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The dramatic reduction in crime in New York City during the 1990s grabbed the attention of the U.S. and the world, seeming to provide evidence that new policy and management approaches could make an enormous difference for the better. This case tells the story of key management decisions that the New York Police Department itself credits with the successful attack on the city's crime rate. Specifically, it describes the approach of Police Chief William Bratton in assembling a core, reform-oriented management team and the development of a computerized crime tracking system used as the foundation for the targeting of police manpower. The epilogue raises the dramatic question of whether the goal of minimizing the misuse of force by police officers is also amenable to the measurement techniques successfully employed to the activity of criminals. This case, in addition to the questions it raises, provides a powerful telling of one of the most successful public sector management initiatives of recent times. HKS case number 1530.0.

GenCorp, a Connecticut-based paper-goods manufacturer, has long supported employee-organized network groups. Its social support group for African-Americans, in fact, has been a particular success, having provided black employees with opportunities to further enhance their careers and helped the company retain top talent, meet its EEO goals, and gain favorable publicity. So when Alice Lawrence, a top accountant at GenCorp, called general manager Bill Thompson about the Christian network group being organized in one of the company's southern plants, Bill hardly flinched. After all, the Christian group was being organized by Russell Kramer, one of the company's most effective plant managers. What could be the problem there? But a couple of years ago, Alice noted, Russell had sent around a companywide letter that talked about the sinful nature of homosexuality. And that letter has made her and other gay and lesbian employees terribly uneasy. To complicate matters, the issue of "Christian rights" in the workplace was being widely discussed on radio talk shows, and several books on the topic had recently been published. An employee had even called the new region's head of human resources to get clarification on the topic. Up until now, GenCorp hadn't placed a lot of restrictions on network groups. But the emergence of a religious group was raising new questions for GenCorp's managers: Should the company accept religious groups or try to stop them? What policy, if any, should GenCorp adopt toward these network groups? In 99405 and 99405Z, Laura Nash, Maureen A. Scully, Gregory Poole, Jr., Jacquelyn Gates, and Kim I. Millis comment on this fictional case study.

GenCorp, a Connecticut-based paper-goods manufacturer, has long supported employee-organized network groups. Its social support group for African-Americans, in fact, has been a particular success, having provided black employees with opportunities to further enhance their careers and helped the company retain top talent, meet its EEO goals, and gain favorable publicity. So when Alice Lawrence, a top accountant at GenCorp, called general manager Bill Thompson about the Christian network group being organized in one of the company's southern plants, Bill hardly flinched. After all, the Christian group was being organized by Russell Kramer, one of the company's most effective plant managers. What could be the problem there? But a couple of years ago, Alice noted, Russell had sent around a companywide letter that talked about the sinful nature of homosexuality. And that letter has made her and other gay and lesbian employees terribly uneasy. To complicate matters, the issue of "Christian rights" in the workplace was being widely discussed on radio talk shows, and several books on the topic had recently been published. An employee had even called the new region's head of human resources to get clarification on the topic. Up until now, GenCorp hadn't placed a lot of restrictions on network groups. But the emergence of a religious group was raising new questions for GenCorp's managers: Should the company accept religious groups or try to stop them? What policy, if any, should GenCorp adopt toward these network groups? In 99405 and 99405Z, Laura Nash, Maureen A. Scully, Gregory Poole, Jr., Jacquelyn Gates, and Kim I. Millis comment on this fictional case study.

GenCorp, a Connecticut-based paper-goods manufacturer, has long supported employee-organized network groups. Its social support group for African-Americans, in fact, has been a particular success, having provided black employees with opportunities to further enhance their careers and helped the company retain top talent, meet its EEO goals, and gain favorable publicity. So when Alice Lawrence, a top accountant at GenCorp, called general manager Bill Thompson about the Christian network group being organized in one of the company's southern plants, Bill hardly flinched. After all, the Christian group was being organized by Russell Kramer, one of the company's most effective plant managers. What could be the problem there? But a couple of years ago, Alice noted, Russell had sent around a companywide letter that talked about the sinful nature of homosexuality. And that letter has made her and other gay and lesbian employees terribly uneasy. To complicate matters, the issue of "Christian rights" in the workplace was being widely discussed on radio talk shows, and several books on the topic had recently been published. An employee had even called the new region's head of human resources to get clarification on the topic. Up until now, GenCorp hadn't placed a lot of restrictions on network groups. But the emergence of a religious group was raising new questions for GenCorp's managers: Should the company accept religious groups or try to stop them? What policy, if any, should GenCorp adopt toward these network groups? In 99405 and 99405Z, commentators Laura Nash, Maureen A. Scully, Gregory Poole, Jr., Jacquelyn Gates, and Kim I. Mills offer advice on this fictional case.

The Euro-Arab Management School is an academic institution established by the European Union and the Arab League. The school is a "virtual organization": it does not operate bricks and mortar classrooms. Instead, programs are offered in an innovative manner that combines web-based learning with local tutoring. The case deals with the concept of management of a virtual organization, and introduces some of the benefits and challenges of virtual organizations. Also deals with issues of the future of education in the age of the Internet.

