個案總覽

Mat MacGregor took charge of a failing project but failed to turn it around because of a variety of personal, technical, cultural, and political reasons. The purpose of the case is to understand the underlying dynamics and their implications.

Describes how Mat MacGregor dealt with issues raised at the end of the (A) case.

Describes what happened following the (B) case.

A subordinate who Dan Stewart has recently placed on warning for unsatisfactory performance is suddenly appointed Dan's boss. Involves such issues as the management of disappointment, understanding organizational irrationality, lateral transfer within the same company, and dealing with organizational politics.

Describes how Dan manages the situation.

Dan is given an assignment as general manager of a small division with some difficulties but exciting possibilities. How should he manage the situation?

Describes how Dan managed the assignment.

Mike Miller, Harvard MBA '78, resigned his first job out of HBS within six months because he believed his personal values and learning objectives could not be accommodated. Students may discuss the problems of anticipating corporate culture, learning the ropes, surviving entry into the organization, and getting things done.

Supplements the (A) case.