個案總覽

In July 1991, South African president F.W. de Klerk announced the appointment of Hermanus Kriel to the cabinet post of minister of law and order. As the official responsible for oversight of the controversial national police force, the South African Police (SAP), Kriel would perhaps have the hardest job in a rapidly changing South Africa: a job made all the more daunting by recent revelations of a police role in fanning the flames of factional strife among blacks. The growing scandal had reinforced the SAP's reputation among black South Africans as one of the most hated symbols of white rule. For over four decades, the South African Police had been entrusted with enforcing the country's notorious and iniquitous system of apartheid--a task it had performed with what many regarded as excessive zeal and brutality. All this had been done by the SAP in the name of the apartheid system, which it was sworn to uphold. Yet as the 1980s drew to a close, the underpinnings of that system began to change dramatically and SAP's mission was no longer in force. This case details the changes that took place within SAP during the post-apartheid period. It should be paired with HKS830 (Part B). HKS Case Number 1095.0.

Provides a follow-up to Honda Motor Co. and Honda of America (A). Describes the memos of Nobuhico Kawamoto, newly appointed Honda president, and Shoichiro Irimajiri, newly appointed executive vice president, with respect to the challenges facing Honda in the 1990s. Contains their thoughts on what is likely to happen to the automotive industry as a whole and also discusses the priorities of Honda's senior management team.

Designed to examine the process of project management during the development cycle of a luxury condominium building, exploring the issue of how the design, development strategy, project organization, and project personnel are interrelated. More specifically, looks at how these factors shape the day-to-day operations of a development and how they affect the formal and informal mechanisms that a project manager has at his or her disposal. Students are asked to design floor plans for a portion of one floor to point up the importance of the difficulties in creating workable and saleable units.

John Akers, IBM's chairman, must confront how to transform a $60 billion, full line, global computer company that is the leader in every market it serves, yet losing share across the board. The case explores senior management's perspective on the process of organization change.

In the late 1970s, the author read everything he could about Japanese business. But only by working for Japanese companies has he been able to learn about day-to-day management. In the past 11 years, first at Toshiba's U.S. computer business and then at Seiko Instruments USA, he has learned firsthand more than ten Japanese management techniques.

Examines Otis's market entry strategy in China through a joint venture with Tianjin Elevator Works. The teaching objective is a basic evaluation of a joint venture in a developing country. May be used with Otis Elevator Co.: China Joint Venture (B1), (B2), and (D).

Examines the company's global strategy and potential acquisition of Philips' major domestic appliance operations in Europe in light of increasing trends toward globilization in the major appliance industry. Allows discussions weighing the advantages and risks of entering a major market through a joint venture with an established competitor.

An edited, shortened version of Phil Knight: CEO at Nike with parts of Nike (E) integrated into it.

The economics of serving on the board of a publicly held corporation are fundamentally off balance. The risk to a director's time, money, and reputation is far greater than the rewards. No matter how conscientious directors are, shareholders can easily file frivolous lawsuits against them. Resolving a lawsuit saps a director's time and money; settling one appears to be an admission of guilt and is a black mark on his or her reputation. The boards of public companies should be more like those in LBOs or venture capital situations, where directors have a big financial stake in the company and thus the incentive to make it successful.

An interview with the founder and CEO of Raychem Corp., Paul M. Cook. Raychem's strategy since its founding has been to master a set of core technologies and to create thousands of proprietary products based on those technologies. Cook offers his ideas on innovation and encouraging corporate creativity.

What do managers do? A study of five CEOs and studies of managers conclude that managerial work involves interpersonal roles, informational roles, and decisional roles. These roles require developing peer relationships, carrying out negotiations, motivating subordinates, resolving conflicts, establishing information networks, making decisions with little or ambiguous information, and allocating resources. This article includes a commentary by the author outlining his perspective 15 years after the original publication of the article. McKinsey Award Winner.

Ellen Moore is working for a large multinational financial institution in Bahrain and is offered a promotion to one of two jobs, between which she can choose. When she informs her boss of her choice several days later, he tells her she cannot have the one she chose because it would mean periodic travel in Saudi Arabia, which he believes would not be possible for a woman.

Presents an edited transcript of questions that students asked Ellen Moore when she visited classes. Describes the decision Ellen Moore made and describes more of her experiences and opinions about women in management..

The new vice-president for Kentucky Fried Chicken in southeast Asia, must weigh the growth benefits of investing in China with alternative opportunities in the region. He is at the exploratory stage of market research and is focusing his attention on four possible locations in China. He must also balance his own personal ambitions with the possibilities for failure, not only in China, but the rest of southeast Asia. (A 31-minute video is available with this case, Kentucky Fried Chicken in China - Video.) A follow-up case Kentucky Fried Chicken in China (B) is also available.

The VP's efforts to determine whether and how to proceed with an emerging three-way partnership in China are described. Kentucky Fried Chicken has selected local partners and has been issued a license to operate a restaurant in Beijing. If he is to proceed, the VP must decide how fast he should advance the negotiations and which of three location sites in the city is most desirable. A background case Kentucky Fried Chicken in China (A) and a follow-up case Kentucky Fried Chicken in China (C) are available.

This case presents the start-up of operations in Beijing and discusses the difficulties Kentucky Fried Chicken (KFC) is having with its local partners. By March 1988, KFC has established its largest restaurant in the world in Beijing with sales that are booming and showing no sign of slowing down. Nevertheless, the extent of operational problems and the shortage of hard currency profits is raising concerns over whether further expansion is warranted. Previous cases Kentucky Fried Chicken in China (A) and Kentucky Fried Chicken in China (B) are available.

In 1980 Ford was near disaster. The company lost billions of dollars between 1980 and 1982. By 1988 the company had been transformed into one of the most successful corporations in the United States. Describes what happened and then examines how it happened. The major objective is to look at major change in a huge organization and the way the change was made.

In its 43-year history, Honda grew from an also-ran in the Japanese motorcycle market to a dominant force in the worldwide motorcycle and automobile markets. To do this, Honda has developed a unique organizational style based on constructive conflict and organizational learning. Over the years, Honda has been transferring this style to its subsidiaries overseas. The case looks at the specific example of Honda of America. Students are asked to analyze "The Honda Way"--how well it has been transferred to the United States and whether or not it is sustainable in the face of domestic and rapid expansion.

Innovative technologies become commercial products in two ways: reduction to practice of scientific knowledge and incremental improvement governed by the product cycle. In the latter, engineers, not scientists, improve the materials and design of a model. For high-tech companies, this cyclic, incremental innovation is critical. Manufacturing engineers must participate in design from the start. Technological solutions should be pulled in at the start of the product cycle.

Hollinswood Associates, a joint venture partnership, has developed and operated a Marriott Hotel in Tysons Corner, Virginia. The partnership has been very successful in the past but it is now facing a significant cash flow deficit. Designed to examine how a partnership evolves to deal with changing circumstances. Also exposes students to both the hotel industry and hotel development. The complex operating environment of the hotel industry provides a natural setting in which to explore partnership conflicts.