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      Leadership And Managing PeopleRemove Leadership And Managing People →

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      • September 1996 (Revised November 1999)
      • Case

      GLSTN 1996

      By: James E. Austin, Willis M. Emmons III and David Maue
      The Gay, Lesbian, and Straight Teachers Network (GLSTN), which aims to create respect for all within schools regardless of sexual orientation, faces significant challenges stemming from its rapid growth into a 30-chapter national organization. Issues include... View Details
      Keywords: Organizational Culture; Problems and Challenges; Leadership; Networks; Policy; Change Management; Nonprofit Organizations; Leadership Development; Growth Management; Organizational Change and Adaptation; Education Industry
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      Austin, James E., Willis M. Emmons III, and David Maue. "GLSTN 1996." Harvard Business School Case 797-038, September 1996. (Revised November 1999.)
      • August 1996 (Revised October 1996)
      • Case

      Suzanne de Passe at Motown Productions (A1)

      By: Linda A. Hill and Jaan Elias
      Illustrates: 1) the impact of a manager's leadership style on corporate culture, direction, and performance; 2) the concept of fit between leadership style and the requirements of situations in which managers find themselves; and 3) the need for managers to adapt their... View Details
      Keywords: Management Style; Race; Organizational Culture; Success; Leadership Style; Gender; Management Teams; Change Management; Situation or Environment; Creativity; Relationships; Entertainment and Recreation Industry; Entertainment and Recreation Industry
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      Hill, Linda A., and Jaan Elias. "Suzanne de Passe at Motown Productions (A1)." Harvard Business School Case 497-015, August 1996. (Revised October 1996.)
      • July 1996
      • Background Note

      The GM's Leadership Challenge: Building a Self-Renewing Institution

      By: Christopher A. Bartlett and Ashish Nanda
      Highlights the general manager's role in building a self-renewing organization. View Details
      Keywords: Management Skills; Leadership Development; Managerial Roles; Management Teams; Organizational Structure
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      Bartlett, Christopher A., and Ashish Nanda. "The GM's Leadership Challenge: Building a Self-Renewing Institution." Harvard Business School Background Note 397-023, July 1996.
      • July 1996
      • Case

      Bayside Controls, Inc.

      By: H. Kent Bowen, Jennifer Kochman and Sylvie Ryckebusch
      Two recent MBA graduates acquire a small and ailing metal-machining company that had manufactured small aerospace components. Through clever application of state-of-the-art manufacturing, engineering, and marketing/sales concepts, they turned the company into a growing... View Details
      Keywords: Business Earnings; Leveraged Buyouts; Machinery and Machining; Leading Change; Growth and Development Strategy; Marketing Strategy; Production; Personal Development and Career; Sales; Aerospace Industry
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      Bowen, H. Kent, Jennifer Kochman, and Sylvie Ryckebusch. "Bayside Controls, Inc." Harvard Business School Case 697-004, July 1996.
      • May 1996
      • Background Note

      The GM's Operational Challenge: Managing Through People

      By: Christopher A. Bartlett and Ashish Nanda
      Highlights and explores how a general manager adds value to the firm at the operational level by managing through people. Discusses how assumptions about human motivation influence the employment contract that the general manager implicitly enters into with the workers... View Details
      Keywords: Employee Relationship Management; Selection and Staffing; Contracts; Managerial Roles; Operations; Problems and Challenges; Labor and Management Relations; Motivation and Incentives; Value
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      Bartlett, Christopher A., and Ashish Nanda. "The GM's Operational Challenge: Managing Through People." Harvard Business School Background Note 396-400, May 1996.
      • May 1996
      • Background Note

      General Management: A Conceptual Introduction

      By: Christopher A. Bartlett and Ashish Nanda
      Addresses the following issues at a conceptual level: 1) Who is a general manager? 2) To whom is the general manager responsible? and 3) How do general managers add value? View Details
      Keywords: Leadership; Management; Management Skills; Managerial Roles
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      Bartlett, Christopher A., and Ashish Nanda. "General Management: A Conceptual Introduction." Harvard Business School Background Note 396-161, May 1996.
      • March 1996
      • Case

      Banc One--1996

      By: James L. Heskett and Thomas N. Urban Jr
      In February 1995, Banc One faced the replacement of the "Uncommon Partnership," a basic operating strategy that had served it well for years. Leadership now struggled with the new protocols for replacement operating strategies. View Details
      Keywords: Financial Strategy; Leadership; Management; Strategy; Banking Industry
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      Heskett, James L., and Thomas N. Urban Jr. "Banc One--1996." Harvard Business School Case 396-315, March 1996.
      • March 1996 (Revised February 1997)
      • Case

