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Supplements the (A) case.

Discusses the management practices of William Aramony at the United Way of America (UWA). First, the case describes the United Way movement, focusing on both the local chapters and the national organization. Second, it sets forth the Washington Post reports that lead to the UWA scandal. Third, it shows how the board of governors, the local chapters, Aramony, and donors responded to the scandal.

Analyzes the measures taken by the United Way of America (UWA) and its board of governors in response to the 1992 Washington Post reports that lead to the UWA scandal.

Supplements the (A) case.

Discusses the Lukens board's involvement in strategic planning.

Three experts on corporate governance lend their views to the Working Group on Corporate Governance's "New Compact for Owners and Directors." Clifton R. Wharton, Jr., chairman and CEO of TIAA-CREF, offers refinements to the Compact's proposals and describes how TIAA-CREF is trying to use its leverage to bring delinquent directors to task. Harvard Business School professor Jaw W. Lorsch explains why institutional investors neither can nor should function as owners and why the key to developing more effective corporate control is to strengthen the role of outside directors. Lord Hanson, chairman of Hanson PLC, reaffirms the importance of two traditional corporate governance principles: maintaining a unitary board of directors and maximizing shareholder value.

Examines California Public Employees Retirement System (CalPERS), the world's fourth largest pension fund. Dale Hanson, CEO of CalPERS, has a problem; how does he use CalPERS' influence as the holder of a small percentage of 1,300 American companies to put pressure on corporate America to achieve better returns for shareholders? The case discusses the constraints which confront CalPERS as a quasi-state agency and describes their efforts to improve corporate governance to date.

Spreadsheet Supplement for case 291045.

Charles Hugel, the chairman of RJR Nabisco, receives a call from RJR Nabisco's CEO, Ross Johnson; Johnson plans to present an LBO plan to the board of directors at the board meeting the following week. The case details Hugel's actions as chairman, and describes the events leading up to the bidding deadline for the company. The special committee of RJR Nabisco's board must decide which of the three groups vying for the company submitted the best bid.

The special committee of the RJR Nabisco board has extended the bidding deadline for the company by 10 days. The case explains the process by which Kohlberg Kravis Roberts and the management group bid against one another for ownership of RJR Nabisco. The board of directors is left with a decision: who has submitted the best bid?

Describes the Dayton Hudson CEO evaluation process, one of the most intensive in corporate America today. The board of directors' role in the evaluation is examined, as is the question of whether the Dayton Hudson CEO evaluation process should serve as a model for other corporations.

Examines the General Mills Board of Directors' role in the General Mills joint venture with Nestle S.A. to sell cereals outside of North America. It raises the more general question of the appropriate role for the board of directors in strategy formulation.

In December, 1986 the General Motors Board of Directors must decide whether to accept the buyout agreement between GM and Ross Perot, a director of GM and its largest stockholder. The agreement called for GM to purchase all of Perot's GM shares in exchange for his resignation from the GM board and his resignation as Chairman of EDS, the company Perot founded in 1963 and sold to GM in 1984. The case chronicles a history of the Perot/GM merger, and the friction between Perot and GM management which led to the buyout agreement.

The CEO and chairman of Alantar, Inc. is confronted with the problem of how to create a more effective board of directors and also how to provide for his own successor.

Professor Jackson is offered a spot on the slate of directors that Harold Simmons, Lockheed's largest shareholder, has nominated for Lockheed's board to oppose the slate nominated by Lockheed in the Spring, 1990 elections. Jackson must decide whether to join Simmons' slate. The case raises the issue of what factors one should take into account in deciding whether or not to join such a slate, and the broad question of the role of proxy fights in corporate governance.

Explains Jackson's reasons for his decision and describes the result of the proxy fight for control of the board.

American Airlines is pursuing a growth strategy through international and domestic route expansion. At the same time, the airline is working hard to cut costs while trying to provide the best customer service possible. Is this strategy achievable given the recent surge in jet fuel prices and the competitive framework of the industry?

A professional firm cannot exist without its specialists - accountants, lawyers, consultants, bankers, and so on - who generate client services. But how can they be managed? One solution is the producing manager: a person responsible for both management activities and generation of client services. With producing managers heading small, autonomous business units, the organization can stay nonbureaucratic and non-hierarchical and still grow, change, and retain its competitive edge.

Deals with the organizational designer trying to create a structure, rewards, and a system of measurement that are compatible with the external environment, strategy, tasks, the members of the organization, management style, and the existing culture.

Supplements the (A) case.