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Concerns the 1975 strike of the pressmen against the Washington Post. Illustrates the importance of past practices of both unions and management and collective bargaining. Also illustrates implementation problems associated with new technologies as well as problems associated with managing a newspaper during a strike. The decision point is in the tenth week of the strike when pressure from a variety of sources is increasing.

A chemical engineer who has set up a company to manufacture and market one of his inventions is trying to prepare his state of the corporation report. This case is designed to serve as a vehicle to introduce students to basic bookkeeping and accounting functions.

Deals with a transfer pricing problem in a complex, international situation. A broad range of issues are present in the case, or are needed for a thorough case analysis. Such issues include: relevant costs; the appropriateness of profit centers; the appropriateness of decentralization; international funds transfers; and the measurement of integrated profit.

Outlines the components of Texas Instruments' low-cost digital watch. Focus is on getting the assembly line running smoothly and efficiently in order to meet production cost and delivery requirements.

Management of one of the leading Japanese camera manufacturers is faced with the problem of unauthorized shipments from the low-price markets of Hong Kong and Japan to high-price markets of Europe and North America. Control of distribution, change of prices, model designations, and warranty policies are considered as solutions to the problem.

Provides background on the company and outlines its five-year plan.

Describes a division of Corning Glass Works that finds itself with deep financial and organizational problems. Severe conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. Provides sufficient data to determine that the cause of these problems is a change in business environment that had been followed by change in organization and management. Can be used for analysis of organization-environment relationships and action planning for change and environment.

Describes Kodak's long-awaited challenge to Polaroid in the field of instant photography. Provides technological and company background of both Polaroid and Eastman-Kodak and their respective product lines. Discusses Polaroid's claim that Kodak infringed on 10 Polaroid patents.

Designed for use as an in-basket exercise in a general management course. Focuses on the first few hours work of the new president of Yellowtail Marine, Robyn Gilchrist, and the decisions she has to make. The decisions mix strategic and operations issues and make the case suitable for policy classes or small business courses.

Describes the FCC hearings which were designed to determine Comsat's cost of equity. Comsat's risks are examined, and expert testimony is given. Objective of the case is to estimate Comsat's cost of equity.

In 1969, Megalith centralized its financial and control functions. John Boyd, senior vice president for finance, hired four brilliant young managers to "bring the group out of the stone age." By 1975, this management team had created a near-perfect finance office of 630 employees. But two of the "young stars" have just quit, and Boyd is sure the constraints of salary ceilings are responsible. He talks with a compensation consultant (Hay Associates).

The manufacturing manager of Webster's largest division is told to cut his managerial payroll by 15%. Provides company background data and a description of the manufacturing manager's reactions to the proposed reduction. Provides the students with an opportunity to design a strategy for making the reduction decisions and also to discuss some of the difficulties inherent in a large reduction of force. Also contains a detailed description of Webster's performance appraisal system and may be used to stimulate discussion of measurement systems.

Describes production task of meeting peak seasonal demands in a light manufacturing plant. Information is provided for evaluating the options of overtime, second shift, second production line, and inventory buildup.

Describes a new venture: production of figurines in limited quantities as works of art and investments. Company guarantees to repurchase at original price.

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. Based on Belmont-White Co. and Vandercook Chain Stores, Inc. by E.P. Learned.

Raises the following issues: understanding another person from his/her point of view, understanding how two people can view the same situation differently, and understanding how an individual's behavior can have secondary consequences of which he/she may not be aware.

Covers the strategy and management practices of the world's largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management.

Judy and John DeRight, looking to diversify their investment portfolios, have retained Angus Cartwright, Jr. to identify prospective real estate acquisitions. Mr. Cartwright has four potential properties that he feels merit an in-depth financial analysis. The case provides an opportunity to examine the various components of real estate return--cash flow, tax benefits, and futures--and measure the profitability of a proposed investment through the calculation of net present value, internal rate of return, and capitalization rate.

Financial vice president is expected to prepare a financing plan for Bio-Tech matching the most recent long-range plans of three operating groups. The latter, however, must be adjusted to take account of recommendations to be made on plant investment of one product group and possible sale of a major division.

An engineering manager has just received the resignation from the company's best engineering designer. The designer was asked to prepare a report on a current project to ensure that any problems during the process could be corrected before completion. In the report he was critical of the design features and some crucial parts of the project. The report was presented to upper management, concerns were discussed and it was decided to ignore the report and allow the project to continue without any changes. After finding out about the decision, the engineering designer submits his resignation. The engineering manager is uneasy about the events unfolding and must decide what to do next. Supplements Maintrel (B), (C) and (D), products 9A75J010, 9A75J011 and 9A75J012 highlight the engineering manager's decision and the outcome.