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What Hank Did Next - Teaching note
Fairchild, Gregory B.; Dalmia, PranavNota del Instructor DARDEN-E-0434TN-EÉtica empresarial y Responsabilidad Social CorporativaTeaching note for product E-0434Desde 0,00 €
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BandyWorks (B): Tom Bandy—Growing, Letting Go - Teaching note
Fairchild, Gregory B.; Dalmia, PranavNota del Instructor DARDEN-ENT-0182TNIniciativa emprendedoraTeaching note for product ENT-0182Desde 0,00 €
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Paul Waddle's Crash Course in Nigerian Business - Teaching note
Chen, Ming-Jer; Dalmia, PranavNota del Instructor DARDEN-S-0387TN-EDirección estratégicaTeaching note for product S-0387Desde 0,00 €
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Strictly Business: Janice Greer’s Leadership Challenge in Japan
Chen, Ming-Jer; Dalmia, PranavCaso DARDEN-S-0385Dirección estratégicaJanice Greer works for NVX Pharmaceuticals, a US firm with increasing global operations. Not long after Greer’s promotion to country head for Japan, their boss suggests that widespread layoffs will be needed to help bring performance of the internationalDesde 8,20 €
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Changing of the Guard: Colleen Burton’s Swiss Conundrum
Chen, Ming-Jer; Dalmia, PranavCaso DARDEN-S-0383Dirección estratégicaColleen Burton has taken over the account of a Swiss client for her New York–based financial-services company. Landing the account, after a long courtship, had been a coup for her midmarket firm. The investor, however, has expressed his disapproval and unDesde 8,20 €
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Different Strokes: New York City’s Not-So-Warm Welcome
Chen, Ming-Jer; Dalmia, PranavCaso DARDEN-S-0386Dirección estratégicaMei-Ling Liu has come a long way from her humble beginnings in a small town on the coast of Taiwan. She is in New York City to interview for an assistant professor position at Columbia University’s business school. After completing undergraduate studies iDesde 8,20 €
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Us versus Them: Bridging the Fault Line between Salaried and Hourly Employees
Chen, Ming-Jer; Dalmia, PranavCaso DARDEN-S-0382Dirección estratégicaBlake Cody is a consultant who has been brought in to optimize and increase efficiency at a manufacturing plant mired in a market slump. He identifies divisions between two groups of employees—salaried (permanent) and hourly (temporary)—as a central challDesde 8,20 €
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Culture Clash: Abdullah Al-Multaq's Return to the Middle East
Chen, Ming-Jer; Dalmia, PranavCaso DARDEN-S-0384Dirección estratégicaAbdullah “Abe” Al-Multaq works in the acquisitions team of a large and ambitious US tech company. As his team undertakes due diligence at a target company he had identified in Saudi Arabia, cultural differences between representatives of the two firms flaDesde 8,20 €
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Strictly Business: Janice Greer’s Leadership Challenge in Japan
Chen, Ming-Jer; Dalmia, PranavCaso DARDEN-S-0385-EDirección estratégicaJanice Greer works for NVX Pharmaceuticals, a US firm with increasing global operations. Not long after Greer’s promotion to country head for Japan, their boss suggests that widespread layoffs will be needed to help bring performance of the international units in line with domestic operations. Cultural differences between US and Japanese work practices and traditions complicate the decisions Greer faces in dealing with members of their team. How ...Desde 8,20 €
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Us versus Them: Bridging the Fault Line between Salaried and Hourly Employees
Chen, Ming-Jer; Dalmia, PranavCaso DARDEN-S-0382-EDirección estratégicaBlake Cody is a consultant who has been brought in to optimize and increase efficiency at a manufacturing plant mired in a market slump. He identifies divisions between two groups of employees—salaried (permanent) and hourly (temporary)—as a central challenge. Are misaligned values, incentives, and work practices at the root of the problem? Resolving the tensions could lead to significant improvements for the plant and the firm, but the divisions...Desde 8,20 €