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Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

Examines major issues faced by Eli Lilly as it evaluates the appropriateness of a focused matrix organization with extensive use of cross-functional teams.

Supplements the (A), (B), (C), and (D) cases.

In the B case, a question arises concerning what type of contract to offer the film's star. Should the studio offer a standard fixed-fee contract, or should it offer a smaller fixed fee plus a percentage of the gross? Moreover, which alternative would the star prefer? See also the A case, UV6214.

Supplements the case.

Supplements the (A) case.

Supplements the case.

Supplements the (A) case.

Supplements the (A) case.

Supplements the (A) case.

The dynamics of a linked series of internal and external negotiations involved in launching, growing, and selling a high-tech, Internet start-up are explored. Steve Perlman unfurled an impressive new technology, recruited a top technical and management team, secured seed capital, laid the groundwork for later stages of financing, initiated alliances with content and Internet service providers, maneuvered into negotiation with major consumer electronics players Sony and Philips (for manufacturing and distribution), and ultimately had to decide on his strategy for possibly selling the firm. WebTV provided a low-cost, easy-to-use set-top box that linked televisions to the Internet, allowing users instant web access.

Gives the final report, both results and methodology, of the focus group on Compaq Computer's new consumer notebook. Describes the groups, selection method, and methodology in detail. Should Compaq base its product design on the opinions of 64 people? Must be used with the video.

The regional HR manager of a multinational conglomerate faces increasing pressure to evacuate management as the crisis intensifies in the politically unstable country. Concurrently, it becomes increasingly clear that individual managers are making evacuation plans independent of central control, making implementation of a prearranged plan very difficult. The decision to evacuate ethnic Chinese managers and family members is made, and the offer of assistance is extended to all employees. Further logistical challenges in the evacuation plan become more problematic by increased pressure felt by the decision-maker due to the deteriorating situation in the country, as well as an increased sense of desperation among managers both in the country and those abroad with families present. Making matters even more difficult for the decision-maker is the loss of communication with his evacuation team, insufficient cash available to the evacuees, mounting costs to the firm, and an inability to clarify exit documentation requirements of evacuation employees and their families. This is a supplement to the A case, 9A99C001.

The decision-maker responsible for evacuating company managers and their families from a crisis situation now faces a political hot-potato due to second-guessing from superiors, peers and subordinates as a result of decisions he made during the evacuation. The employees who were scheduled for evacuation had dispersed and had unilaterally planned their exit itineraries, resulting in the company incurring a $75,000 bill to facilitate the evacuation of a group of employees from another company. Despite the organizational and logistical challenges, all expatriates and their families were safely evacuated. The teaching objectives of this supplement to the A (9A99C001) and B (9A99C002) cases are to expose students to the politics during the post-crisis review of decisions made during those stressful and ambiguous times.

This case shows how two operating departments-transportation and police-translate the high-level corporate scorecard for the city into departmental balanced scorecards. The transportation department follows a highly structured approach designed to link initiatives taken at the departmental and local levels to the accomplishment of high-level strategic objectives. The police department uses the scorecard to enact a complete change in culture, focusing the police department on crime prevention and community building and away from its previous emphasis on dealing with crimes after they occur. This demonstrates the two very different approaches for refining the scorecard accommodate to local operating departments.

Supplements the (A) case.

Supplements the (A) case.