confidence, loyalty, and dedication--whereas others flounder
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U0802A Title: Cultivating a Healthy Appetite for Risk Author(s): Field, Anne Publication Date: 02/01/2008 Product Type: Harvard Management Update Article Abstract: Successful innovations deliver tremendous value, generating new products, fresh strategies, and better processes. But most managers shy away from the risk taking that innovation necessarily involves. To cultivate a healthy appetite for risk, organizations can learn to extract more value from the inevitable failures. This article explains how to create a risk-friendly culture by increasing the potential gains and reducing the potential costs of risk taking, reducing individuals' accountability on riskier projects, and productively managing failure. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 Year New: 2008 491079 Title: Cultural Change at Nissan Motors Author(s): Kotter, John P.; Rothbard, Nancy Publication Date: 02/19/1991 Revision Date: 07/28/1993 Product Type: Case (Field) Abstract: Depicts the reformation of Nissan Motor Co.'s corporate culture and the company's subsequent turnaround in market share and profits. In 1985, Yutaka Kume became president of Nissan and thereafter, he continually emphasized the need for internal change throughout the organization. Despite the difficulty of effecting widespread change in such a large organization, Nissan's managers and employees got behind this effort. By 1990, there was a discernable difference in Nissan's image and product. The infamous "econoboxes" of the early 1980s had been replaced by sleek new models like the Silva (240sx). This case explores many of the changes which took place throughout the organization to make such cultural change possible and effective, from the top management level, to the design department, to the assembly line. Also examines the difficulty and time needed to make lasting change in an organization. Geographic Setting: Japan Industry Setting: Automotive industry Company Size: large Number of Employees: 129,546 Subjects: Automobiles; Corporate culture; Japan; Leadership; Managerial behavior; Organizational behavior; Organizational change
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right for the job. Third, charismatic leaders deliberately destabilize organizations. This can result in a more vibrant company, as it did at General Electric during Jack Welch's tenure, but it can also leave a troubled legacy for the organization to overcome, as GE, Ford, and Enron have all found. Faith in a company, a product, or an idea can unleash tremendous innovation and productivity. May be used with: (493017) Chrysler: Iacocca's Legacy. Subjects: Interpersonal behavior; Leadership; Management styles; Personal strategy & style; Power & influence; Values; Vision Length: 11p List Price: $6.50 5058BC Title: Customer Results: Build Firm Equity Author(s): Smallwood, Norm; Ulrich, Dave; Zenger, Jack Publication Date: 04/06/1999 Product Type: HBS Press Chapter Abstract: If a firm's customers don't appreciate or value what the firm offers, customer results will fall short. This chapter explores ways to create customer results through firm equity, demonstrating how to maintain a distinctive relationship with customers while remaining profitable. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5061BC) Defining Desired Results: Developing ResultsBased Leaders; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a Results-Based Leader; (5055BC) Leaders Building Leaders: Tools for Developing ResultsBased Leaders. Subjects: NO SUBJECTS(KEYWORDS) Length: 35p List Price: $6.95 Year New: 2008 387031 Title: Cuttyhunk Bank (A) Author(s): Seymour, Sally Publication Date: 08/11/1986 Revision Date: 04/27/1989 Product Type: Case (Gen Exp) Abstract: A potentially embarrassing inner-office memo implying that branch managers should be less than forthcoming about a meeting customers have the right to attend has been leaked to the press. The CEO of the bank must now send a letter to customers explaining the memo and the situation. Illustrates the results of poorly planned communications and involves students in
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2311 Title: Daily Dignity: The Remarkable Return on Investment in Low-Skilled Workers Author(s): Heymann, Jody Publication Date: 01/12/2010 Product Type: HBS Press Book Abstract: An abstract is not available for this product. Subjects: NO SUBJECTS(KEYWORDS) Length: 272p List Price: $27.50 Year New: 2008 BAB042 Title: DaimlerChrysler (B) Author(s): St. Jean, Dianne C.; Cohen, Allan R.; Madden, Edward A. Publication Date: 01/01/2000 Revision Date: 05/18/2004 Product Type: Supplement (Field) Publisher: Babson College Abstract: Supplements the (A) case. Must be used with: (BAB041) DaimlerChrysler Merger: The Quest to Create "One Company". Industry Setting: Automotive industry Subjects: Automobile industry; Corporate culture; Entrepreneurship; Leadership; Management of change; Organizational behavior; Strategic alliances Length: 4p Year New: 2004 BAB041 Title: DaimlerChrysler Merger: The Quest to Create "One Company" Author(s): St. Jean, Dianne C.; Cohen, Allan R. Publication Date: 01/01/2000 Revision Date: 05/18/2004 Product Type: Case (Field) Publisher: Babson College Abstract: Centers on the historic merger of Daimler-Benz AG and Chrysler Corp. and the subsequent quest for integration. The subtexts to this central issue include a comparison and contrast of the operating cultures and business processes of the two companies as well as their histories, positions within the auto manufacturing industry, and corporate values and image. Also introduces the dynamics of integrating the leadership of two companies. Using "what if" scenarios, students can explore the roles of the senior managers in the merger, its execution, and the subsequent integration attempts. Gives students an opportunity to envision and develop an integration strategy. Best suited for studies in strategic management, corporate entrepreneurship, global management, leadership, and change management or organizational behavior.
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Author(s): Wheatley, Margaret; Kiechel, Walter, III Publication Date: 11/01/1996 Product Type: Harvard Management Update Article Abstract: Margaret "Meg" Wheatley, a noted consultant, author, and educator, discusses the struggle occurring within American corporations between traditional structures and self-organizing forms, in which networks, patterns, and structures emerge without external imposition or direction. The role of a leader in an organization is changing profoundly. While some leaders have become more thoughtful, declaring, "We just can't keep going on this way," others feel threatened by change. Wheatley argues that the preservation of personal power and status is antithetical to learning in organizations. She worries about organizational change driven by Wall Street's concerns and not by questioning our beliefs and experience about why people work and work well together. Subjects: Interviews; Leadership; Organizational design; Organizational development; Organizational structure Length: 3p List Price: $4.50 R0509F Title: The Dangers of Feeling like a Fake Author(s): Kets de Vries, Manfred F.R. Publication Date: 09/01/2005 Product Type: Harvard Business Review Article Abstract: In many walks of life--and business is no exception--there are high achievers who believe that they are complete fakes. To the outside observer, these individuals appear to be remarkably accomplished; often, they are extremely successful leaders with staggering lists of achievements. These neurotic impostors--as psychologists call them--are not guilty of false humility. The sense of being a fraud is the flip side of giftedness and causes a great many talented, hardworking, and capable leaders to believe that they don't deserve their success. "Bluffing" their way through life (as they see it), they are haunted by the constant fear of exposure. With every success, they think, "I was lucky this time, fooling everyone, but will my luck hold? When will people discover that I'm not up to the job?" In his career as a management professor, consultant, leadership coach, and psychoanalyst, Manfred F. R. Kets de Vries has found neurotic impostors at all levels of organizations. In this article, he explores the subject of neurotic imposture and outlines its classic symptoms: fear of failure, fear of
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SMR173 Title: The Dark Side of Close Relationships Author(s): Anderson, Erin; Jap, Sandy Publication Date: 04/01/2005 Product Type: SMR Article Abstract: Forming close relationships with suppliers or customers is a popular business strategy, but such partnerships can be problematic. Many close business relationships--whether joint ventures or loose alliances--fail. Describes a phenomenon called the "dark side" of close relationships and maintains that close relationships that seem quite stable can, in fact, be vulnerable to decline and destruction. Draws on surveys of business relationships and other examples. The same factors that strengthen a partnership can also open the door to relationship problems. For example, when an automaker and a supplier built up personal relationships between employees at the two firms to facilitate their alliance and just-in-time manufacturing process, the trust and personal relationships also enabled the supplier more easily to cut corners in the production process. Discusses strategies to prevent the dark side from taking over a business relationship--for example, to ensure that both parties in the relationship make investments in it, in effect swapping "mutual hostages." In cases where damage to the relationship already exists, possible strategies include rotating in new personnel, reconfiguring the relationship, or terminating it. Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2005 85609 Title: The Dark Side of Entrepreneurship Author(s): Kets de Vries, Manfred F.R. Publication Date: 11/01/1985 Product Type: Harvard Business Review Article Abstract: Research on 38 entrepreneurs from a wide range of industries reveals them as achievement oriented, liking to take responsibility for decisions, and disliking repetitious work. Entrepreneurs tend to be visionary, creative, and have high levels of energy. The industries and jobs they create stimulate the economy. But their strong personality traits can make them difficult people to work with. Difficult characteristics include: a need for control, a sense of distrust, desire for applause, and particular defenses.
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Abstract: David Melcher contemplates changing his career at midlife. Geographic Setting: Texas Industry Setting: Consulting Gross Revenues: $1.2 million revenues Subjects: Careers & career planning; Self evaluation Length: 7p F0503K Title: David Neeleman on the Origins of JetBlue's Culture: Lessons from the Slums of Brazil Author(s): Neeleman, David; Wademan, Daisy Publication Date: 03/01/2005 Product Type: Harvard Business Review Article Abstract: JetBlue's David Neeleman talks about how his unexpected lessons from working with the poor have informed his company's egalitarian culture. Subjects: Airlines; Corporate culture; Employee morale; Leadership Length: 2p Year New: 2005 91C004 Title: David Shorter Author(s): DiStefano, Joseph J.; Abramson, Neil Publication Date: 01/01/1991 Revision Date: 08/24/1992 Product Type: Case (Field) Publisher: Richard Ivey School of Business/UWO Abstract: David Shorter, managing partner of the Toronto new enterprise group of James Williams, faces a sensitive meeting with Hong Kong native Bob Chen, a senior accountant who has indicated that he is likely to resign. A serious misunderstanding, partially involving cultural differences, has evolved over Bob's temporary assignment to an audit, when he wants to specialize in tax. The views of a number of other partners and managers involved in the situation are included. Confusion arises over conflicting signals from Bob about his willingness to take on the audit assignment. Designed for use with Bob Chen. The two cases are designed for use in a role play. Geographic Setting: Ontario Industry Setting: Service industries Subjects: Canada; Careers & career planning; Cross cultural relations; Professionals Length: 11p Supplementary Materials: Teaching Note, (891C04), 12p, by Joseph J. DiStefano UV0019 Title: Davis Press and Meccan Madness Author(s): Freeman, R. Edward; Byrne,
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Publication Date: 07/07/2000 Product Type: Case (Field) Abstract: This version of the (C) case can be taught independently of the (A) and (B) cases. Dawn Riley, CEO/Captain of America True, the first coed syndicate to race for the America's Cup, is based in Auckland, New Zealand, where racing will begin in six weeks. Riley has built a culture focused on open communication and shared decision making. But the practice of consensus-based decision making does not seem to be working for two critical issues that have recently come up: a design question about the training boat and an issue about Riley's position on the boat. Riley wonders if it is time to step in. This case describes how Riley built the syndicate, provides information on the sailing and design program, and explores Riley's role as a "producing manager." Geographic Setting: Auckland Industry Setting: Sports industry Company Size: start-up Number of Employees: 100 Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Length: 18p Supplementary Materials: Supplement (Field), (401009), 3p, by Linda A. Hill, Kristin C. Doughty; Supplement (Field), (401010), 6p, by Linda A. Hill, Kristin C. Doughty 401009 Title: Dawn Riley at America True (D) Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Supplement (Field) Abstract: Supplements the (C) and (C1) cases. Must be used with: (401008) Dawn Riley at America True (C); (401011) Dawn Riley at America True (C1). Subjects: Diversity; Entrepreneurial management; Leadership; Management styles; Organizational behavior; Power & influence; Sports; Women Length: 3p 401010 Title: Dawn Riley at America True (E) Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 07/07/2000 Product Type: Supplement (Field) Abstract: Supplements the (C) and (C1) cases. Must be used with: (401008) Dawn Riley at America True (C); (401011) Dawn Riley at America True (C1). Subjects: Diversity; Entrepreneurial management; Leadership; Management
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494013 Title: De Passe Entertainment and Creative Partners Author(s): Hill, Linda A.; Conrad, Melinda B.; Weber, Katherine S. Publication Date: 01/09/1994 Revision Date: 03/30/1995 Product Type: Case (Field) Abstract: After 24 years at Motown Industries, Hollywood executive Suzanne de Passe has decided to go out on her own to start two new businesses. The case describes de Passe's career from her beginning as Berry Gordy's assistant at Motown Records to her presidency of Gordy/de Passe Productions. Upon Gordy's departure from the production business, de Passe decides to become an entrepreneur, forming both an independent production company and an artist management company. In the management venture, de Passe has a business partner, and in the production company she hires a president and COO. Focuses on her decision to become an entrepreneur and on the working partnerships she has developed with the executives of the two companies. May be used with: (497015) Suzanne de Passe at Motown Productions (A1); (487042) Suzanne de Passe at Motown Productions (A). Geographic Setting: Hollywood, CA Industry Setting: Entertainment industry Subjects: Creativity; Entertainment industry; Entrepreneurship; Growth management; Management styles; Partnerships Length: 20p Supplementary Materials: Teaching Note, (494123), 16p, by Linda A. Hill, Joshua D. Margolis 4891BC Title: Deal with NoNos: Increasing True Urgency and Managing People Who Resist Change Author(s): Kotter, John P. Publication Date: 09/03/2008 Product Type: HBS Press Chapter Abstract: A NoNo is more than a skeptic--he is, in essence, an urgency killer. He's always ready with ten reasons why the current situation is fine, why the problems and challenges others see don't exist, or why you need more data before acting. This chapter describes methods for preventing difficult people from derailing change. Subjects: NO SUBJECTS(KEYWORDS) Length: 26p List Price: $6.95
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presidency of a textile company present contrasting philosophies about the nature and purpose of a business. Stockholders and HBR readers are asked to decide who should get the job. This article was first published in 1960. Industry Setting: Textile industry Subjects: Business history; HBR Classics; Leadership; Management philosophy; Management styles; Managerial selection; McKinsey Award Winners; Textiles Length: 20p 488024 Title: Debi Coleman and Apple Computer, Inc. Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 03/15/1988 Product Type: Case (Field) Abstract: A companion case to Donna Dubinsky and Apple Computer (A) and (B). In a conflict with Dubinsky over the introduction of a new just-in-time distribution system, this case provides Coleman's side of the story. Coleman's perception of the issue is quite different and her stakes in the matter are tied up with her division's problems. In addition, the case raises a new issue about how to respond to a charismatic leader's requests to make changes when you don't believe in them yourself. Geographic Setting: California Industry Setting: Computer industry Company Size: Fortune 500 Subjects: Careers & career planning; Computer industry; Organizational change; Politics; Silicon Valley Length: 8p Supplementary Materials: Teaching Note, (491031), 11p, by Todd D. Jick 487033 Title: Deborah Goldberg (A) Author(s): Kao, John J. Publication Date: 11/14/1986 Revision Date: 11/05/1987 Product Type: Case (Field) Abstract: Debbie, a second year HBS student, is weighing the career choices of family business or entrepreneurial venture. The teaching objectives are to examine the difficulties of choosing between an entrepreneurial or family business and the difficulties in making such a choice. Geographic Setting: Massachusetts Industry Setting: Education industry Company Size: large Subjects: Careers & career planning; Entrepreneurship; Family owned businesses; Higher education Length: 3p Supplementary Materials: Supplement (Field), (487085), 1p, by John J. Kao; Teaching Note, (489066), 4p, by John J.
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philosophy; Organizational structure Length: 2p List Price: $4.50 NEW
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U0402E Title: Debriefing Eric Abrahamson, Author of Change Without Pain: The Road to Better Recombination Author(s): Johnson, Lauren Keller Publication Date: 02/01/2004 Product Type: Harvard Management Update Article Abstract: You've heard the mandate "Change or perish!"--and you know it's true. So why are many companies changing and perishing? Simple--they've taken the mandate too far. Assuming that successful change requires total reinvention, managers have triggered excruciating cycles of initiative overload, chaos, and employee burnout. To reverse these cycles, Columbia Business School Management Professor Eric Abrahamson contends that we must change how we change. Subjects: Decision analysis; Innovation; Management of change; Management philosophy; Organizational development; Strategic planning Length: 2p List Price: $4.50 Year New: 2004 U0410C Title: Debriefing Gerry Roche: So You Want to Be the CEO? Author(s): Johnson, Lauren Keller Publication Date: 10/01/2004 Product Type: Harvard Management Update Article Abstract: You've been laying the groundwork for years, acquiring a broad array of skills and proving your executive mettle at multiple levels in your company. You've got your eye on a top job, and you know that's where you belong. But you're also fully aware that competition for the C suite is stiff and that readiness, enthusiasm, and an admirable track record aren't enough to guarantee anyone a senior leadership position. So how do you improve your chances? Gerry Roche, senior chairman of Chicago-based executive search firm Heidrick & Struggles, offers potent guidelines that leaders bent on occupying a top rung on the corporate ladder often overlook. Subjects: Leadership; Management of professionals; Managing superiors Length: 2p List Price: $4.50 Year New: 2004 U0406D Title: Debriefing Howard Gardner Author(s): Johnson, Lauren Keller
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lay out reasons for ineffective downloading: a disconnect between the two sides as the negotiating parties fails to see the negatives of a decision; a failure to clarify responsibilities, which results in rumor and word-of-mouth being the primary channels of communication; a desire to inform people quickly--which often means superficially; and a paternalistic desire to protect members of an organization when people would prefer to just hear the truth. Against this record of mistakes and misguided notions, the authors set their four-stage process for robust decision downloading. Their process is informed by survey research of several hundred employees in a variety of organizations, as well as interviews with dozens of executives. Subjects: NO SUBJECTS(KEYWORDS) Length: 8p Year New: 2007 7869C Title: Decision Making (Interactive CDROM) Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard; Hayashi, Alden M. Publication Date: 02/01/2002 Product Type: Interactive Program Abstract: Based on research and writings of leadership experts, this eLearning program examines the frameworks for making decisions, decision-making biases, and the role of intuition in this context. Increase the decision-making confidence in an organization by equipping managers with the interactive lessons, expert guidance, and activities for immediate application at work. Managers will learn to recognize the role intuition plays in decision making, apply a process to complicated decisions, identify and avoid thinking traps, simplify complex decisions, and tackle fast decision making. Subjects: Competitive decision making; Decision making; Employee development; Leadership; Management communication; Management of change; Management of professionals; Managerial skills; Managers; Organizational development Length: 2 hours 7869D Title: Decision Making (Online) Author(s): Hammond, John S., III; Keeney, Ralph L.; Raiffa, Howard; Hayashi, Alden M. Publication Date: 08/30/2001 Product Type: Interactive Program Abstract: Based on research and writings of leadership experts, this eLearning program examines the
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generation ago. Leaders who understand how trust is built can actively influence its development, resulting in a more supportive and productive work environment and, not incidentally, a competitive advantage in the war for talent. Building on research in social psychology, and on his 15 years of experience consulting on trust, the author has developed a model for predicting whether trust or distrust will be chosen in a given situation. The model helps managers analyze 10 factors at play in the decision-making process. Hundreds of top executives have used it to diagnose and address the root causes of distrust in their work relationships. Some of the factors in the model relate to the decision maker: How tolerant of risk, how well-adjusted, and how relatively powerful is he or she? Others relate to the specific situation: How closely aligned are the interests of the parties concerned? Does the person who is asking to be trusted demonstrate competence? Predictability and integrity? Frequent and honest communication? Sue, a relatively new VP of sales, used the trust model to manage her relationship with Joe, an employee nearing retirement who was not performing well in a new sales role. Fearing for his job, Joe wasn't initially inclined to trust her. Sue took concrete steps to communicate openly with Joe, explore other options for him, and show concern for his well-being. When Joe was transferred, he let his former colleagues know how pleased he was with Sue's handling of the situation. As a result, the level of trust increased in Sue's department, even through a major change. Industry Setting: Convenience store industry; Petroleum industry; Textile industry Subjects: NO SUBJECTS(KEYWORDS) Length: 11p Year New: 2006 1056 Title: The Decision to Trust (HBR OnPoint Enhanced Edition) Author(s): Hurley, Robert F. Publication Date: 09/01/2006 Product Type: HBR OnPoint Article Abstract: Surveys reveal that 80% of Americans don't trust corporate executives and--worse--that roughly half of all managers don't trust their own leaders. Mergers, downsizing, and globalization have accelerated the pace of change in organizations, creating a crisis of trust that didn't exist a generation ago. Leaders who understand how trust is built can actively influence its development, resulting in a
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2998 Title: Decisions Without Blinders (HBR OnPoint Enhanced Edition) Author(s): Bazerman, Max H.; Chugh, Dolly Publication Date: 01/01/2006 Product Type: HBR OnPoint Article Abstract: By the time Merck withdrew its pain relief drug Vioxx from the market in 2004, more than 100 million prescriptions had been filled in the United States alone. Yet researchers now estimate that Vioxx may have been associated with as many as 25,000 heart attacks and strokes. Evidence of the drug's risks was available as early as 2000, so why did so many doctors keep prescribing it? The answer, say the authors, involves the phenomenon of bounded awareness--when cognitive blinders prevent a person from seeing, seeking, using, or sharing highly relevant, easily accessible, and readily perceivable information during the decision-making process. Doctors prescribing Vioxx, for instance, more often than not received positive feedback from patients. So, despite having access to information about the risks, physicians may have been blinded to the actual extent of the risks. Bounded awareness can occur at three points in the decisionmaking process. First, executives may fail to see or seek out the important information needed to make a sound decision. Second, they may fail to use the information that they do see because they aren't aware of its relevance. Third, executives may fail to share information with others, thereby bounding the organization's awareness. Drawing on examples such as the Challenger disaster and Citibank's failures in Japan, this article examines what prevents executives from seeing what's right in front of them and offers advice on how to increase awareness. Of course, not every decision requires executives to consciously broaden their focus. Collecting too much information for every decision would waste time and other valuable resources. The key is being mindful. If executives think an error could generate almost irrecoverable damage, then they should insist on getting all the information they need to make a wise decision. Industry Setting: Pharmaceutical industry Subjects: NO SUBJECTS(KEYWORDS) Length: 11p List Price: $6.50
