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Spreadsheet supplement for case 799-139.

Presents a model or theory about the competence or capability of organizations. Written to help managers be more precise about what the capabilities and disabilities of an organization are, and to be able to put their finger precisely on the place in the organization where capabilities and disabilities reside.

Entrepreneur Doug Levine runs a fitness company with an incredibly powerful brand. His company leverages the brand to expand, both in terms of facilities and lines of business. But he may need to make significant organizational changes in order to continue the growth.

Describes Mandic BBS, one of Brazil's first Internet service providers. In April 1998, with competition increasing, its venture capitalist financier is looking to exit their investment. Aleksandar Mandic must decide which potential investor offers the best fit with his company and at what valuation and under what terms he is prepared to sell. Interested parties include a group of U.S. financial investors, an Argentine company with broad telecommunications ambitions in Latin America, and another Brazilian ISP.

Describes the death of a cancer patient in one of the nation's premier cancer treatment centers and examines the organizational and process characteristics that may have contributed to the medical error.

Describes the start-up, strategy, organizational design, and operations of SCORE! Educational Centers, an after-school tutoring enterprise. Alan Tripp, founder and CEO, is faced with growing organizational stresses and a looming venture capital deadline. Examines Tripp's leadership, management style, and strategy. Focuses on the steps he takes to build the company into a viable organization.

Supplements the (A) case.

Supplements the (A) case.

Describes Rob Waldron's actions upon assuming leadership of SCORE! Educational Centers, an after-school tutoring enterprise. Examines the issue of acquiring and growing a small, self-owned company into a professional organization. Focuses on the steps Waldron takes to address a growing employee morale problem. Concludes as Waldron must decide whether or not to alter the company's recruiting strategy.

Dr. Hans Fritz is 37 years old when he arrives in Bangkok on March 1, 1998 to assume his position as general manager of Novartis Thailand. Novartis is the world's largest pharmaceutical company. He had lobbied to transition from a staff position to this line management assignment. He encounters an organization in chaos, a demoralized staff, and a market in crisis. The case describes his first month in this new position. His most important task at this stage is to set priorities when everything needs to be done at once. He has to decide whom to trust on his team and what to do in the short, medium, and long term.

Supplements the (A) case.

Examines the implementation of a new patient care delivery model at Massachusetts General Hospital. Uses clinical and financial data to examine different choices for staffing non-physician health care professionals and to understand the challenges of managing change across multiple professions in the hospital environment. Recently promoted to senior vice president of Patient Care Services, Jeanette Ives Erickson must decide whether a model for patient care delivery is the best way to improve care and reduce costs in the midst of extreme budget pressures and a rapidly changing health care environment.

Outlines some of the ways network technology is changing the role of intermediaries in the market.

Intel PRC was a division of Intel Corp., a U.S. $20 billion semiconductor manufacturer. A newly appointed division head makes a decision that an employee responds to emotionally, with a deep resentment, creating the potential for conflict within the department. The incident forces the manager to examine whether there are deeper organizational or communication problems he needs to consider. Cross-cultural issues come into play given that the manager, although originally from China, was educated and gathered extensive experience in the west and was thus considered an expatriate by his employees. The case examines the effect of organizational culture on an employee's behavior.

Describes the perceptual mapping techniques in a non-technical fashion. The procedure is useful for the depiction of the structure of the market. Discusses alternative methods, presents examples of each, and shows how the maps can be used in marketing decision making.

Presents a non-traditional description of the conjoint analysis methodology. Discusses the process by which a study is done and cites areas of application.

Spreadsheet supplement for case 599110.

Spreadsheet supplement for case 599112.

Spreadsheet supplement for case 599113.

Spreadsheet Supplement for case 1999044