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Erik Peterson at Biometra (E)
Gabarro, John J.; DeLong, Thomas J.; Soo, JevanCase HBS-411035-ELeadership and People ManagementPresents the final outcome of the events. The Richard Jenkins at SciMat case presents a description from the executive vice-president's point of view of the series of events as reported in the Erik Peterson at Biometra (A), (B), (C), and (D) cases. The Jenkins at SciMat case can be assigned with Erik Peterson at Biometra (E) to give a broader perspective on Peterson's behavior and problems. This case can be handed out during class discussion of t...Starting at €5.74
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Erik Peterson (E) (Spanish version)
Gabarro, John J.Case HBS-408S13Leadership and People ManagementPresents the final outcome of the events. The William Jurgens case presents a description from the corporation president's point of view of the series of events (as reported in the Erik Peterson (A), (B), (C), and (D) cases). The Jurgens case can be assigned with Erik Peterson (E) to give a broader perspective on Olafson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised version of an earli...Starting at €5.74
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Thurgood Marshall High School (Spanish Version)
Gabarro, John J.Case HBS-417S17Leadership and People ManagementPresenta el problema que enfrenta un director de instituto recién nombrado. Plantea cuestiones acerca de la conducta interpersonal y de grupo como la falta de resolución de conflictos abiertos y la necesidad de intervenir en un conflicto interpersonal. También se plantea la cuestión de los conflictos intergrupales entre los directores y presidentes de departamento, así como cuestiones de valor en relación con la necesidad de disciplina e innovaci...Starting at €8.20
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Breve Nota sobre los Motivos Sociales
Gabarro, John J.; Wormley, WallaceCase HBS-403S03Leadership and People ManagementBrevemente describe en términos de gestión de los tres motivos sociales: la necesidad de logro; la necesidad de poder; necesidad de afiliación. También se analizan brevemente las implicaciones de la obra de David McClelland, David Winters, y otros para la motivación dentro de contextos organizacionales. La fuerza motriz se describe en términos de "poder personalizado" y "poder socializado".Starting at €8.20
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Tim Blanchard at Jones Mendel & Co. (Abridged)
Lorsch, Jay W.; Gabarro, John J.Case HBS-913420-ELeadership and People ManagementStarting at €8.20
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Jess Westerly at Kauflauf GmbH, Teaching Note
Gabarro, John J.; Kaftan, ColleenTeaching Note HBS-913528-ELeadership and People ManagementTeaching note for product number 913527.Starting at €0.00
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Organizational Alignment, Performance, and Change in Professional Service Firms
Gabarro, John J.Case HBS-908416-ELeadership and People ManagementThis note describes the relationship between organizational alignment and performance in professional service firms and how to use McKinsey 7S Alignment to diagnose a firm's or practice's alignment, identify misalignments and determine how to bring about the changes needed to re-align.Starting at €8.20
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The Producing Manager: A Double-Barreled Role
Gabarro, John J.; DeLong, Thomas J.Case HBS-908415-EThe purpose of this note is to ground and amplify on the characteristics and challenges of the producing manager role. It is in response to requests from participants for a piece of "take away" material that can be shared with colleagues in professional service firms that is detailed and operational in nature.Starting at €8.20
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Why Mentoring Matters in a Hypercompetitive World
DeLong, Thomas J.; Gabarro, John J.; Lees, Robert J.Article HBS-R0801H-ELeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Professional service firms (PSFs), like so many other companies, are juggling the modern challenges of global competition, increased regulation, and rapid employee turnover. In a people-oriented industry, attrition has special import. DeLong and Gabarro, of Harvar...Starting at €8.20
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When a New Manager Takes Charge (HBR Classic)
Gabarro, John J.Article HBS-R0701K-ELeadership and People ManagementThis article was originally published in May-June 1985 and was republished in January 2007 as an HBR Classic. When some managers take over a new job, they hit the ground running. They learn the ropes, get along with their bosses and subordinates, gain credibility, and ultimately master the situation. Others, however, don't do so well. What accounts for the difference? In this article, first published in 1985, Harvard Business School professor Joh...Starting at €8.20