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Author(s): Michelman, Paul Publication Date: 04/01/2004 Product Type: Harvard Management Update Article Abstract: You can't do it all, so what will you do? What's best for your career, what's best for your team, or what's best for the firm? Choosing which projects to pursue and which to let fall by the wayside is among the most difficult and important decisions any executive faces. To have the greatest impact, you need to set your own priorities. Subjects: Decision making; Management philosophy; Project evaluation; Project management Length: 3p List Price: $4.50 Year New: 2004 R0904J Title: Decoding Resistance to Change Author(s): Ford, Jeffrey D.; Ford, Laurie W. Publication Date: 04/01/2009 Product Type: Harvard Business Review Article Abstract: When a change initiative falters, the knee-jerk response can be to blame those who won't get on board. Jeffrey Ford, of the Ohio State University, and Laurie Ford, of Critical Path Consultants, examine why that type of reaction is not only pointless but potentially destructive. Drawing on their years of research and consulting work, the authors recommend seeing resistance for what it really is-feedback--and propose five ways for leaders to use that feedback to effect change more productively. Boost awareness. In the early stages, if the only way to keep the conversation about change alive is to entertain highly charged discussions, so be it. A complete lack of feedback can sound the death knell for change. Return to purpose. Employees need to know not only what will change but why the new reality will be better. Don't be shy about offering explanations as directly as possible. Change the change. People who resist change are often the ones most concerned about getting things right. Give them the chance to help you make a good change initiative better. Build participation and engagement. Heed feedback even when it doesn't seem likely to yield objective improvements. The ownership people feel when you adopt their best ideas will pay off in ways you often cannot foresee. Complete the past. A legacy of bad change can inhibit your change effort, even if you had nothing to do with the unfortunate history. Acknowledging--and, if possible, correcting--past change failures is often essential to future
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consistently pay attention to in order to attain their short- and long-term objectives, along with a set of tools to make sure that leadership attributes translate into the right results. May be used with: (4944BC) Connecting Leadership Attributes to Results; (5060BC) Employee Results: Investing in Human Capital; (5059BC) Organization Results: Creating Capabilities; (5058BC) Customer Results: Build Firm Equity; (5057BC) Investor Relations: Building Shareholder Value; (5056BC) Becoming a ResultsBased Leader; (5055BC) Leaders Building Leaders: Tools for Developing Results-Based Leaders. Subjects: NO SUBJECTS(KEYWORDS) Length: 29p List Price: $6.95 Year New: 2008 B0701C Title: Defying the Odds: Using Decision Analytics to Win Big in the Gaming Business Author(s): Johnson, Lauren Keller Publication Date: 01/15/2007 Product Type: Balanced Scorecard Report Article Abstract: Many companies talk a big game about getting intimate with customers, but Harrah's Entertainment puts its money where its mouth is. Using decision analytics, Harrah's gathers ever-more-detailed data on its customers' activities when they visit the company's casinos. And it slices that data into ever-finer segments--identifying unique customer groups and targeting each with pitch-perfect marketing strategies. The payoff? "Monogamous" customers, whose loyalty has transformed Harrah's from a relatively unremarkable player into an industry giant, says Gary W. Loveman, chairman, CEO, and president of Harrah's Entertainment Inc. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $9.50 Year New: 2007 497016 Title: Del Webb Corp. (A) Author(s): Lorsch, Jay W.; Graff, Samantha K. Publication Date: 11/19/1996 Product Type: Case (Field) Abstract: Begins with a company history, tracing the tenures of founder Del E. Webb and his successor as chairman and CEO, Robert H. Johnson. Johnson inherited a diversified company that was involved in construction, real estate development (including the
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(NPS) Can Drive Growth: The Economic Advantage of Superior Customer Relationships; (8179BC) The Enterprise Story--Measuring What Matters; (8177BC) Why Satisfaction Surveys Fail; (8175BC) The Rules of Measurement: Principles for Building an Effective Customer Feedback System; (8173BC) Design Winning Customer Stratgies; (8169BC) Develop a Community of Promoters--By Listening: Let Customers Show You How to Delight Them; (8167BC) One Goal, One Number: Accountability for Customer Relationships; (8183BC) The Measure of Success: Better Metrics for Customer Satisfaction. Subjects: NO SUBJECTS(KEYWORDS) Length: 26p List Price: $6.95 Year New: 2008 402033 Title: Delphi Corp. Author(s): Lorsch, Jay W.; Khurana, Rakesh; Sanchez, Sonya Publication Date: 06/28/2002 Revision Date: 01/08/2004 Product Type: Case (Field) Abstract: The Delphi Corp.'s board of directors faces a transition as lead director Thomas Wyman approaches mandatory retirement. Chairman and CEO J.T. Battenberg reflects on Delphi's history and its successful reinvention by Wyman and Battenberg when it separated from its 100-year-old parent company, GM. Examines how boards of directors interact with top management and how management can work effectively with an active board. Geographic Setting: Troy, MI Industry Setting: Automotive parts & accessories Number of Employees: 11,800 Gross Revenues: $29,129 revenues Subjects: Board of directors; Corporate governance; Leadership Length: 21p NEW R0307D Title: Delusions of Success: How Optimism Undermines Executives' Decisions Author(s): Lovallo, Dan; Kahneman, Daniel Publication Date: 07/01/2003 Product Type: Harvard Business Review Article Abstract: The evidence is disturbingly clear: Most major business initiatives-mergers and acquisitions, capital investments, market entries--fail to pay off. Economists would argue that the low success rate reflects a rational assessment of risk, with the returns from
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employees respond to and are accountable for, managers must invest their own time and energy. The first step is to set a modest, measurable goal concerning an important organizational problem. If this goal is met, management uses the success as a springboard for more ambitious demands. Subjects: Goal setting; HBR Classics; Interpersonal relations; Managerial skills; Motivation; Organizational behavior; Productivity; Supervision Length: 12p List Price: $6.50 391070 Title: Deming's Demons Author(s): Bower, Joseph L. Publication Date: 10/22/1990 Product Type: Case (Pub Mat) Abstract: Deming argues that there can be no true improvement in quality and performance as long as fear is a principal component of the work environment. Subjects: Employee attitude; Management philosophy; Motivation; Performance appraisal; Quality control Length: 5p B0701A Title: The Demise of Cost and Profit Centers Author(s): Kaplan, Robert S. Publication Date: 01/15/2007 Product Type: Balanced Scorecard Report Article Abstract: The Balanced Scorecard offers a previously unrecognized benefit: a whole new way of looking at organization units. Specifically, observes Robert Kaplan, the distinctions between cost and profit centers are no longer significant. Every unit, by contributing to effective strategy execution, has the opportunity to support and create profit. This capability has important implications for specifying objectives and evaluating the performance of all organizational units. Subjects: NO SUBJECTS(KEYWORDS) Length: 6p List Price: $9.50 Year New: 2007 B0601E Title: Demonstrating the Value of Your BSC Program Author(s): Donlon, Barnaby Publication Date: 01/15/2006 Product Type: Balanced Scorecard Report Article Abstract: Scorecard practitioners often say that the Balanced Scorecard (BSC) isn't a program, it's a process. Yet before it evolves into a process, it begins life as a program. And like any program, it
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1517 Title: Designing High-Performance Jobs (HBR OnPoint Enhanced Edition) Author(s): Simons, Robert L. Publication Date: 07/01/2005 Product Type: HBR OnPoint Article Abstract: Tales of great strategies derailed by poor execution are all too common. That's because some organizations are designed to fail. For a company to achieve its potential, each employee's supply of organizational resources should equal the demand, and the same balance must apply to every business unit and to the company as a whole. To carry out his or her job, each employee has to know the answers to four basic questions: What resources do I control to accomplish my tasks? What measures will be used to evaluate my performance? Whom do I need to interact with and influence to achieve my goals? And how much support can I expect when I reach out to others for help? The questions correspond to what the author calls the four basic spans of a job--control, accountability, influence, and support. Each span can be adjusted so that it is narrow or wide or somewhere in between. If you get the settings right, you can design a job in which a talented individual can successfully execute on your company's strategy. If you get the settings wrong, it will be difficult for an employee to be effective. The first step is to set the span of control to reflect the resources allocated to each position and unit that plays an important role in delivering customer value. This setting, like the others, is determined by how the business creates value for customers and differentiates its products and services. Next, you can dial in different levels of entrepreneurial behavior and creative tension by widening or narrowing spans of accountability and influence. Finally, you must adjust the span of support to ensure that the job or unit will get the informal help it needs. Subjects: NO SUBJECTS(KEYWORDS) Length: 12p List Price: $6.50 Year New: 2005 SMR220 Title: Designing Organizations That Are Built to Change Author(s): Worley, Christopher G.; Lawler, Edward E., III Publication Date: 10/01/2006 Product Type: SMR Article Abstract: Most large-scale change efforts fail to meet their expectations. A
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through the exchange of experiences and reflection among their representatives in a regional link structure--geographical subdivisions. It also seeks to accomplish projects that serve the shared needs of the participant CSOs through workgroup activities. Challenges include modeling a new institutional and governance shape for the network, avoiding shocks to the principles of shared responsibilities, controls, and decisions that originally led to its creation, along with the adoption of participative decision processes, and aiming to shun the centralization of power and the concentration of resources. Geographic Setting: Sao Paulo Event Year End: 2004 Subjects: NO SUBJECTS(KEYWORDS) Length: 22p Supplementary Materials: LACC Teaching Note, (SKP010), 8p, by Rosa Maria Fischer Year New: 2006 R0506G Title: Developing First-Level Leaders Author(s): Priestland, Andreas; Hanig, Robert Publication Date: 06/01/2005 Product Type: Harvard Business Review Article Abstract: Oil and energy corporation BP was well aware of the importance of its work group managers on the front lines. Their decisions, in aggregate, make an enormous difference in BP's turnover, costs, quality control, safety, innovation, and environmental performance. There were about 10,000 such supervisors, working in every part of the company-from solar plants in Spain, to drilling platforms in the North Sea, to marketing teams in Chicago. Some 70% to 80% of BP employees reported directly to these lower level managers. Yet, until recently, the corporation didn't have a comprehensive training program for them. For their part, the frontline managers felt disconnected; it was often hard for them to understand how their individual decisions contributed to the growth and reputation of BP as a whole. In this article, BP executive Andreas Priestland and Dialogos VP Robert Hanig describe how BP in the past five years has learned to connect with this population of managers. After one and a half years of design and development, there is now a companywide name--"first-level leaders"--and a comprehensive training program for this cohort. The authors describe the collaborative effort they led to create the program's four components: Supervisory Essentials, Context and
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appraisal, succession planning, and education are consistent), and assessment (evaluating how leadership education has improved business results). Approaches vary. The World Bank gives future leaders a stint in impoverished countries so they can do a better job of supporting the bank's goal of reducing poverty. At GE, the company's famed Six Sigma qualityimprovement program and creative ideas for expansion in emerging economies flowed from presentations made at leadership development events. In the best-practice organizations, the most senior people set an example of support for leadership development programs. Subjects: Human resources management; Leadership; Management development Length: 13p Year New: 2005 405016 Title: Developing Life Theme Labels Author(s): Clawson, James G.; Higgins, Monica Publication Date: 10/13/2004 Product Type: Note Abstract: Instructs students in developing their life themes, a vital component of the Self-Assessment and Career Development final paper. Teaching Purpose: To give students instruction while preparing their final paper for the Self-Assessment and Career Development course. A rewritten version of an earlier note. Subjects: Careers & career planning; Self evaluation Length: 3p Year New: 2004 2918BN Title: Developing Professional Networks Collection Publication Date: 11/21/2002 Product Type: Management Program Abstract: Is your personal network as strong as it should be? Personal networks can be powerful tools for managers, helping drive performance and build influence within organizations. This specially priced collection of products will help you enhance your ability to communicate and develop stronger, more effective personal networks to enhance your chances for success. The collection includes "Building Effective and Efficient Personal Networks" (CD-ROM), featuring a compelling lecture by Stanford Graduate School of Business Professor Joel Podolny, who offers concrete insights and advice on common networking mistakes, potential currencies to leverage, national and gender differences, and the ethics of exchange.
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generally acknowledge that effective leaders must possess a number of seemingly contradictory qualities and skill sets. However, say the authors, inadequate performance is usually defined as displaying a lack of those qualities and skills; the idea that performance problems can just as easily spring from taking a given behavior to an extreme has received far less attention. Therefore, those models miss the chance to identify imbalance, which in the authors' view is the most common impediment to developing effective leadership. The authors view versatility, the absence of imbalance, as the key to high performance levels. Versatile leaders are able to continually adjust their behavior, deftly applying the right approach or blend of approaches to the right degree for the circumstances at hand. The authors' research, comprising comprehensive assessments of scores of senior managers, indicates that most managers, when presented with two opposing approaches, such as forceful vs. enabling leadership, will lean strongly toward one and be biased against the other. Employing a 360-degree survey they designed to measure such imbalance, called the Leadership Versatility Index, the authors then demonstrate clearly that high performance levels are correlated with balance and versatility. The challenge for the versatile leader is, thus, to meet what F. Scott Fitzgerald called "the test of a first-rate intelligence": to hold two opposed ideas in the mind at the same time and still retain the ability to function. The authors conclude with a discussion of how leaders can begin to improve themselves and those they manage. They identify a number of root causes of imbalance and suggest ways to moderate these factors. Subjects: Human resources management; Leadership; Organizational structure; Performance effectiveness Length: 10p Year New: 2005 5184BC Title: Developing Your Career: And Theirs Author(s): School Press, Harvard Business Publication Date: 02/18/2004 Product Type: HBS Press Chapter Abstract: Career development is the process of assessing where you are in your work life, deciding where you want to be, and then making the changes necessary to get there. It's a process you can manage and an opportunity for you to lead by example. This chapter gives you practical ideas for managing
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Questionnaire, Multimedia Author(s): Higgins, Monica Publication Date: 07/28/2004 Product Type: Interactive Case Abstract: Solicits information about the network of people who provided career developmental assistance for respondents and presents information about the structure and diversity of the developmental network. May be used with: (404105) Developmental Network Questionnaire. Subjects: Careers & career planning; Mentors; Networks; Self evaluation Length: 2 hours List Price: $25.00 Supplementary Materials: Teaching Note, (405039), 22p, by Monica Higgins Year New: 2004 U0411A Title: Diagnose the Dysfunction--and Fix It Author(s): Johnson, Lauren Keller Publication Date: 11/01/2004 Product Type: Harvard Management Update Article Abstract: You've known about it for awhile. The company or unit you lead just isn't running as well as it once did. Whatever the symptoms, you know you've got to get things back on track soon. As companies--even units and divisions--evolve, they encounter predictable challenges related to growth and change. According to the experts, leaders can correct an underperforming company or unit, no matter how daunting the process may seem. How? These patterns of health and dysfunction are so recognizable that Booz Allen Hamilton consultants Gary Neilson, Bruce Pasternack, and Decio Mendes have come up with seven organizational types that allow people to understand and diagnose the varied forms of dysfunction that hamper companies. Subjects: Leadership; Management of change; Management of crises; Organizational problems Length: 4p List Price: $4.50 Year New: 2004 408011 Title: Differences at Work: Alex (A) Author(s): Sucher, Sandra J.; Gordon, Rachel Publication Date: 11/21/2007 Product Type: Case (Field) Abstract: At an interview for his dream job, Alex has been asked an inappropriate question by the interviewer. How will Alex handle the situation? Should he accept the position is offered? May be used with: (408044) Differences at Work: Ben (C); (408012) Differences at Work: Ben (A); (408043)
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Subjects: NO SUBJECTS(KEYWORDS) Length: 1p Supplementary Materials: Supplement (Field), (408055), 1p, by Sandra J. Sucher, Rachel Gordon; Supplement (Field), (408056), 1p, by Sandra J. Sucher, Rachel Gordon 408055 Title: Differences at Work: Allie (B) Author(s): Sucher, Sandra J.; Gordon, Rachel Publication Date: 11/26/2007 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (408037) Differences at Work: Allie (A); (408056) Differences at Work: Allie (C). May be used with: (408012) Differences at Work: Ben (A); (408011) Differences at Work: Alex (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (608068) Differences at Work: The Individual Experience; (408021) Differences at Work: Sam (A); (408054) Differences at Work: Sam (B); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (408045) Differences at Work: Will (B); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge. Subjects: NO SUBJECTS(KEYWORDS) Length: 1p 408056 Title: Differences at Work: Allie (C) Author(s): Sucher, Sandra J.; Gordon, Rachel Publication Date: 11/26/2007 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (408055) Differences at Work: Allie (B); (408037) Differences at Work: Allie (A). May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408021) Differences at Work: Sam (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408054) Differences at Work: Sam (B); (608068) Differences
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(A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (408037) Differences at Work: Allie (A); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge. Subjects: NO SUBJECTS(KEYWORDS) Length: 1p Year New: 2007 408014 Title: Differences at Work: Emily (A) Author(s): Sucher, Sandra J.; Gordon, Rachel Publication Date: 11/27/2007 Product Type: Case (Field) Abstract: Emily reads disturbing, sexually focused emails written about her by work colleagues and acquaintances after they all attended a work-related social event. Emily debates what she should do. May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408016) Differences at Work: Jason (A); (408017) Differences at Work: Jenny (A); (408019) Differences at Work: Martin (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408048) Differences at Work: Erica (B); (408049) Differences at Work: Jason (B); (408050) Differences at Work: Jenny (B); (408052) Differences at Work: Martin (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge. Industry Setting: Private equity Subjects: NO SUBJECTS(KEYWORDS) Length: 1p Supplementary Materials: Supplement (Field), (408046), 1p, by Sandra J. Sucher, Rachel Gordon; Supplement (Field), (408047), 1p, by Sandra J. Sucher, Rachel Gordon
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Author(s): Sucher, Sandra J.; Gordon, Rachel Publication Date: 11/26/2007 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (408015) Differences at Work: Erica (A). May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408019) Differences at Work: Martin (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408052) Differences at Work: Martin (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge. Subjects: NO SUBJECTS(KEYWORDS) Length: 1p Year New: 2007 408016 Title: Differences at Work: Jason (A) Author(s): Sucher, Sandra J.; Gordon, Rachel Publication Date: 11/27/2007 Product Type: Case (Field) Abstract: Jason is a member of his firm's recruiting team, which has a mandate to create a more diverse workforce. When the group decides to interview a candidate based on the candidate's race, Jason wonders whether they made the right decision and how, in general, diversity goals should be achieved. May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408048) Differences at Work: Erica (B); (408052) Differences at Work:
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at Work: Erica (B); (408049) Differences at Work: Jason (B); (408052) Differences at Work: Martin (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge. Subjects: NO SUBJECTS(KEYWORDS) Length: 1p Year New: 2007 408019 Title: Differences at Work: Martin (A) Author(s): Sucher, Sandra J.; Gordon, Rachel Publication Date: 11/26/2007 Product Type: Case (Field) Abstract: Martin, a gay man who was not out at his Italian firm, witnesses his division manager deliver a homophobic comment to his boss. He wonders what he should do. May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408013) Differences at Work: Will (A); (408015) Differences at Work: Erica (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408045) Differences at Work: Will (B); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge. Geographic Setting: Italy Industry Setting: Fashion industry Subjects: NO SUBJECTS(KEYWORDS) Length: 1p Supplementary Materials: Supplement (Field), (408052), 1p, by Sandra J. Sucher, Rachel Gordon Year New: 2007
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Revision Date: 12/20/2007 Product Type: Note Abstract: An abstract is not available for this product. May be used with: (408012) Differences at Work: Ben (A); (408011) Differences at Work: Alex (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408021) Differences at Work: Sam (A); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (408013) Differences at Work: Will (A); (408045) Differences at Work: Will (B); (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B); (408017) Differences at Work: Jenny (A); (408050) Differences at Work: Jenny (B); (408014) Differences at Work: Emily (A); (408046) Differences at Work: Emily (B); (408047) Differences at Work: Emily (C); (408037) Differences at Work: Allie (A); (609056) Note on Human Behavior: Differences at Work: The Leadership Challenge. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p Year New: 2007 408013 Title: Differences at Work: Will (A) Author(s): Sucher, Sandra J.; Gordon, Rachel Publication Date: 11/26/2007 Revision Date: 10/02/2008 Product Type: Case (Field) Abstract: A colleague makes a stereotypical remark about gays that Will, an out gay man, knows to be wrong. He struggles with how to correct the senior colleague. May be used with: (408011) Differences at Work: Alex (A); (408012) Differences at Work: Ben (A); (408021) Differences at Work: Sam (A); (408037) Differences at Work: Allie (A); (408042) Differences at Work: Alex (B); (408043) Differences at Work: Ben (B); (408044) Differences at Work: Ben (C); (408054) Differences at Work: Sam (B); (408055) Differences at Work: Allie (B); (408056) Differences at Work: Allie (C); (608068) Differences at Work: The Individual Experience; (408015) Differences at Work: Erica (A); (408019) Differences at Work: Martin (A); (408052) Differences at Work: Martin (B); (408048) Differences at Work: Erica (B); (408016) Differences at Work: Jason (A); (408049) Differences at Work: Jason (B);
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by its employees (including the founder) to ownership by a private equity firm, Hellman & Friedman, to public ownership. Teaching Purpose: To consider changes in board membership, board duties, and board responsibilities. A rewritten version of an earlier case. Geographic Setting: Boston, MA Number of Employees: 1,800 Subjects: Board of directors; Corporate governance; IPO Length: 22p Supplementary Materials: Supplement (Field), (405025), 6p, by Jay W. Lorsch, Ashley C. Robertson Year New: 2004 405025 Title: Digitas (B) Author(s): Lorsch, Jay W.; Robertson, Ashley C. Publication Date: 07/27/2004 Revision Date: 04/07/2005 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (405023) Digitas (A). Subjects: Board of directors; Corporate governance; IPO Length: 6p Year New: 2004 C9907A Title: Dilbert Does Training Author(s): Bierck, Richard Publication Date: 07/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: Steve Cohen is the cofounder of Cohen/Gebler Associates, a Bostonbased business communicatons and learning firm that uses the Dilbert comic strip characters to help corporate clients train employees in ethics, decision making, and quality control. In an interview with writer Richard Bierck, Cohen explains how his firm uses Dilbert to train employees. Subjects: Communication; Decision making; Employee development; Employee training; Ethics; Learning; Management communication Length: 4p List Price: $4.50 7119BC Title: The Dimensions of Change: Examining the Different Types and Approaches Author(s): School Press, Harvard Business Publication Date: 12/04/2002 Product Type: HBS Press Chapter Abstract: Understanding the types of change programs and approaches that organizations use is critical to managing a change initiative effectively. This chapter provides an overview of the different approaches and their effects on
