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ProTech, Inc. (Spanish Version)
Piper, Thomas R.; Ehrlich, Susan P.Case HBS-208S21FinanceUna empresa está considerando la eliminación de una línea de productos. Como parte de esa consideración, debe desarrollar posibles estrategias para el cierre de la división, e identificar las implicaciones económicas y no económicas de la estrategia. La situación se complica por la necesidad de la empresa para una infusión de capital propio.Starting at €8.20
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Malden Mills (A) (Abridged)
Nohria, Nitin; Piper, Thomas R.Case HBS-410083-ELeadership and People ManagementCEO Aaron Feuerstein of Malden Mills decided to pay idled workers after a massive fire at his mill in 1995. Focuses on the decisions made post-fire and the rebuilding process and eventual bankruptcy of the company. Also outlines creditors' struggle to decide whether to lend Feuerstein additional funds to enable him to regain control of the company after emerging from bankruptcy.Starting at €8.20
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Why Employees Are Afraid to Speak
Detert, James R.; Edmondson, Amy C.Article HBS-F0705B-ELeadership and People ManagementIn a word--self-preservation. And they're just as afraid to share innovative ideas as to blow the whistle.Starting at €8.20
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Jones Electrical Distribution, Teaching Note
Piper, Thomas R.; DeVolder, JeffreyTeaching Note HBS-4180-EFinanceTeaching Note for 4179.Starting at €0.00
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Cultivating Everyday Courage
Detert, James R.Article HBS-R1806K-EIn many stories we hear about workplace courage, the people who fight for positive change end up ostracized or lose their jobs. Most acts of courage don't come from whistle-blowers or organizational martyrs, however. They come from respected insiders at all levels who take action because they believe it's the right thing to do. And when they manage the process well, they don't necessarily pay a high price; indeed, they may see their status rise. ...Starting at €8.20
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Debunking Four Myths About Employee Silence
Detert, James R.; Burris, Ethan R.; Harrison, David A.Article HBS-F1006B-ELeadership and People ManagementThe most common reason workers aren't frank with you isn't fear of retribution. It's a sense of futility.Starting at €8.20
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Assessing a Company's Future Financial Health, Teaching Note
Piper, Thomas R.Teaching Note HBS-911415-EFinanceTeaching Note for 911412.Starting at €0.00
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Get the Boss to Buy In
Ashford, Susan J.; Detert, James R.Article HBS-R1501E-EFor organizations to prosper, managers in the middle ranks must feel empowered to identify and promote the need for change. People at this level gather valuable intelligence from direct contact with customers, suppliers, and colleagues; they can often see when the market is ripe for a certain offering, for instance, or spot signs that a partnership won't work. But for many reasons, ranging from a fear of negative consequences to compliance with...Starting at €8.20
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Malden Mills (A), (B) and (Abridged), Teaching Note
Piper, Thomas R.; Sesia, AldoTeaching Note HBS-307018-ELeadership and People ManagementTeaching Note to (404-072) and (404-073).Starting at €0.00
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Can Your Employees Really Speak Freely
Detert, James R.; Burris, Ethan R.Article HBS-R1601F-ELeadership and People ManagementNo matter how approachable you may be as a manager, chances are good that your employees are withholding valuable intelligence from you. Research shows that many people are more likely to keep mum than to raise important questions or suggest new ideas. Companies use a variety of tactics to get people to open up, like "climate" surveys and all-staff feedback sessions. But they usually fall short for two key reasons: a fear of consequences and a ...Starting at €8.20