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Johnson & Burgess, one of Canada's most successful and largest advertising agencies, must make a key ethical decision. It has been invited to make a speculative presentation for the largest account it has ever been offered. However, the account creates internal division because it is for a cigarette manufacturer. Key agency personnel may quit if the account is taken, yet other agency workers may not stay if the account is passed over.

A two-year study of top executives shows that they do not closely follow the classical rational model of first clarifying goals, assessing the situation, formulating options, estimating likelihoods of success, making their decision, and then taking action to implement it. Nor do they select one problem at a time to solve. Most successful senior managers have overriding concerns rather than precise goals and objectives, and they think more often about how to do things than what is being accomplished.

Describes the history, management, and organization of an extremely successful bank holding company. The company has had a very charismatic chairman, has made MBAs bank presidents at very early ages, and has a long record of innovation. Now deregulation and a coming change of leadership may threaten the "system" that has made the bank so successful. The teaching objectives are to display the advantages and drawbacks of management based on a strong personality and strong values in the face of major market changes.

Describes the history of Nike, its economic strategy, and the industries in which it competes. The teaching objective is to ask the student to identify and evaluate Nike's economic/technical strategy.

Describes Nike's corporate culture and looks closely at individual key senior and middle managers, outlining the processes by which the management group conducts its business and noting the values which bind the management group together. The teaching objective is to help the student understand how Nike "works" given current circumstances and to predict what problems and opportunities may develop as Nike grows.

Explores the president of Nike's leadership, and focuses on his general management style, his personal philosophy, and his pattern of working with key members of management.

Focusing on middle manager Harry Leidboldt, this case presents a clear-cut strategic issue--should Nike move into the leisure shoe business? The teaching objective is to first view the decision as a business problem--can Nike succeed in this business? and secondly, to review the effectiveness of the process by which a middle manager helps senior management deal with strategic issues.

Provides the background for a discussion of Nike (E1), (E2), and (E3). Outlines Nike's senior management group's early program to deal with the company's increasingly difficult competitive circumstance.

Details changes in the senior management roster at Nike, focusing on the appointment of Robert Woodell as the company's new president.

Deals with challenges confronting a new divisional manager of Nike's apparel division, David Chang. The teaching plan would focus on a diagnosis of the division's current strategy and what future strategic moves might be considered.

Cray Research faces several management problems as a result of rapid growth and the need for continued growth. Issues to be discussed include 1) whether Cray should be a marketing or a technology company; 2) new and powerful competition; 3) products to offer as Cray moves out of its initial market segment; 4) growing pains (i.e., corporate culture, communications, etc.) and 5) is there "life after Seymour Cray" for Cray Research?

Describes events at Cleveland Twist Drill between April 1982 and February 1983. Jim Bartlett's approach to the union and the implementation of the "move strategy" are described. Students are asked to evaluate these actions and to develop plans for dealing with current problems and with recent overtures from the union president.

Mr. Panetta, owner of Cosmo's Restaurants Limited is trying to make some important decisions on the future of his family business. Panetta has the options of not growing, growing by opening a third drive-in/takeout restaurant or by manufacturing and marketing the restaurant's best selling product, the Cosmobob. Originally an in-house product, the Cosmobob was successfully marketed to local restaurants by Panetta, and the demand for the product has outgrown the restaurant's production facilities. Panetta is determined to make a decision in the best interests of his family.

The president of Petro-Canada Products Limited proposes to restructure his division of the company. His proposal is for an unusually decentralized organization, by oil industry standards, and it needs to be approved by the company's executive council. The case presents background material on the oil industry, West's division, and the specifics of his proposal. The reaction of other executives in the firm to the proposal is also presented.

Describes P&G's expansion in Europe, including the development of a strong country subsidiary management, responsive to local market differences. The launch of a new product presents strategic and organizational challenges as P&G considers making this their first Eurobrand, and managing it in a coordinated Europewide fashion.

Spreadsheet supplement for case 384139.

Deals with the problems of implementing strategy in a declining industry and the negotiation of strategy with external constituencies, particularly labor unions. Traces Jim Bartlett's first nine months as president and asks for a plan of action.

A series on implementing strategy as the head of the U.S. subsidiary of a successful Swiss medical products firm. Traces the actions of the CEO over a four year period and highlights his negotiations with the Swiss parent and the way functional components of the strategy were developed and integrated. Describes Hans Wyss' first eight months as CEO of Orthoteks USA.

Supplements the (A) case.

Supplements the (A) case.