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R0507P Title: The Discipline of Teams (HBR Classic) Author(s): Katzenbach, Jon R.; Smith, Douglas K. Publication Date: 07/01/2005 Product Type: Harvard Business Review Article Abstract: Groups don't become teams just because that is what someone calls them. Nor do teamwork values alone ensure team performance. So what is a team? How can managers know when the team option makes sense, and what can they do to ensure team success? In this groundbreaking March 1993 article, authors Jon Katzenbach and Douglas Smith answer these questions and outline the discipline that defines a real team. The essence of a team is shared commitment. Without it, groups perform as individuals; with it, they become a powerful unit of collective performance. The best teams invest a tremendous amount of time shaping a purpose that they can own. They also translate their purpose into specific performance goals. And members of successful teams pitch in and become accountable with and to their teammates. The fundamental distinction between teams and other forms of working groups turns on performance. A working group relies on the individual contributions of its members for collective performance. But a team strives for something greater than its members could achieve individually: An effective team is always worth more than the sum of its parts. The authors identify three kinds of teams: those that recommend things-task forces or project groups; those that make or do things--manufacturing, operations, or marketing groups; and those that run things--groups that oversee some significant functional activity. For managers, the key is knowing where in the organization these teams should be encouraged. Managers who can foster team development in the right place at the right time prime their organizations for top performance. May be used with: (402042) Chapter Enrichment Program Teams at the American Red Cross (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 9p Year New: 2005 4428 Title: The Discipline of Teams (HBR OnPoint Enhanced Edition) Author(s): Katzenbach, Jon R.; Smith, Douglas K. Publication Date: 07/01/2000
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Douglas K. Publication Date: 09/26/1994 Product Type: Case Video, DVD Abstract: Part of a series on the Discipline of Teams. The series examines successful high-performance teams in best-practice product and service companies and shows how traditionally structured organizations can use teams. At The Tallahassee Democrat, a project team turned around an ailing ad division, inspiring the use of teams throughout the organization. May be used with: (R0507P) The Discipline of Teams (HBR Classic). Industry Setting: Newspaper Subjects: NO SUBJECTS(KEYWORDS) Length: 12 min Year New: 2006 6761 Title: The Discipline of Teams: The Ritz-Carlton, Tysons Corner, Video (DVD) Author(s): Katzenbach, Jon R.; Smith, Douglas K. Publication Date: 09/16/1994 Product Type: Case Video, DVD Abstract: Part of a series on the Discipline of Teams. The series examines successful high-performance teams in best-practice product and service companies and shows how traditionally structured organizations can use teams. At The Ritz-Carlton, employees salvaged and successfully redirected a hastily implemented teams pilot. May be used with: (R0507P) The Discipline of Teams (HBR Classic). Industry Setting: Hotel industry Subjects: NO SUBJECTS(KEYWORDS) Length: 11 min Year New: 2006 4643BC Title: The Disciplined Mind: Harnessing Its Power for Success Author(s): Gardner, Howard Publication Date: 04/03/2007 Product Type: HBS Press Chapter Abstract: This chapter shows how the disciplined mind, with its well-informed and distinct way of viewing the world, is poised for professional success. Subjects: NO SUBJECTS(KEYWORDS) Length: 27p List Price: $6.95 Year New: 2007 R0702H Title: Discovering Your Authentic Leadership Author(s): George, Bill; Sims, Peter; McLean, Andrew N.; Mayer, Diana Publication Date: 02/01/2007
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of us, whether we admit it or not, are susceptible to flattery and admiration. In this article by executive coach Marshall Goldsmith, you'll see what the world's most successful sycophant--the family dog--can teach us about why we respond so positively to kissing-up behavior and how we can resist the tendency to play favorites with our own direct reports. Subjects: NO SUBJECTS(KEYWORDS) Length: 1p List Price: $4.50 U0806A Title: Do Your Stars See a Reason to Stay? Author(s): Field, Anne; Gordon, Ken Publication Date: 05/23/2008 Product Type: Harvard Management Update Article Abstract: Career development communication is crucial to retaining talent, and recruiters have this fact in mind when they try to woo your top people. High-performing employees need to know that development opportunities exist within their organizations and that their managers will work with them to make the most of those opportunities. Yet many managers give career development short shrift in their discussions with their high performers. This article features concrete advice from talent-management and retention experts on how to make career development conversations less difficult and more effective--for you and for your employees. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 802137 Title: Doer's Profile Donald John Trump (1946 - ) Author(s): Stevenson, Howard H.; Nash, Laura L. Publication Date: 12/12/2001 Revision Date: 03/25/2002 Product Type: Case (Compilation) Abstract: Designed to facilitate a discussion of the nature of enduring success. Includes both biographical data and excerpts from autobiographical material. Industry Setting: Real estate Event Year Start: 1945 Subjects: Careers & career planning; Entrepreneurship; Leadership; Real estate Length: 8p Supplementary Materials: Teaching Note, (808140), 8p, by Howard Stevenson, Shirley M. Spence
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C0102C Title: Doing Business in Hong Kong Publication Date: 02/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Hong Kong is a fascinating blend of high-tech modernism and ancient beliefs. Here, we present some things you should know about Hong Kong and the Chinese before you go. Geographic Setting: China Subjects: China; Communication; Cross cultural relations Length: 2p List Price: $4.50 C0002D Title: Doing Business in Japan Author(s): Goodman, Robert Publication Date: 02/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Traveling to Japan on business? This article tells you what to expect from your Japanese counterparts and offers tips on avoiding embarrassing cultural blunders. Includes a box entitled "Cultural Interpretation Tips." Geographic Setting: Japan Subjects: Cross cultural relations; Japan; Management communication Length: 2p List Price: $4.50 490014 Title: Don Burr Author(s): Zuboff, Shoshana; Delong, David Publication Date: 09/12/1989 Revision Date: 08/13/1990 Product Type: Case (Field) Abstract: Traces the career development of People Express founder Don Burr. Shows how an individual's evolving set of needs and values influences career choices and how each successive working environment meets these needs or spurs the individual to move on. Concludes as Burr is faced with the difficult choice of what he is going to do after the sale of People Express. Subjects: Airlines; Careers & career planning Length: 22p Supplementary Materials: Teaching Note, (490065), 6p, by Shoshana Zuboff 408094 Title: Don Jenkins: Resigning from the Firm Author(s): Groysberg, Boris; Marietta, Geoff E.; Manchel, Steven Publication Date: 12/07/2007 Revision Date: 02/12/2009
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true leadership. Fifth, boards should accept that real leaders will more than likely overturn the status quo. Sixth, boards need to know that insider heirs usually aren't apparent, and finally, boards should always avoid making a hasty decision. Hiring the right CEO is a slow process at best. Ultimately, the surest way for boards to pick the right CEO is to cultivate and nurture talent in the making. Subjects: Interpersonal behavior; Leadership; Personnel selection; Power & influence; Succession planning Length: 6p 8938 Title: Don't Hire the Wrong CEO (HBR OnPoint Enhanced Edition) Author(s): Bennis, Warren G.; O'Toole, James Publication Date: 02/01/2002 Product Type: HBR OnPoint Article Abstract: A disturbing trend is going on in corporate America--CEO churning. Top executives are rapidly coming and going, keeping their jobs for increasingly shorter periods of time. The reason? Most boards are so unclear about the definition of leadership, they are picking the wrong people. CEO churning needn't occur, say leadership experts Warren Bennis and James O'Toole. Boards can reverse the trend by following several guidelines. First, boards must come to a shared, accurate definition of leadership. Leaders must be able to move human hearts--to challenge people and make them want to scale steep peaks. Second, boards should strengthen the CEO selection process by resolving strategic and political conflicts amongst themselves. An agreed-upon strategic direction will make choosing the CEO with the right vision for the company that much easier and can clarify the job for the new CEO. Third, the board needs to measure every CEO candidate's soft qualities. Economic measures are important, but integrity, the ability to provide meaning, and the talent for creating other leaders are critical. Fourth, boards should beware of candidates who act like CEOs. Charisma and glossy pitches can be enticing, but they're rarely the stuff of true leadership. Fifth, boards should accept that real leaders will more than likely overturn the status quo. Sixth, boards need to know that insider heirs usually aren't apparent. Finally, boards should always avoid making a hasty decision. Hiring the right CEO is a slow process at best. Ultimately, the surest way for boards to pick the right CEO is to cultivate and nurture talent in the making. Subjects: Interpersonal behavior; Leadership; Personnel selection; Power
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complexity--a capability that intuition will never match. Subjects: Decision analysis; Decision making; Decision theory Length: 10p NEW 3604 Title: Don't Trust Your Gut (HBR OnPoint Enhanced Edition) Author(s): Bonabeau, Eric Publication Date: 05/01/2003 Product Type: HBR OnPoint Article Abstract: Making high-stakes business decisions has always been hard. But in recent decades, it's become tougher than ever. The choices facing managers and the data requiring analysis have multiplied even as the time for analyzing them has shrunk. One simple decisionmaking tool, human intuition, seems to offer a reliable alternative to painstaking fact gathering and analysis. Encouraged by scientific research on intuition, top managers feel increasingly confident that, when faced with complicated choices, they can just trust their gut. The trust in intuition is understandable. But it's also dangerous. Intuition has its place in decision making--you should not ignore your instincts any more than you should ignore your conscience--but anyone who thinks that intuition is a substitute for reason is indulging in a romantic delusion. Detached from rigorous analysis, intuition is a fickle and undependable guide. And although some have argued that intuition becomes more valuable in highly complex and changeable environments, the opposite is actually true. The more options you have to evaluate, the more data you have to weigh, and the more unprecedented the challenges you face, the less you should rely on instinct and the more on reason and analysis. So how do you analyze more in less time? The answer may lie in technology. Powerful new decision-support tools can help executives quickly sort through vast numbers of alternatives and pick the best ones. When combined with the experience, insight, and analytical skills of a good management team, these tools offer companies a way to make consistently sound and rational choices even in the face of bewildering complexity--a capability that intuition will never match. Subjects: Decision analysis; Decision making; Decision theory Length: 10p List Price: $6.50 NEW 399X Title: Don't Underrate Your Middle Managers (HBR Article Collection)
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Computer, Inc. (A). Industry Setting: Computer industry Subjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influence Length: 3p Supplementary Materials: Teaching Note, (491055), 8p, by Todd D. Jick; Case Video, (887521), 18 min, by Todd D. Jick, Mary Gentile BESTSELLER 486085 Title: Donna Dubinsky and Apple Computer, Inc. (C) Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 02/21/1986 Revision Date: 06/24/1988 Product Type: Supplement (Field) Abstract: Dubinsky and her boss' boss reflect on what was learned through this difficult chapter in Apple's history. May be used with Donna Dubinsky and Apple Computer, Inc. (A), (B), (D) and (E). Must be used with: (486083) Donna Dubinsky and Apple Computer, Inc. (A). Industry Setting: Computer industry Subjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influence Length: 1p Supplementary Materials: Teaching Note, (491055), 8p, by Todd D. Jick; Case Video, (887521), 18 min, by Todd D. Jick, Mary Gentile 487077 Title: Donna Dubinsky and Apple Computer, Inc. (D) Author(s): Jick, Todd D.; Gentile, Mary Publication Date: 03/27/1987 Revision Date: 06/24/1988 Product Type: Supplement (Field) Abstract: Accompanies Donna Dubinsky (A), (B), (C), and (E) but offers a unique additional perspective, that of the "antagonist" in this case, Debi Coleman. Coleman, vice president of manufacturing at Apple, offers her observations on the distribution conflict at Apple and her concerns about the Macintosh Division. Must be used with: (486083) Donna Dubinsky and Apple Computer, Inc. (A). Industry Setting: Computer industry Subjects: Computer industry; Conflict; Distribution planning; Management of change; Managing superiors; Power & influence Length: 2p Supplementary Materials: Case Video, (887521), 18 min, by Todd D. Jick, Mary Gentile 486087 Title: Donna Dubinsky and Apple
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organizations, cities, and schools. PCA and Thompson had developed a new coaching model--called The Double-Goal Coach--built around several principles such as redefining "winner." Vocabulary was a part of Thompson's belief in the concept of "sticky messages"--phrases and memory aids that stick to people's minds long enough to change their behavior. They wondered how to solve the biggest problem--how to update the outdated and passive term "sportsmanship"--which now meant players had simply not done anything wrong. PCA and Thompson felt that youth sports needed a new, relevant, and powerful vocabulary that went beyond "sportsmanship." Industry Setting: Sports industry Subjects: NO SUBJECTS(KEYWORDS) Length: 7p Supplementary Materials: Supplement (Field), (SM140B), 3p, by Chip Heath, Victoria Chang; Supplement (Field), (SM140C), 2p, by Chip Heath, Victoria Chang Year New: 2006 SM140B Title: The Double-Goal Coach (B): "Honoring the Game" Author(s): Heath, Chip; Chang, Victoria Publication Date: 04/25/2005 Product Type: Supplement (Field) Publisher: Stanford University Abstract: An abstract is not available for this product. Must be used with: (SM140A) The Double-Goal Coach (A): Beyond "Sportsmanship". Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2006 SM140C Title: The Double-Goal Coach (C): Spreading the Message Author(s): Heath, Chip; Chang, Victoria Publication Date: 04/25/2005 Product Type: Supplement (Field) Publisher: Stanford University Abstract: An abstract is not available for this product. Must be used with: (SM140A) The Double-Goal Coach (A): Beyond "Sportsmanship". Subjects: NO SUBJECTS(KEYWORDS) Length: 2p Year New: 2006 OB42A Title: Dr. Laura Esserman (A) Author(s): Pfeffer, Jeffrey; Chang, Victoria Publication Date: 09/30/2003 Product Type: Case (Field) Publisher: Stanford University
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Burnham Lambert declared bankruptcy amid a slew of scandals. Equities chief Arthur Kirsch hoped to keep his highperforming 600-person team intact. Could he find a company that would take on such a massive group hire? Competitors were already moving in to poach his stars, but Kirsch was reluctant to see the group disintegrate. Could he keep a sufficient core intact while enticing a corporate suitor to make an offer? How could he maintain high morale and good communication within his group while he negotiated? What kind of company would want Kirsch's group? What kind of company would be the best fit culturally? What was the group's collective market value in the prevailing business climate and in the aftermath of Drexel's collapse? And if Kirsch could pull off such a deal, would the group follow him? Geographic Setting: United Kingdom; United States Industry Setting: Investment banking Number of Employees: 600 Gross Revenues: $100 million revenues Subjects: NO SUBJECTS(KEYWORDS) Length: 22p Supplementary Materials: Supplement (Field), (406055), 1p, by Boris Groysberg, Robin Abrahams; Supplement (Field), (406056), 1p, by Boris Groysberg, Robin Abrahams; Supplement (Field), (406057), 8p, by Boris Groysberg; Teaching Note, (407077), 31p, by Boris Groysberg, Robin Abrahams Year New: 2006 OB53A Title: Dreyer's Grand Ice Cream (Abridged) Author(s): Carroll, Glenn; Chatman, Jennifer; Chang, Victoria Publication Date: 12/07/2005 Product Type: Case (Field) Publisher: Stanford University Abstract: In June 1998, the senior management team at Dreyer's Grand Ice Cream was figuring out how to address the most challenging problems ever facing the company. Problems were wide ranging, including aggressive discounting by competitors, waning demand of Dreyer's high-margin BetterFor-You products, and Ben & Jerry's severing its distribution contract. Dreyer's management had put considerable time and effort into crafting the company culture and counted it as one of Dreyer's strengths. Realizing that a financial restructuring was mandatory, the management team had to decide on the best way to make difficult changes and whether to continue adhering to the
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how. Subjects: NO SUBJECTS(KEYWORDS) Length: 2p List Price: $9.50 Year New: 2006
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C9911E Title: Drucker on Communication Author(s): Von Hoffman, Constantine Publication Date: 11/01/1999 Product Type: Harvard Management Communication Letter Article Abstract: "The communications gap within institutions and between groups in society has been widening steadily--to the point where it threatens to become an unbridgeable gulf of total misunderstanding." So says management guru Peter Drucker. Fortunately, Drucker has provided us with five rules of communication that can help us span the gulf. Subjects: Business & society; Communication Length: 2p List Price: $4.50 407025 Title: Duane Morris: Balancing Growth and Culture at a Law Firm Author(s): Groysberg, Boris; Abrahams, Robin Publication Date: 08/07/2006 Revision Date: 09/22/2008 Product Type: Case (Field) Abstract: After nearly 100 years as a mid-size regional law firm, Duane Morris entered a period of spectacular growth led by CEO Sheldon Bonovitz. Originally founded by Quakers, the firm had a distinct organizational culture featuring a number of unique or unusual business practices: a transparent and flexible compensation system, practice-group integration across multiple offices, ancillary businesses, early adoption of financial reporting software, and consensus-based decision making. The firm was proud of its corporate culture and sought to maintain it as it grew, bringing in only people who would fit the culture, in small groups. In 2005, the firm completed its first merger, taking over a 64-person San Francisco firm. Growth was necessary to remain competitive, but could Duane Morris maintain its unique culture while bringing on large numbers of new attorneys? Geographic Setting: United Kingdom; United States Industry Setting: Legal services Number of Employees: 800 Gross Revenues: $250 million revenues Event Year End: 2005 Subjects: NO SUBJECTS(KEYWORDS)
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391011 Title: Effective Business Presentations Author(s): Hofmann, Therese M.; Womack, Deanne F.; Shubert, J. Janelle Publication Date: 07/09/1990 Product Type: Note Abstract: Effective presentations do not just happen, they are the result of careful planning and practice. The more appropriate to audience, situation, and topic your planning and delivery, the more likely it is that you will achieve your communication goal. An active, involved audience is one of the speaker's greatest assets. Subjects: Communication; Communication strategy; Management communication Length: 5p C0204A Title: Effective Leadership Communications: It's More Than Talk Author(s): Baldoni, John Publication Date: 04/01/2002 Product Type: Harvard Management Communication Letter Article Abstract: The words a leader speaks are important, of course. But how they're delivered can make all the difference, especially in tough times. After examining the impact leadership communications can have on a company in good times and bad, this article offers a how-to guide to initiating effective leadership communications in your organization. Accompanying the article is a sidebar, "How the British Bulldog Made Himself Heard," which details the speechmaking tactics that made Winston Churchill one of the greatest leaders and communicators of the 20th century. Subjects: Leadership; Management communication; Management of change; Management of crises; Managerial behavior Length: 3p List Price: $4.50 C0103A Title: The Effective Meeting: A Checklist for Success Author(s): Morgan, Nick Publication Date: 03/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: Meetings have become a popular target of corporate jokes, too often viewed simply as napping opportunities. But "productive meeting" doesn't have to be an oxymoron. Following this checklist can help you make sure that your meetings generate accolades and useful output--instead of yawns and muttered curses. Includes a
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a 90-degree turn. But speed counts: Today, results cannot happen on a leisurely schedule, and momentum is crucial if a change initiative is to stick. Executives at Petrobras, Brazil's giant, state-owned oil and gas company, knew they needed a radical approach if they were to launch their Balanced Scorecard within their desired year-and-a-quarter time frame. At the outset, they turned to four technology tools--the BSC Online Design Center, a virtual meeting space, BSC software, and a "war room"--to build and implement their ambitious BSC program. Read about how they did it. Geographic Setting: South America Subjects: Balanced scorecard; Organizational change; South America; Strategy implementation; Technology Length: 3p List Price: $9.50 Year New: 2004 604046 Title: The Electric Maze Exercise Author(s): Edmondson, Amy C.; Rodriguez-Farrar, Hanna Publication Date: 10/08/2003 Revision Date: 01/14/2004 Product Type: Exercise Abstract: This team-based exercise uses an educational tool called "The Electric Maze," developed by Interel Corp., to teach insights about the social and psychological challenges facing employees who must engage in collaborative learning. The tool is a gridpatterned rug with 54 squares implanted with electronic programmable sensors that beep when pressure is applied. The instructor programs the maze in advance to create a pathway of nonbeeping contiguous squares from one side to the other. Because students have no information about how to traverse the maze correctly, experimentation--a systematic iterative process of trial and failure--is needed to develop a solution. Provides instructions for students participating in the exercise and should be distributed only at the beginning of the simulation. Subjects: Leadership; Learning; Management of change; Organizational behavior; Organizational learning Length: 2p Supplementary Materials: Teaching Note, (604020), 14p, by Amy C. Edmondson, Hanna Rodriguez-Farrar Year New: 2004 494002 Title: Elizabeth Fisher (A) Author(s): Thomas, David A.; Woog, Debra A. Publication Date: 11/05/1993 Revision Date: 12/07/2004 Product Type: Case (Field)
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F0209B Title: The Emancipated Organization: A Conversation with Kim Campbell Author(s): Campbell, Kim; Morse, Gardiner Publication Date: 09/01/2002 Product Type: Harvard Business Review Article Abstract: Women tend to be less enthusiastic than men about hierarchies, says Kim Campbell, Canada's first female prime minister and minister of national defense, and that can be good for business. When women join leadership teams, hierarchies become less rigid and can lose their power to protect bad leaders. Geographic Setting: Canada Subjects: Canada; Interviews; Leadership; Organizational management; Organizational structure; Teams Length: 2p B0703B Title: Emerging Best Practices of Hall of Fame Winners: Key Trends from 2004 to 2006 Author(s): Chow, Linda H. Publication Date: 03/15/2007 Product Type: Balanced Scorecard Report Article Abstract: "How'd they do it?" Besides honoring top-performing organizations, the BSC Hall of Fame for Executing Strategy TM program is intended to answer this burning question through our ongoing research of winners' best practices. BSC Hall of Fame Program Manager Linda Chow offers a glimpse of best practice trends and thinking from the 2004 through 2006 Hall of Fame winners--the 47 organizations inducted to the Hall of Fame since the StrategyFocused Organization best practices model was introduced in 2004. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $9.50 Year New: 2007 F0805K Title: Emerging Graphic Tool Gets People Talking Author(s): Wattenberg, Mark; Viegas, Fernanda B. Publication Date: 05/01/2008 Product Type: Harvard Business Review Article Abstract: Research by IBM's Visual Communication Lab shows that the sophisticated graphing of data generates impassioned conversations and collaboration. Executives seeking to engage employees in solving company
