Organizational theory and practice is undergoing a crisis due to major changes in business objectives and tasks. New business is multidimensional. It is shifting from mechanical to process technology, and from manufacturing to providing knowledge and services. Proven models, such as Fayol's model of functional organization and Sloan's model of federal decentralization for General Motors, are unsurpassed, and yet, they are unequipped to deal with today's problems. New organizational design principles focus on team organization, simulated decentralization, and systems structure. McKinsey Award Winner.
An S-curve represents the irregular pattern of an electronic data processing system's development. The curve designates crisis points, which divide four growth stages. Each stage's unique problems demand different managerial approaches to computer applications, computer specialization, and computer personnel.
Gillette is trying to decide whether to enter the fast-growing blank recording cassette business. The vice president of new business development is charged with developing a marketing plan to be used as the basis for a go/no go decision. In part, the issue is whether Gillette can transfer its distinct competence to a new but related market. The problem is compounded by the rapid changes characteristic of a market early in its life cycle.
The expatriate manager of an international bank faces two major problems. One is internal - how to resolve the inter-departmental conflicts caused by antagonism between two department heads. The other is external - how to cope with government pressures to establish quotas for hiring personnel at every level in the organization. The internal problems of the organization mirror the major socio-cultural-racial tensions in the society.
The executive president of a major industrial company must decide 1) whether to acquire a small hand tool company and, if so, 2) the value and form that the acquisition package should take.
MRC must place a value on an acquisition prospect and also decide whether a deal makes sense from strategic and organizational perspectives. An updated version of and earlier case by W.E. Fruhan, Jr. and J.H. McArthur.
Examines how the attractiveness of an investment project can be enhanced by making financing and operating decisions which either manage investment returns or reduce project risks.
The student is required to develop a strategy for a tennis club of a large resort area. The tennis director must decide how many courts he needs to build within the next three years, what surface they should have, and how much he should charge for their use. Illustrates the problems of capacity planning in a service organization.
Company must decide whether to raise prices and tighten consumer credit in light of its strategy to rationalize production, introduce a new line of model elevators and increase its market share. Points up the interrelationships of the different functional areas within a corporate strategy and to some extent the time frame associated with strategic change.
An on-going study of 406 employees in 3 companies indicates the two variables that affect job retention and turnover are job satisfaction and environmental reasons, such as financial responsibilities, family ties, friendships, and community relations. Seven characterizations of psychological levels of development and work values explain why employees stay according to their level of psychological development.
Covers the historical development, current business, management philosophies, corporate strategy, and the nature and role of the corporate headquarters in managing the highly diversified operations. Based on Textron, Inc. (A).
The contemporary emphasis on participative decision making creates a dilemma for modern managers. They may choose a pattern of leadership in relating to subordinates that ranges from making all the decisions themselves to allowing their subordinates to make decisions within prescribed limits. In deciding how to lead, managers must be aware of forces in themselves: their values, confidence in subordinates, leadership inclination, and tolerance for ambiguity. They must also consider whether their subordinates have the independence, maturity, interest, and knowledge to share in decision making.
Examines the decision by Mirassou to test a mechanical grape harvester that requires a major change in growing methods and operations. The machine is unproven and the investor has asked this vineyard to test it for him and commit to use it.