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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.

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).

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.

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.

Meg Whitman takes over as CEO of eBay from the founder. She must figure out how to lead the company through a stage of phenomenal growth without compromising eBay's unique external customer culture and internal culture--its key success factors. A rewritten version of an earlier case.

Spreadsheet supplement for case 401024.