      Change Agent Program at Siemens Nixdorf, The

      By: Rosabeth M. Kanter, John F. McGuire and Afroze A Mohammed
      To change its culture, the German computer giant Siemens Nixdorf Information Systems launched a program to train 21 "change agents" who would lead entrepreneurial projects designed to get results and to serve as models of a new style. View Details
      Keywords: Change Management; Organizational Culture; Training; Leadership Development; Programs; Human Resources; Corporate Entrepreneurship; Business Model; Computer Industry; Germany
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      Kanter, Rosabeth M., John F. McGuire, and Afroze A Mohammed. "Change Agent Program at Siemens Nixdorf, The." Harvard Business School Case 396-203, March 1996. (Revised February 1997.)
      • January 1996
      • Background Note

      The Motivation for Creativity in Organizations

      By: Teresa M. Amabile
      People will be most creative when they feel motivated primarily by the interest, enjoyment, satisfaction, and challenge of the work itself--when they are driven by a deep involvement in their work and a passion for it. This note describes the ways in which creativity... View Details
      Keywords: Compensation and Benefits; Managerial Roles; Organizations; Creativity; Motivation and Incentives; Satisfaction
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      Amabile, Teresa M. "The Motivation for Creativity in Organizations." Harvard Business School Background Note 396-240, January 1996.
      • January 1996 (Revised December 2005)
      • Case

      First Community Bank (A)

      By: Rosabeth M. Kanter
      First Community Bank, a bank-within-a-bank at Bank of Boston, was established in 1990 as a unique venture to serve urban communities. By 1995 it has achieved profitability but must manage relationships with the mainstream at Bank of Boston, serve as a change agent and... View Details
      Keywords: Banks and Banking; Business Ventures; Business and Community Relations; Agency Theory; Change Management; Leadership; Balanced Scorecard; Mission and Purpose; Organizational Structure; Problems and Challenges; Banking Industry; Boston
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      Kanter, Rosabeth M. "First Community Bank (A)." Harvard Business School Case 396-202, January 1996. (Revised December 2005.)
      • November–December 1996
      • Article

      Looking Inward

      By: Michael Beer and Russell A. Eisenstat
      For a business to be successful, there must be a fit between strategy, organizational design, and leadership. Unfortunately, the landscape is littered with failed programs and initiatives. One major reason that the process is so difficult is that most people, when... View Details
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      Beer, Michael, and Russell A. Eisenstat. "Looking Inward." Worldbusiness 2, no. 6 (November–December 1996): 52–53.
      • October 1995 (Revised May 2006)
      • Case

      Andersen Consulting - EMEAI: Reorganization for Revitalization

      By: Ashish Nanda and Michael Y. Yoshino
      Vernon Ellis, managing partner of Andersen Consulting -- Europe, Middle East, Africa, and India (AC -- EMEAI), is considering how best to reorganize. AC -- EMEAI has grown rapidly over the past five years to become Europe's largest consulting operation. However, Ellis... View Details
      Keywords: Restructuring; Organizational Change and Adaptation; Business or Company Management; Organizational Design; Growth Management; Cost vs Benefits; Leading Change; Management Teams; Consulting Industry; Europe; Africa; India; Middle East
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      Nanda, Ashish, and Michael Y. Yoshino. "Andersen Consulting - EMEAI: Reorganization for Revitalization." Harvard Business School Case 396-007, October 1995. (Revised May 2006.)
      • September 1995
      • Case

      Ares-Serono

      By: Michael Y. Yoshino, Jean-Pierre Jeannet and Carin-Isabel Knoop
      Ares Serono, a medium-size Swiss pharmaceutical company, is the global leader in the field of fertility drugs. The company has successfully transformed into one of the very few biotech firms in Europe. The case treats a set of major strategic and organizational... View Details
      Keywords: Geographic Location; Globalized Firms and Management; Asset Management; Balance and Stability; Expansion; Digital Platforms; Leadership Development; Health Care and Treatment; Transformation; Family Business; Problems and Challenges; Pharmaceutical Industry; Biotechnology Industry; Switzerland; Europe
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      Yoshino, Michael Y., Jean-Pierre Jeannet, and Carin-Isabel Knoop. "Ares-Serono." Harvard Business School Case 396-035, September 1995.
      • June 1995 (Revised September 1996)
      • Case

      Union Carbide's Bhopal Plant (A)

