個案總覽

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.

Four individuals purchase a small company, making heavy use of debt financing.

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.

Supplements the (A) case.

Spreadsheet Supplement for case 273129

A study of 318 executives indicates a consensus among executives on the specific characteristics that constitute a participative style, and general agreement that certain participative leadership characteristics produce more effective results. The participative leader prototype that emerged from the study is a sensitive, extroverted and emotive leader who is in close contact with his or her subordinates and is attuned to their needs. The managers in the study emphasized high performance of subordinates as an important part of a participative style.

Performance compensation for policy-level executives is interdependent with company policy. Survey data show that most companies use cash bonuses and some additional compensation while few companies rely on stock options alone. The character of the bonus system is interrelated to the company's growth. The range of possible payoffs and the variability of bonuses increase, and bonuses become more directly related to performance as a company expands.

Profit centers effectively analyze a segment of a company's business and motivate managers; however, they present implementation problems. Profit centers characteristically employ over-simplified accounting procedures. The most important criteria to use in selecting from the variety of financial measurements is company strategy and structure. The managers and their companies need a unified goal. Organizations of simple structure may use traditional cost centers, marketing profit centers, production profit centers, and multiple profit centers. It is the responsibility of the management controller to synthesize the characteristics of the business and choose the appropriate financial objective.

Deals primarily with the basic issue of revenue recognition. Homex was recognizing revenue from its modular units prior to the date on which an actual sale had taken place. In addition, there are some interesting issues dealing with the allocation of profit between divisions, the capitalization of expenses, and the meaning of 'working capital' in a specific setting.

American management attempts to motivate employees through the carrot-and-stick approach. According to the Great Jackson Fallacy executives unconsciously envision themselves as manipulators and controllers, and their subordinates as jackasses chasing the carrot. This attitude can place severe strain on management/employee relations and lead to employee inefficiency and low productivity. Executives should change their attitudes toward subordinates in order to ensure effective job performance.

Long-range planning often involves conflicts between creativity and practicality. It is important to maintain an equilibrium when making trade-offs between plans and budgets. Three questions influence this balance: how to link planning data and financial statements; how to integrate people responsible for planning and people responsible for budget; and how to determine the proper sequence of annual planning and budgeting cycles.

The general manager of a corporation circulates a memo advising his employees on company policy about copier use. He carefully revises his original memo and in the process crystallizes his own thinking on the issue. Writing well and thinking well are interrelated. Because rewriting demands objectivity, an ability to separate essential from nonessential ideas, and a willingness to locate and correct contradictions, it provides the key to improved thinking.

Involves multinational pricing policy. Should a multinational industrial products supplier, with plants on several continents, grant a single worldwide price on given products to multinational customers who purchase on several continents? If so, what should the worldwide price policy be and how should the policy be administered? What organizational issues would a shift from decentralized pricing to internationally centralized pricing involve?

Involves a very rapidly growing retail chain that is financing itself in an unusual (and at first glance) risky fashion.

Illustrates the challenges most managers face in prioritizing their time in the workplace environment. Looks at "a day in the life" of a printing plant manager who, with well-intentioned goals for the day, is frustrated by numerous interruptions.

Spreadsheet Supplement for case 273099

Spreadsheet supplement for case 673-057.