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Author(s): Lincoln, James R. Publication Date: 10/01/1989 Product Type: CMR Article Publisher: California Management Review Abstract: Provides a broad overview of findings from a survey of 106 Japanese and U.S. factories and 8,302 of their employees. Its focus is on how work attitudes and motivation differ between Japanese and U.S. employees and whether management practice and organizational design can account for those differences. Concludes that practices such as quality circles, the ringi system, centralized authority combined with de facto participation, employee services, seniority compensation, and enterprise unions do, in fact, help to explain the "commitment gap" that divides the Japanese from the U.S. manufacturing workforce. When these and similar practices appear in U.S. factories, similar positive changes in employee work attitudes result. Geographic Setting: Japan Subjects: Employee attitude; Japan; Motivation; Polls & surveys; Work force management Length: 18p F0706E Title: Employees Get an Earful Author(s): Gronstedt, Anders Publication Date: 06/01/2007 Product Type: Harvard Business Review Article Abstract: Portable media players are helping employees make productive use of their downtime, as businesses learn how to train people via pod cast. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p Year New: 2007 7536BC Title: Enable Action: Removing Barriers to Implementing Change Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter Abstract: Once you've given employees a reason to change, you must provide them with the means to make change happen. The purpose of this step in the change process is to enable a broad base of people to take action by removing as many barriers to the implementation of the change vision as possible. This chapter provides practical advice and assessment tools for removing the barriers that block action and encouraging people to take risks and be innovative. Subjects: NO SUBJECTS(KEYWORDS) Length: 26p
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8851 Title: Ending the CEO Succession Crisis (HBR OnPoint Enhanced Edition) Author(s): Charan, Ram Publication Date: 02/01/2005 Product Type: HBR OnPoint Article Abstract: Many companies have no meaningful CEO succession plans, and few of the ones that do are happy with them. The problems extend to every aspect of CEO succession: internal development programs, board supervision, and outside recruitment. While many organizations do a decent job of nurturing middle managers, few have set up the comprehensive programs needed to find the half-dozen true CEO candidates out of the thousands of leaders in their midst. Even more damaging is the failure of boards to devote enough attention to succession. Search committee members often have no experience hiring CEOs; lacking guidance, they supply either the narrowest or the most general of requirements and then fail to vet either the candidates or the recruiters. The result is that too often new CEOs are plucked from the well-worn Rolodexes of a remarkably small number of recruiters. These candidates may be strong in charisma but may lack critical skills or otherwise be a bad fit with the company. The resulting high turnover is particularly damaging, since outside CEOs often bring in their own teams, can cause the company to lose focus, and are especially costly to be rid of. Drawing on over 35 years of experience with CEO succession, the author explains how companies can create a deep pool of internal candidates, how boards can consistently align strategy and leadership development, and how directors can get their money's worth from recruiters. Choosing a CEO should be not one decision but an amalgam of thousands of decisions made by many people every day over years. Subjects: Board of directors; Corporate governance; Decision making; Executives; Leadership; Managerial selection; Succession planning Length: 13p List Price: $6.50 Year New: 2005 R0302G Title: The Enemies of Trust Author(s): Galford, Robert; Drapeau, Anne Seibold Publication Date: 02/01/2003 Product Type: Harvard Business Review Article Abstract: Researchers have established
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Product Type: CMR Article Publisher: California Management Review Abstract: While traditional approaches to maximizing employee creativity have focused on hiring creative people, more recent perspectives suggest that employees' work environments influence the creativity of their contributions. This article discusses the benefits of integrating these approaches. To ensure the most creative work from employees, managers need to assess the creative potential of each person and then place those with high potential into work contexts that stimulate and nurture it. When firms place people with high creative potential in contexts that offer complex job assignments, supportive and non-controlling supervision, and competitive co-workers, they reap the benefits of maximum employee creativity. Subjects: Creativity; Human resources management; Personnel management; Personnel selection Length: 17p 7263BC Title: Enhancing Creativity: Enriching the Organization and Workplace Author(s): School Press, Harvard Business Publication Date: 06/18/2003 Product Type: HBS Press Chapter Abstract: Crafting teams of creative people is an essential first step toward enhancing creativity. Equally important is making the workplace conducive to creative thinking and providing support to those with innovative thoughts. This chapter offers a checklist of organizational characteristics that support creativity and innovation. May be used with: (7195BC) Types of Innovation: Several Types on Many Fronts; (7201BC) The S-Curve: A Concept and Its Lessons; (7218BC) Idea Generation: Opening the Genie's Bottle; (7225BC) Recognizing Opportunities: Don't Let the Good Ones Slip By; (7232BC) Moving Innovation to Market: Will It Fly?; (7256BC) Creativity and Creative Groups: Two Keys to Innovation; (7270BC) What Leaders Must Do: Making a Difference. Subjects: NO SUBJECTS(KEYWORDS) Length: 27p List Price: $6.95 Year New: 2006 U9702D Title: Enlisting Hearts and Minds Author(s): Gary, Loren Publication Date: 02/01/1997 Product Type: Harvard Management Update Article
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Team That Wasn't (HBR Case Study and Commentary). Subjects: Electronic commerce; HBR Case Discussions; Organizational change; Venture capital Length: 7p R00413 Title: Entrepreneurs vs. Executives at Socaba.com (HBR Case Study) Author(s): Maruca, Regina Fazio Publication Date: 07/01/2000 Product Type: Harvard Business Review Article Abstract: It's been four years since Dave Souza, Joe Castle, and Ryan Bahar started Socaba.com--an ebusiness that sells office supplies and services. Six months ago, acting on the advice of their VC, the young founders hired three seasoned managers to help bring the business to the next level. The new executives appeared to complete the Socaba management team. But even as early as the welcome lunch for the three, a rift between the insiders and outsiders developed. Just minutes after the party, the founders were seen drifting into Dave's office to assess the three newcomers. Such exclusionary meetings have continued on both sides, further aggravating the situation. To complicate matters, one of the company's main competitors wants to partner with Socaba, and there's controversy about whether to enter into the deal. Socaba.com is at a crossroads--the company is in position to grow, but internal conflicts could hold it back. May be used with: (R00414) Entrepreneurs vs. Executives at Socaba.com (Commentary for HBR Case Study). Subjects: NO SUBJECTS(KEYWORDS) Length: 7p Year New: 2005 B0203E Title: Equifax's Dynamic Duo Author(s): Koch, Janice Publication Date: 03/15/2002 Product Type: Balanced Scorecard Report Article Abstract: Change agents, either senior executives with decision-making authority or their trusted deputies, help mobilize their organizations to launch a change effort and sustain support throughout the entire process. BSR profiles an unusual pair of change agents: Equifax EVP Bill Catucci and his executive assistant, Ann Drake. Together, they won over executives and rank-and-file employees alike to achieve a rapid-fire rollout, global adoption, and high corporate performance. Subjects: Balanced scorecard; Corporate strategy; Leadership;
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subsequent day's meeting with the president and vice president of operations of the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised version of an earlier case. Must be used with: (494005) Erik Peterson (A). Industry Setting: Communications industry; Entertainment industry Subjects: Communications industry; Entertainment industry; Interpersonal relations; Leadership; Organizational behavior; Organizational design; Subsidiaries; Superior & subordinate Length: 3p Supplementary Materials: Teaching Note, (496046), 10p, by John J. Gabarro, Judith Maas 494008 Title: Erik Peterson (D) Author(s): Gabarro, John J. Publication Date: 10/29/1993 Revision Date: 12/18/1998 Product Type: Supplement (Field) Abstract: Implicitly raises the question of what Peterson should do to extricate himself from his difficulties. Should he consider resignation, go directly to the company's president to seek relief, or clarify the situation within the company? A redisguised version of an earlier case. Must be used with: (494005) Erik Peterson (A). Industry Setting: Communications industry; Entertainment industry Subjects: Communications industry; Entertainment industry; Interpersonal relations; Leadership; Organizational behavior; Organizational design; Subsidiaries; Superior & subordinate Length: 3p Supplementary Materials: Teaching Note, (496046), 10p, by John J. Gabarro, Judith Maas 9-408-S13 Title: Erik Peterson (E), Spanish Version Author(s): Gabarro, John J. Publication Date: 03/07/1994 Product Type: LACC Supplement Abstract: Presents the final outcome of the events. The William Jurgens case presents a description from the corporation president's point of view of the series of events (as reported in the Erik Peterson (A), (B), (C), and (D) cases). The Jurgens case can be assigned with Erik Peterson (E) to give a broader perspective on Olafson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised version of an earlier case. Industry Setting: Communications industry; Entertainment industry
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the skills of the messenger can make or break a company's reputation in the eyes of shareholders, employees, and the media. Filled with practices, principles, and case studies, this essential guide helps HR professionals hone their skills at delivering information, managing crises, responding to queries, and more. Today's HR professionals work side by side with senior executives to devise a strategy for their organizations and to marshal the talent and resources to implement it. That means going beyond the traditional HR domain and mastering the fundamentals of all aspects of business and management. Subjects: NO SUBJECTS(KEYWORDS) Length: 320p List Price: $39.95 Year New: 2006 5739 Title: The Essentials of Managing Change and Transition: Business Literacy for HR Professionals (Paperback) Author(s): School Press, Harvard Business Publication Date: 03/02/2005 Product Type: HBS Press Book Abstract: The Essentials of Managing Change and Transition provides an overview of the various approaches to change management, provides assessments and tools for preparing employees and the organization for a change initiative, and offers strategies for successfully managing the human and business aspects of the transformation as it rolls out. Today's HR professionals work side by side with senior executives to devise strategies for their organizations and to marshal the talent and resources to implement it. That means going beyond the traditional HR domain and mastering the fundamentals of all aspects of business and management. The Business Literacy for HR Professionals series, developed in partnership with the Society for Human Resource Management, helps HR professionals do exactly that. Covering essential areas such as negotiation, decision making, change management, finance, and more, these highly practical books help HR professionals in their goal to be true strategic partners who bring additional bottom-line value to their organizations. Subjects: Human resources management; Management of change; Managerial skills; Organizational change Length: 224p List Price: $39.95 Year New: 2005
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violations of the law, many academics and other corporate critics view the issues involving executive compensation more from an ethical than a legal perspective. Several dimensions of the executive compensation decision process offer significant opportunities for ethical choices. Identifies the major components of executive compensation and highlights decision points in the design and administration of each component where ethical issues may arise. Proposals to reduce the potential for ethical misconduct are also offered. Subjects: NO SUBJECTS(KEYWORDS) Length: 14p Year New: 2007 3515BN Title: The Ethical Leadership Collection Publication Date: 02/24/2003 Product Type: Management Program Abstract: What do you do when faced with challenging ethical dilemmas? Often, these problems trigger deeply personal, conflicting questions for managers. Navigating these decisions successfully requires careful planning, patience, and plenty of political savvy. This special collection offers pragmatic advice and real-world examples of successful managers to help you resolve issues of conflicting responsibility. It includes two CD-ROM programs, Defining Moments: A Framework for Moral Decisions and Leading Quietly from the Faculty Seminar Series. Both programs feature an engaging lecture by Harvard Business School Professor Joseph Badaracco, who presents practical guidelines to help you do "the right thing" while minimizing harm to your organization, your coworkers, and your own career. The presentations are supplemented with a set of detailed slides, a learning guide, and questions to help you apply the material to your own situation. You'll also receive a complimentary copy of Lead Softly--and Carry a Big Impact (HBR OnPoint Collection), which shows how modest everyday leaders, through a highly disciplined code of conduct, achieve and sustain extraordinary results. Save over 15% off the regular prices when you order this special collection. Subjects: Decision making; Ethics; Leadership; Management of change; Management styles; Organizational behavior; Personal strategy & style List Price: $225.00 R0703B Title: The Ethical Mind: A Conversation with Psychologist Howard Gardner Author(s): Fryer, Bronwyn; Gardner, Howard
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495036 Title: Eugene Kearney (A) Author(s): Gabarro, John J.; Burtis, Andrew Publication Date: 02/03/1995 Product Type: Case (Field) Abstract: Describes the events leading up to an actual performance appraisal interview--the views, opinions, and attitudes of the subordinates who are to be interviewed. A rewritten version of an earlier case. May be used with: (495034) Old Colony Associates; (495035) James Cranfield. Geographic Setting: United States Industry Setting: Food services Company Size: small Gross Revenues: $90 million revenues Subjects: Food; Interpersonal behavior; Performance appraisal; Services Length: 6p Supplementary Materials: Supplement (Field), (495040), 1p, by John J. Gabarro, Andrew Burtis; Case Video, (887512), 26 min, by Bart J. Van Dissel; Case Video, (400507), 20 min, by Linda A. Hill 495040 Title: Eugene Kearney (B) Author(s): Gabarro, John J.; Burtis, Andrew Publication Date: 02/03/1995 Product Type: Supplement (Field) Abstract: Supplements the (A) case. A rewritten version of an earlier supplement. Must be used with: (495036) Eugene Kearney (A). Industry Setting: Food industry Subjects: Food; Interpersonal behavior; Performance appraisal; Services Length: 1p Supplementary Materials: Case Video, (887512), 26 min, by Bart J. Van Dissel; Case Video, (400507), 20 min, by Linda A. Hill 402S09 Title: Eugene Kirby (A), Spanish Version Author(s): Beer, Michael; Clawson, James G. Publication Date: 07/31/2002 Product Type: LACC Case Abstract: Describes the events leading up to an actual performance appraisal interview--the views, opinions, and attitudes of the subordinates who are to be interviewed. Geographic Setting: United States Industry Setting: Food services Company Size: small Gross Revenues: $35 million revenues Subjects: Food; Interpersonal behavior; Performance appraisal; Services Length: 5p Supplementary Materials: LACC
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financial measures makes little sense. All the financial incentives in the world won't transform CEOs into better decision makers. And bad decisions can bring companies down. Boards have an obligation to shareholders to ensure that companies are led well, and the sooner they can spot problems with leaders' performance, the better. With that in mind, Kaufman encouraged Arrow Electronics, where he was CEO for 14 years, to adopt a formal process that obliged independent directors to talk to executives and observe operations firsthand. Directors considered CEO performance in five key areas: leadership, strategy, people management, operating metrics, and relationships with external constituencies. As a result, they picked up on problems Kaufman might not have noticed, provided counsel that made him a stronger leader--and avoided disasters along the way. Subjects: NO SUBJECTS(KEYWORDS) Length: 7p R0506H Title: Every Employee an Owner. Really. Author(s): Rosen, Corey; Case, John; Staubus, Martin Publication Date: 06/01/2005 Product Type: Harvard Business Review Article Abstract: Surveys indicate that when new rules on expensing stock options take effect, many companies are likely to limit the number of employees who can receive equity compensation. But companies that reserve equity for executives are bound to suffer in the long run. Study after study proves that broad-based ownership, when done right, leads to higher productivity, lower workforce turnover, better recruits, and bigger profits. "Done right" is the key. Here are the four most important factors in implementing a broad-based employee equity plan: A significant portion of the workforce--generally, most of the full-time people--must hold equity; employees must think the amounts they hold can significantly improve their financial prospects; managerial practices and policies must reinforce the plan; and employees must feel a true sense of company ownership. Those factors add up to an ownership culture in which employees' interests are aligned with the company's. The result is a workforce that is loyal, cooperative, and willing to go above and beyond to make the organization successful. A wide variety of companies have recorded exceptional business performance with the help of employee-ownership programs supported by management
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7659BC Title: Evil: Radovan Karadzic-Understanding This Type of Bad Leadership Author(s): Kellerman, Barbara Publication Date: 08/18/2004 Product Type: HBS Press Chapter Abstract: When leaders commit atrocities and still stay in power for years on end, their followers are anesthetized, inflamed, or terrorized--or they are in some way rewarded. A very powerful example is that of Radovan Karadzic, the leader responsible for ethnic cleansing in Bosnia. While he made the orders, many were only too eager to fall into line. Through his story, this chapter illustrates how this type of leadership wins the complicity of followers. Subjects: NO SUBJECTS(KEYWORDS) Length: 32p List Price: $6.95 SMR139 Title: The Evolution of the DesignInspired Enterprise Author(s): Lojacono, Gabriella; Zaccai, Gianfranco Publication Date: 04/01/2004 Product Type: SMR Article Abstract: Consumer-centered product design is an emerging best practice in many industries, particularly those characterized by practical products that hold no emotional appeal; in which competition is based on increasingly less profitable attempts to cut cost or improve performance; in which once distinctive products are becoming commoditized; or in which there is little room left for product innovation. Among the best practitioners, design is understood to be a core activity, conferring competitive advantage by bringing to light the emotional meaning products and services have, or could have, for consumers and extracting the high value of such emotional connections. The authors discuss how companies such as Master Lock, Procter & Gamble, BMW, and Cambridge SoundWorks have employed design research--including the use of multidisciplinary teams and a variety of ethnographic and psychophysiological techniques--to build organizationwide identification with the customers' needs and aspirations, keeping everyone's eyes on the same prize. Subjects: Consumer behavior; Innovation; Market analysis; Product design Length: 7p Year New: 2005
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Subjects: Leadership; Management communication; Management of change; Organizational change Length: 8p R0503G Title: Execution Without Excuses: The HBR Interview Author(s): Dell, Michael; Rollins, Kevin; Stewart, Thomas A.; O'Brien, Louise Publication Date: 03/01/2005 Product Type: Harvard Business Review Article Abstract: The success of Dell--it provides extraordinary rewards to shareholders, it can turn on a dime, and it has demonstrated impeccable timing in entering new markets--is based on more than its famous business model. High expectations and disciplined, consistent execution are embedded in the company's DNA. "We don't tolerate businesses that don't make money," founder Michael Dell tells HBR. "We used to hear all sorts of excuses for why a business didn't make money, but to us they all sounded like 'The dog ate my homework.' We just don't accept that." To double its revenues in a five-year period, the company had to adapt its execution-obsessed culture to new demands. In fact, Michael Dell and CEO Kevin Rollins realized they had a crisis on their hands. "We had a very visible group of employees who'd gotten rich from stock options," Rollins says. "You can't build a great company on employees who say, 'If you pay me enough, I'll stay.'" Dell and Rollins knew they had to reignite the spirit of the company. They implemented an employee survey, whose results led to the creation of the Winning Culture initiative, now a top operating priority at Dell. They also defined the Soul of Dell: Focus on the customer, be open and direct in communications, be a good global citizen, have fun in winning. It turned out to be a huge motivator. And they increased the focus on developing people within the company. "We've changed as individuals and as an organization," Rollins says. "We want the world to see not just a great financial record and operational performance but a great company. We want to have leaders that other companies covet. We want a culture that makes people stick around for reasons other than money." Subjects: Communication in organizations; Competitive advantage; Corporate culture; Decision making; Employee development; Leadership; Management development; Organizational behavior; Vision Length: 9p Year New: 2005
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109036 Title: Executive Pay and the Credit Crisis of 2008 Author(s): Brem, Lisa; Ferri, Fabrizio; Narayanan, V.G. Publication Date: 10/17/2008 Revision Date: 11/20/2008 Product Type: Case (Library) Abstract: The credit crisis of 2008 placed compensation practices at publicly traded firms in the United States under scrutiny. This case examines perceived excessive pay and severance packages at several firms implicated in the credit crisis of 2008, the executive compensation provisions in the Emergency Economic Stabilization Act, and discusses the implications for compensation committees at public companies. Industry Setting: Credit industry Event Year Start: 2008 Event Year End: 2008 Subjects: NO SUBJECTS(KEYWORDS) Length: 23p F0410D Title: Executive Psychopaths Author(s): Morse, Gardiner Publication Date: 10/01/2004 Product Type: Harvard Business Review Article Abstract: They're in your organization-and they're easy to mistake for high potentials. But psychologists Robert Hare and Paul Babiak are readying a test to flush them out. Subjects: Human resources management; Interpersonal behavior; Managerial selection; Performance appraisal Length: 1p Year New: 2004 OB33 Title: Executive Women at Link.Com Author(s): Martin, Joanne; Meyerson, Debra Publication Date: 09/01/1997 Revision Date: 07/18/2006 Product Type: Other Publisher: Stanford University Abstract: Consists of eight separate parts. These parts can be used separately, a few at a time, or all eight at once. Link.Com: A Silicon Valley Legend is a short introduction that provides a brief overview of the company. Link.Com is a large, multinational computer company, with a spectacular growth and profitability record. Organizational charts show the structure of the firm and the positions of the eight top-ranking women in the company (seven of whom contributed to this series of cases). This material can be used to introduce any of the seven
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other than their formal positional authority. Describes influence as exchange within these networks of mutually beneficial relationships. Also discusses tactics for avoiding the abuse of power and influence. May be used with: (494083) Power Dynamics in Organizations. Subjects: Careers & career planning; Human relations; Interpersonal relations; Management styles; Organizational behavior; Power & influence Length: 13p B0607D Title: Expanding HR's Strategic Role: An Interview with Professor Dave Ulrich, Ross School of Business, University of Michigan, Coauthor (with Professor Wayne Brockbank, University of Michigan), The HR Value Proposition (HBS Press, 2003) Author(s): Ross, Judith Publication Date: 07/15/2006 Product Type: Balanced Scorecard Report Article Abstract: Human resources professionals are well on their way to being seated at the organizational strategy table--if they're not already there. So says Dave Ulrich, one of the world's leading human capital/HR experts and co-author of The HR Value Proposition. No longer just the caretakers of payroll and benefits, today's HR professionals are strategic partners who can provide the missing link between having a strategy and being able to implement it. Subjects: NO SUBJECTS(KEYWORDS) Length: 6p List Price: $9.50 Year New: 2006 2190BC Title: Expedite Everyone: The First 90 Days Author(s): Watkins, Michael Publication Date: 09/18/2003 Product Type: HBS Press Chapter Abstract: This chapter addresses the challenge of expediting everyone through the transition process by institutionalizing a transition acceleration model and adopting strategies for all leaders who take on new positions to prevent failures, gain market share, cut costs, and launch more new products. May be used with: (2175BC) Introduction: The First 90 Days; (2176BC) Promote Yourself: The First 90 Days; (2177BC) Accelerate Your Learning: The First 90 Days; (2182BC) Secure Early Wins: The First 90 Days; (2183BC) Negotiate Success: The First 90 Days; (2184BC) Achieve Alignment: The First 90 Days; (2185BC) Build Your
