The characteristics of organizations fall into one of five natural configurations, each a combination of certain elements of structure and situation. The five configurations are the simple structure, machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. These five configurations serve as an effective tool in diagnosing the problems of organizational design.
Formal guidelines help companies identify and screen acquisition candidates. Two examples illustrate how the process of developing acquisition guidelines differs in focus and content between related diversifications and unrelated diversifications. In both cases, acquisition guidelines relate closely to corporate strategy. The screening process also provides a critical analysis of differences of opinion and improves the consistency between corporate objectives and resources. The procedure's final step involves comparing the candidate's potential for value creation to the cost of the acquisition as well as to the company's other investment opportunities.
Seven steps assist managers in evaluating an existing portfolio model or in designing an idiosyncratic approach: establishing the level and unit of analysis; identifying the relevant dimensions; determining the relative importance of the dimensions; constructing a matrix; locating the products or businesses on the relevant portfolio dimensions; projecting the likely position of each product or business on the dimensions; and selecting the desired position for each existing and new product and deciding how to allocate resources among these products.
This case provides an overview of Martin Luther King's life and accomplishments, starting with his early childhood. It notes the ways in which he behaved at different times. It then discusses in great deal the motivations and decisions leading to the Montgomery Bus Boycott. The case continues with a discussion of Dr. King's philosophy; an overview of the Albany Debacle; and a look a the 1960 presidential election, including the violence in Birmingham and the March on Washington. HKS Case Number 365.0
The London Regional Children's Museum is engaged in a fund-raising campaign in order to move from temporary cramped facilities to an owned, large building. The needed million-dollar plus goal has been roughly half achieved. The case describes the museum and the environment in which it is seeking funds. The director is attempting to design a campaign to reach private donors.
An entrepreneur was investigating the feasibility of opening an Italian fast food franchise called Rosa's Palas. He spoke to the franchisor concerning a few franchise break-even points, and his return on investment for his restaurant. With this information, the entrepreneur felt he could decide whether he would invest in the franchise.
This note discusses the steps involved in the analysis of a business case: reading, problem definition, information analysis, formulation of alternatives, evaluation of alternatives, choice, implementation and control.
An entrepreneur was investigating the feasibility of opening an Italian fast food franchise called Rosa's Palas. He spoke to the franchisor concerning a few franchise break-even points, and his return on investment for his restaurant. With this information, the entrepreneur felt he could decide whether he would invest in the franchise.
Traces a complex resource allocation decision facing British Steel in 1975. Students study the influences on the various managers involved in making the decision.
Allison Porter, a loan officer for Chemical Bank, must decide whether to make a construction loan on a 216-unit apartment building to be built in Savannah, Georgia. In teaching this case, one begins by looking at the economics, marketing data, etc., of the proposed apartment building and then one discusses the kinds of terms and conditions the bank should impose.
Presents the problem of how an established regional brewer can survive the onslaught of national breweries, some of which are being cross-subsidized by diversified parent companies. Requires detailed analysis of what operations are profitable and unprofitable for Hudepohl, in addition to industry and competitive analysis. Hudepohl is a private company.
A new product introduction strategy covering all elements of the marketing mix must be planned for equipment designed to dispense industrial adhesives. The equipment and adhesives are manufactured by the same company.
Describes the operating system of McDonald's, the world's most successful fast food chain. The case does not have a decision focus; it is designed for use with Burger King Corp. Students are asked to compare the operating systems of these two fast food hamburger chains. Careful analysis will detect the subtle and not so subtle differences between the two operating systems selected by these two firms.
Describes the operating system of a Burger King unit. The case does not have a decision focus; it is designed for use with McDonald's Corp. Students are asked to compare the operating systems of these two fast food hamburger chains. Careful analysis will detect the subtle and not so subtle differences between the two operating systems selected by these two firms.
The marketing director of a fast-growing firm must make some decisions about the customer service department. The volume in the department has been rising steadily, eye doctors are waiting longer for orders to be filled, and morale in the department is slipping. With pressure on the firm to make a profit, the marketing director must carefully justify any request for additional people or equipment.
At a large advertising agency, a campaign for a major account develops problems at the last minute, and the campaign must be redone. The management supervisor must determine what went wrong, who was to blame, and what to do about it.
The walk-in clinic for general outpatient care at a major university experiences complaints about excessive waiting times. The system is changed to provide for initial screening of arriving patients in order to route them to appropriate health care providers. The administrator of the clinic must appraise the new system and decide what further changes to make.