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Advanced Laser Clinics (E)
Clawson, James G.; Ryan, ElizabethCase DARDEN-OB-0890-ELeadership and People ManagementHow do you tell one of your direct reports that she stinks? This case explores the dynamics behind having difficult conversations, and giving and receiving feedback. It is designed to illustrate the negative effects that can result after a difficult conversation and ways to reduce the risk of adverse consequences. The case also touches on relationships in the workplace and the correlation they have to the bottom line. In the A case students have ...Starting at €5.74
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Advanced Laser Clinics (A), (B), (C), (D), and (E) - Teaching Note
Clawson, James G.; Ryan, ElizabethTeaching Note DARDEN-OB-0886TN-ELeadership and People ManagementTeaching note for product OB-0886Starting at €0.00
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Giving and Receiving Feedback Evaluation
James, Erika Hayes; Clawson, James G.Technical Note DARDEN-OB-0916-ELeadership and People ManagementThis chart can be used to help students reflect on and document their feedback conversations. In the course of giving or receiving feedback, we often become so embroiled in what we are saying or in what is being said to us that we fail to reflect on the quality and impact of the communication. Though intended to accompany the technical note “Feedback” (UVA-OB-0746), the chart is useful with many other materials on assessing performance.Starting at €8.20
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Zenith Bank: The Marketing of an Initial Public Offering
Clawson, James G.; Amangbo, ChinyeluCase DARDEN-M-0751-EMarketingThis case is useful in teaching marketing strategy as part of a marketing course. It can also be used to teach promotional strategy. Only one week into Zenith Bank of Nigeria’s initial public offering (IPO), Jim Ovia and his management team faced a new regulation that required that the capital base of banks be raised from (Nigerian naira) NGN2 billion to NGN25 billion. They needed to review their approach to marketing the IPO and try something ou...Starting at €8.20
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Advanced Laser Clinics (C)
Clawson, James G.; Ryan, ElizabethCase DARDEN-OB-0888-ELeadership and People ManagementHow do you tell one of your direct reports that she stinks? This case explores the dynamics behind having difficult conversations, and giving and receiving feedback. It is designed to illustrate the negative effects that can result after a difficult conversation and ways to reduce the risk of adverse consequences. The case also touches on relationships in the workplace and the correlation they have to the bottom line. In the A case students have ...Starting at €5.74
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Advanced Laser Clinics (D)
Clawson, James G.; Ryan, ElizabethCase DARDEN-OB-0889-ELeadership and People ManagementHow do you tell one of your direct reports that she stinks? This case explores the dynamics behind having difficult conversations, and giving and receiving feedback. It is designed to illustrate the negative effects that can result after a difficult conversation and ways to reduce the risk of adverse consequences. The case also touches on relationships in the workplace and the correlation they have to the bottom line. In the A case students have ...Starting at €5.74
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Advanced Laser Clinics (A)
Clawson, James G.; Ryan, ElizabethCase DARDEN-OB-0886-ELeadership and People ManagementHow do you tell one of your direct reports that she stinks? This case explores the dynamics behind having difficult conversations, and giving and receiving feedback. It is designed to illustrate the negative effects that can result after a difficult conversation and ways to reduce the risk of adverse consequences. The case also touches on relationships in the workplace and the correlation they have to the bottom line. In the A case students have ...Starting at €8.20
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Advanced Laser Clinics (B)
Clawson, James G.; Ryan, ElizabethCase DARDEN-OB-0887-ELeadership and People ManagementHow do you tell one of your direct reports that she stinks? This case explores the dynamics behind having difficult conversations, and giving and receiving feedback. It is designed to illustrate the negative effects that can result after a difficult conversation and ways to reduce the risk of adverse consequences. The case also touches on relationships in the workplace and the correlation they have to the bottom line. In the A case students have ...Starting at €5.74
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Interview with a Horse Whisperer
Clawson, James G.; Ryan, KathrynTechnical Note DARDEN-OB-1018-ELeadership and People ManagementThis note contains a verbatim transcript between an MBA student and a practicing manager and can be used to identify the speaker’s values, attitude, beliefs, and expectations (VABEs). Seeing, examining, understanding, and evaluating one’s own VABEs is a precursor to becoming an effective leader of others.Starting at €8.20
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Buy-In
Clawson, James G.Technical Note DARDEN-OB-0924-ELeadership and People ManagementThis note can be used to establish a baseline of common understanding about why people behave the way they do and the nature of Level One, Two, and Three Leadership Techniques. A discussion of degrees of "buy-in" includes an innovative seven-point scale that goes beyond "yes, no, or maybe" and "positive, negative, and casual" to characterize people's alignment with a new degree of accuracy.Starting at €8.20