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Getting Started (A) and (B) - Teaching Note
Thomas-Hunt, Melissa C.; Goldberg, RebeccaTeaching Note DARDEN-OB-1085TNLeadership and People ManagementTeaching Note of Product OB-1085 and OB-1086Starting at €0.00
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New Planet Music (B)
Thomas-Hunt, Melissa C.; Goldberg, RebeccaCase DARDEN-OB-1090-ELeadership and People ManagementThis case contains two briefs, one for each person in a two-party negotiation. They are relatively short in length and can be read in class just prior to a mock negotiation. This learning activity is appropriate for teaching negotiations skills to a broad audience, including undergraduate and graduate business school students, adult learners in a variety of settings, and in a corporate university.Starting at €5.74
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Getting Started (A)
Thomas-Hunt, Melissa C.; Goldberg, RebeccaCase DARDEN-OB-1085Leadership and People ManagementThis case contains two briefs, one for each person in a two-party negotiation. They are relatively short in length and can be read in class just prior to a mock negotiation. This learning activity is appropriate for teaching negotiations skills to a broad audience, including undergraduate and graduate business school students, adult learners in a variety of settings, and in a corporate university.Starting at €8.20
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New Planet Music (A)
Thomas-Hunt, Melissa C.; Goldberg, RebeccaCase DARDEN-OB-1089-ELeadership and People ManagementThis case contains two briefs, one for each person in a two-party negotiation. They are relatively short in length and can be read in class just prior to a mock negotiation. This learning activity is appropriate for teaching negotiations skills to a broad audience, including undergraduate and graduate business school students, adult learners in a variety of settings, and in a corporate university.Starting at €8.20
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New Planet Music (A) and (B) - Teaching Note
Thomas-Hunt, Melissa C.; Goldberg, RebeccaTeaching Note DARDEN-OB-1089TN-ELeadership and People ManagementTeaching note of product OB-1089 and OB-1090Starting at €0.00
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Peerless Potato Chips - Teaching Note
Fairchild, Gregory B.; Jones, Liz Ivaniw; Goldberg, RebeccaTeaching Note DARDEN-OB-1370TN-ELeadership and People ManagementTeaching Note for product OB-1370Starting at €0.00
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Jim Kutsch: Leader with a Cause
James, Erika Hayes; Goldberg, RebeccaCase DARDEN-OB-0984-ELeadership and People ManagementThis case explores the development of an authentic leader and the wisdom and drive of an extraordinary man. Undaunted by accidental blindness at age 16, Jim Kutsch has thrived in a career in teaching, technology, and management, in the process honing a collaborative leadership style based on pragmatism, hard work, and mutual respect. Interview excerpts and personal photos track the formative challenges and associations that have led to his curren...Starting at €8.20
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Stratcomm (B): Morgan G.
Thomas-Hunt, Melissa; Goldberg, RebeccaCase DARDEN-OB-1045-ELeadership and People ManagementMorgan G., a new consultant hire at Change Analytics, a budding strategic planning consultancy in the Washington, DC, area, has been referred by a colleague in the industry to meet with Jess B., CEO of Stratcomm, a certified disadvantaged business enterprise. Morgan understands that Jess is interested in meeting to craft a response to an 8(a) set-aside contract but needs to partner with another firm to complete the service offering requirements.Starting at €5.74
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The Health Haven (B)
Hernandez, Morela; Goldberg, Rebecca; Bailey, LukeCase DARDEN-OB-1063-ELeadership and People ManagementThe financial manager at the medical devices start-up Health Haven had to work fast to break down communication barriers and gain advice from stakeholders. He needed to provide a comprehensive budget plan that met the majority of stakeholders' requests. Top of mind was taking steps to rebuild the trust he knew that almost all the stakeholders had lost.Starting at €5.74
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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