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Cash Flow Discounting with and without Inflation
Faus, JosepTechnical Note FN-369-EFinanceStarting at €8.20
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Alex López e Irene Fariñas: ¿Y ahora qué
Las Heras, MireiaCase DPO-398Leadership and People ManagementEl caso expone lo sucedido desde que Álex López decide abandonar su puesto de trabajo y convertirse en socio de Sartia, en 2008, hasta el año 2013, momento en que esperan a su tercer hijo -esta vez, una niña- y se ha producido una evolución -en cierto modo, inesperada- en ambas carreras profesionales.Starting at €8.20
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José Bové (B) (Portuguese version, Portugal)
Rodríguez Porras, José MaríaCase FH-369-PPLeadership and People Management(See FH-368). This case describes the actions taken, and their consequences.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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Negociación: Proceso de resolución de problemas y de creación de valor. Principios
Pascale, Richard Tanner; Roure, JuanTechnical Note PN-369Service and Operations ManagementLa negociación, en una forma u otra, es consustancial a la función directiva. El término «negociación» se asocia generalmente a temas trascendentales como pueden ser los convenios colectivos o la compra-venta de empresas. Sin embargo, el mismo tipo de proceso se da en las relaciones diarias del directivo tanto con personas de su organización como con otras de fuera a quienes no puede imponer sus criterios pero cuya cooperación es vital. El objeti...Starting at €8.20
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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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"Coaching" at Banco Ganadero-BBVA (A)
Pin Arboledas, José Ramón; Cardona Soriano, Pablo; Susaeta Erburu, Lourdes; Serrano, GermánCase DPO-143-ELeadership and People ManagementMerged and revised version of cases DPO-34-E and DPO-35-E Coaching at Banco Azucarero de Cali (BAC) (A and B). DPO-34 This case presents two complementary themes: the management by competencies interview and management coaching. The case is set in a bank. In case (A) the area director undergoes his first 180º evaluation, and has to make a self-assessment. His results and the pasive role of his own coach are discussed. DPO-35 In Case (B), the ar...Starting at €8.20
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Negotiation: The Process of Solving Problems and Creating Value. Principles
Pascale, Richard Tanner; Roure Alomar, Juan Bautista AntonioTechnical Note PN-369-EService and Operations ManagementNegotiation, one way or another, is part and parcel of an executive's job. The term "negotiation" is usually associated with weighty issues such as collective bargaining agreements or buying and selling companies. However, the same kind of process also occurs in executives' everyday interactions with people both inside and outside of their organizations. Although executives cannot impose their own criteria on the latter, enlisting their cooperati...Starting at €8.20
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José Bové (B)
Rodríguez Porras, José MaríaCase FH-369Leadership and People Management(Véase FH-368). En este caso se describen las acciones tomadas y sus consecuencias.Starting at €5.74
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Eye Care (E): A Second Assesment
Cebrecos, Enrique; Stein, GuidoCase DPO-205-ELeadership and People ManagementIn February, as usual, Alejandro had his 2009 Global Perfomance and Development meeting with his superior, Tiago de Vasconcelos. His results had been very good: sales growth was 12.5%, reaching 100.3% of budgeted sales, above 98.1% of the business unit. In the new refractive line he had achieved 98%, compared to the average of 87%. Alejandro declared that communication had improved significantly, but even so he was nervous about his meetings with...Starting at €5.74