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Author(s): Hewlett, Sylvia Ann; Luce, Carolyn Buck Publication Date: 12/01/2006 Product Type: HBR OnPoint Article Abstract: Today's overachieving professionals labor longer, take on more responsibility, and earn more than the workaholics of yore. They hold what Hewlett and Luce call "extreme jobs," which entail workweeks of 60 or more hours and have at least five of ten characteristics--such as tight deadlines and lots of travel--culled from the authors' research on this work model. A project of the Hidden Brain Drain Task Force, a private-sector initiative, this research consists of two large surveys (one of high earners across various professions in the United States and the other of high-earning managers in large multinational corporations) that map the shape and scope of such jobs, as well as focus groups and in-depth interviews that get at extreme workers' attitudes and motivations. In this article, Hewlett and Luce consider their data in relation to increasing competitive pressures, vastly improved communication technology, cultural shifts, and other sweeping changes that have made highstakes employment more prominent. What emerges is a complex picture of the all-consuming career--rewarding in many ways, but not without danger to individuals and to society. By and large, extreme professionals don't feel exploited; they feel exalted. A strong majority of them in the United States-66%--say they love their jobs, and in the global companies survey, this figure rises to 76%. The authors' research suggests, however, that women are at a disadvantage. Although they don't shirk the pressure or responsibility of extreme work, they are not matching the hours logged by their male colleagues. This constitutes a barrier for ambitious women, but it also means that employers face a real opportunity: They can find better ways to tap the talents of women who will commit to hard work and responsibility but cannot put in overlong days. Subjects: NO SUBJECTS(KEYWORDS) Length: 14p List Price: $6.50 Year New: 2006 593014 Title: Exxon: Communications After Valdez Author(s): Greyser, Stephen A.; Langford, Nancy Publication Date: 09/30/1992 Revision Date: 10/18/1995 Product Type: Case (Library) Abstract: Focuses on the
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crises; Marketing implementation; Marketing management; Marketing strategy; Organizational behavior; Organizational change; Organizational problems; Reorganization; Sales organization; Scandinavia; Tobacco industry Length: 21p Supplementary Materials: Teaching Note, (IMD152), 27p, by Joe DiStefano, Colleen Lief NEW R0208D Title: The Failure-Tolerant Leader Author(s): Farson, Richard E.; Keyes, Ralph Publication Date: 08/01/2002 Product Type: Harvard Business Review Article Abstract: "The fastest way to succeed," IBM's Thomas Watson, Sr., once said, "is to double your failure rate." In recent years, more and more executives have embraced Watson's point of view, coming to understand what innovators have always known: Failure is a prerequisite to invention. Although companies may grasp the value of making mistakes at the level of corporate practices, they have a harder time accepting the idea at the personal level. In this article, psychologist and former Harvard Business School professor Richard Farson and co-author Ralph Keyes discuss how companies can reduce the fear of miscues. What's crucial is the presence of failure-tolerant leaders--executives who, through their words and actions, help employees overcome their anxieties about making mistakes and, in the process, create a culture of intelligent risk-taking that leads to sustained innovation. Drawing from their research in business, politics, sports, and science, the authors identify common practices among failure-tolerant leaders. These leaders break down the social and bureaucratic barriers that separate them from their followers. They engage at a personal level with the people they lead. They take a nonjudgmental, analytical posture as they interact with staff. They openly admit their own mistakes. And they try to root out the destructive competitiveness built into most organizations. Above all else, failure-tolerant leaders push people to see beyond traditional definitions of success and failure. They know that as long as a person views failure as the opposite of success, rather than its complement, he or she will never be able to take the risks necessary for innovation. Subjects: Creativity; Innovation; Leadership; Motivation; Organizational development; Values
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U0811E Title: The Fantasy Preventing Us from Becoming Better Leaders Author(s): Goldsmith, Marshall Publication Date: 10/31/2008 Product Type: Harvard Management Update Article Abstract: Why do so many leaders fail to take steps they know will improve their performance? The answer, says executive coach Marshall Goldsmith, lies in a fantasy many of us indulge in. It goes like this: I am incredibly busy right now. But in a few weeks, the worst will be over. Then I'll have time to finish that project/spend time with my kids/restart my workout routine. If you're not getting to the priorities you've set for yourself-either in your career or in your life--read this article to find out how you can free yourself from this "killer daydream." Subjects: NO SUBJECTS(KEYWORDS) Length: 1p List Price: $4.50 88108 Title: Fast Forward--Styles of California Management Author(s): Kirp, David L.; Rice, Douglas S. Publication Date: 01/01/1988 Product Type: Harvard Business Review Article Abstract: What can be learned by looking inside California's corporate cultures? A series of snapshots show management styles that attempt to synthesize divergent corporate requirements. Beneath the surface of the usual images of California are important messages about the art and science of management. Subjects: Corporate culture; Management philosophy; Management styles; Organizational behavior Length: 8p 497XC Title: Fatal Ascent: Leadership Lessons from the 1996 Everest Tragedy Author(s): Roberto, Michael A. Publication Date: 09/01/2003 Product Type: Faculty Seminar Video Abstract: May 10, 1996: One of the deadliest days in Mount Everest's history. Why did five people die attempting to reach the highest peak on earth? Professor Michael Roberto suggests that factors on individual, group, and organizational levels interacted to cause the tragedy. His analysis provides a framework for understanding and diagnosing large-
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Abstract: Describes steps taken to implement and manage a successful employee mentoring program at the Federal Reserve Bank of Chicago. A cultural change at the bank provided the context out of which the program grew. The case describes the development of the program, highlighting design principles key to the program's success and its implementation and initial results after nine months. Program manager Amy Rubinstein and executive sponsor Jack Wixted considered how to expand the successful program to include more employees while maintaining the key aspects that contributed to the program's success. Geographic Setting: United States Number of Employees: 2,000 Subjects: Careers & career planning; Diversity; Human resources management; Mentors; Professional services Length: 15p Supplementary Materials: Supplement (Field), (403020), 5p, by David A. Thomas, Gina M. Carioggia 403020 Title: The Federal Reserve Bank of Chicago's Mentoring Program (B) Author(s): Thomas, David A.; Carioggia, Gina M. Publication Date: 07/19/2002 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (403019) The Federal Reserve Bank of Chicago's Mentoring Program (A). Industry Setting: Professional services Subjects: Careers & career planning; Diversity; Human resources management; Mentors; Professional services Length: 5p UV0417 Title: Feedback Author(s): Davidson, Martin N. Publication Date: 08/28/2001 Product Type: Case (Field) Abstract: This technical note outlines the core skills needed to give and receive feedback effectively. It is most appropriate for helping managers practice ways of dealing with feedback. These solutions minimize defensiveness and increase the probability that the feedback, whether positive or negative, will be acted upon. May be used with: (UV0422) Managing Inventories-Reorder Point Systems; (UV0793) Giving and Receiving Feedback Evaluation. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p
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as through formal performance assessments, informal conversations, and text messages--demonstrating his commitment to them and improving the corporate culture. Second, he set ambitious goals and actively guided managers toward achieving them, in part by challenging long-held assumptions. The time to market for the Cinquecento was whittled down from four years to just 18 months once engineers and designers started questioning and streamlining their processes. Third, he pushed the organization to be less inward-looking, adopting benchmarks from Apple, for instance, and hiring people from outside the car industry. And fourth, he showed respect for Fiat's employees by making adjustments--such as opening kindergartens and grocery stores near plants--to help them cope with work/life balance. Industry Setting: Automotive industry Subjects: NO SUBJECTS(KEYWORDS) Length: 6p 4804 Title: Field Guide to Negotiation: A Glossary of Essential Tools and Concepts for Today's Manager (Hardcover) Author(s): School Press, Harvard Business; The Economist Publication Date: 03/08/2094 Product Type: General Reference Abstract: From project proposals to budgets to salaries, business people conduct numerous negotiations every day. This book is an indispensable, practical guide for understanding and managing any negotiating situation. It is meant to be consulted again and again, before--even during--negotiation; it can also be read cover to cover for a quick education in negotiating or used in the classroom as a supplementary text. Includes: lists of step-by-step tactics to use in any situation (e.g., deadlocks, lease agreements, price negotiation); concise explanations of negotiators' terminology; brief synopses of crucial theories; and manipulative ploys that other negotiators might use, since "a ploy identified is a ploy neutralized." A paperback version is available: Order No. 4812, $16.95. Subjects: Communication strategy; Interest groups; Interpersonal relations; Labor negotiations; Managerial skills; Negotiations; Power & influence Length: 256p List Price: $29.95 4812 Title: Field Guide to Negotiation: A Glossary of Essential Tools and Concepts for Today's Manager
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successful approach to managing creativity, insights applicable to the business world are gained regarding the stimulation of creativity, working relationships, and leadership styles. Industry Setting: Entertainment industry Subjects: Creativity; Entertainment industry; Management styles; Personnel management; Project management Length: 10p KEL139 Title: Finance Department Restructuring at the Field Museum Author(s): Keating, Elizabeth; Ghani, Nadeem M. Publication Date: 01/01/2002 Product Type: Case (Field) Abstract: Discusses the challenges that internal departments face as organizations grow and expand. The Field Museum in Chicago, Illinois, grew significantly over a short period of time, creating considerable problems in the finance department, as staff and systems failed to keep pace with the evolving demands placed by the museum departments. These problems resulted in outdated policies and procedures, unhappy users, and frustrated employees. The finance department needed big changes but had to make them while maintaining vital functions, improving morale, and instituting new policies and procedures. Discusses several key nonprofit management issues, including change management, the role of leadership in a crisis, the challenge of informal personnel networks and knowledge management, and key financial issues facing nonprofit organizations. Geographic Setting: Chicago, IL; United States Gross Revenues: $61 million revenues Subjects: NO SUBJECTS(KEYWORDS) Length: 20p Year New: 2005 406102 Title: Finance Leadership in Novartis Consumer Health Businesses Author(s): Groysberg, Boris; Vargas, Ingrid Publication Date: 04/06/2006 Product Type: Case (Field) Abstract: Describes and contrasts the roles and challenges of three highperforming finance heads at Novartis Consumer Health businesses in Australia, Japan, and Venezuela. All three faced tremendous pressures in terms of managing time and limited resources, but the particular circumstances of each business made for some specific challenges. Remi
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C0004A Title: Find Out How You're Doing--Ask Your Employees Author(s): Kling, Jim Publication Date: 04/01/2000 Product Type: Harvard Management Communication Letter Article Abstract: Your employees are your best source of information about how well your company is serving its customers and how it can streamline its operations. But there's more to a good survey than just sending out a simple questionnaire. Experts suggest five guidelines: 1) Ask clear and specific questions; 2) Use metaphors to uncover employees' feelings; 3) Offer anonymity when appropriate; 4) Analyze responses to get at the real issues behind the answers; and 5) Report the results back to your employees. The article includes a sidebar entitled "Taking a Different Line at Grand Circle." Subjects: Communication; Communication in organizations; Employee attitude; Management communication; Organizational learning; Polls & surveys Length: 3p List Price: $4.50 F0704F Title: Find the Gold in Toxic Feedback Author(s): Bartolome, Fernando; Weeks, John Publication Date: 04/01/2007 Product Type: Harvard Business Review Article Abstract: Even rude or irrelevant feedback can be useful, but only a rare few can put ego aside and extract the hidden value. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p Year New: 2007 C0109D Title: Find the Right Tone for Your Business Writing Author(s): Bierck, Richard Publication Date: 09/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: There's more to the task of business writing than just getting words down on paper. To make your document readable and relevant to your audience, you need to match the tone of the piece to the occasion--and to the audience. For an appropriate tone in every circumstance, you need to monitor two attributes--energy level and degree of formality. Through examples of hot, cool, informal, and formal writing, this article shows how to determine the proper tone for the situation. Subjects: NO
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picked up in summary by several wire services. Pixar's management must determine the appropriate public response. Its choices range from ignoring the article, to a brief response, to a point-by-point refutation. Geographic Setting: Emeryville, CA Industry Setting: Film industry Number of Employees: 700 Gross Revenues: $202 million revenues Event Year Start: 2003 Event Year End: 2003 Subjects: NO SUBJECTS(KEYWORDS) Length: 6p Year New: 2004 SMR072 Title: Finding the Right CEO: Why Boards Often Make Poor Choices Author(s): Khurana, Rakesh Publication Date: 10/01/2001 Product Type: SMR Article Abstract: Although identifying and hiring the most appropriate CEO is critical to an organization's success, the succession practices of many large corporations often result in poor outcomes, as recent brief CEO tenures at Coca-Cola, Gillette, and Xerox testify. To understand better the dynamics affecting such a complex selection process, from 1995 to 2000, Harvard Business School professor Rakesh Khurana interviewed scores of directors, executive-search consultants, and job candidates about the methods that large corporations use when hiring a CEO. In the process, he discovered several common pitfalls that derail efforts to find the right CEO. He observes that a variety of practices are nearly institutionalized in many companies, and he explains ways to avoid them. Khurana also contends that boards can actively manage the following aspects of a CEO search and greatly improve the likelihood that the survivor who emerges is best suited for the challenges of the job: Search committee composition. Khurana recommends that the search committee consist of a diverse group, not only in terms of age and functional background but also in knowledge of the company and its culture. The "CEO as panacea" syndrome. Boards must be sure to consider the contributions of other executives in company success; failure to do so will raise expectations about the performance of the incoming CEO to an unsustainable level. Adoption of outcome-oriented practices. According to Khurana, the practices most relevant to a successful outcome are discussing the company's strategic direction explicitly and early in the process; recognizing and defining search
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402S04 Title: The Firmwide 360-degree Performance Evaluation Process at Morgan Stanley, Spanish Version Author(s): Burton, M. Diane Publication Date: 07/31/2002 Product Type: LACC Case Abstract: Describes Morgan Stanley's firm-wide, 360-degree performance evaluation process is described. Evaluation forms are included as exhibits. Geographic Setting: New York, NY Industry Setting: Investment banking Number of Employees: 2,000 Gross Revenues: $1 billion revenues Subjects: Corporate culture; Human resources management; Interpersonal behavior; Investment banking; Management of professionals; Organizational behavior; Performance appraisal Length: 17p 498053 Title: The Firmwide 360-degree Performance Evaluation Process at Morgan Stanley Author(s): Burton, M. Diane Publication Date: 02/13/1998 Revision Date: 10/29/1998 Product Type: Case (Field) Abstract: Describes Morgan Stanley's firmwide, 360-degree performance evaluation process. Evaluation forms are included as exhibits. May be used with: (498054) Rob Parson at Morgan Stanley (A); (498056) Rob Parson at Morgan Stanley (C); (498057) Rob Parson at Morgan Stanley (C) (Abridged); (400043) Morgan Stanley: Becoming a "One-Firm Firm". Geographic Setting: New York, NY Industry Setting: Investment banking Number of Employees: 2,000 Gross Revenues: $1 billion revenues Subjects: Corporate culture; Human resources management; Interpersonal behavior; Investment banking; Management of professionals; Organizational behavior; Performance appraisal Length: 16p Supplementary Materials: Teaching Note, (400078), 12p, by M. Diane Burton, Thomas J. DeLong, Charles A. O'Reilly III; Teaching Note, (400101), 18p, by M. Diane Burton, Thomas J. DeLong BESTSELLER C0310A Title: The First 100 Days: Forget the Speeches, Focus on the Conversations Author(s): Kinni, Theodore
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Abstract: The First 90 Days: Managing Your Leadership Transitions, a Harvard Business School Publishing virtual seminar CD, recorded Thursday, September 18, 2003. Featuring Michael Watkins, associate professor of business administration at Harvard Business School and author of the just-released book, The First 90 Days: Critical Success Strategies for New Leaders at All Levels. One quarter of all managers transition to a new role or job each year. An upwardly mobile manager can expect to face a transition every 2 1/2 to 3 years. A typical transition in a large organization affects 12.4 people, and it takes an average of 6.4 months for a new leader to move through his or her "transition deficit" to become a positive contributor in the new role. Too few managers--and organizations--approach these transitions with a strategic plan. According to the research of Michael Watkins, a new leader's success or failure is determined within 90 days on the job. He has documented concrete, proven strategies for moving successfully into a new role at any point in one's career as well as the common pitfalls to avoid. He provides a survival guide that no new leader should be without. In this interactive, 90-minute presentation, Watkins discusses a framework for transition acceleration that can help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. He uses practical examples to illustrate how to learn about a new organization, create coalitions, and secure early wins; match your strategy to your situation; accurately assess your vulnerabilities to protect yourself professionally and emotionally; and understand the impact of a new role on yourself and the people around you and, so, expedite everyone's successful transition. For information regarding multiuser site licenses, call 1800-795-5200. Outside the United States and Canada, call 617-783-7888. Subjects: Careers & career planning; Employee development; Employee promotions; Leadership; Managers; Strategy formulation Length: 90 min List Price: $349.00 Year New: 2004 5259CD Title: The First 90 Days: Managing Your Leadership Transitions, A Harvard Business School Publishing Virtual Seminar CD, Single User Author(s): Watkins, Michael D. Publication Date: 09/18/2003 Product Type: Conference Audio Abstract: The First 90 Days: Managing Your Leadership Transitions, a Harvard
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the firm's real goals and opportunities. Industry Setting: Golf Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2006 432X Title: The Five Messages Leaders Must Manage (HBR OnPoint Enhanced Edition) Author(s): Hamm, John Publication Date: 05/01/2006 Product Type: HBR OnPoint Article Abstract: If you want to know why so many organizations sink into chaos, look no further than their leaders' mouths. Over and over, leaders present grand, overarching--yet fuzzy--notions of where they think the company is going. They assume everyone shares their definitions of "vision," "accountability," and "results." The result is often sloppy behavior and misalignment that can cost a company dearly. Effective communication is a leader's most critical tool for doing the essential job of leadership: inspiring the organization to take responsibility for creating a better future. Five topics wield extraordinary influence within a company: organizational structure and hierarchy, financial results, the leader's sense of his or her job, time management, and corporate culture. Properly defined, disseminated, and controlled, these topics give the leader opportunities for increased accountability and substantially better performance. For example, one CEO always keeps communications about hierarchy admirably brief and to the point. When he realized he needed to realign internal resources, he told the staff: "I'm changing the structure of resources so that we can execute more effectively." After unveiling a new organization chart, he said, "It's 10: 45. You have until noon to be annoyed, should that be your reaction. At noon, pizza will be served. At one o'clock, we go to work in our new positions." The most effective leaders ask themselves, "What needs to happen today to get where we want to go? What vague belief or notion can I clarify or debunk?" A CEO who communicates precisely to 10 direct reports, each of whom communicates with equal precision to 40 other employees, aligns the organization's commitment and energy with a well-understood vision of the firm's real goals and opportunities. Subjects: NO SUBJECTS(KEYWORDS) Length: 11p List Price: $6.50 Year New: 2006
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Abstract: Managers are told: Be global and be local. Collaborate and compete. Change perpetually, and maintain order. Make the numbers while nurturing your people. To be effective, managers need to consider the juxtapositions to arrive at a deep integration of these seemingly contradictory concerns. That means they must focus not only on what they have to accomplish but also on how they have to think. When the authors, respectively the director of the Centre for Leadership Studies at the University of Exeter in the United Kingdom and the Cleghorn Professor of Management Studies at McGill University in Montreal, set out to develop a master's program for practicing managers, they saw that they could not rely on the usual MBA educational structure, which divides the management world into discrete business functions such as marketing and accounting. They needed an educational structure that encouraged synthesis rather than separation. Managing, they determined, involves five tasks, each with its own mindset: managing the self (the reflective mindset); managing organizations (the analytic mindset); managing context (the worldly mindset); managing relationships (the collaborative mindset); and managing change (the action mindset). The program is built on the exploration and integration of those five aspects of the managerial mind. Geographic Setting: Canada; Global; India Subjects: Leadership; Management development; Managerial behavior; Managerial skills; Managers Length: 9p NEW 5364 Title: The Five Minds of a Manager (HBR OnPoint Enhanced Edition) Author(s): Gosling, Jonathan; Mintzberg, Henry Publication Date: 11/01/2003 Product Type: HBR OnPoint Article Abstract: Managers are told: Be global and be local. Collaborate and compete. Change perpetually, and maintain order. Make the numbers while nurturing your people. To be effective, managers need to consider the juxtapositions in order to arrive at a deep integration of these seemingly contradictory concerns. That means they must focus not only on what they have to accomplish but also on how they have to think. When the authors, respectively the director of the Centre for Leadership Studies at the University of Exeter in the U.K. and the Cleghorn Professor of Management Studies at McGill University in Montreal, set out to develop a masters program for practicing
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Bryan Ford Professor of Business Administration at Harvard Business School. She and her colleagues studied the daily diaries of members of 26 highpowered project teams headed by middle managers and were struck by the profound ways in which a manager's ordinary, routine interactions with subordinates can support--or undermine--creativity. Subjects: Creativity; Innovation; Interpersonal behavior; Leadership; Management philosophy Length: 1p List Price: $4.50 NEW U0407C Title: Five Questions About How to Energize Colleagues, with Wayne Baker Publication Date: 07/01/2004 Product Type: Harvard Management Update Article Abstract: Power and influence in today's companies have less to do with employees' positions on the organizational chart and more to do with their ability to energize others in their organizational networks, says Wayne Baker, a researcher who is among the first to attempt to measure the longnoted influence that energizing relationships have on performance. Subjects: Employee attitude; Job satisfaction; Managerial skills Length: 1p List Price: $4.50 Year New: 2004 U0410B Title: Five Questions About Interviewing Your Prospective Supervisor: With Rich Wellins Publication Date: 10/01/2004 Product Type: Harvard Management Update Article Abstract: There is nothing more important than an employee's relationship with her boss. Numerous studies reveal that it is the linchpin of great performance, long-term commitment, and employee satisfaction at all levels of the organization. But although most hiring managers will look at the personality fit between themselves and the job candidates, few prospective employees give this much consideration--often to their regret if they discover later on that they and their supervisors are mismatched. There are ways for job candidates to hedge against this fate, says Rich Wellins, whose work focuses on helping companies put the right people in the right seats. His advice about how to initiate frank discussions with prospective supervisors--and how to get telltale glimpses into their personalities--is as relevant to
