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A dangerous and self-defeating pattern develops when managers hold three simple assumptions that, in combination, prevent the formation of trust: important issues naturally fall into two opposing camps, exemplified by either/or thinking; hard data and facts are better than what appear to be soft ideas and speculation; and the world is a dangerous place requiring a person to adopt a position of pervasive mistrust to survive.

Introduces the student to Mary Kay Cosmetics, Inc., its business, its strategy, and its organization. Provides the necessary background for understanding the contributions of Mary Kay Ash, the company's founder and chairman.

This case provides an overview of Martin Luther King's life and accomplishments, starting with his early childhood. It notes the ways in which he behaved at different times. It then discusses in great deal the motivations and decisions leading to the Montgomery Bus Boycott. The case continues with a discussion of Dr. King's philosophy; an overview of the Albany Debacle; and a look a the 1960 presidential election, including the violence in Birmingham and the March on Washington. HKS Case Number 365.0

Traces a complex resource allocation decision facing British Steel in 1975. Students study the influences on the various managers involved in making the decision.

Those responsible for selecting leaders may use these 20 dimensions of personality to evaluate candidate's behavior. A psychologist's experience offers a list of personality dimensions and a scale of characteristics with which to measure behavior. The 20 dimensions are classified into three groups according to psychological themes: thinking; feelings and interrelationships; and outward behavior and characteristics.

A study of more than 2,000 male executives and their wives over a five year period indicates certain factors which affect the ability of executives to have meaningful private lives. On-the-job frustration, self-doubt, and unfinished business cause emotional spillover into private life. This spillover manifests itself through fatigue, tension, and worrying. Major causes include the problems of adapting to a new job, the lack of an appropriate fit between a person and his job, and career disappointments.

Focuses on the management style of Renn Zaphiropoulos in the context of a rapidly changing business environment within Xerox Corporation. To be contrasted with the case, Fred Henderson and the videotape, A Day with Fred Henderson (9-881-502), which are appropriate for a more stable environment.

Note describes aspects of bargaining situations that point toward either collaborative or distributive bargaining strategies. Focuses on the nature of the issues, the relationship between the negotiators, and broader contextual factors, and how these variables influence the negotiation climate. Also describes tactics for bargaining effectively in mixed situations that call for both kinds of strategies.

Focuses on the management style of Fred Henderson in the context of a relatively stable business environment within Xerox Corporation. To be contrasted with the case, Renn Zaphiropoulos and the videotape, A Day with Renn Zaphiropoulos (9-881-501), which are appropriate for a more dynamic environment.

Managers enhance their understanding of communication by attending to images, settings, and body language. The imagery people use in their speech offers important clues regarding the world they inhabit. Because words are symbols, their meaning varies greatly depending on who is using them. A failure to understand this often results in misunderstandings between managers. The use of concrete as opposed to abstract words, of joking as a method of communicating risky statements, and of "I" rather than "we," often reveals important clues to meaning as does labeling, certain question-asking techniques, and evidence of either-or thinking.

Research indicates that manipulation of subordinates by their superiors occurs because of the structure of the superior-subordinate relationship. Subordinates must recognize and resolve eight dilemmas of self-protection derived from the theory of individual development (formulated by Erik Erikson), which arise in a hierarchical organization. A superior who displays qualities of introspection, empathy, preparedness, commitment, and hope will be able to discuss the dilemmas with the subordinate and aid in the resolution of problems.

Presents a model for understanding the behavior and evolution of primary, stable work groups over time. Model describes contextual factors, design factors and emergent culture as determinants of group behavior and performance. In addition, describes emergent behavior, norms, roles, and rituals as aspects of group life.

Power, the critical element in managerial behavior, is representative of efficacy and capacity, as well as dominance and oppression. An individual's power comes from his or her position in an organization and access to resources, information, and organizational support. Power positions allow job discretion, recognition, and task relevance. The more communication with superiors, peers, and subordinates, the more powerful the position is. Powerlessness is characteristic of task and routine oriented jobs. Managerial skills must be communicated to subordinates to ensure greater effectiveness in supervision. McKinsey Award Winner.

A survey of 1,250 executives reveals two-thirds of the respondents have had a mentor. Mentor relationships have become more common in business during the last twenty years. These relationships are most likely to occur during the first fifteen years of an executive's career and can develop into enduring friendships, in spite of the competitiveness of the working world. Executives who have had a mentor are on the average better educated, receive higher compensation and express greater satisfaction with their work than their peers who have not had a mentor.

President has decided to restructure the discount scheme. Every staff member would be affected, good or bad. Information would have to be tailored to each group--worst off would be managers. Task is to write to managers/supervisors.

Discusses the nature and dynamics of interpersonal conflict and suggests how to diagnose and manage a conflict situation. The perspective employed is that of an interested third party who wishes to intervene in the conflict to resolve or control it. Focuses on how to choose between resolution and control strategies, and suggests specific tactics for implementing each approach.

Provides a brief overview of the strengths and weaknesses of group problem solving and suggests criteria for when to use a group. Also, describes the three primary modes of conflict resolution (smoothing and avoidance; bargaining and forcing, problem solving) and discusses difficulties experienced by the members of interdepartmental groups. Can be used with cases on group and intergroup conflict.

Abrasive personalities frequently prevent young, high-powered, and capable executives from gaining top positions in companies. A profile of the problem personality reveals a generally intelligent, analytical, hard worker who exhibits impatience with others and reluctance to delegate assignments. These highly competent people become key to the organization yet their political insensitivity makes them unpromotable. They tend to overorganize and oversupervise and often demoralize their subordinates. Their problems must be approached in a forthright manner.

An analysis of the activities of key managers in 31 case studies suggests that managers who consistently accomplish a lot are notably inconsistent in their manner of attacking problems. These high achievers persist, however, in careful situational analysis and self-discipline, which permits them to be inconsistent in personal and managerial style. They consider operating skills and strategies flexible and adjust these to changing circumstances. They recognize classical patterns of problems and solutions and are able to choose discriminatingly among the wide variety of action-techniques available.