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Supervisory practices and social structure in an electronics company assembly room. To be used with the (B) case. Based on American Radiatronics Corp. (A) by M.J. Steckler and P.R. Lawrence.

Describes an elaborate approach to strategic planning for diversified business operations. Includes the use of the BCG experience curve and growth share matrices and of PIMS profit-factor data. (Both sets of ideas are described in appendices to the case.) Also describes a specific strategic problem concerning the coated abrasives business requiring a management decision. Permits students to describe what action Norton should take with respect to its coated abrasives business and also to evaluate the Norton strategic planning system.

Centers on the question of whether Raytheon should enter the electronic component distribution industry in the context of its broad diversification approach and acquisition criteria. This industry represents a vertical integration area for Raytheon, so the analytical issues raised by vertical integration decisions can be explored as well. Used in a section of a business policy course on diversification strategy, or to motivate the comprehensive analysis of the electronic component distribution industry earlier in a policy course. Designed for use with Note on the Electronic Component Distribution Industry.

Designed to be the second day of a two-day series on the electronic component distribution industry, following a day spent discussing Note on the Electronic Component Distribution Industry and Raytheon Co.: Diversification. The important teaching themes which this case is designed to highlight are: 1) to practice the diagnosis of the strategic health of an industry leader, with emphasis on applying the tests of consistency for an effective strategy; 2) to provide practice in both qualitative and quantitative diagnosis of a company's resources, and the relating of these to strategic priorities; 3) to examine the strategic difficulties in attempting to be a large firm in a fragmented industry; and 4) to explore the difficulty of limiting growth and turning away opportunity as a strategic alternative. The series can be positioned either early in a course on strategy formulation, highlighting industry analysis and strategic testing, or later in such a course with the focus on strategic reaction to innovation, responding to a changing industry and assessing strategic alternatives.

Federal Express is a small-package airline operating throughout the United States. After initial heavy losses it is now profitable. Management is examining the services offered by the firm and believes that there is great potential for "Courier Pak", an overnight delivery service with presently limited sales. Is it appropriate to devote special emphasis to Courier Pak? If so, what is the appropriate role of advertising and personal selling?

A new media strategy for lemon advertising involving the concentration of the entire budget in a single-print vehicle, is under consideration.

A chemical engineer who has set up a company to manufacture and market one of his inventions is trying to prepare his state of the corporation report. This case is designed to serve as a vehicle to introduce students to basic bookkeeping and accounting functions.

Concerns the 1975 strike of the pressmen against the Washington Post. Illustrates the importance of past practices of both unions and management and collective bargaining. Also illustrates implementation problems associated with new technologies as well as problems associated with managing a newspaper during a strike. The decision point is in the tenth week of the strike when pressure from a variety of sources is increasing.

Supplements the (A) case.

Outlines the components of Texas Instruments' low-cost digital watch. Focus is on getting the assembly line running smoothly and efficiently in order to meet production cost and delivery requirements.

Management of one of the leading Japanese camera manufacturers is faced with the problem of unauthorized shipments from the low-price markets of Hong Kong and Japan to high-price markets of Europe and North America. Control of distribution, change of prices, model designations, and warranty policies are considered as solutions to the problem.

The introduction of hard, soft, or hybrid technologies into service areas is the beginning of the industrialization of service. The key point is to increase the volume of service to a magnitude sufficient to achieve efficiency and to employ systems and technologies which produce reliable, rapid, and low-cost service results. Various cases illustrate problems of paperwork, service repairs, selling, and specialization, when implementing this management rationality. Service industrialization requires a set of processes and management that is much different from that used in the functional production of goods.

A strategic planning system is a structured process that organizes and coordinates the activities of managers who plan. A strategic planning system develops an integrated, coordinated, and consistent long-term plan of action, and facilitates adaptation of the corporation to environmental change. The following six issues influence development of a strategic planning system: communication of corporate performance goals, the goal-setting process, environmental scanning, subordinate managers' forces, the corporate planner's role, and the linkage of planning and budgeting.

Deals with a transfer pricing problem in a complex, international situation. A broad range of issues are present in the case, or are needed for a thorough case analysis. Such issues include: relevant costs; the appropriateness of profit centers; the appropriateness of decentralization; international funds transfers; and the measurement of integrated profit.

Serves two roles: first, provides a reasonably comprehensive description of an ongoing budgeting and reporting system for the international operations of a large American company. Second, allows the student to focus on and critically analyze a series of specific complaints about the system which have been voiced by the management of two of the firm's foreign subsidiaries.

Designed to serve two roles: first, it provides a reasonably comprehensive description of an ongoing capital budgeting system for the international operations of a large American company. Second, it allows the student to focus upon and critically analyze a series of specific complaints about the system which have been voiced by the management of two of the firm's foreign subsidiaries.

With the use of charts and examples, gives a detailed description of cash flows, the time value of money, and discounted cash flow analysis.

Explains some of the dynamics of what actually happens in an effective or ineffective group. Also mentioned are a number of interventions which can be taken on by any group member to help change an ineffective group to one which operates more effectively.

Provides background on the company and outlines its five-year plan.

Describes the sudden appearance of the large industrial enterprise in the 1880s. Reviews the three types of mass-production industries in which the new form came: those producing perishable products; those making low-priced semi-perishable products; and makers of machinery, the sale of whose products required specialized marketing services. Asks questions and suggests answers as to why the first American big businesses came in these industries and in the single decade of the 1880s.