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specialists, and consultants, the authors present five strategies that successful part-timers use to make their unique position work for themselves and their companies. To begin with, successful part-time professionals take pains to make their work-life priorities, their schedules, and their plans for the future transparent to the organization. Second, they broadcast the business case for their arrangement, being careful to demonstrate that the arrangement has not disrupted the business and may even have a positive impact. Third, they establish routines to protect their time at work and rituals to protect their time at home. Fourth, they cultivate champions in senior management who protect them from skeptics and advocate for their arrangements up and down the ranks. And last, they remind their colleagues that, despite their part-time status, they're still major players in the organization who cannot be ignored. Subjects: Families & family life; Human relations; Human resources management; Job satisfaction Length: 7p U0803C Title: Five Tips for Better Virtual Meetings Author(s): Boda, Karen; Hinkle, Rebecca Publication Date: 03/01/2008 Product Type: Harvard Management Update Article Abstract: Virtual meetings are a standard feature of today's business landscape, but they pose distinct obstacles that can undermine their effectiveness. For one thing, it's difficult to establish camaraderie--so essential to the natural flow of ideas--from a distance. This article outlines how to optimize the success of your virtual meetings by: (1) Making them more interactive; (2) Using technology to enhance communication and collaboration; (3) Knowing when to hold a virtual meeting and when not to; (4) Leveling the playing field so that every participant feels engaged; and (5) Establishing a zero-tolerance policy for e-mail and instant messaging. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $4.50 U0804C Title: Five Ways to Boost Retention Author(s): Ross, Judith A. Publication Date: 04/01/2008 Product Type: Harvard Management Update Article Abstract: In boom times and slow times alike, you need to keep your best
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Followers are becoming more important, and leaders less. Through gripping stories about a range of people and places--from multinational corporations such as Merck, to Nazi Germany, to the American military after 9/11--Kellerman makes key distinctions among five different types of followers: Isolates, Bystanders, Participants, Activists, and Diehards. And she explains how they relate not only to their leaders but also to each other. Thanks to "Followership," we can finally appreciate the ways in which those with relatively fewer sources of power, authority, and influence are consequential. Moreover, they are getting bolder and more strategic. As Kellerman makes crystal clear, to fixate on leaders at the expense of followers is to do so at our peril. The latter are every bit as important as the former, which makes this book required reading for superiors and subordinates alike. Subjects: NO SUBJECTS(KEYWORDS) Length: 336p List Price: $29.95 Year New: 2008 65103 Title: For Better Business Writing Author(s): Fielden, John S. Publication Date: 01/01/1965 Product Type: Harvard Business Review Article Abstract: A list of recommended books provides executives with a means of dealing with writing problems. Discussed texts deal with the four major aspects of written business communications: correctness, readability, thought, and appropriateness. Presenting factual evidence to support points and to avoid distortion provides the key to successful business communication. Courses providing instruction in the written analysis of business problem situations provide the best method for improving the thought content of reports. Subjects: Management communication Length: 5p 494017 Title: Ford: Petersen's Turnaround Author(s): Nohria, Nitin; Green, Sandy E. Publication Date: 08/12/1993 Product Type: Case (Library) Abstract: Discusses the changes that Donald Petersen made to turnaround Ford during his tenure, first as president then as CEO. Describes his major initiatives, including the new emphasis on quality. Geographic Setting: Detroit, MI Industry Setting: Automotive industry Company Size: Fortune 500 Gross Revenues: $100 million
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Industry Setting: Automotive industry; Gasoline Subjects: NO SUBJECTS(KEYWORDS) Length: 5p U0709C Title: Four Books to Help You Drive Performance Excellence Author(s): Kinni, Theodore Publication Date: 09/01/2007 Product Type: Harvard Management Update Article Abstract: All managers, whatever their place in the corporate hierarchy, strive for improved performance--in themselves, in the teams they manage, in the business units they belong to, and throughout their companies as a whole. Beginning with Phil Rosenzweig's "The Halo Effect...and the Eight Other Business Delusions That Deceive Managers," this article culls through the abundant business resources available today and identifies four books that offer timely advice for taking performance-yours, your direct reports', and your organization's--to the next level. Subjects: NO SUBJECTS(KEYWORDS) Length: 4p List Price: $4.50 Year New: 2007 U0105B Title: Four Bulletproof Strategies for Handling Office Politics Author(s): McFarland, Jennifer Publication Date: 05/01/2001 Product Type: Harvard Management Update Article Abstract: While everyone in a company is aware that office politics exist, few people are able to use it to their advantage. Politicking the right way is essential to organizational success and, perhaps, to your ability to survive in your organization. The recommendations in this article, such as matching your politicking to your firm's culture and being choosy about the company you keep, will help you stay abreast of what is going on politically in your organization and to use positive politics to your advantage. Subjects: Communication strategy; Interpersonal behavior; Interpersonal relations; Management of professionals; Politics Length: 2p List Price: $4.50 U0805B Title: Four Common Innovation Mistakes Author(s): McCall, Morgan W., Jr. Publication Date: 05/01/2008 Product Type: Harvard Management Update Article
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cooperative mindset, many actually encourage behaviors that undermine cooperation. In this article, Lynda Gratton, author of "Hot Spots: Why Some Teams, Workplaces and Organizations Buzz with Energy--and Others Don't" (Berrett-Koehler, 2007), presents four crucial practices that foster a culture of cooperation. Subjects: NO SUBJECTS(KEYWORDS) Length: 6p List Price: $4.50 Year New: 2007 480009 Title: Framework for Analyzing Work Groups Author(s): McCaskey, Michael B. Publication Date: 08/01/1979 Revision Date: 11/22/1996 Product Type: Note Abstract: Presents a model for understanding the behavior and evolution of primary, stable work groups over time. Model describes contextual factors, design factors and emergent culture as determinants of group behavior and performance. In addition, describes emergent behavior, norms, roles, and rituals as aspects of group life. Subjects: Group behavior; Models; Organizational behavior; Teams Length: 19p 407029 Title: A Framework for Pursuing Diversity in the Workplace Author(s): Brookshire, Michael; DeLong, Thomas J. Publication Date: 08/22/2006 Revision Date: 11/16/2007 Product Type: Case (Field) Abstract: Assesses the costs and benefits of pursuing diversity and pinpoints the primary barriers to creating diverse workplaces. It also proposes some options for advancing diversity in an organization. Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Year New: 2006 4392C Title: A Framework for Successful Leadership Transitions Author(s): Watkins, Michael D. Publication Date: 06/26/2003 Product Type: Faculty Seminar Video Abstract: This engaging presentation, combined with slides from Professor Michael Watkins' lecture on organizational leadership transitions, gives you a critical context for understanding the impact of transitions within an organization. Watkins addresses the key issues that arise
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401803 Title: Francisco de Narvaez at Tia: Selling the Family Business, Video Author(s): Hill, Linda A.; Doughty, Kristin C. Publication Date: 04/01/2001 Product Type: Case Video Abstract: Francisco de Narvaez reflects on the process of selling his family's retail business. Must be used with: (401017) Francisco de Narvaez at Tia: Selling the Family Business. Geographic Setting: South America Industry Setting: Retail industry Subjects: Family owned businesses; Globalization; Leadership; Retailing; South America Length: 17 min List Price: $150.00 498034 Title: Franco Bernabe at ENI (A) Author(s): Hill, Linda A.; Suesse, Jennifer M.; Willard, Mara Publication Date: 12/17/1997 Revision Date: 02/14/2002 Product Type: Case (Field) Abstract: Describes Franco Bernabe's ascent to leadership at ENI, Italy's national oil and gas company. Illustrates Bernabe's early career experiences in academia, as the chief economist at Fiat. Then describes his arrival at ENI during the early 1980s, where he became first the assistant to the CEO and then director of strategic planning. In 1992, Bernabe was unexpectedly appointed by the Italian government to head the company's privatization process. Bernabe was only 42 years old at the time. Immediately after his appointment, Bernabe dealt with many crises, including Italy's Clean Hands corruption scandals, which implicated his entire executive team. This case focuses on his first year as CEO. May be used with: (400060) Franco Bernabe: Reflections on Telecom Italia (A); (98402) Leadership When There Is No One to Ask: An Interview with ENI's Franco Bernabe. Geographic Setting: Italy Industry Setting: Petroleum industry; Natural gas Company Size: large Number of Employees: 91,000 Gross Revenues: $36 billion revenues Subjects: Business government relations; Ethics; Italy; Leadership; Management of change; Management of crises; Petroleum; Privatization Length: 23p Supplementary Materials: Supplement (Field), (498035), 1p, by Linda A. Hill, Jennifer M. Suesse, Mara Willard; Supplement (Field), (498040), 3p, by
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Gross Revenues: $8 million sales Subjects: Human behavior; Interpersonal relations; Management styles; Organizational behavior Length: 13p Supplementary Materials: Supplement (Field), (476020), 3p, by John J. Gabarro, N.J. Norman; Teaching Note, (485109), 7p, by Jeffrey A. Sonnenfeld; Teaching Note, (490102), 5p, by Louis B. Barnes 476020 Title: Frank Mason (B) Author(s): Gabarro, John J.; Norman, N.J. Publication Date: 08/01/1975 Revision Date: 06/30/1983 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Designed as an in-class handout. Must be used with: (476019) Frank Mason (A). Subjects: Human behavior; Interpersonal relations; Management styles; Organizational behavior Length: 3p Supplementary Materials: Teaching Note, (485109), 7p, by Jeffrey A. Sonnenfeld; Teaching Note, (490102), 5p, by Louis B. Barnes 377019 Title: Franklin Harris and Sons, Inc. Author(s): Salter, Malcolm S.; Biteman JH Publication Date: 07/01/1976 Product Type: Case (Field) Abstract: Presents a number of issues around management succession in a family-owned business. Pictures the conflict between continuing operation of the business and family relationships and the difficulties encountered in passing control from one generation to the next. Although the setting is in the scrap-metal industry, the issues presented in this case are typical of the problem of management succession when no clear separation is made between the family and business. Industry Setting: Fabricated metals Gross Revenues: $47 million sales Subjects: Family owned businesses; Metals; Succession planning Length: 19p 480045 Title: Fred Fischer Author(s): Kotter, John P.; Stengrevics, John M. Publication Date: 12/07/1979 Revision Date: 07/22/1980 Product Type: Case (Field) Abstract: Introduces the concept of power and influence in a corporate setting. Describes how an individual's background and characteristics
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of the main participants--Captain Eric Wickson, Lieutenant Ricky Wilson, and Brigadier General Jeffrey Scott Pilkington. Geographic Setting: Iraq Industry Setting: Military Subjects: Communication; Human behavior; Leadership; Organizational behavior Length: 17p Supplementary Materials: Module Note, Instructor's, (405076), 24p, by Monica Higgins; Teaching Note, (408078), 42p, by Scott A. Snook Year New: 2004 407007 Title: Fritidsresor Under Pressure (A): The First 10 Hours Author(s): Margolis, Joshua; Dessain, Vincent; Sjoman, Anders Publication Date: 09/17/2006 Revision Date: 08/29/2007 Product Type: Case (Field) Abstract: When a tsunami hit Southeast Asia on December 26, 2004, the leadership team at a Swedish tour company must manage a devastating crisis affecting thousands of its customers and employees in Thailand. Documents the challenges the company faced in the first ten hours of the crisis. Amid the uncertainty of those first hours, the leadership team must make a range of decisions to orchestrate the company's response and manage the rest of its business. Describes the chaotic environment of a crisis, especially when the normal course of business is interrupted, and puts students in the shoes of a range of managers, each having to make decisions on his/her own, while coordinating with one another to enable the company to respond effectively. Geographic Setting: Sweden; Thailand Industry Setting: Tourism industry; Travel industry Number of Employees: 1,500 Gross Revenues: $980 million revenues Event Year Start: 2004 Event Year End: 2004 Subjects: NO SUBJECTS(KEYWORDS) Length: 20p Supplementary Materials: Supplement (Field), (407008), 3p, by Joshua Margolis, Vincent Dessain, Anders Sjoman; Supplement (Field), (407009), 3p, by Joshua Margolis, Vincent Dessain, Anders Sjoman; Supplement (Field), (407010), 39p, by Joshua Margolis, Vincent Dessain, Anders Sjoman Year New: 2006
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vexing problem. Among the topics this compelling speaker will delve into are: how to lose the "Sunday Blues" that make you dread getting up on Monday morning--and replace them with excitement for what you do; how to diagnose and rectify the three most common root causes of frustration at work; and what you can do to better engage and retain employees and make your organization an enjoyable, productive place to work--and reap the benefits of increased performance. This interactive program brings one of the world's foremost management and leadership experts right to your facility with practical insights you'll be able to put to use right away. Michael Archer says, "(Lencioni's) ideas are seductive. In today's corporate climate, this just might be the edge an organization needs to succeed." Subjects: NO SUBJECTS(KEYWORDS) Length: 90 min List Price: $349.00 Year New: 2007 R0901Z Title: From Regional Star to Global Leader (Commentary for HBR Case Study) Author(s): Javidan, Mansour; Nohria, Nitin; Tsang, Katherine; Champy, James Publication Date: 01/01/2009 Product Type: Harvard Business Review Article Abstract: Yang Jianguo was recently promoted from country manager for China to global head of product development at a staid French perfume maker. He was chosen for his technical smarts and his knowledge of emerging markets--a critical avenue for growth, given that sales in the company's core markets have stalled. Eager to succeed in his new role in Paris, Jianguo has lots of fresh ideas, but they seem to be falling on deaf ears. Members of the executive team, for their part, find Jianguo to be largely indifferent to their input. Can Jianguo adjust to this new culture? And can he succeed without sacrificing his identity? Three experts comment on this fictional case study in R0901A and R0901Z. Katherine Tsang, the CEO of Standard Chartered Bank in Shanghai, explains the cultural differences between China and France and recommends that Jianguo push his thinking beyond the Chinese market. She also suggests that the company give all its executive team members multicultural training so they have the tools to understand one another and work together effectively. Mansour Javidan, the dean of research and a professor at Thunderbird School of
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Jianguo needs a coach and should focus on learning the home market first, before trying to make inroads further afield. Geographic Setting: China Subjects: NO SUBJECTS(KEYWORDS) Length: 5p U9709D Title: The Fundamentals of Managing Up Author(s): Billington, Jim Publication Date: 09/01/1997 Product Type: Harvard Management Update Article Abstract: Understanding your boss in today's marketplace is not only necessary, but a matter of survival. Building a strong relationship with your boss not only makes work easier and more enjoyable, it will create a trust that will help both of you reach your goals. To reach that trust, you must first understand how your boss thinks. How does your boss perceive certain situations or company policies? An understanding of these areas from the mindset of your boss can begin to help you and your boss have more effective communication, and can start you down the path toward building a productive working relationship. This article describes the seven steps that can help you effectively manage your relationship with your boss. Subjects: Interpersonal relations; Managing superiors; Superior & subordinate Length: 2p List Price: $4.50 BESTSELLER 499064 Title: Furr's/Bishop's, Inc. (A) Author(s): Lorsch, Jay W.; Pick, Katharina Publication Date: 06/30/1999 Product Type: Case (Field) Abstract: Teachers Insurance and Annuity Association (TIAA) becomes the largest shareholder of Furr's/Bishop's Cafeterias (Furr's) by way of a debt for equity swap. TIAA is frustrated by Furr's poor performance and the apparent incompetence of its board of directors. Hoping to influence Furr's in a way that would have broad and lasting corporate governance implications, TIAA considers waging a proxy battle. Teaching Purpose: Examines the role of institutional investors as activist shareholders. Geographic Setting: United States Industry Setting: Food services Number of Employees: 5,200 Gross Revenues: $188.2 million revenues Subjects: Board of directors; Corporate
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Monopoly Companion. Subjects: Business history; Game theory; Leadership; Loyalty; Mentors; Values; Vision Length: 272p List Price: $29.95 NEW 6626BC Title: Gamers on Top: What to Expect from Gamers as Executives Author(s): Beck, John C.; Wade, Mitchell Publication Date: 09/28/2006 Product Type: HBS Press Chapter Abstract: Data has shown that young people who grew up on video games-the gamer generation--actually exhibit skills and behaviors that can be valuable to the organizations they work for. But at some point, gamers will also become CEOs and other senior executives, leading the economy through the retirement of many boomers. Are they up to the challenge? In this chapter, the author looks at some of the key traits of the gamer generation and discusses why these will translate into great leadership. Industry Setting: Gaming industry Subjects: NO SUBJECTS(KEYWORDS) Length: 23p List Price: $6.95 SMR140 Title: Games Managers Play at Budget Time Author(s): Steele, Richard; Albright, Craig Publication Date: 04/01/2004 Product Type: SMR Article Abstract: One of the most thoroughly studied questions in business is how, at budgeting time, large corporations should choose among investment opportunities. Why, then, are so many senior executives frustrated with the process and convinced that their companies' capital is not being invested as well as it could be? One reason is that even the best-designed systems can be trumped by the power of personality. It has become commonplace, in fact, for talented and charismatic managers to spin, manipulate, and otherwise cajole senior management into funding their business ideas--often in the face of numbers that would, on their own, dictate a negative decision. Having guided dozens of major corporations through the budgeting process and watched hundreds of presentations by line managers asking for capital, the authors have profiled five archetypes of bad behavior commonly used by managers to subvert decision-making standards and win resources. They also explain how senior managers can
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Commuting from his home in Massachusetts, Loveman took the job and never turned back. But hiring Loveman caused some internal and external rumblings. Loveman had never before managed anyone apart from his administrative assistant and some research assistants; he was now going to manage 15 casinos with more than 10,000 hotel rooms and over 35,000 employees. The company was also closing one of its largest acquisitions to date, Showboat. Moreover, the gaming industry was not, in 1998, a common destination for MBA graduates, let alone PhDs--it was an industry dominated by insiders who had spent their careers in gaming, working their way up from the bottom. The tasks facing Loveman as he joined Harrah's were daunting. He had somehow to gain credibility and respect inside Harrah's, as well as in the industry. He had to lead Harrah's through a transition to a more marketingfocused company and help the company break out of a financial performance plateau. And he had to build a set of relationships and a power base to potentially attain the CEO position when Satre stepped down in five years. What could he do to accomplish all this? May be used with: (OB45V) Gary Loveman -Paths to Power, (Video) DVD. Geographic Setting: United States Industry Setting: Entertainment industry Number of Employees: 42,000 Gross Revenues: $4 billion revenues Event Year Start: 2003 Event Year End: 2003 Subjects: Entertainment industry; Interpersonal relations; Leadership; Organizational behavior; Organizational change; Power & influence; Succession planning Length: 19p Year New: 2004 403080 Title: Gary Rodkin at Pepsi-Cola North America (A) Author(s): Thomas, David A.; Carioggia, Gina M.; Kanji, Ayesha Publication Date: 10/11/2002 Revision Date: 07/30/2003 Product Type: Case (Field) Abstract: After assuming the position of CEO of Pepsi-Cola North America (PCNA), Gary Rodkin faces organizational problems within PCNA and external friction between PCNA and its largest bottler, the Pepsi Bottling Group. In addition to the challenge of organizational alignment, this case also provides an opportunity to examine effective leadership, reorganization, and brand management in the context of the beverage industry. May be used with:
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lighting, appliances, and consumer electronics in the 1910s to 1920s as well as in the 1950s and 1960s. GE's top executives have shown a clear understanding of the leadership and managerial styles that were appropriate for the years in which they worked. In the first decade of the 20th century, Charles Coffin demonstrated that he was an adept negotiator who amassed great wealth for GE in building generators and power equipment for local utilities in which GE also had a financial stake through bond issues. In the final decades of the 20th century, Jack Welch emphasized that GE should support only the most profitable businesses in the company's portfolio, a logic that led Welch and GE to phase out GE's consumer electronics division while bolstering the financial position of GE capital. Profiles all of GE's top executives. Geographic Setting: Global; United States Industry Setting: Consumer products Number of Employees: 223,000 Gross Revenues: $129.8 billion revenues Event Year Start: 1900 Subjects: NO SUBJECTS(KEYWORDS) Length: 56p 406118 Title: General Electric's 20th Century CEOs (Abridged) Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark Publication Date: 05/30/2006 Revision Date: 10/16/2007 Product Type: Case (Library) Abstract: General Electric thrived in every decade of the 20th century. Since its founding in 1892, GE has placed a high value on picking and training the best people. Staff members worked with other scientists in the company's research lab to design and manufacture new and better products to satisfy the growing American consumer demand for lighting, appliances, and consumer electronics in the 1910s to 1920s as well as in the 1950s and 1960s. GE's top executives have shown a clear understanding of the leadership and managerial styles that were appropriate for the years in which they worked. In the first decade of the 20th century, Charles Coffin demonstrated that he was an adept negotiator who amassed great wealth for GE in building generators and power equipment for local utilities in which GE also had a financial stake through bond issues. In the final decades of the 20th century, Jack Welch emphasized that GE should support only the most profitable businesses in the
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relationships that are based on personal trust, but such relationships are unlikely to remain static--and probably won't provide the kinds of deep, often specialized knowledge leaders need. In organizations, leaders develop expertise trust by working closely with people who consistently demonstrate their mastery of particular subjects or processes. Structural trust refers to how roles and ambitions influence advisers' perspectives and candor. Advisers in positions of the highest structural trust generally reside outside organizations, providing leaders with insights that their organizations cannot. High-performing leaders' most enduring valuable relationships are characterized by enormous levels of all three kinds of trust. Geographic Setting: Europe; North America Subjects: Decision making; Executives; Interpersonal behavior; Interpersonal relations; Leadership; Loyalty; Organizational behavior Length: 7p Year New: 2004 87505 Title: Gerald R. Ford: The Statesman as CEO Author(s): Ford, Gerald R.; Webber, Alan M. Publication Date: 09/01/1987 Product Type: Harvard Business Review Article Abstract: Gerald R. Ford was suddenly catapulted to the U.S. presidency under the worst of circumstances. How did he manage (and manage himself) in his three turbulent and difficult years? Leadership in crises, he says, "all boils down to the character of the individual." This applies in corporations as well as in countries. Decisions must be informed and fair but also quick: "Indecision is often worse than wrong action." A strong leader puts the interest of the organization ahead of self-interest or personal aggrandizement. And the leader's integrity must be above question - particularly after trust and confidence have been shaken. Industry Setting: Government & regulatory Subjects: Ethics; Executives; Federal government; Interviews; Leadership; Management of crises; Power & influence; Public administration Length: 6p 480015 Title: Gerald Stanton Author(s): Kotter, John P. Publication Date: 08/01/1979 Product Type: Case (Field) Abstract: Focuses upon the issues
