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When she becomes chairperson of a large telecommunications board, Irene Charnley must transform the mostly white-led company to be more representative of South Africa's demographics. A rewritten version of an earlier case.

When she becomes chairperson of a large telecommunications board, Irene Charnley must transform the mostly white-led company to be more representative of South Africa's demographics.

Supplements the (A) case.

Supplements the (A) case.

Sun Hydraulics, 32-year-old global hydraulics engineering and manufacturing company headquartered in Sarasota, Florida; confronts tough choices due to the economic downturn in 2001. The company leadership debates how to maintain profitability and reduce labor costs without destroying the company's innovative culture, which is based on horizontal management and has no defined corporate hierarchy. This case includes an overview of the company's history, from its founding in 1970 to its IPO in 1997, and asks students to step into the shoes of Allen Carlson, Sun's president and CEO, to recommend specific cost-cutting actions.

Supplements the (A) case.

Having made managing director at an elite investment bank, Peter Isenberg struggles to understand his new role in the firm. He feels as though little has changed, although it is clear to him that those around him have new expectations.

Supplements the (A) case.

Supplements the (A) case.

Supplements Peter Isenberg at Jones Mendel (A).

Sun Hydraulics, 32-year-old global hydraulics engineering and manufacturing company headquartered in Sarasota, Florida, confronts tough choices due to the economic downturn in 2001. The company leadership debates how to maintain profitability and reduce labor costs without destroying the company's innovative culture, which is based on the idea of horizontal management and has no defined corporate hierarchy. This case includes an overview of the company's history, from its founding in 1970 to its IPO in 1997, and asks students to step into the shoes of Allen Carlson, Sun's president and CEO, to recommend specific cost-cutting actions.

A new associate in a consulting firm attempts to navigate his way through the norms and culture of a new setting and to manage his relationships with his superiors and peers, which got off to a poor start. PLEASE NOTE: This case was revised in January 2014. Some language and incidents have been lightly edited, to bring the case up-to-date.

Supplements Joline Godfrey and the Polaroid Corp. (A).

As performance demands intensify in fast-moving global markets, more executives are coming to rely on senior teams for strategic and operational assistance. Team building with powerful senior executives presents special challenges, including competition for their boss' position. Examines those challenges and describes in detail two primary responsibilities of managing such teams effectively: managing team boundaries, that is, the political dynamics of the team; and team process-leading the team. Contains a special appendix discussing leading and building global teams. To discuss how to build an effective team culture by harnessing the energies of talented, diverse individuals to create coordinated action.

As a biotech start-up company involved in studying human genomes, Perlegen needed to develop an organization that fostered innovation and teamwork among a group of highly trained professionals from both the science and technology fields. Perlegen's CEO, Brad Margus, had joined Perlegen from the shrimp processing business after learning that two of his three sons had been diagnosed with a rare genetic disease. A Harvard MBA and self-trained geneticist, Margus looked forward to the opportunity to dedicate himself to Perlegen's scientific mission. During his first nine months on the job, Margus had hired a number of junior-level and mid-level employees; now it was time to fill out the senior management team. Margus's first senior management hire was Greg Brandeau, the former vice president of computer operations at Pixar Animation Studios, who signed on to be Perlegen's CEO. Brandeau faced a number of challenges as he integrated into the Perlegen organization, including the fact that he lacked a science background, his two direct reports had already been hired, and he would be the third leg of a tight-knit, two-person senior management team already in place.

After acquiring the German online auction company Alando.de, eBay CEO Meg Whitman and her team must integrate Alando's Web site with the company's existing platform. The acquisition is the first step of eBay's journey to become a global trading platform. In addition to the challenge of a technical integration of massive scale, the case explores the inner workings of eBay's senior team. Includes color exhibits.

A week after becoming country manager of eBay's recently acquired German auction site, Philipp Justus must steer the company through a massive technical integration with eBay's Web site. Throughout the seven-month project, Justus and his team must master the challenge of working with counterparts thousands of miles away and determine how much they can change their online trading site without completely alienating their user community.

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When tasks are highly complex, demand a diversity of skills, or require a commitment from the involved parties, teams are usually the most effective way to approach them. But a group of people working together does not automatically equally a team, and groups are often inefficient and ineffective. Provides detailed information on team development, team management, and team process. Also suggests specific interventions that any team member can make to improve decision making and participation, as well as ways to influence dynamics and resolve conflicts.

Paula Evans is in her second year as principal of the only high school in Cambridge, MA. Her mandate when she arrived was to redesign the high school so that long-standing inequities in academic achievement rates across race and socioeconomic class were removed. In her first year, she succeeded in obtaining approval for her proposed redesign and completing the physical and administrative restructuring of the high school. Now in her second year, the reforms in how teachers teach and how the school operates are fully under way. From early indications, she and her hand-picked leadership team are moving the school in the desired direction. But the school committee has just made a policy decision that Evans and her team believe will undo all of the redesign efforts that have been made thus far. Evans has threatened to resign and now ponders what she will tell her leadership team and the faculty the next day.