Publications

September 1988 (Revised September 1994)
Background Note

Note on Process Analysis (Abridged)

By: Roy D. Shapiro

Provides an introductory note to production processes and the use of flow diagrams. View Details

Keywords: Management Analysis, Tools, and Techniques; Management Practices and Processes; Production

June 1987 (Revised May 1990)
Case

John Deere Component Works (B)

By: Robert S. Kaplan

Having installed an activity-based system, the division is now exploring the insight provided by that system. In particular, it is studying the economics of lot-size process planning and product mix management. View Details

Keywords: Activity Based Costing and Management; Production; Business or Company Management; Planning; Cost Accounting; Cost Management; Product Marketing; Management Practices and Processes; Consumer Products Industry; Agriculture and Agribusiness Industry

March 1985 (Revised November 1988)
Case

Precision Parts, Inc. (A)

By: William A. Sahlman

Contains a description of a decision confronting two entrepreneurs in mid-1981. They are considering purchasing a small manufacturer of precision electromechanical parts. Among the issues in the case are the following: 1) Should Taylor and Grayson buy Precision Parts,... View Details

Keywords: Leveraged Buyouts; Venture Capital; Financing and Loans; Cost vs Benefits; Investment Return; Strategy; Management Practices and Processes; Risk and Uncertainty; Outcome or Result; Manufacturing Industry

September 1984
Background Note

Balancing General Management Responsibilities

By: Joseph L. Badaracco Jr. and Richard R. Ellsworth

August 1984 (Revised March 1989)
Background Note

Direct, Personal Leadership

By: Joseph L. Badaracco Jr. and Richard R. Ellsworth

Argues that to be effective leaders, general managers must focus on substance, not process, and aggressively combat the forces that can lead to the politicization of the organization. Examines the leader's direct role in setting and communicating goals, managing the... View Details

Keywords: Leadership Style; Management Practices and Processes

May 1982 (Revised May 1985)
Case

Human Resources at Hewlett-Packard

By: Michael Beer and Richard O. von Werssowetz

Provides an overview of all the human resource policies and practices applied by Hewlett-Packard. As such, it is an opportunity to analyze Hewlett-Packard's practices in all four policy areas; stakeholder influence, flows, rewards, and work systems. View Details

Keywords: Human Resources; Management Practices and Processes; Business and Stakeholder Relations; Working Conditions; Policy

1981
Chapter

The Impact of Management Accounting Research on Policy and Practice

By: Robert S. Kaplan

Keywords: Accounting; Research; Management Practices and Processes

July 1979 (Revised July 1995)
Background Note

The Uses of Ideology for Managers

By: George C. Lodge

Article

Do Supervisors Thrive in Participative Work Systems?

By: Leonard A. Schlesinger and Richard E. Walton

This article presents the findings regarding the nature of the difficulties surrounding the supervisory role in participative work systems, a conceptualization of the supervisor/work group interface, and some action implications for the management of organizations.... View Details

Keywords: Managerial Roles; Organizational Design; Management Practices and Processes; Innovation and Invention

1978
Book

Understanding Management

By: J. W. Lorsch, James P. Baughman, James Reece and Henry Mintzberg

1978
Book

Quantitative Methods in Management: Text and Cases

By: Paul A. Vatter, Stephen P. Bradley, Sherwood C. Frey Jr. and Barbara B. Jackson

March 1974 (Revised June 1995)
Case

First National City Bank Operating Group (B)

By: Jay W. Lorsch

Growth in demands on the bank's "back office" required a totally new approach to management. New stress on systems orientation, objectives, measurement, process design and control has resulted in lower costs, fewer people, and higher quality. Also resulted in fear,... View Details

Keywords: Change Management; Transition; Banks and Banking; Management Practices and Processes; Managerial Roles; Production; Outcome or Result; Banking Industry

March 1974 (Revised June 1996)
Case

First National City Bank Operating Group (A)

By: Jay W. Lorsch

Growth in the banking field has produced new demands on the "back office." Traditional management practices in check processing and paper handling operations have resulted in ten years of cost increases and quality loss. New manager of the operating group faces an... View Details

Keywords: Change Management; Transition; Banks and Banking; Management Practices and Processes; Managerial Roles; Production; Banking Industry