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The (B) case, details the decisions which the Corporation for National and Community Service made as to how best to estimate the funding needs for the Trust. The (B) case (1740.0), however, goes on to frame political questions which develop when the National Service Trust is judged to be "under-funded". Specifically, it frames the question of whether and how organizations which receive federal grants to hire AmeriCorps "volunteers" should organize to resist budget reductions which appear to be in the offing as a result of the financial problems of the Trust. A field which had been relatively unorganized and, indeed, was notable for factions (eg. national versus local) and competing interests, must decide whether to seek to create a united front to lobby for higher funding. The case describes the range of obstacles to the construction of such a political coalition and raises questions both about the logistics and the wisdom of doing so. HKS Case Number 1740.0

Fournier rejected Carlos' request to re-implement Wave II. Carlos visited Colombia and Dubai to determine whether to apply their telephone selling approach ("Telemarketing") elsewhere. Carlos had to decide whether to tell Fournier of Dubai's revolutionary tool that could transform Rank Xerox's sales operations or put the idea aside.

Carlos obtained Fournier's approval to implement "Telesales" (i.e., Carlos's renamed version of Dubai's Telemarketing). Telesales was successful within a year of launch. Success factors were: project's IT aspect; salespeople's acceptance of using computers; salespeople not resisting potential added control of Telesales; and offering of a complete package.

Fournier rejected Carlos' request to re-implement Wave II. Carlos visited Colombia and Dubai to determine whether to apply their telephone selling approach ("Telemarketing") elsewhere. Carlos had to decide whether to tell Fournier of Dubai's revolutionary tool that could transform Rank Xerox's sales operations or put the idea aside.

Carlos obtained Fournier's approval to implement "Telesales" (i.e., Carlos's renamed version of Dubai's Telemarketing). Telesales was successful within a year of launch. Success factors were: project's IT aspect; salespeople's acceptance of using computers; salespeople not resisting potential added control of Telesales; and offering of a complete package.

Supplements the (A) case.

A manager recounts his experience firing the person he was asked to replace and reflects on the challenges of the experience. Teaching Purpose: To role-play and reflect on tasks that entail harming other people to fulfill one's responsibility.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.