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Valley Farms International (VFI) describes some of the problems and issues involved in selling and exporting dairy cattle to a middle-east country. The decision that John Roberts of VFI must make is whether or not to employ the services of a middleman in that country, a practice which is against the law of that country. This case is the first in a series of cases, Valley Farms International (A) through Valley Farms International (F).

The partner describes some of the problems and issues involved in selling and exporting dairy cattle to a middle-east country. He must decide whether or not to employ the services of a middleman in that country, a practice which is against the law of that country. The case describes John Roberts' decision on the issue in the Valley Farms International (A) case. This is the second in a series of cases, Valley Farms International (A) through Valley Farms International (F).

The partner continues to export cattle to a middle-eastern country but must decide whether to give in to the demands of an airline crew. They are demanding a cash payment as danger pay in order to take off with the load of cattle, however, this payment is outside the terms of the contract. This case is the third in a series of cases, Valley Farms International (A) through Valley Farms International (F).

Valley Farms International continues to export cattle to a middle-eastern country. This case describes some of the issues and problems associated with negotiating the contract, transportation and financing arrangements. The decision facing John Roberts in this case is whether to give in to the demands of an airline crew who are demanding a cash payment as danger pay in order to take off with the load of cattle. This payment is outside the terms of the contract. This case describes John Roberts' decision on the issue in Valley Farms International (C). This is the fourth in a series of cases, Valley Farms International (A) through Valley Farms International (F).

The partner continues to face and solve problems regarding the transportation of exported cattle. The cattle inspectors from the middle-eastern country have been called home and the cattle are on a ship at sea. The inspectors left, however, without signing all the necessary documents, however, the partner has their signatures on some blank forms. Should he use these in order to collect on the letter of credit? This is the fifth case in a series of cases, Valley Farms International (A) through Valley Farms International (F).

The partner continues to export cattle and to face and solve problems regarding transportation. The cattle inspectors from the middle-eastern country have been called home and the cattle are on a ship at sea. The inspectors left without signing all the necessary documents, however, he has their signatures on some blank forms. Should he use these in order to collect on the letter of credit? The case describes John Roberts' decision on the issue in Valley Farms International (E). This is the sixth in a series of cases, Valley Farms International (A) through Valley Farms International (F).

The manager of human resources wonders what disciplinary actions he should recommend to the vice-president of human resources in a case of assault. He learns that a maintenance technician assaulted a fellow technician and the situation is complicated by the fact that the assailant is a mentally challenged employee. The conflict arose as the result of a misunderstanding. Subsequently, the assailant's actions stunned his co-workers as well as the human resources manager.

On June 9, 1986, General Electric Co. acquired the Radio Corporation of America (RCA) for $6.8 billion, setting a record for the largest non-oil merger in US history. GE wanted RCA for its defense-related businesses and for its solid domestic sales of consumer goods, an area where GE was faltering. But the "jewel in the crown" was the RCA-owned television network, the National Broadcasting Company (NBC). GE was delighted with its new NBC subsidiary, which the media press had christened the "Cinderella network" for its recovery from a profound slump to become the most successful of the nation's three networks. The network's news division, however, was different. It had rarely balanced a budget and was losing at least $50 million a year. From the standpoint of GE--a company which had successfully boosted revenues by ruthlessly cutting expenses and personnel--NBC News needed simply to cut costs. This case describes the process GE underwent to make NBC a profitable venture. HKS Case Number 939.0.

At a time of great changes in the corporate environment, Larry Yoshino, a design lab manager at Parsons Controls Corp., faces a delay in a costly defense project due to the inability of one of his subordinates to gain the cooperation of engineers at Parsons' manufacturing plant. The physical distance between the plants, different functions, and unequal power relations feed the conflict, forcing Yoshino to reexamine his role. The case promotes discussion of 1) friction between design and manufacturing, 2) managing self-managing professionals, and 3) changing behaviors to reflect new competitive situations.

1980 was a critical time for John Hancock with high inflation, high interest rates, increased competition, and the desertion of policy holders seeking new investment opportunities. A new lower level (of vice presidents) task force was set up by the executive committee (also struggling to build cooperative teamwork) to come up with new strategic visions and directions. The task force has group problems. A rewritten version of an earlier case.

Describes what happened after the apparent eruption and traumas within the task force described in the (A) case. The task force moved from being "the very worst committee" according to one member to becoming "the very best." Tries to explain how and why. Also describes some of the longer term outcomes.

A young woman manager in a Swiss family firm finds that her role as a managing director becomes bitterly unpleasant once her older brother decides to leave an engineering career and join the family business. That is what the father, who was head of the business had been hoping and waiting for. He begins to belittle and ridicule the daughter. The board of directors also favors a male successor. The daughter writes a letter of resignation just before taking a trip abroad. While she is overseas, both parents write letters asking her to reconsider.

The family holds a meeting to talk about the future of the business. Designed to be used with Precista Tools AG (A) and (C) in a one class period.

Designed to be used with Precista Tools AG (A) and (B) in one class period.

A companion case to Donna Dubinsky and Apple Computer (A) and (B). In a conflict with Dubinsky over the introduction of a new just-in-time distribution system, this case provides Coleman's side of the story. Coleman's perception of the issue is quite different and her stakes in the matter are tied up with her division's problems. In addition, the case raises a new issue about how to respond to a charismatic leader's requests to make changes when you don't believe in them yourself.

Companies must learn to recognize what makes a good manager and begin selecting for those qualities. Most managers are selected on the basis of business expertise or success in nonsupervisory positions. The styles they develop are inadequate. Here are sketches of seven of the most common breeds of inadequate managers, ranging from the Godfather to the Ostrich to the Eager Beaver. There is also the paragon of managers, the Wagon Master. Good supervisors understand that they have two jobs - reach the goal and maintain morale along the way.

A leadership change in a company is unsettling. Key players may act on unconscious feelings that can disrupt and possibly sabotage a sensible succession process. The CEO, board, and other top managers are most vulnerable to these forces when the CEO first recognizes the need to retire, when the successor is chosen, and when the new CEO takes charge.

Defines and describes the major categories of influence tactics and indicates some of the conditions under which they are effective.

Describes the changing environment faced by Motorola in the 1980s and the recognition by its CEO, Bob Galvin, that "change is needed." Also describes a major challenge set forth by Galvin to the organization to do something to prepare for the future. The challenge is somewhat ambiguous, however, and the reaction is mixed.

Supplements the (A) case.