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Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Describes the history of Honda Motor Company from its beginning through its entry into and subsequent dominance of the U.S. market. The history is explained primarily in terms of strategic factors and quoted from two sources: an earlier case and Boston Consulting Group report on the motorcycle industry. Should be used with Honda (B).

Describes the history of Honda Motor Company from its beginning through its entry into and subsequent dominance of the U.S. market as seen through the eyes of Honda executives. The history of Honda's successful entry into the U.S. market is viewed as highly adaptive and fraught with error and serendipity. Honda (A) and (B) are designed to be used together to contrast two differing views of major events in a company's history, both of which are important for a general manager to understand.

Spreadsheet supplement for case 384-049.

Spreadsheet supplement for case 384050.

Describes the Johnson & Johnson culture and the corporate systems, structures, and procedures which reflect and promote it. The principal teaching objectives are to gain an understanding of the impact a strong culture can have on strategic decisions and to consider how such cultures might be managed.

The main issue has to do with the lack of fit or incompatibility between the early environmental requirements for strategy and the cultural constraints on the organization. Describes the internal resistance to the proposed changes and top management's efforts to resolve the contradictory requirements of strategy and culture. A second major issue concerns the challenge facing a general manager who has been given responsibility for operationalizing the forced solution.

This case presents a view of the renowned army general, World War II chief of staff, secretary of state and secretary of defense, as seen through the eyes of his contemporaries. It may be read singly or in conjunction with George Washington (C14-82-479.0). (See the abstract of that case for teaching objectives.) HKS Case Number 480.0

Describes the development of the first CT Scanner by EMI, a company new to the medical industry, and EMI's entry into the U.S. market. The company's early success is threatened by the entry of a dozen competitors (some very large and experienced), by government regulation, and by internal organizational problems.

Describes the development of the first CT Scanner by EMI, a company new to the medical industry, and EMI's entry into the U.S. market. The company's early success is threatened by the entry of a dozen competitors (some very large and experienced), by government regulation, and by internal organizational problems.

Spreadsheet supplement for case 383-184.

Spreadsheet supplement for case 383-195.

The new commercial reality is the emergence of global markets for standardized consumer products on a previously unimagined scale of magnitude. Technology, by proletarianizing communication, transport, and travel drives the world toward a converging commonality. Well-managed companies have moved from emphasis on customizing items to offering globally standardized products that are advanced, functional, reliable, and low priced. They benefit from enormous economies of scale in production, distribution, marketing, and management.

The Governor of Colorado in 1976, Richard Lamm, called a meeting prior to presenting to the General Assembly to discuss his top priority: guiding and managing the state's growth. The case continues by chronicling Governor Lamm's actions to achieve a growth policy that would be amenable to both democrat and republican congress members. The policy sought to incorporate agriculture initiatives, energy production, and recreational activity areas. The text illustrates the many challenges one can face when writing policy at the state level and provides examples of both successes and road blocks throughout the process. HKS Case Number 535.0.

This is the sequel to accompany HKS Case Number 535.0. It summarizes the results after Colorado's Growth Policy was implemented. HKS Case Number 535.1.

Presents a framework for thinking about problems of implementing strategy. Defines the tasks of implementation and the range of implementation situations, then develops four approaches to implementation and reviews a range of implementation skills. Intended for use in Business Policy II in conjunction with case studies.

Almost all managers escape some job-induced anxieties by retreating into time consuming activities that entail fewer threats than more challenging executive activities. Much of executives' job anxiety is produced by three tasks: streamlining daily routines, meeting demands to improve performance, and getting subordinates to achieve better results.

A newly appointed country subsidiary manager must decide on action for an operation losing $1 million per month. He is constrained by price controls on one hand and sensitive union relations on the other. Furthermore a major loss-contributing plant has recently been converted as a Europe-wide source.