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- January 1992
- Teaching Note
American Telephone and Telegraph Company (1983) TN
Teaching Note for (9-284-047). View Details
- January 1992 (Revised August 1992)
- Case
Lexon Corp. (A)
By: Lynn S. Paine
A general manager at Lexon Computer Corp. must decide whether interception and surveillance of employees' e-mail is acceptable company practice, and whether to follow the advice of his computer operations manager who wants to fire the person who complained that the... View Details
- 1 Jan 1992
- Conference Presentation
IT-based Innovation: Managing a Disorderly Process
By: Jim I. Cash Jr.
- December 1991 (Revised October 1998)
- Case
Eli Lilly and Co.: Manufacturing Process Technology Strategy--1991
By: Gary P. Pisano, Steven C. Wheelwright and Jonathan West
Outlines the evolution of Lilly's corporate manufacturing strategy over the past decade. The corporate vice president of manufacturing must decide on the next phase of Lilly's strategy for the early 1990s, as well as to what extent and what role process development... View Details
- October 1991 (Revised January 2002)
- Case
Butler Lumber Company
By: Thomas R. Piper
The Butler Lumber Co. is faced with a need for increased bank financing due to its rapid sales growth and low profitability. Students must determine the reasons for the rising bank borrowing, estimate the amount of borrowing needed, and assess the attractiveness of the... View Details
- October 1991 (Revised November 1993)
- Case
Dynashears, Inc.
By: Thomas R. Piper
A senior loan officer is reviewing the recent performance of a company that has failed to repay its loan as scheduled. The failure results from a cyclical downturn in sales, coupled with a lag in cutting back production. Inventory risk is minimal. Teaching objective:... View Details
- October 1991 (Revised August 1992)
- Case
Software Business Practices Council
By: Lynn S. Paine
Keywords: Software
- July 1991 (Revised June 1993)
- Background Note
Conflicting Responsibilities
Presents a framework for resolving issues in which managers' responsibilities--to shareholders, employees, other stakeholder groups, and to their own values and commitments in life--conflict with each other. The framework analyzes these issues in terms of duties,... View Details
- June 1991 (Revised March 1995)
- Case
Becton Dickinson (D): Strategic Human Resource Management Profiling
By: Michael Beer
Describes a strategic human resource management process applied at the business unit and corporate level. The purpose of the process is to provide a means for aligning human resource management policies and practices with strategy and to hold managers accountable for... View Details
- 1 Jun 1991
- Conference Presentation
Information Technology and Fast-Cycle Management
By: L. M. Applegate
- March 1991 (Revised July 1993)
- Case
Kyocera Corp.
By: John P. Kotter
Examines the three factors critical to this company's remarkable success in the high tech field. The first factor is the founder, Dr. Inamori's powerful leadership. The second is the strong corporate culture or philosophy of the firm. The third element in Kyocera's... View Details
- February 1991 (Revised February 1992)
- Case
Appex Corp.
By: Nitin Nohria
1990 Business Week named Appex Corp. the fastest growing high-technology company in the United States. Appex provided management information systems and intercarrier network services to cellular telephone companies. During its rapid growth, the company went through... View Details
Keywords: Information Technology; Organizational Change and Adaptation; Organizational Design; Management Analysis, Tools, and Techniques; Organizational Culture; Mobile and Wireless Technology; Performance Productivity; Problems and Challenges; Management Practices and Processes; Business Divisions; Information Management; Information Technology Industry; Telecommunications Industry; United States
- Article
Total Quality Management and the Human Resource Professional: Applying the Baldrige Framework to Human Resources
By: Leonard A. Schlesinger and Christopher L. Hart
The still evolving discipline of total quality management (TQM) has left many human resource professionals confused about their role. The authors believe that the HR function personnel should spearhead company quality efforts, as well as assess the performance of their... View Details
- November 1990 (Revised January 2008)
- Case
Regency Plaza
By: William J. Poorvu and Richard E Crum
Designed to examine the process of project management during the development cycle of a luxury condominium building, exploring the issue of how the design, development strategy, project organization, and project personnel are interrelated. More specifically, looks at... View Details
- October 1990 (Revised April 1991)
- Case
RU 486 (A)
Describes the factors faced by Roussel UCLAF, a French drug company, in deciding whether and how to market a controversial new drug, RU 486, which is often called "the French abortion pill." Roussel's decision involved its relations with the French government, its... View Details
- July 1990
- Case
Ceramics Process Systems Corp. (B)
By: Kim B. Clark and Brent D. Barnett
Ceramics Process Systems (CPS) is an advanced ceramics company facing problems with lead time in product/process development, and late delivery of prototype parts to its customers. Engineering is confronted with difficult technical problems and multiple objectives... View Details
- June 7, 1990
- Article
New Trading Practices and the Short-run Predictability of the S&P 500
By: André Perold, Kenneth A. Froot and James F. Gammill Jr.
- March 1990 (Revised July 1991)
- Case
Digital Equipment Corp.: Complex Order Management
Describes the proposed creation of a low end 3000 configuration workstation using Digital's competitive advantage of offering a la carte configuration capability and ability to build different options for customers. Disadvantages of this 3000 configuration workstation... View Details
- March 1990 (Revised September 1993)
- Case
People Express Airlines: Rise and Decline
By: Michael Beer
Describes the innovative approach to organizing and managing employees by People Express and describes the company's eventual demise. This material can be used to inform about leading edge human resource management practices and to raise questions about what went... View Details