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when under attack, a leader must be able to get some distance from the challenging situation in order to gain perspective. The authors refer to this practice as "going to the balcony" in order to see the bigger picture and possibly break the spell of groupthink or temporary hysteria that prevails on the ground. This chapter uses several examples of the ways in which leaders can effectively use the balcony. May be used with: (1665BC) The Heart of Danger (Why Leading Change is Fraught with Risk); (1666BC) The Faces of Danger (Obstacles Leaders Must Learn to Recognize and Overcome); (1668BC) Think Politically (Nurturing Relationships Is Key to Successful Leadership); (1669BC) Orchestrate the Conflict (How to Creatively Engage Conflict to Achieve Leadership Goals); (1670BC) Give the Work Back (The Importance of Empowering Others to Achieve Difficult Goals); (1671BC) Hold Steady (How Leaders Need to Take the Heat and Let Issues Ripen); (1672BC) Manage Your Hungers (Why Recognizing and Managing Psychological Drives Is Essential to Successful Leadership); (1674BC) Anchor Yourself (Keeping a Sense of One's Essential Personal Identity Is Key to Weathering the Storms of Leadership); (1675BC) What's on the Line? (How Can Leaders Maintain a Deep Sense of Meaning in Their Work?); (1676BC) Sacred Heart (How to Maintain Compassion and an Open Heart Despite the Trials of Leadership). Subjects: NO SUBJECTS(KEYWORDS) Length: 27p List Price: $6.95 Year New: 2006 7534BC Title: Get the Vision Right: Creating a Climate for Change Author(s): Cohen, Dan S. Publication Date: 09/16/2005 Product Type: HBS Press Chapter Abstract: A shared sense of urgency for change may push people into action, but it is the vision that steers them in the right direction. A good vision offers a compelling, motivating picture of the future and serves several important purposes. This chapter lays out the four key phases of developing a compelling vision, providing diagnostic tools and assessments to help you along the way. Subjects: NO SUBJECTS(KEYWORDS) Length: 26p List Price: $6.95 Year New: 2007
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Fix What's Wrong, and Unlock Great Performance, A Harvard Business School Publishing Virtual Seminar CD, Single User Author(s): Neilson, Gary L. Publication Date: 04/11/2006 Product Type: Conference Audio Abstract: If you have ever said, "Wow, that's a great idea but we could never do that here" or "I wish we could spend less time reporting and more time achieving," you are not alone. Too many of us work in organizations that underdeliver on our potential. But it doesn't have to be that way. Just as individuals have personalities, so too do organizations-and understanding your organization's DNA is the first step to optimizing performance. In this 90-minute, interactive presentation, you hear from Gary L. Neilson, senior vice-president at Booz Allen Hamilton and co-author of Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance, along with Bruce A. Pasternack. Hank McKinnel, chairman and CEO of Pfizer, says that "Results will help people at all leadership levels understand why their organizations fall short, frustrate talented people, and deny even the most obvious needs for change. In the hands of committed leaders, Results will get results." This virtual seminar goes beyond the book to help you take a deep dive into these powerful ideas. Among the areas Neilson covers are: how to diagnose what really makes your organization tick and what's good and bad about it, understanding the type of organization yours is--passiveaggressive, overmanaged, just-in-time, or one of four others identified by Neilson and Pasternack--and what it takes to become a resilient organization that is flexible, forward-looking, bounces back from bumps in the road, and never rests on its laurels. Participants learn practical, robust ideas for becoming and remaining an organization that consistently delivers on its commitments and produces great results. Subjects: NO SUBJECTS(KEYWORDS) Length: 90 min List Price: $129.00 Year New: 2006 4230CF Title: Getting Results: Is Your Organization Fit for Growth? A Conversation with Gary L. Neilson, Coauthor of Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance, A Harvard Business School Publishing Virtual Seminar, Registration Fee Author(s): Neilson, Gary L. Publication Date: 04/11/2006
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development; Organizational learning Length: 2p List Price: $4.50 2254 Title: Getting Unstuck: How Dead Ends Become New Paths (Hardcover) Author(s): Butler, Timothy Publication Date: 03/14/2007 Product Type: HBS Press Book Abstract: You will experience psychological impasse many times in your life. During these times, you have the sensation that you're stuck or paralyzed. You're convinced that something must change, whether in your work or personal life. Though this feeling is normal, you need to move beyond it. Failure to "get unstuck" can put your career and personal life--as well as the healthy functioning of your team or organization-at risk. In "Getting Unstuck," business psychologist and researcher Timothy Butler offers strategies for moving beyond a career or personal-life impasse--by recognizing the state of impasse, awakening your imagination, recognizing patterns of meaning in your life, and taking action for change. Drawing on a wealth of stories about individuals who have successfully transitioned out of impasses, "Getting Unstuck" provides a practical, authoritative road map for moving past your immediate impasse-and defining a meaningful path forward. Dr. Timothy Butler is a Senior Fellow and the Director of Career Development Programs at Harvard Business School. He teaches career coaching and consults to organizations worldwide on career development issues. Subjects: NO SUBJECTS(KEYWORDS) Length: 256p List Price: $24.95 Year New: 2007 5229ES Title: Getting Unstuck: How Dead Ends Become New Paths--A Harvard Business School Press Book Summary in Partnership with getAbstract Author(s): School Press, Harvard Business Publication Date: 03/14/2007 Product Type: HBS Press Book Summary Abstract: People often fall into psychological ruts that can lead to feelings of fatigue, worthlessness, and even guilt. Uncomfortable as it may be, an impasse can act as a much-needed catalyst for a meaningful metamorphosis. In "Getting Unstuck," change expert Timothy Butler provides insightful, hands-on advice to help people who feel stuck move forward and
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and the 2004 Athens Olympic Games (A) Author(s): Marquis, Chris; Guthrie, Doug; Katsarakis, Yannis Publication Date: 10/05/2006 Revision Date: 11/14/2007 Product Type: Case (Field) Abstract: Gianna AngelopoulousDaskalaki led the bidding organization that secured the 2004 Olympics for Athens and then later the preparations for those Games. Tracks her leadership style and how she and her team won the bid. After substantial planning problems threatened to cost Greece the Olympics, Angelopoulos was asked to take over the preparations, with only 4 of the 7 years remaining. Ends with the question of what she needs to consider in making the decision to take over the Games' preparations, what role she should play, and where she should start. Geographic Setting: Greece Industry Setting: Government & regulatory Number of Employees: 60,000 Event Year End: 2004 Subjects: NO SUBJECTS(KEYWORDS) Length: 23p Supplementary Materials: Supplement (Field), (407051), 10p, by Chris Marquis, Doug Guthrie, Yannis Katsarakis; Teaching Note, (408081), 14p, by Chris Marquis, Alison Comings Year New: 2007 407051 Title: Gianna Angelopoulos-Daskalaki and the 2004 Athens Olympic Games (B) Author(s): Marquis, Chris; Guthrie, Doug; Katsarakis, Yannis Publication Date: 10/05/2006 Revision Date: 11/15/2007 Product Type: Supplement (Field) Abstract: An abstract is not available for this product. Must be used with: (407050) Gianna AngelopoulosDaskalaki and the 2004 Athens Olympic Games (A). Subjects: NO SUBJECTS(KEYWORDS) Length: 10p Supplementary Materials: Teaching Note, (408081), 14p, by Chris Marquis, Alison Comings Year New: 2007 494023 Title: Giddings & Lewis: In Search of the Cutting Edge (A) Author(s): Eccles, Robert G.; Nohria, Nitin; Klein, Norman Publication Date: 08/11/1993 Product Type: Case (Field) Abstract: Giddings & Lewis, the seventh largest machine tool company in the
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303032 Title: Gillette Co. (A): Pressure for Change Author(s): Kanter, Rosabeth Moss; Weber, James B. Publication Date: 08/22/2002 Revision Date: 02/08/2005 Product Type: Case (Field) Abstract: After years of strong performance with market-dominating brands, Gillette's performance slips and a new CEO is selected from outside the company to lead a turnaround. This case describes the business and financial situation he inherited and asks what he should do during his first day and week on the job. May be used with: (303033) Gillette Co. (B): Leadership for Change; (303034) Gillette Co. (C): Strategies for Change; (303035) Gillette Co. (D): Implementing Change. Geographic Setting: Global Industry Setting: Consumer products Number of Employees: 30,000 Gross Revenues: $9 billion revenues Subjects: Business history; Competition; Consumer goods; Leadership; Management of change Length: 12p Supplementary Materials: Supplement (Field), (309033), 8p, by Rosabeth Moss Kanter, Matthew Bird Year New: 2005 303033 Title: Gillette Co. (B): Leadership for Change Author(s): Kanter, Rosabeth Moss; Weber, James B. Publication Date: 08/22/2002 Revision Date: 02/08/2005 Product Type: Case (Field) Abstract: Describes the actions and behavior of a new CEO in his first days and weeks as he sets expectations for his top management team and introduces processes and disciplines to begin the turnaround of a global consumer products company. May be used with: (303032) Gillette Co. (A): Pressure for Change; (303034) Gillette Co. (C): Strategies for Change; (303035) Gillette Co. (D): Implementing Change. Geographic Setting: Global Industry Setting: Consumer products Number of Employees: 30,000 Gross Revenues: $9 billion revenues Subjects: Business history; Competition; Consumer goods; Leadership; Management of change Length: 14p Year New: 2005 303034 Title: Gillette Co. (C): Strategies for
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traces press coverage of the proxy battle. Instructional issues include the use of advertisements and letters to address shareholders and other relevant audiences, press relations, and the role of the press in a proxy fight. Geographic Setting: United States Industry Setting: Consumer products Company Size: Fortune 500 Subjects: Advertising; Board of directors; Consumer goods; Corporate governance; Public relations; Stockholders Length: 37p 495002 Title: Giordano Holdings Ltd. Author(s): Mills, D. Quinn; Wei, Richard C. Publication Date: 06/29/1994 Product Type: Case (Field) Abstract: Giordano is a major retailer of men's casual apparel in East and Southeast Asia. From 1989 to 1993 its sales grew at an annual rate of 35%. In a 1993 survey of Hong Kong businesses, Giordano was voted the most innovative in responding to customer needs and the company that others most try to emulate. This case examines the company's values, management philosophy, and competitive strengths, as seen from the founder and chairman's point of view. Geographic Setting: Hong Kong Industry Setting: Retail industry Number of Employees: 2,330 Gross Revenues: $303 million revenues Subjects: China; Corporate culture; Leadership; Management philosophy; Organizational behavior; Retailing Length: 11p F0404E Title: Give Me That Real-Time Information Author(s): McGee, Ken Publication Date: 04/01/2004 Product Type: Harvard Business Review Article Abstract: Real-time information about things like network outages, product development, and customer satisfaction is available, but few executives capitalize on it. That's because they're not asking the right questions. Subjects: Customer retention; Information management; Product development Length: 1p Year New: 2004 U0509A Title: Give Them a Challenge They Can't Resist Author(s): Johnson, Lauren Keller Publication Date: 09/01/2005 Product Type: Harvard Management
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1475 Title: Giving Presentations: Pocket Mentor Series Author(s): School Press, Harvard Business Publication Date: 06/14/2007 Product Type: HBS Press Book Abstract: Making persuasive presentations isn't just a matter of charisma and fancy charts: it requires concrete skills that are vital to keeping your audience engaged and involved. This handy guide contains key information on how to customize your presentations to keep people focused and produce the results you want. Subjects: NO SUBJECTS(KEYWORDS) Length: 128p List Price: $9.95 Year New: 2007 471060 Title: Glenn Taylor Author(s): Levinson, Harry; Foulkes, Fred K. Publication Date: 01/18/1971 Product Type: Case (Field) Abstract: Responsible for developing and implementing new management systems, the controller runs into resistance from one of the company's key vice presidents. Psychoanalytic theory is helpful in diagnosing the situation, and the student is placed in the active position of recommending a course of action to the controller. Geographic Setting: United States Industry Setting: Electronics industry Company Size: large Subjects: Electronics; Human behavior; Interpersonal relations; Management by objectives; Management of change Length: 7p Supplementary Materials: Teaching Note, (471123), 1p, by Fred K. Foulkes BH177 Title: Global Leadership Success Through Emotional and Cultural Intelligences Author(s): Ilan, Alon; Higgins, James M. Publication Date: 11/15/2005 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Abstract: Culturally attuned and emotionally sensitive global leaders need to be developed: leaders who can respond to the particular foreign environments of different countries and different interpersonal work situations. Two emerging constructs are especially relevant to the development of successful global leaders: cultural and
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Six Powerful Steps to Outstanding Performance, Featuring Marcus Buckingham, best-selling co-author of "First Break All the Rules", A Harvard Business School Best Practice Briefing, Multi-User CD Author(s): Buckingham, Marcus Publication Date: 03/08/2007 Product Type: Conference Abstract: Following the million-copy bestsellers "First, Break All the Rules" and "Now, Discover Your Strengths" that inspired managers in organizations around the world, Marcus Buckingham at last answers the ultimate question: How can you actually apply your strengths for maximum success at work? Research data shows that most people do not make full use of their assets at work. In this interactive, 90-minute presentation, Buckingham will lead you through a sixstep process that will enable you to seize control of your assets and rewrite your job description to leverage your strengths. You'll learn how to engage your boss in the process--or move forward on your own if he or she isn't on board. Together with Buckingham you will explore: why your strengths aren't "what you are good at" and your weaknesses aren't "what you are bad at"; how to use the four telltale signs to identify your strengths; the simple steps you can take each week to skew your time at work toward those activities that strengthen you, and how to manage around those that weaken you; how to talk to your boss and your colleagues about your strengths without sounding like you're bragging; and the fifteenminute weekly ritual that will keep you on your strengths path your entire career. With structured exercises that will become part of your regular work activities, this Best Practice Briefing will arm you with a radically different approach to your work life. Join the Strengths Revolution and discover how great you can be at work. This book aims to kick-start the Strengths Revolution that began with Buckingham's earlier books. Subjects: NO SUBJECTS(KEYWORDS) Length: 90 min List Price: $299.00 Year New: 2007 1025 Title: The Good Boss: Manage Your Team--and Yourself--to the Highest Potential (HBR OnPoint Executive Edition) Author(s): Fryer, Bronwyn; Goleman, Daniel; Goffee, Rob; Jones, Gareth; Drucker, Peter F.; DeLong, Thomas J.; Vijayaraghavan, Vineeta; Kim, W. Chan; Nicholson, Nigel; Manzoni, Jean-
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way through 11 companies in 25 years-a crazy quilt of jobs as a music promoter, corporate lawyer, CFO at a software start-up, and chief executive at a video game company, just to name a few. Komisar's success came by not having a career--at least, not in the traditional oldeconomy sense of the word. He realized there were alternatives to marching your way straight up the corporate ladder and that success in the new economy can involve a series of twists and turns. In this first-person account, Komisar describes why a nontraditional career path such as the one he unintentionally took may appeal to more businesspeople than might suspect it themselves. He tracks his professional journey along a sometimes tense, often enlightening, and ultimately prosperous course. He shares lessons learned along the way. Komisar also makes a strong business case for pursuing the passiondriven career; such a career, he says, makes supreme sense in the new economy because it's flexible and challenging--both for an individual and for the companies he chooses to work for. Subjects: Careers & career planning; Entrepreneurship; New economy; Values Length: 9p 406073 Title: Gordon Bethune at Continental Airlines Author(s): Nohria, Nitin; Mayo, Anthony J.; Benson, Mark Publication Date: 01/23/2006 Revision Date: 10/27/2008 Product Type: Case (Library) Abstract: A $385 million loss for the final months of fiscal year 1994 signaled Continental might go bankrupt. Could new CEO Gordon Bethune turn Continental around? Continental was in dire straits because the deregulation of the commercial airline industry in 1978 ushered in a new era focused on mergers and acquisitions and bitter employee-management relations. Venerable airline brands with a commitment to quality, like Continental, were prime takeover targets. After Texas Air Chairman Frank Lorenzo (HBS 1963) secured Continental in his hostile takeover bid, tensions escalated between Lorenzo and the old guard-especially when Lorenzo declared Continental bankrupt in the fall of 1983 and then fired and replaced half his staff with cheaper nonunion labor. In October 1994, five months after Continental exited its second bankruptcy, Bethune was elevated to CEO and created a Go Forward Plan to return Continental to profitability. Two years after unveiling the Go Forward Plan, Continental was at the
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the family developed several governance and communication mechanisms to support that role: a Family Council, a Family Assembly, formal training for the family's next generation, and a written document of values and policies that functions like a constitution. Subjects: Board of directors; Corporate governance; Family owned businesses; Holding companies; Interviews; Leadership; Stockholders; Succession planning Length: 12p 498002 Title: Graffs (A) Author(s): Sloane, Carl S.; Rogers, Gregory C. Publication Date: 07/09/1997 Product Type: Case (Field) Abstract: Examines dual-career issues and conflicts between spouses' career objectives, personal values, and life structures. It does so by a in-depth examination of the lives and careers of a professional couple (a successful entrepreneur and a lawyer), choice points in their individual and shared lives, and their adult development needs. Geographic Setting: San Francisco, CA Industry Setting: Legal services Subjects: Careers & career planning; Human behavior; Organizational behavior; Women Length: 17p Supplementary Materials: Supplement (Field), (498003), 4p, by Carl S. Sloane, Gregory C. Rogers; Supplement (Field), (498004), 4p, by Carl S. Sloane, Gregory C. Rogers 498003 Title: Graffs (B) Author(s): Sloane, Carl S.; Rogers, Gregory C. Publication Date: 07/09/1997 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (498002) Graffs (A). Subjects: Careers & career planning; Human behavior; Organizational behavior; Women Length: 4p 498004 Title: Graffs (C) Author(s): Sloane, Carl S.; Rogers, Gregory C. Publication Date: 07/09/1997 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (498002) Graffs (A). Subjects: Careers & career planning; Human behavior; Organizational behavior; Women Length: 4p
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terrain of an uncertain age. May be used with: (2628BC) The Leader's Challenge: Resonant Leadership; (2630BC) Dissonance Is the Default: The Leader's Struggle to Sustain Resonance; (2632BC) Waking Up to Resonance and Renewal: Charting a Path to SelfAwareness and Great Leadership; (2633BC) Intentional Change: The Leader's Journey to Renewal; (2634BC) Mindfulness: An Essential Element of Resonant Leadership; (2635BC) Hope: An Essential Element of Resonant Leadership; (2636BC) Compassion: An Essential Element of Resonant Leadership; (2638BC) "Be the Change You Wish to See in the World": Choosing to Be a Resonant Leader; (2639BC) Appendix A: Power Stress, the Sacrifice Syndrome, and the Renewal Cycle: Understanding a Holistic Approach to Leadership; (2640BC) Appendix B: Additional Exercises: Resonant Leadership. Subjects: NO SUBJECTS(KEYWORDS) Length: 15p List Price: $6.95 Year New: 2007 C0104C Title: Great Speeches: Recognizing and Honoring Heroes Author(s): Morgan, Nick Publication Date: 04/01/2001 Product Type: Harvard Management Communication Letter Article Abstract: President Ronald Reagan's January 28, 1986, speech to the American people on the Challenger space shuttle disaster took the form of a funeral oration. Reagan, who was scheduled to deliver his state of the nation speech that night, decided instead to speak to his country about the tragedy that had just occurred. The result was a brief and incredibly poignant speech that honored the fallen astronauts and gave the country an opportunity to grieve. And while few of us are called upon to give funeral orations, the genre is in fact similar to another form that public speakers use quite often: the introduction. This article discusses the requirements of the two genres and offers lessons from Reagan's example. Subjects: Communication; Leadership Length: 3p List Price: $4.50 594004 Title: Greater Gotham United Way Author(s): Greyser, Stephen A. Publication Date: 07/01/1993 Revision Date: 07/21/1994 Product Type: Case (Library) Abstract: The community's major umbrella charitable and social services
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trip, he finds himself facing distributed work, global collaboration, conflict and management issues that are threatening to unravel his team. Geographic Setting: France; India; United Arab Emirates; United States Number of Employees: 35,000 Gross Revenues: 25 billion Event Year Start: 2007 Event Year End: 2007 Subjects: NO SUBJECTS(KEYWORDS) Length: 17p 405078 Title: Gretta Enterprises Author(s): Doyle, Linda S. Publication Date: 01/11/2005 Revision Date: 07/21/2005 Product Type: Case (Field) Abstract: Describes Gretchen ("Gretta") Monahan's founding and management of Gretta Enterprises, which has grown to five outlets--salons, day spas, and fashion boutiques--and $10 million in annual revenue in 10 years. Monahan's role as a television host on TLC's A Makeover Story has created significant positive publicity, but at the cost of diverting her time and attention away from her businesses. Focuses on the leadership challenges facing an entrepreneur when the enterprise grows to a point where systems, mechanisms, and controls are needed to manage the business. Geographic Setting: Boston, MA Industry Setting: Fashion industry Number of Employees: 100 Gross Revenues: $10 million Event Year Start: 2004 Event Year End: 2004 Subjects: Growth management; Leadership; Management development; Management of change; Organizational design; Performance measurement Length: 11p Year New: 2005 R0510C Title: Growing Talent as if Your Business Depended on It Author(s): Cohn, Jeffrey M.; Khurana, Rakesh; Reeves, Laura Publication Date: 10/01/2005 Product Type: Harvard Business Review Article Abstract: Traditionally, corporate boards have left leadership planning and development very much up to their CEOs and human resources departments--primarily because they don't perceive that a lack of leadership development in their companies poses the same kind of threat that accounting blunders or missed earnings do. That's a shortsighted view, the authors argue. Companies whose boards and senior
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your competitors. How do you best manage a major change of course for your organization? How do you get people out of their bunkers and into growth mode? How can you encourage risk-taking after reining it in during the downturn? How can you get people who already handle more than before to sign up for still greater efforts? This is change management at its most challenging and for the highest stakes. You and your organization need to master the leadership of change before the related pressures for growth and change overwhelm you. In this 90-minute presentation, Professor Kotter draws lessons from real-world examples that will equip you to understand and address your own challenges better. The emphasis is on practical, actionable advice that you can put to work right away. Your ability to lead change will be increasingly essential to your company and your career. This virtual seminar helps prepare you to meet the challenges of growth and innovation. Volume discounts and site license pricing are also available. For information, call 1-800-795-5200. Outside the United States and Canada, call 617-783-7888. Subjects: Growth strategy; Innovation; Leadership; Management of change Length: 90 min List Price: $129.00 Year New: 2004 7383CF Title: The Growth Imperative: Mastering the Change Leadership Challenges, A Harvard Business School Publishing Virtual Seminar, Registration Fee Author(s): Kotter, John P. Publication Date: 06/02/2004 Product Type: Previous Conference Abstract: The Growth Imperative: Mastering the Change Leadership Challenges, featuring John P. Kotter, a Harvard Business School Publishing virtual seminar, Wednesday, June 2, 2004, 12: 30-2: 00 p.m. U.S./Canadian EST, $349.00 per site. The Number One imperative facing organizations has changed. Over the past three years, companies typically focused on cost cutting. Now, with the economic recovery gaining speed, the challenge is to grow-to be innovative and launch new initiatives even while maintaining cost controls and strict operating disciplines. Your success will depend on whether you--and your organization--can make the shift faster and better than your competitors. How do you best manage a major change of course for your organization? How do you get people out of their bunkers and into growth mode? How can you encourage risk-taking after
