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Tracy Chan: “We Need to Talk”
Jana Seijts; Paul BigusCaso IVEY-9B11C017-ELiderazgo y Dirección de personasTracy Chan, managing director of the Student Learning and Writing Services (SLWS) at St. Charles University in Calgary, Alberta, was faced with a difficult situation. Her newest employee, Michael Hinske, had just e-mailed her a list of faculty members he had contacted to educate on the SLWS writing program offered to graduate students. Chan quickly noticed that the faculty names were of individuals who had already been contacted. There was no ind...Desde 8,20 €
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Parmalat Uruguay (B)
Marshall, Paul W.; Herrero, Gustavo A.Caso HBS-807119-EIniciativa emprendedoraSupplements the (A) case. To maximize their effectiveness, color cases should be printed in color. An abstract is not available for this product.Desde 5,74 €
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Irving Tanning, Teaching Note
Marshall, Paul W.; Sharpe, James M.Nota del Instructor HBS-812053-EIniciativa emprendedoraTeaching Note for 804082.Desde 0,00 €
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International Steel Group, Teaching Note
Marshall, Paul W.; Sharpe, James M.Nota del Instructor HBS-812084-EIniciativa emprendedoraTeaching Note for 803162.Desde 0,00 €
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PRG Schultz International, Teaching Note
Marshall, Paul W.; Sharpe, James M.Nota del Instructor HBS-812085-EFinanzasTeaching Note for 807126.Desde 0,00 €
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IBM Corporation Turnaround, Teaching Note
Marshall, Paul W.; Sharpe, James M.Nota del Instructor HBS-812086-EServicios y operacionesTeaching Note for 600098.Desde 0,00 €
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Newport Creamery (A) & (B), Teaching Note
Marshall, Paul W.; Sharpe, James M.Nota del Instructor HBS-812054-ETeaching Note for 803130.Desde 0,00 €
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Keurig: Hostile Takeover (A)
Marshall, Paul W.; Lynch, John H.; Donahue, David J.; Rich, Philip B.Caso HBS-918401-EDesde 8,20 €
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Keurig: Hostile Takeover (B)
Marshall, Paul W.; Lynch, John H.; Donahue, David J.; Rich, Philip B.Caso HBS-918402-ESupplement to case 918401.Desde 5,74 €
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Chrysler Fiat 2009
Harreld, J. Bruce; Marshall, Paul W.; Lane, DavidCaso HBS-811030-EIniciativa emprendedoraIn spring 2009, Chrysler entered a prepackaged bankruptcy and exited 40 days later in a deal with Fiat, the U.S. Treasury, and the UAW that kept the automaker alive. Looking forward, what was necessary for Chrysler to move beyond the life support it had received? What was possible? Looking back, how should the company's restructuring be assessed?Desde 8,20 €