Buzz Hargrove, national president of the Canadian Auto Workers, needs to find a way to secure an agreement from a negotiated contract with de Havilland, Inc. Local union leaders feel the deal is not good enough, but Hargrove is convinced management will close the plant down otherwise.

A small manufacturer of car wash facilities has been unable to develop management systems because of rapid growth. Now size dictates the need for such systems because the current personal management style is proving inadequate.

Six years after dropping out of college to focus on his own business reselling PCs and preformatting PC hard disks, Michael Dell had grown his company's annual sales to more than $500 million. Dell Computer earned a reputation for selling quality products. Describes Dell's unique "direct" approach to producing, selling, and distributing computer equipment. It contains a side-by-side comparison with Compaq before its acquisition by Hewlett-Packard (HP).

CardioThoracic Systems, a company that has developed a new system for performing heart surgery on a beating heart, is facing marketing challenges. Discusses the numerous reasons for the system's low penetration (including existing techniques, surgeon resistance, and a challenging reimbursement environment) and asks for recommendations in developing a new sales and marketing strategy.

Describes the California wine cluster, or the group of interconnected wineries, grape growers, suppliers, service providers, and wine-related institutions located in California. Also describes the wine cluster in France, Italy, Australia, and Chile, the four other major international competitors.

Describes the competitive situation facing Robert Mondavi, the leading premium California winery. Mondavi has been an industry innovator and has recently taken steps to become more international. Mondavi has to cope with growing domestic competition as well as market share growth by wineries from Chile and Australia.

Students evaluate the consistency and liability of Amazon.com founder Jeff Bezos's marketing strategy. Bezos founded Amazon.com as an Internet retailer of books, and by 1999, the site also sold CDs, videos, used books, and gifts and operated an auction service.

The marketing head of the Boston Red Sox is reviewing the team's "Friendly Fenway" fan satisfaction program. The program is described in the context of the team's on-the-field performance, the ballpark's character, and team marketing and fan-building in general. The revenue implications of increased customer satisfaction are also raised, within the framework of team economics.

The National Football League (NFL) is negotiating its next round of national television contracts with its broadcast and cable TV partners. The revenues from these contracts constitute a major source of income for the individual NFL teams. The case provides information on the history of the NFL on television, TV ratings for major sports, TV rights fees for major sports (including the recent new NBA TV contract), and the current contract with each broadcast partner. Ideas proposed to the NFL by rights-holders and rights-seekers are also included.

This case describes a vacuum cleaner manufacturer whose program for operational improvement includes the development of performance measures. Management decides to start with the service department. Students are asked to design a system of performance measures that are simple and feasible and that relate to both company strategy and what people do. Balanced scorecard or other frameworks may be used, but students find that fitting the situation to a preconceived framework does not work as well as the other way around.

Only one year after the grand opening of EuroDisneyland, Robert Fitzpatrick left his position as EuroDisney's chairperson. In April 1993, Philippe Bourguignon took over the helm of EuroDisney, thought by some to be a sinking ship. EuroDisney publicly reported a net loss of FFr188 million for the fiscal year ending September 1992, through cumulative losses through April 1993 approached half a billion dollars. The European park fell one million visitors short of its goal for the first year of operations. In addition to the financial woes weighing on Bourguignon, he was also expected to stem the flow of bad publicity, which EuroDisney had experienced from its inception. Phase Two development at EuroDisneyland was slated to start in September 1993, but in light of their drained cash reserves (FFr1.1bn in May 1993) and monstrous debts (estimated at FF42bn), it was unclear as to how the estimated FFr8-10billion Phase Two project would be financed. Despite this bleak picture, Michael Eisner, CEO of Walt Disney Co., remained optimistic about the venture: "Instant his are things that go away quickly, and things that grow slowly and are part of the culture are what we look for. What we created in France is the biggest private investment in a foreign country by an American company ever. And it's gonna pay off."

This case chronicles the mismanagement of funds by an investment management firm for a medical center's endowment and details the subsequent lawsuit. It explores fiduciary responsibility, securities litigation, mortgage-backed securities, and endowment portfolio management while providing background on the bond crisis of 1994. To examine portfolio management, nonprofit management, finance, and law.

When Allied Domecq purchased Casa Pedro Domecq, the intent was to absorb the new division into the company. But the Mexican subsidiary had different ideas: to operate as an independent unit but reap the benefits of being part of something larger. The conflict between various intentions, cultures, and management approaches helps define the nature and timing of this alliance.

Deals with key strategic challenges facing Eli Lilly, a highly successful U.S.-based drug company.

Sirona, the dental systems business of Siemans AG is being sold through an auction. In September 1997, buyout firm Schroder Ventures has to decide whether to make a binding offer for the business. Schroder has done extensive due diligence with support from a team of consultants. There seems to be some unrealized growth potential as well as room for cost reduction at Sirona. But there is also considerable uncertainty around cost reduction and growth scenarios. Furthermore, there seem to be problems at Sirona subsidiaries abroad. Finally, the financing will depend on the feasibility of a high-yield offering, a first of its kind in Germany.