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Supplements the (A) case.

Growth in demands on the bank's "back office" required a totally new approach to management. New stress on systems orientation, objectives, measurement, process design and control has resulted in lower costs, fewer people, and higher quality. Also resulted in fear, suspicion, and alienation in middle management. How to get the benefits of change without the unanticipated consequences?

Growth in the banking field has produced new demands on the "back office." Traditional management practices in check processing and paper handling operations have resulted in ten years of cost increases and quality loss. New manager of the operating group faces an action question--can he turn the back office into a production-oriented factory?

The profit impact of market strategies (PIMS) project is a study of 57 North American corporations representing 620 diverse businesses. The three factors in the PIMS profit model that substantially influence the return on investment (ROI) in a corporation are market share, investment intensity, and company factors. The market share of a corporation relates to its profitability; corporations with a large market share and a superior quality product average the highest return on investment. Investment intensity (the ratio of total investment to sales), also relates directly to profitability. A high ratio of investment to sales results in a low ROI. Company factors, such as size and diversity, also influence ROI.

Provides details of the mining agreement between Bougainville Copper and the government of Papua New Guinea; some historical, cultural, social, political, and economic information on Papua New Guinea; and historical and financial information on Bougainville Copper. Designed for use in negotiation planning and bargaining studies from either the government's or the company's point of view.

Maxco and Gambit are bidding for an oil lease. Gambit will soon know the value of the lease with some precision. Maxco is bidding with no such precise information. The objective is to get the student to think hard about how Gambit will bid before deciding on Maxco's strategy.

Involves the unionization of the employees of a commercial bank by one of the big national unions. Illustrates the reasons why bank employees and other white collar employees may feel the need for union representation.

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.

MRC, Inc. faces a decision regarding entry into the production of polyester fiber in competition with much larger firms. An updated version of an earlier case by J.H. McArthur.

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.

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.

Spreadsheet Supplement for case 274118

Spreadsheet Supplement for case 274092.

Shipping company must choose among several mutually exclusive investment projects.

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.

Provides an analysis of capital investment (new plant and equipment), production, and operations management.

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.

Supplements the case.