個案總覽

Mark Johnson, general manager of HCM Beverage Co., must decide what to do about the declining performance of Vietnam-based HCM Beverage. Employees seem unmotivated and lackadaisical about their work. These same workers blame the weather for the poor results. Figuring out the problem and solution is Johnson's major challenge.

The new president of Black & Decker-Eastern Hemisphere, attempts to introduce a new performance appraisal and management development system. Black & Decker is a relatively weak player in the Eastern Hemisphere and the president is convinced that he needs to significantly increase the number and quality of managers in the region. To assist in the development process, the president is considering introducing a US-designed Appraisal Development Plan (ADP) in the region. ADP uses 360 degree feedback from peers, subordinates, and supervisors to assist employees in building managerial skills and in increasing personal accountability. Despite a successful track record for ADP in Black & Decker North America, members of the top management team are concerned that ADP will be a failure in the Eastern Hemisphere. They argue that the system faces huge barriers due to organizational cultural issues related to staffing, systems leadership and structure. The president is flirting with disaster if he proceeds.

Supplements the (A) case.

Bill Lancaster, the new president of Black & Decker-Eastern Hemisphere, attempts to introduce a new performance appraisal and management development system. Black & Decker is a relatively weak player in the Eastern Hemisphere and Lancaster is convinced that he needs to significantly increase the number and quality of managers in the region. To assist in the development process, Lancaster is considering introducing a U.S.-designed Appraisal Development Plan (ADP) in the region. ADP uses 360-degree feedback from peers, subordinates, and supervisors to assist employees in building managerial skills and in increasing personal accountability. Despite a successful track record for ADP in Black & Decker North America, members of Lancaster's top management team are concerned that ADP will be a failure in the Eastern Hemisphere. They argue that the system faces huge cultural hurdles and that Lancaster is flirting with disaster if he proceeds.

LG Group Chairman Bon Moo Koo has announced a corporate goal of increasing revenues from $38 billion to $380 billion between 1995 and 2005. Most of this increase is expected to come from new international sales. As a consequence, LG must add an estimated 1,400 new global leaders to its management ranks. Mr. Y.K. Kim and his team must determine what these new global leaders should look like and how to develop them.

Kenny Rogers Roasters (KRR) in China series consists of two cases. The Kenny Rogers Roasters in China (A) case documents the efforts of a U.S.-based fast food chain to penetrate the Chinese market in the mid-1990s. The cases focus on Tony Wang, president of Franchise Investment Corporation of Asia (FICA), as he evaluates the market potential for KRR in China and selects a joint venture partner for the first restaurant. The accompanying KRR in China (B) case focuses on site selection issues which are at the heart of Tony Wang's ambitions for the restaurant chain in China. Both the (A) and (B) cases can be taught together in a single 90-minute class.