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25 items were found using the following search criteria
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John Preston
Ellis, J; Bose, K, RCase SGSB-E487-EEntrepreneurshipFor the last year, Mountain Hardware (MH), a leading hardware retailer in the Rocky Mountain region, had evaded bankruptcy and liquidation. The week prior, John Preston, the company's CEO, learned that the acquisition offers he had expected to receive from four major companies in the industry would be delayed by several weeks. While disappointed with the wait, Preston had held out hope that his shareholders could recove...Starting at €8.20
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The Aberdeen Experiment
Clawson, James G.Case DARDEN-OB-0998-ELeadership and People ManagementThis updated version of the popular FMC Aberdeen case (UVA-OB-0385) describes the unique history and management of a startup plant, now owned by BAE Systems, that manufactures guided-missile canisters for the U.S. Navy. Management is minimized; most of the work is done by self-directed work teams. Suitable for courses or modules on organizational behavior, self-directed work-teams, manufacturing, organization design, high-performance workplaces, ...Starting at €8.20
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The Gentleman's "Three" (HBR Case Study)
Hall, Brian J.; Wasynczuk, AndrewArticle HBS-R1107X-ELeadership and People ManagementHow do you reduce headcount when almost everyone gets the same scores on performance reviews? HR vice president Nils Ekdahl confronts that question at Circale Corporation, a fictional electronic-components distributor that has just completed a series of acquisitions. Ekdahl wants to make the personnel cuts objectively, but the company's new performance-review system yields disappointing results: On a five-point scale, virtually every employee get...Starting at €8.20
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The Gentleman's "Three" (Commentary for HBR Case Study)
Hall, Brian J.; Wasynczuk, AndrewArticle HBS-R1107Z-ELeadership and People ManagementHow do you reduce headcount when almost everyone gets the same scores on performance reviews? HR vice president Nils Ekdahl confronts that question at Circale Corporation, a fictional electronic-components distributor that has just completed a series of acquisitions. Ekdahl wants to make the personnel cuts objectively, but the company's new performance-review system yields disappointing results: On a five-point scale, virtually every employee get...Starting at €8.20
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Honeywell's CEO on How He Avoided Layoffs
Cote, DavidArticle HBS-R1306A-ELeadership and People ManagementWhen Cote arrived at Honeywell, in 2002, the company had gone through three CEOs in four years. It had repeatedly missed earnings, and it had environmental liabilities that had never been dealt with. Virtually no pipeline of new products existed, because managers had been disinvesting to boost profits. Over the next five years he worked to fix many of those problems, and by the end of 2007 the company's credibility had been reestablished with inv...Starting at €8.20
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Furloughs: An Alternative to Layoffs for Economic Downturns
Sucher, Sandra J.; Winterberg, SusanCase HBS-314097-ELeadership and People ManagementThis technical note describes the practice of employee furloughs (also known as work sharing or short time work) including their regulatory frameworks in different countries and the business and ethical implications of their use.Starting at €8.20
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High Performance Change (Spanish version)
Beer, Michael; Swiercz, PaulCase HBS-917S05Leadership and People ManagementWeaveTech, formerly Johnson-Ware, is a clothing company that produces jackets, coats, overalls, coveralls, and fire-resistant clothing for the military. A private equity firm renamed the company after it acquired Johnson-Ware several years ago. WeaveTech now faces a changing market, and its new CEO is planning to change its strategy. As part of this strategy, the CEO wants to cut the number of WeaveTech managers by 20%. He asks Frank Jennings, We...Starting at €8.20
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WeaveTech: High Performance Change
Beer, Michael; Swiercz, PaulCase HBS-914553-ELeadership and People ManagementWeaveTech, formerly Johnson-Ware, is a clothing company that produces jackets, coats, overalls, coveralls, and fire-resistant clothing for the military. A private equity firm renamed the company after it acquired Johnson-Ware several years ago. WeaveTech now faces a changing market, and its new CEO is planning to change its strategy. As part of this strategy, the CEO wants to cut the number of WeaveTech managers by 20%. He asks Frank Jennings, We...Starting at €8.20
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WeaveTech: High Performance Change, Teaching Note
Beer, Michael; Swiercz, PaulTeaching Note HBS-914554-ELeadership and People ManagementTeaching Note for Product #914553.Starting at €0.00
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The Economic Recovery (B) (Spanish version)
Sucher, Sandra J.; Winterberg, SusanCase HBS-320S18Business Ethics and Corporate Social ResponsibilityFive years after the Great Recession, Honeywell's CEO Dave Cote and his executive team reflect on the choices they made to manage costs and earnings forecasts during that uncertain time. They discuss which cost cutting measures they decided to take and their personal decisions of whether or not to accept bonuses in 2009. Cote also discusses the challenges Honeywell faced implementing unpaid work leaves (furloughs) in different parts of the world ...Starting at €5.74