      By: Debora L. Spar
      In December 1984, a Union Carbide plant in Bhopal, India, sprung a leak, releasing thousands of gallons of highly toxic gas into the atmosphere. By the time the leak was sealed, over 2,000 people had died. In a series of three excerpts from published accounts, the case... View Details
      Keywords: Ethics; Corporate Social Responsibility and Impact; Chemicals; Foreign Direct Investment; Chemical Industry; United States; India
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      Spar, Debora L., Suzanne Hull, and Julia Kou. "Union Carbide's Bhopal Plant (A)." Harvard Business School Case 795-070, June 1995. (Revised September 1996.)
      • June 1995
      • Case

      Northern Telecom and Tong Guang Electronics (A1): Getting to Know Each Other

      By: Rosabeth M. Kanter and Pamela A. Yatsko
      In its second year of operation, the joint venture between Northern Telecom (Nortel) of Canada and Tong Guang Electronics of China to manufacture telecommunications equipment in China has hit a crisis. The Chinese partner has asked Northern Telecom to replace its... View Details
      Keywords: Mobile and Wireless Technology; Joint Ventures; Change Management; Organizational Culture; Crisis Management; Financial Crisis; Job Cuts and Outsourcing; Leadership; Telecommunications Industry; Manufacturing Industry; Canada; China
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      Kanter, Rosabeth M., and Pamela A. Yatsko. "Northern Telecom and Tong Guang Electronics (A1): Getting to Know Each Other." Harvard Business School Case 395-081, June 1995.
      • June 1995
      • Case

      Northern Telecom and Tong Guang Electronics (B): Building Success

      By: Rosabeth M. Kanter and Pamela A. Yatsko
      This case continues the story of the joint venture in China between Northern Telecom (Nortel) of Canada and Tong Guang Electronics of China. It shows how North Americans learned to operate in a very different cultural environment in China and provides an opportunity to... View Details
      Keywords: Mobile and Wireless Technology; Joint Ventures; Change Management; Organizational Culture; Leadership; Cross-Cultural and Cross-Border Issues; Culture; Telecommunications Industry; Manufacturing Industry; Canada; China
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      Kanter, Rosabeth M., and Pamela A. Yatsko. "Northern Telecom and Tong Guang Electronics (B): Building Success." Harvard Business School Case 395-083, June 1995.
      • June 1995 (Revised September 2019)
      • Teaching Note

      Richardson Sheffield

      By: Christopher A. Bartlett and Ashish Nanda
      This note was prepared to aid instructors in the use of "Richardson Sheffield," HBS No. 392-089. The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to... View Details
      Keywords: Development; General Management; Human Resources; Management; Leadership; Strategy; United Kingdom
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      Bartlett, Christopher A., and Ashish Nanda. "Richardson Sheffield." Harvard Business School Teaching Note 395-212, June 1995. (Revised September 2019.)
      • April 1995 (Revised September 1997)
      • Case

      Frito-Lay, Inc.: A Strategic Transition, 1987-1992 (Abridged)

      By: Lynda M. Applegate
      A new CEO must take action to return the company to profitability, to clarify the vision, and then to build the infrastructure (human, capital, and information) needed to support the long-term change in strategy and organization. The case provides a rich description of... View Details
      Keywords: Organizational Change and Adaptation; Change Management; Leading Change; Information Technology; Adaptation; Technology Adoption; Food and Beverage Industry; Food and Beverage Industry
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      Applegate, Lynda M. "Frito-Lay, Inc.: A Strategic Transition, 1987-1992 (Abridged)." Harvard Business School Case 195-238, April 1995. (Revised September 1997.)
      • November 1994
      • Background Note

      Why Bad Things Happen to Good Companies

      By: Benson P. Shapiro, Adrian J. Slywotsky and Richard S. Tedlow
      Describes the Darwinian internal and external processes that lead to poor performance from a previously well performing company. Demonstrates why any business design eventually fails and the role of organizational calcification and poor leadership in the failure. Also... View Details
      Keywords: Leadership; Management Practices and Processes; Organizational Design; Failure; Performance
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      Shapiro, Benson P., Adrian J. Slywotsky, and Richard S. Tedlow. "Why Bad Things Happen to Good Companies." Harvard Business School Background Note 595-045, November 1994.
      • November 1994 (Revised June 1996)
      • Case

      Dennis Hightower: Walt Disney's Transnational Manager

      By: Ashish Nanda
      Describes the actions taken by Dennis Hightower as president of Disney Consumer Products in Europe and the Middle East from 1988 to 1994. Focuses on how he has established a regional office and knit local operations closer together, the benefits that the process has... View Details
      Keywords: Organizational Change and Adaptation; Leadership; Change Management; Corporate Strategy; Personal Development and Career; Entertainment and Recreation Industry; Entertainment and Recreation Industry; Europe
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      Nanda, Ashish. "Dennis Hightower: Walt Disney's Transnational Manager." Harvard Business School Case 395-056, November 1994. (Revised June 1996.)
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