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An administrator of a neighborhood health center is considering changing his cost accounting system from a single cost per visit to a cost per visit for each department in the center. Used to illustrate several issues related to cost accounting in health care: decisions on cost objectives and cost centers; overhead allocation mechanisms; the distinction between service and production cost centers; and others. Requires preparation of a simple step-down.

Describes the history and evolution of the log home manufacturing industry, a rapidly growing embryonic industry capitalizing on the back-to-basics lifestyle changes in the United States. Focuses on one of the leading firms in the industry, but allows a discussion of several of the other industry leaders as well. Designed for use in a two-day series on the analysis of strategic problems in an embryonic industry. What are the characteristic strategic issues in these types of industry environments? How do we anticipate and predict industry changes that will occur? How should an industry leader respond to the environment?

This case chronicles the interdepartmental conflict and power struggle between New Haven mayor Frank Logue and Police Chief Biagio Dilieto and their subsequent battle as candidates in the Democratic primary for the mayor's office. Dilieto, a native New Havener, became the city's first Italian police chief in 1969 and had strong backing from New Haven's Italian community. When Logue took the mayoral office in 1976 and attempted to reform the police department, the two men clashed both privately and publicly through the press over issues of job appointment (which was historically a source of power for Dilieto), department restructuring, and police misconduct arbitration procedures. Amidst these disagreements, a wire-tapping operation by the police department against New Haven residents between 1966 and 1971 came to light and Dilieto was accused of and later admitted to his involvement. Under this backdrop, Dilieto decided to run for mayoral office against Logue with overwhelming support from the Italian community and the case concludes with the primary results. HKS Case Number 214.0

Describes additional events in battle between Polaroid and Kodak outlined in Polaroid-Kodak. Includes the competitive actions taken by the companies such as the introduction of customer rebates and bonus plans with dealers. Details the new products of each company and the marketing practices employed. Designed to allow a contrast to Kodak's entry into instant cameras.

The first case in a four-part case series which outlines the events leading up to a performance appraisal interview. Describes the background of the company.

Describes the attitudes, feelings, and perceptions of the manager who will conduct the performance appraisal interview.

Describes the events leading up to an actual performance appraisal interview--the views, opinions, and attitudes of the subordinates who are to be interviewed.

Outlines events leading up to a meeting of a six-person task force which has been assigned to reduce overhead costs at a major manufacturing company. History of the company, and backgrounds of all the task force members are presented. Raises the following questions and issues for students to deal with: 1) What strategy should the task force leader take to organize the task force and accomplish its goals within the two week period? 2) What division of the labor, if any, is appropriate? 3) What should his purpose and agenda be for the first meeting? 4) Given the information in the case, what problems should be anticipated in terms of interdepartmental conflict and members' hidden agendas? 5) What should he do to deal with these problems?

Describes the technical, economic, and competitive trends in the metal container industry. The strategy of Crown Cork and Seal is then described in relation to these trends. Focuses on two immediate threats to Crown's strategy: the future of aerosol cans, given the ozone problem; and the impact of the banning of nonreturnable containers.

Consists of three selections by the most innovative of the early American railroad managers which describe the organizational structures and control systems they created. Questions to be asked are: why and how such managerial techniques were created, how well they worked, and how they differ from present-day techniques.

Presents the issues facing a high volume, high margin (but lightweight) medical products business. The company is trying to improve its inventory control to reduce inventory investment and improve service. The present multi-site inventory system is described and major alternatives for improving or replacing it are presented.

Focuses on two issues: 1) technical systems that can be employed in nonprofit organizations for control and motivational purposes. Systems discussed range from payroll monitoring systems to zero-base budgeting and 2) the managerial environment needed for serious control efforts to take place.

Describes the pricing of Deere's crawler tractors used in a variety of construction and industrial applications. Includes a strategic, multimillion-dollar move into the large bulldozer market as well as the pricing of tractors, accessories, and parts.

A large diversified company must develop a strategy for a division whose performance has deteriorated due to its aging product. Alternatives range from liquidation to a major investment in a new product. The formal capital budgeting system is compared with the informal process by which projects are identified and presented. This case is a consolidation of MRC, Inc. (A) and (B) by R.W. Moore.

Describes an elaborate approach to strategic planning for diversified business operations. Includes the use of the BCG experience curve and growth share matrices and of PIMS profit-factor data. (Both sets of ideas are described in appendices to the case.) Also describes a specific strategic problem concerning the coated abrasives business requiring a management decision. Permits students to describe what action Norton should take with respect to its coated abrasives business and also to evaluate the Norton strategic planning system.

Supervisory practices and social structure in an electronics company assembly room. To be used with the (B) case. Based on American Radiatronics Corp. (A) by M.J. Steckler and P.R. Lawrence.

Centers on the question of whether Raytheon should enter the electronic component distribution industry in the context of its broad diversification approach and acquisition criteria. This industry represents a vertical integration area for Raytheon, so the analytical issues raised by vertical integration decisions can be explored as well. Used in a section of a business policy course on diversification strategy, or to motivate the comprehensive analysis of the electronic component distribution industry earlier in a policy course. Designed for use with Note on the Electronic Component Distribution Industry.

Designed to be the second day of a two-day series on the electronic component distribution industry, following a day spent discussing Note on the Electronic Component Distribution Industry and Raytheon Co.: Diversification. The important teaching themes which this case is designed to highlight are: 1) to practice the diagnosis of the strategic health of an industry leader, with emphasis on applying the tests of consistency for an effective strategy; 2) to provide practice in both qualitative and quantitative diagnosis of a company's resources, and the relating of these to strategic priorities; 3) to examine the strategic difficulties in attempting to be a large firm in a fragmented industry; and 4) to explore the difficulty of limiting growth and turning away opportunity as a strategic alternative. The series can be positioned either early in a course on strategy formulation, highlighting industry analysis and strategic testing, or later in such a course with the focus on strategic reaction to innovation, responding to a changing industry and assessing strategic alternatives.

Federal Express is a small-package airline operating throughout the United States. After initial heavy losses it is now profitable. Management is examining the services offered by the firm and believes that there is great potential for "Courier Pak", an overnight delivery service with presently limited sales. Is it appropriate to devote special emphasis to Courier Pak? If so, what is the appropriate role of advertising and personal selling?

A new media strategy for lemon advertising involving the concentration of the entire budget in a single-print vehicle, is under consideration.