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This one-paragraph case adds to the data presented in the (A) case. A redisguised version of an earlier case.

Describes the outcome of Erik Peterson's one-day meeting with his superior and the events of the subsequent day's meeting with the president and vice president of operations of the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised version of an earlier case.

Presents the final outcome of the events. The William Jurgens case presents a description from the corporation president's point of view of the series of events (as reported in the Erik Peterson (A), (B), (C), and (D) cases). The Jurgens case can be assigned with Erik Peterson (E) to give a broader perspective on Olafson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised version of an earlier case.

This redisguised version of an earlier case, Tom Levick, provides an updated setting but does not change the teaching objectives. Chronicles the first six weeks of experience on the job for a recent business school graduate. Emphasis is on managing upwards--particularly with respect to errors discovered by the protaganist for which his boss was responsible. Provides background data.

Describes the events surrounding Bain & Co.'s financial and organizational struggles between 1988 and 1991. Focuses on the role of Orit Gadiesh, then vice chairman of Bain & Co., in leading the effort to restructure the company and restore company pride.

Implicitly raises the question of what Peterson should do to extricate himself from his difficulties. Should he consider resignation, go directly to the company's president to seek relief, or clarify the situation within the company? A redisguised version of an earlier case.

This is an MIT Sloan Management Review article. The topic of organizational learning has gained a lot of attention, but there is little agreement on what organizational learning means and even less on how to create a learning organization. The critical issue is how individual learning is transferred to the organization. The author develops a model that links individual and organizational learning through mental models--the thought constructs that affect how people and organizations operate. This model can guide the search for new tools to help organizations learn.

Presents excerpts from a 1992 speech by Orit Gadiesh.

George Stanton helped build Sannas Pharmaceuticals in his six years there, and when he is promoted to vice president and director of risk management, he thinks he is set for life. But then a new president is appointed, and George can't tolerate his shady practices. Atwater-Jordan looks like a better company, and George is impressed with Joan, his potential new boss. So he takes the job, even though it means moving his family and asking his wife to change her job too. But within a few months, Joan's flaws start showing up: she does all the talking at meetings; she doesn't give George information he needs; and she wants to control everything he does. Other people at Atwater call her "Phony Joanie," but when George discusses the problem with the company president, Harold doesn't help. "I'm sure you can handle her and keep her off other people's backs," he tells George. Facing a new year's resolution to try to solve the Joan problem, George doesn't know where to start. He wonders if there's something wrong with him or if he's just having bad luck. HRM and relocation experts give their views.

Describes the ways in which managers communicate the need to change, specifically the way in which they use vision, crisis, and transition as rhetorical strategies to mobilize change. Also discusses strategies used by those trying to resist change, setting up what may be considered a rhetorical contest that determines whether change is embraced or not.

Describes some of the key principles that managers must follow in order to successfully persuade their organization of their vision for change.

Provides a 7S framework to complement the McKinsey 7S framework. Focuses on some of the critical choices that must be made in implementing change--Strategic Intent, Substance, Scale, Scope, Speed, Sequence, and Style. Overall, the note argues that these choices must be made so that they are coherent and robust.

Describes the strengths and weaknesses of three generic strategies for implementing change--programmatic change, discontinuous change, and emergent change.

Discusses Roger Smith's tenure as CEO of General Motors. Describes his vision for changing General Motors, and how he went about implementing that vision.

Supplements the (A) case. Intended as an in-class handout.

Supplements the (A) case. Intended as an in-class handout.

Supplements the (A) case, emphasizing issues of implementation.

Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. A rewritten version of an earlier case.

David Melcher contemplates changing his career at midlife.

Drucker argues that in the post-capitalist society, managers must learn to negotiate a new environment with a different set of work rules and career expectations. Companies currently face downsizing and turmoil with increasing regularity. In addition, businesses in the post-capitalist society grow through many and varied complicated alliances, often baffling to the traditional manager. In this new world of business, managers must learn to use information in the place of authority as their primary tool. As companies increasingly become temporary institutions, the manager also must begin to explore what Drucker calls competencies: a person's abilities, likes, dislikes, and goals. If executives rise to these challenges, a new organizational foundation will be built. While a combination of rank and power supported the traditional organization, the internal structure of the emerging organization will be mutual understanding and trust.