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A biographical information sheet about Craig Weatherup, president and CEO of Pepsi Cola, North America.

Designed to serve as background reading for the "Managing Your Career" module of the second-year MBA elective Power and Influence. Describes the way in which managers learn and develop through on-the-job experience. Outlines a model for launching a "success syndrome" by building power and influence over the course of one's career. Also identifies some of the special challenges of: 1) managing one's early career, 2) developing power as a minority in the organization and the "glass ceiling" phenomenon, and 3) developing ethical judgment. Focusing special attention on the importance of self-assessment and introspection in building a successful career, the note concludes with a list of questions individuals should ask themselves periodically to take stock of their career and personal development.

Lisa Benton is in her fourth month as an assistant product manager at Houseworld, a leading consumer products company. She has been on the job since graduating from the Harvard Business School, and she has been frustrated from the start by a lack of responsibility, by her poor relationship with her boss and a colleague, and recently, by the negative performance review she received. Concerned about her future at Houseworld, Benton is considering calling her former boss from her summer job to inquire about a position. An updated version of an earlier case.

Provides a follow-up to Lisa Benton (A).

Designed as an overview note for the Managing Your Team module of the MBA second year elective course Power and Influence. Identifies some criteria for evaluating team effectiveness and outlines in detail the key areas of responsibility of team managers: managing the team's boundary, and managing the team itself (including designing the team and facilitating the team's process). Also contains a brief appendix on managing transnational teams as well as substantial bibliographic references for further reading.

Provides a framework for understanding the exercise of interpersonal influence in organizations. Describes some of the "myths and realities" of management that new managers discover--specifically, that managers are dependent on a complex network of relationships to get work done, and that they must influence others by relying on sources of power other than their formal positional authority. Describes influence as exchange within these networks of mutually beneficial relationships. Also discusses tactics for avoiding the abuse of power and influence.

Managers report that action planning to resolve interpersonal and organizational challenges is far more demanding than diagnosing them. Although there are many frameworks for evaluating their diagnoses, there are few for evaluating their action plans. Reviews the major criteria for assessing an action plan. Includes a short list of "Key Elements of Action Planning," and a longer list of "Criteria for Evaluating an Action Plan." The list of criteria is written as a series of questions to ask yourself when assessing an action plan.

Designed to introduce the concepts of power and power dynamics to students in the MBA second-year elective course Power and Influence. Defines "power" and "influence," and explores the role of power dynamics in managerial work and in the life of organizations. Combats popular notions that "power is evil" and that "power corrupts" by illustrating how power is necessary to bring about productive and creative resolutions to organizational conflict. Describes the positional and personal sources of individual power, and concludes with implications for assessing power dynamics in organizations as an important element of one's career management.

Describes the final decision by CEO Rudi Gassner and the subsequent actions taken by the members of the executive committee.

Explores the roles of CEO Rudi Gassner and the 9-person executive committee in leading BMG International. BMG International is the international music subsidiary of Bertlesmann, a German company that is the second-largest media conglomerate in the world. Describes a 1993 decision that Gassner and the executive committee must make about whether or not to change managers' business plans and bonus targets as a result of a newly negotiate reduced manufacturing cost. Allows for discussion of a number of timely and important issues: 1) the complexities of managing and growing a large global business; 2) the tensions between centralized corporate control and decentralized local management in a global organization; 3) the impact of leadership style on corporate culture and performance; 4) the challenges of leading a senior mangement team; and 5) the final decision by CEO Rudi Gassner and the subsequent actions taken by the members of the executive committee.

After 10 years of running a small laboratory at Yale Medical School, Dr. R. Bernd Sterzel assumes leadership of a nephrology clinic in Nurnberg and Erlangen, Germany. In his ambitious efforts to transform the clinic into a leading academic research institution, he encounters numerous challenges associated with health care management in a socialized medicine context.

Supplements the (A) case.

Supplements the (A) case.

David Fletcher, manager of the Emerging Growth Fund at a New York investment management firm, decides to assemble a team of analysts to which he can delegate part of his workload. The case explores the challenges of being a producing manager and Fletcher's efforts to select and manage a team of professionals.

Describes how Joline Godfrey, an intrapreneur at the Polaroid Corp., introduced and developed a project that could help Polaroid move to a more service- as opposed to product-oriented focus. Also depicts the mentor-protege relationship between Godfrey and Gerald Sudbey, a senior executive in the company. Addresses two issues: intrapreneurship and mentor-protege relationships. Allows the students to explore the process of intrapreneurship, what it takes to effectively be a change agent in an organization. In addition, provides them with a textured understanding of mentor-protege relationships--the various stages they go through, and the challenges and benefits they represent.

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

Follows Kevin Simpson, a second-year Harvard Business School 1990 student, through his job search to his final decision between two very attractive but different job offers: a job as an international marketing manager at Eli Lilly and Co., a leading multinational health product corporation; and a position as the assistant to the president of Haemonetics, an entrepreneurial company in the biomedical equipment field. Addresses the factors Simpson should consider when making job choices as well as the issues he faces as an African-American professional.

Describes a conflict that has arisen between an account manager and a creative director at Tassani Communications, a Chicago-based advertising agency which is making the transition from entrepreneurial to professional management. The client, the marketing director of a muffler repair chain, has called the account manager to complain about the creative director's behavior. The account manager must figure out what to do. The object is to provide students with an opportunity to grapple with the challenges of managing relationships with peers and superiors. Students can discuss managing 1) cross-departmental relationships, 2) interpersonal conflicts, and 3) creativity.

Supplements the (A) case.

Instead of embarking on an odyssey for the perfect mentor, individuals should pursue a strategy of building a network of developmental relationships. In this note, we explore the process by which such a network can be established and cultivated: 1) What functions can developmental relationships serve? 2) How are these relationships formed and maintained? 3) With whom in an organization can an individual establish such relationships? and 4) What are some of the special challenges those in the minority face in building these relationships? In summary, we offer guidelines for building a constellation of developmental relationships.