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Laia Bertran (E): En Chicago: y yo qué hago
Bertran, Laia; Las Heras, Mireia; Chinchilla, NuriaCase DPO-402Business Ethics and Corporate Social Responsibility, Leadership and People ManagementEl caso E presenta la situación de Laia en 2016, tras pasar casi un año en Estados Unidos, donde no ha estado trabajando, sino ayudando a Jordi y a toda la familia a aclimatarse a su nuevo destino. El caso finaliza con una serie de preguntas que Laia se plantea con respecto a su vida profesional.Starting at €5.74
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Laia Bertran (E): In Chicago: So, What Do I Do
Bertran, Laia; Las Heras, Mireia; Chinchilla, NuriaCase DPO-402-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementCase E presents Laia's situation in 2016. At this point, she has spent almost a year in the United States, where, rather than working, her role has been to help Jordi and the rest of the family settle into their new life. The case ends with a series of questions Laia is asking herself about her professional future.Starting at €5.74
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Olivia Baker Got an E-mail
Ruizalba, José Luis; Las Heras, Mireia; Chinchilla, NuriaCase DPO-251-EEntrepreneurship, Leadership and People ManagementOlivia continues with her expansion plans, but she gives little regard to one of the members of her team, George Foster, who helped her at the beginning. Olivia has personalized her business too much, to the extent that she does not delegate and has all of the power, with the consequences this entails. She does not share responsibility with the rest of the team.Starting at €8.20
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El propósito de Makonsa (E)
Almandoz, John; Cardona Soriano, Pablo; Chinchilla, Nuria; Rey, CarlosCase DPO-772Leadership and People ManagementEste ejercicio sirve para aprender a utilizar la dirección por objetivos y misiones como metodología de implantación de la misión en la empresa. Los participantes se dividen en cuatro equipos, que representan cuatro departamentos básicos de la empresa. Cada equipo tiene que desarrollar las misiones participadas, los indicadores y los objetivos para contribuir a la misión de la empresa. Este caso está basado en "La misión de Makonsa (B)" , DPO-429...Starting at €5.74
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Olivia Baker recibe un e-mail
Ruizalba, José Luis; Las Heras, Mireia; Chinchilla, NuriaCase DPO-251Entrepreneurship, Leadership and People ManagementOlivia sigue con sus planes de expansión, pero sin tener demasiado en cuenta a uno de los miembros de su equipo, George Foster, que fue el que la ayudó en sus inicios. Olivia ha personalizado demasiado su empresa, de forma que no delega y concentra en ella todo el poder, con las debidas consecuencias y sin dar protagonismo al resto del equipo.Starting at €8.20
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Wyeth Pharmaceuticals in 2009: Operational Transformation
Landel, Robert D.; Goldberg, RebeccaCase DARDEN-OM-1400-EService and Operations ManagementAppropriate for general management courses emphasizing operations strategy and senior leadership. Senior leadership in a global manufacturing company must respond to the critical directive to achieve a 25% cost reduction. Under the direction of an advisory firm, an operational transformation strategy is developed and implementation proceeds in the company's 28 sites. Elements of the transformational program, including leadership challenges and pr...Starting at €8.20
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Conflict Management in Teams
Behfar, Kristin J.; Goldberg, RebeccaTechnical Note DARDEN-OB-1072-ELeadership and People ManagementSuccessful teams have three things in common: (1) they meet their performance goals, (2) their members feel satisfied that they are learning/benefiting from being a part of the team, and (3) the process the team uses to collaborate sets it up for future success. Recent research, however, suggests that only about 25% of teams meet these criteria. The rest of the teams typically experience less-than-ideal processes and a decline in performance and/...Starting at €8.20
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The Perfect Storm: A Low-Performing Biotech Plant
Landel, Robert D.; Goldberg, RebeccaCase DARDEN-OM-1463-EService and Operations ManagementFor the past 12 months, a major pharmaceutical company had rolled out a comprehensive set of cultural changes and breakthrough lean-process activities that were instigated by the need to cut nearly 25% of costs across its key global production facilities. The cultural changes and breakthrough lean-process activities called for aggressive action, and company leadership thought that the company’s cost reduction goal could only be achieved through o...Starting at €8.20
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Wyeth Pharmaceuticals in 2009: Transformation at the Site Level
Landel, Robert D.; Goldberg, RebeccaCase DARDEN-OM-1402-EService and Operations ManagementAppropriate for general management courses emphasizing lean operations strategy implementation and large-scale change management across a network of global manufacturing facilities. In this case, site-level leadership, including senior, midlevel, and supervisory positions, must respond to a critical corporate directive to achieve a 25% cost reduction. Under the direction of an advisory firm, the development and implementation of an operational Tr...Starting at €8.20
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Conflict Management in Teams: For Military and Government
Behfar, Kristin J.; Gerras, Steve; Goldberg, RebeccaTechnical Note DARDEN-OB-1208-ELeadership and People ManagementDespite the hierarchical power structures in the military and government, as they reach more senior levels, leaders routinely operate in peer-to-peer teams. These environments require the ability to negotiate complex group dynamics—a skill which often goes undeveloped in typical hierarchies. Groups that succeed over time have three things in common: (1) they meet their performance goals, (2) their members feel satisfied that they are learning/ben...Starting at €8.20