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R0702A Title: The HBR List: Breakthrough Ideas for 2007 Author(s): Watts, Duncan J.; Hori, Yoshito; Dalsace, Frederic; Damay, Coralie; Dubois, David; Schrage, Michael; Hutson, Harry; Perry, Barbara; von Hippel, Eric; Stone, Linda; Mankins, Michael C.; Dijksterhuis, Ap; Eccles, Robert G.; Watson, Liv; Willis, Mike; West, Geoffrey B.; Fraser, Karen; Longman, Phillip; Glazer, Rashi; Ishikura, Yoko; Kleinfeld, Klaus; Reinhardt, Erich; Meyer, Christopher; Morris, Charles R.; Shirky, Clay; Weinberger, David Publication Date: 02/01/2007 Product Type: Harvard Business Review Article Abstract: Our annual survey of ideas and trends that will make an impact on business: Duncan J. Watts contends that ordinary people, not "influentials," drive social epidemics. Yoshito Hori predicts that Japan's young entrepreneurs could outshine those in China and India. Frederic Dalsace, Coralie Damay, and David Dubois propose brands that--like Harry Potter-mature with their customers. Michael Schrage reveals the hidden value in long-forgotten equations. Harry Hutson and Barbara Perry put hope back in the executive repertoire. Eric von Hippel spotlights Denmark, where "usercentered innovation" is a national priority. Linda Stone detects a backlash against cell-phone and BlackBerry addiction. Michael C. Mankins suggests where to put all that excess cash. Ap Dijksterhuis reaffirms the value of sleeping on a decision. Robert G. Eccles, Liv Watson, and Mike Willis report on a new software standard that will make business and financial information dramatically easier to generate, aggregate, and analyze. Geoffrey B. West challenges the conventional wisdom that smaller innovation functions are more inventive. Karen Fraser warns of apparently loyal customers who are poised to bolt for ethical reasons. Phillip Longman predicts the return of large patriarchal families and their effects on marketing strategy. Rashi Glazer illustrates the sociocultural and business implications of nanotechnology. Yoko Ishikura urges global firms to "think locally." Klaus Kleinfeld and Erich Reinhardt explore the convergence of imaging technology and biotech and its enormous benefits for medical care. Christopher Meyer advises
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Partnerships; Power & influence; Strategic alliances; Strategy implementation Length: 21p Supplementary Materials: Teaching Note, (404115), 14p, by Tiziana Casciaro; Supplement (Field), (404040), 3p, by Tiziana Casciaro, Christina Darwall NEW 404040 Title: The HP-Cisco Alliance (B) Author(s): Casciaro, Tiziana; Darwall, Christina Publication Date: 08/11/2003 Product Type: Supplement (Field) Abstract: Supplements the (A) case. Must be used with: (403120) The HPCisco Alliance (A). Subjects: Information technology; Interpersonal behavior; Interpersonal relations; Organizational structure; Partnerships; Power & influence; Strategic alliances; Strategy implementation Length: 3p Supplementary Materials: Teaching Note, (404115), 14p, by Tiziana Casciaro Year New: 2004 B0801D Title: HR at the Heart of Strategic Transformation: The EMC Turnaround Author(s): Field, Anne Publication Date: 01/15/2008 Product Type: Balanced Scorecard Report Article Abstract: Computer storage device maker EMC Corporation was knocked sideways by the dot-com crash. So senior managers devised a radical new strategy: transform the company from a hardware-only to a hardware, software, and computer services provider. A revamped human capital approach that included strategic job readiness was key to turning the company around. In this article, Jack Mollen, head of HR, recounts the remarkable role his team played in EMC's dramatic turnaround. Subjects: NO SUBJECTS(KEYWORDS) Length: 3p List Price: $9.50 Year New: 2007 307001 Title: Habitat for Humanity--Egypt Author(s): Wei-Skillern, Jane; Herman, Kerry Publication Date: 10/03/2006 Revision Date: 05/16/2007 Product Type: Case (Field) Abstract: Habitat for Humanity--Egypt (HFHE), has grown in just seven years to become one of the most successful
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Egypt. Subjects: NO SUBJECTS(KEYWORDS) Length: 11 min List Price: $150.00 Year New: 2007
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1728 Title: Habits of Highly Effective Managers, 2nd Edition (HBR Article Collection) Author(s): Bruch, Heike; Wass, Donald L.; Covey, Stephen R.; Kaplan, Robert S.; Oncken, William, Jr.; Ghoshal, Sumantra Publication Date: 01/01/2007 Product Type: HBR OnPoint Collection Abstract: Just 10% of managers really move their organizations forward: They zero in on strategic goals and see them to completion; They fuel breakthrough innovations in products, services, and processes; And they tackle heavy workloads under tight time constraints. What about the remaining 90%? Short on self-awareness, they don't ask themselves the hard questions required to examine--and improve--their leadership skills. Overcommitted, they succumb to the temptation to concentrate on short-term tasks when pressure mounts. Blurring their focus even further, many accumulate "monkeys" on their backs by taking on subordinates' problems. How to ensure you're in the 10%--not the 90%? Regularly take stock of your effectiveness as a leader, rather than waiting for others to give you feedback. Rivet your attention on efforts that support your organization's long-term objectives. And throw off time-hungry monkeys. The payoff? You redirect your energy to where it exerts the biggest impact: your company's strategic priorities. Subjects: NO SUBJECTS(KEYWORDS) Length: 34p List Price: $17.95 Year New: 2007 B0701B Title: Hall of Fame Winners' Roundtable: Surviving Leadership Change Author(s): Chow, Linda H. Publication Date: 01/15/2007 Product Type: Balanced Scorecard Report Article Abstract: It's axiomatic: a successful scorecard-led strategy transformation requires the unwavering support of top leaders. But once the transformation is accomplished, what happens when the champion-in-chief leaves the organization? Has the organization paved the way to institutionalizing its
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Review Article Abstract: Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are obsessed with "soft" issues, such as culture and motivation but, say the authors, focusing on these issues alone won't bring about change. Companies also need to consider the hard factors-like the time it takes to complete a change initiative, the number of people required to execute it, and so forth. When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success vs. failure) and four hard factors, which they called DICE: project duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simple questions that help executives score their projects on each of the four factors; the lower the score, the more likely the project will succeed. Companies can use DICE assessments to force conversations about projects, to gauge whether projects are on track or in trouble, and to manage project portfolios. The authors have used these four factors to predict the outcomes and guide the execution of more than 1,000 change management programs worldwide. Not only has the correlation held, but no other factors (or combination of factors) have predicted outcomes as successfully. Geographic Setting: Australia; Melanesia; New Zealand Industry Setting: Banking industry; Beverage industry; Biotechnology industry; Hospital industry; Manufacturing industries; Telecommunications industry Subjects: NO SUBJECTS(KEYWORDS) Length: 13p Year New: 2005 1916 Title: The Hard Side of Change Management (HBR OnPoint Enhanced Edition) Author(s): Sirkin, Harold L.; Keenan, Perry; Jackson, Alan Publication Date: 10/01/2005 Product Type: HBR OnPoint Article Abstract: Everyone agrees that managing change is tough, but few can agree on how to do it. Most experts are
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Westinghouse's threatened Synthetic Fuels Division, he insisted on meeting them in person, explaining the reasons for the layoff and giving them a chance to object, criticize, and vent their anger. In doing so, he also reassured the remaining employees that the division would not be closed immediately. His action so eased the emotional blow for those laid off that when the division got the chance to rehire some of them a few months later, every single one came back, including those who had found other jobs. Peace was emulating the general manager of another struggling Westinghouse division who had delivered a series of informational presentations to a hostile contingent of workers. The upshot of the meetings was greater credibility for the general manager, a big improvement in labormanagement relations, and increased productivity and profits. Subjects: Communication; HBR Classics; Interpersonal relations; Labor relations; Leadership; Management styles Length: 10p List Price: $6.50 8053CF Title: Hardball Strategy: Are You Playing to Play or Playing to Win? A Harvard Business School Publishing Virtual Seminar Publication Date: 10/05/2005 Product Type: Previous Conference Abstract: Hardball Strategy: Are You Playing to Play or Playing to Win?, a Harvard Business School Publishing virtual seminar single-user CD, featuring George Stalk, co-author of Hard Ball: Are You Playing to Play or Playing to Win? and author of Competing Against Time, the classic work on time-based competition. Recorded on Thursday, October 14, 2004. In the harsh playing field of business, nice guys finish last, and ruthless competitors take all. George Stalk calls for an unapologetic return to classic "hardball strategies" that give companies such a powerful advantage over rivals that competitors literally crumble or quit the game. Are you ready for a strategy so powerful and an execution-driven mind-set so relentless that your company can use it not only to gain competitive advantage, but also to achieve an industry dominance that is virtually unassailable and one that competitors might try to explain away as unfair? In the "hardball manifesto," George Stalk of the leading strategy consulting firm The Boston Consulting Group shows how hardball competitors can build or maintain an enviable competitive edge by pursuing one or more of the classic "hardball
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eventually succeed your CEO, says consultant Anne Lim O'Brien, be clear about which role you're seeking to fill. Subjects: NO SUBJECTS(KEYWORDS) Length: 1p Year New: 2005 KEL249 Title: The Harilela Enterprises: An Indian Family Business in Hong Kong Author(s): Ward, John; Mansinghka, Suren; Tran, Elyssa; Sambamurthy, Bhaskar Publication Date: 01/01/2006 Product Type: Case (Field) Abstract: A second-generation, multibillion-dollar Asian family business, run for decades by six brothers, faces issues of ownership, family employment, management, leadership, governance, and succession as it transitions to the third generation of siblings and cousins. Geographic Setting: Hong Kong Industry Setting: Hotel industry Subjects: NO SUBJECTS(KEYWORDS) Length: 17p Supplementary Materials: Teaching Note, (KEL250), 12p, by John Ward, Suren Mansinghka, Elyssa Tran, Bhaskar Sambamurthy Year New: 2006 R0109D Title: Harnessing the Science of Persuasion Author(s): Cialdini, Robert B. Publication Date: 10/01/2001 Product Type: Harvard Business Review Article Abstract: If leadership, at its most basic, consists of getting things done through others, then persuasion is one of the leader's essential tools. Many executives have assumed that this tool is beyond their grasp, available only to the charismatic and the eloquent. Over the past several decades, though, experimental psychologists have learned which methods reliably lead people to concede, comply, or change. Their research shows that persuasion is governed by several principles that can be taught and applied. The first principle is that people are more likely to follow someone who is similar to them than someone who is not. Wise managers, then, enlist peers to help make their cases. Second, people are more willing to cooperate with those who are not only like them but who like them, as well. So it's worth the time to uncover real similarities and offer genuine praise. Third, experiments confirm the intuitive truth that people tend to treat you the way you treat them. It's sound policy to do a favor before seeking one. Fourth,
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5218ES Title: Harvard Business Essentials: Decision Making--A Harvard Business School Press Book Summary in Partnership with getAbstract Author(s): School Press, Harvard Business Publication Date: 02/01/2005 Product Type: HBS Press Book Summary Abstract: Businesspeople make decisions daily, but few companies implement the kind of quality decisionmaking process that produces solid results. This Harvard Business Essentials guide introduces a five-step process for making better decisions. Subjects: NO SUBJECTS(KEYWORDS) Length: 5p 8741 Title: Harvard Business Essentials: Guide to Managing Change and Transition (Paperback) Publication Date: 12/04/2002 Product Type: HBS Press Book Abstract: Harvard Business Essentials are comprehensive, solution-oriented paperbacks for business readers of all levels of experience. Managing through change and crisis is difficult in any business environment, let alone one as turbulent as managers face today. This timely guide offers authoritative advice on how to recognize the need for organizational change, communicate the vision, prepare for structural change such as M&A, and address emotional responses to downsizing. With tools for managing stress levels and advice on gathering and sharing information during a transition, Managing Change and Transition is an indispensable guide for managers at any level of the organization. Subjects: Management of change; Organizational change Length: 160p List Price: $19.95 1121 Title: Harvard Business Essentials: Guide to Managing Creativity and Innovation (Paperback) Publication Date: 06/18/2003 Product Type: HBS Press Book Abstract: Packed with practical information designed for business readers and managers at all levels, this essential volume offers insights on managing creativity in groups, developing creative conflict, and using technology to help foster innovation. Subjects: Conflict; Creativity; Innovation; Project management
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3900BN Title: The Harvard Business Review Special Issues Collection Publication Date: 01/09/2006 Product Type: Management Program Abstract: This collection includes eight special issues of HBR, each focused on a management topic: Decision Making (January 2006), The High-Performance Organization (July-August 2005), Managing Yourself (January 2005), TopLine Growth (July-August 2004), Business Leadership in a Changed World (August 2003), Motivation: How to Get the Most from Your Organization (January 2003), The Innovative Enterprise (August 2002), and Breakthrough Leadership: It's Personal (December 2001). Decision Making offers clear frameworks for making better, faster, and smarter decisions. The High-Performance Organization is about the elite circle of companies where exceptional performance is an everyday event. Managing Yourself helps you understand what you value most and how you use your resources and define success. Top-Line Growth takes a comprehensive look at the sources of sales growth, including strategies to produce growth and ensure that it is profitable, and how leaders can promote and sustain it. Business Leadership in a Changed World looks at the risks and opportunities of doing business across borders. Motivation: How to Get the Most from Your Organization provides managers with insights into the mysteries of motivation, taking a fresh look at the use (and abuse) of some of the most powerful tools for inspiring and guiding complex organizations. The Innovative Enterprise demystifies corporate innovation--revealing managerial techniques, policies, and practices used by companies that consistently develop great and profitable ideas. Breakthrough Leadership: It's Personal examines business leadership from all angles, reaching the conclusion that great leadership is an intensely personal process that places extraordinary demands on the time, energy, and intellectual capacities of those who would lead. Subjects: NO SUBJECTS(KEYWORDS) List Price: $115.00 Year New: 2006 1296 Title: Harvard Business Review on Becoming a High Performance Manager
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As a manager, you play a crucial role in cultivating leadership skills in your own teams. In this book, you'll find a wealth of strategies for fulfilling this key responsibility, such as: When to promote a rising star to management-and why promoting too early can jeopardize a star's career and your company; How to help newly minted team leaders avoid the classic errors that trip up beginners; The predictable stages leaders must go through to master the job of heading a new business or large division; and Ways to tailor your development strategies to four types of leaders-in-training. This collection of HBR articles provides a range of advice on the best ways for companies to keep their next generation of leaders on the right track. Subjects: NO SUBJECTS(KEYWORDS) Length: 224p List Price: $22.00 Year New: 2006 5003 Title: Harvard Business Review on Developing Leaders (Paperback) Publication Date: 01/08/2004 Product Type: HBS Press Book Abstract: Most organizations struggle with the question of leadership. How do you identify leaders in the making? How do you train them, taking into account their unique strengths and weaknesses? This collection of articles examines the ways in which managers and executives develop as leaders and then helps readers apply successful tactics in reallife settings. Using innovative as well as time-honored approaches, Harvard Business Review on Developing Leaders guides readers through the challenges of leadership development. Subjects: Employee development; Leadership; Management development; Personnel management Length: 208p List Price: $19.95 Year New: 2004 8834 Title: Harvard Business Review on Leadership (Paperback) Publication Date: 08/07/1998 Product Type: HBS Press Book Abstract: The Harvard Business Review paperback series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. Harvard Business Review on Leadership gathers together eight of the
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Performance effectiveness; Performance measurement Length: 224p List Price: $19.95 NEW 6153 Title: Harvard Business Review on Organizational Learning (Paperback) Publication Date: 05/04/2001 Product Type: HBS Press Book Abstract: Managers often find it difficult to keep up with the multitude of factors that impact learning and knowledge management in business. This helpful volume analyzes these factors, details better practices for organizational learning, and offers strategies on how to control and manage a company's knowledge to its fullest potential. The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious business people in organizations around the globe. Contents: Communities of Practice: The Organizational Frontier by Etienne C. Wenger and William M. Snyder; The Smart-Talk Trap by Jeffrey Pfeffer and Robert I. Sutton; Balancing Act: How to Capture Knowledge Without Killing It by John Seely Brown and Paul Duguid; What's Your Strategy for Managing Knowledge? by Morten T. Hansen, Nitin Nohria, and Thomas Tierney; Good Communication That Blocks Learning by Chris Argyris; Coevolving: At Last, a Way to Make Synergies Work by Kathleen Eisenhardt and D. Charles Galunic; Organigraphs: Drawing How Companies Really Work by Henry Mintzberg and Ludo Van der Heyden; and Stop Fighting Fires by Roger Bohn. Subjects: Communication in organizations; Knowledge management; Organizational learning Length: 208p List Price: $19.95 2294 Title: Harvard Business Review on Talent Management (Paperback) Author(s): HBR Publication Date: 02/19/2008 Product Type: HBS Press Book Abstract: If great talent is hard to find, it's even harder to keep. In today's competitive world, you need the best and the brightest on your team in order to stay ahead of the game. If you lose your key talent, you may find that you're also losing out on crucial business opportunities. This valuable collection
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Craumer; Inspiring Innovation by Ellen Peebles; The Discipline of Innovation by Peter F. Drucker; Research That Reinvents the Corporation by John Seely Brown; and Creativity Is Not Enough by Theodore Levitt. Subjects: Innovation; Leadership; Managerial skills Length: 224p List Price: $19.95 NEW 6409 Title: Harvard Business Review on the Mind of the Leader (Paperback) Publication Date: 01/31/2005 Product Type: HBR Paperback Series Abstract: How do leaders view themselves? What thought processes govern their actions? In this insightful book, renowned leadership experts, including Warren Bennis and Daniel Goleman, probe the fascinating psychology of leadership. From the impact of narcissism on leaders' effectiveness to the crises and challenges that each stage of leadership brings, this book helps leaders gain a deeper understanding of their complex role. Subjects: Business & society; Executives; Leadership Length: 192p List Price: $19.95 Year New: 2005 2499 Title: Harvard Business Review on the Persuasive Leader Author(s): School Press, Harvard Business Publication Date: 05/19/2008 Product Type: HBS Press Book Abstract: More companies are shifting from command-and-control hierarchies to flat management structures. To get work done through others under these conditions (your central job as a manager), you need to excel at persuading others--including those over whom you have no formal authority. In this book, you'll discover techniques for honing your persuasive powers, such as: Ways to strengthen your credibility and connect emotionally with others; How to appeal to six deeply rooted human needs in crafting your proposals; How to motivate people to give their best on the job; Strategies for adapting your persuasive tactics to your listeners' decision-making styles. Subjects: NO SUBJECTS(KEYWORDS) Length: 224p List Price: $22.00 Year New: 2008
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articles: "Picking the Right Transition Strategy," "The Quick Wins Paradox," "Women and the Vision Thing," "How Not to Lose the Top Job," and "The Last Act of a Great CEO." Subjects: NO SUBJECTS(KEYWORDS) Length: 120p List Price: $16.95 BR0807 Title: Harvard Business Review, JulyAugust 2008 Author(s): HBR Publication Date: 07/01/2008 Product Type: HBR Issue Abstract: Harvard Business Review publishes new and authoritative ideas for improving the practice of management. Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their realworld applications in areas like strategy, leadership, marketing, team management, and professional development. Each monthly issue presents groundbreaking research, analysis of the forces shaping the business agenda, and proven best practices designed to help individuals and organizations lead, manage, and compete more effectively and with greater purpose. The July-August 2008 issue is a special HBS Centenary Edition. It features the following articles: "The Uncompromising Leader," "The Competitive Imperative of Learning, " "Finding a Higher Gear," "Employee Motivation: A Powerful New Model," "Should You Invest in the Long Tail?," "Investing in the IT That Makes a Competitive Difference," and "The Finance Function in a Global Corporation." Subjects: NO SUBJECTS(KEYWORDS) Length: 164p List Price: $16.95 Year New: 2008 BR0706 Title: Harvard Business Review, June 2007 Author(s): HBR Publication Date: 06/01/2007 Product Type: Harvard Business Review Article Abstract: Harvard Business Review publishes new and authoritative ideas for improving the practice of management. Written by leading business thinkers and executives, HBR gives readers a first look at cutting-edge ideas and their realworld applications in areas like strategy, leadership, marketing, team management, and professional development. Each monthly issue presents groundbreaking research,
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Ideas as Art: A Conversation with James G. March," "Strategies for TwoSided Markets," and "Meeting the Challenge of Corporate Entrepreneurship." Subjects: NO SUBJECTS(KEYWORDS) List Price: $16.95 Year New: 2006 308012 Title: Harvard Business School Author(s): Datar, Srikant; Garvin, David; Knoop, Carin-Isabel Publication Date: 02/27/2008 Revision Date: 03/06/2008 Product Type: Case (Field) Abstract: In 2008 the Boston-based Harvard Business School would turn 100. As the centennial year began, the HBS community and leadership were reflecting on how the School might fulfill its mission to "develop business leaders who make a difference in the world" in the next century. This case focuses on the school's commitment to general management education and its implementation in an increasingly globalized business world. Industry Setting: Business education; Education industry; Higher education Event Year Start: 2008 Event Year End: 2008 Subjects: NO SUBJECTS(KEYWORDS) Length: 17p Year New: 2008 2239 Title: The Harvard Business School Guide to Finding Your Next Job (Paperback) Author(s): Gardella, Robert S. Publication Date: 03/23/2000 Product Type: Career Publication Abstract: Whether searching for a new job or just considering a change, this concise and comprehensive book offers a road map for job search planning and execution. Written by Bob Gardella, Assistant Director of Alumni Career Services at Harvard Business School, the guide covers all the key elements of the job search process--such as creating a resume, dealing with job loss, using references effectively, staying motivated, using various search strategies, and negotiating job offers. The Harvard Business School Guide to Finding Your Next Job presents a wide array of advice and practical direction for effective timeallocation and job search activities that are more likely to be successful. Gardella puts the vast job search literature in perspective for experienced managers and first-time job seekers. Subjects: Careers & career planning; Job satisfaction
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