Esta web utiliza cookies técnicas, de personalización y de análisis, propias y de terceros, para anónimamente facilitarle la navegación y analizar estadísticas del uso de la web. Obtener más información
Resultados de búsqueda
-
Coming Through When It Matters Most
Gardner, Heidi K.Artículo HBS-R1204E-ELiderazgo y Dirección de personasAll teams would like to think they do their best work when the stakes are highest--when the company's future or their own rests on the outcome of their projects. But too often something else happens. In extensive studies of teams at professional service fDesde 8,20 €
-
Hindustan Unilever Ltd.: Meeting Employee Expectations
Shashank Shah; Ajith Sankar; David J. SharpCaso IVEY-9B13C036-EDirección estratégica, Liderazgo y Dirección de personasThe executive director, human resources, at Hindustan Unilever Ltd., a market leader in the Indian fast moving consumer goods sector and the Indian subsidiary of the major multinational, Unilever Ltd., is concerned that the company may be losing its position as the “dream employer” for graduates from the top Indian business schools from which it recruits its management personnel. The shifting demographic profile of employees and their changing ex...Desde 8,20 €
-
Eden McCallum
Gardner, Heidi K.; Eccles, Robert G.Caso HBS-409060-ELiderazgo y Dirección de personasThis case illustrates the leadership and management challenges of starting a new firm based on a new business model and how success creates pressures that challenge the work/life balance which was one of the original goals of its two founders. The case also raises issues about the changing nature of careers and changing preferences people have for structuring their personal and professional lives.Desde 8,20 €
-
The Overcommitted Organization
Mortensen, Mark; Gardner, Heidi K.Artículo HBS-R1705C-EBy assigning people to multiple teams at once, organizations can make more-efficient use of time and brainpower and do a better job of solving complex problems and sharing knowledge across groups. But competing priorities and other conflicts can make it hard for teams with overlapping membership to stay on track. Group cohesion often suffers, and people serving on several teams concurrently may experience burnout. Through extensive research and c...Desde 8,20 €
-
Acer Incorporated: Core Management Principles
David J. Sharp; Lynette Chou; Hsien-Lian ChiuCaso IVEY-9B10N034-EDirección estratégica, FinanzasThe chief financial officer of Acer Incorporated has to decide how to manage the higher level of complexity of the company's exchange risk after their restructuring. This must be done in a way which is consistent with Acer's core principles, one of which is to find simple effective solutions to unavoidable business risks. The case addresses the technical issues of exposure measurement and hedging, the challenge of hedging expected, but not contra...Desde 8,20 €
-
Michael Clark at Regency Consulting Partners
Gardner, Heidi K.Caso HBS-414040-ELiderazgo y Dirección de personasDesde 8,20 €
-
GlaxoSmithKline: Sourcing Complex Professional Services, Supplementary Materials
Gardner, Heidi K.; Hodges Silverstein, SilviaCaso HBS-414034-ELiderazgo y Dirección de personasDesde 8,20 €
-
Bridgewater Associates (Multimedia Case), Teaching Plan
Polzer, Jeffrey T.; Gardner, Heidi K.Nota del Instructor HBS-413115-ETeaching Plan for 413702.Desde 0,00 €
-
Crafting a Career Narrative for New Professionals
Gardner, Heidi K.; Zalisk, AdamCaso HBS-413122-ELiderazgo y Dirección de personasThis note suggests an approach for developing an effective "career narrative" - a tool for packaging and sharing a professional's past achievements, long-term goals, and forward-looking needs through a compelling story. It focuses mostly on the ways junior professionals can leverage their career story, but also consider what role more senior mentors can - and should - play in cultivating and sharing juniors' career narratives.Desde 8,20 €
-
Back Channels in the Boardroom
Gardner, Heidi K.; Peterson, Randall S.Artículo HBS-R1905G-ELiderazgo y Dirección de personasThe agendas of company boards are so packed that it's hard to get to every question and concern during regular meetings. So between meetings, directors do what members of a team always do in this situation: They start having conversations on the side. Conducted properly, side discussions allow directors to work together efficiently--to trade opinions, share information, and exert influence. But conducted improperly, they encourage political maneu...Desde 8,20 €