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Exercise for INS461.

Exercise for INS461.

Exercise for INS461.

Exercise for INS461.

Exercise for INS461.

Exercise for INS461.

The Saint George Triangle multi-party simulation centers on decision making at a top organizational level. Designed for executives, MBAs, HR professionals, executive coaches and consultants, the exercise presents participants with a series of interconnected case studies, since every decision made creates, in effect, a new case and new circumstances. This simulation requires a minimum of about 24 players. Participants work in small teams of about six people, with each team representing one of six to seven different interest groups. The simulation should be supervised by at least one Principal Facilitator with a deep knowledge of group dynamics. It is suggested that the Principal Facilitator(s) should be assisted by two or three other Facilitators.

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Highlights critical gaps between research and practice in the field of strategic human resources management. Also, aims to debunk some myths and preconceptions that general managers bring to their HR decisions. Before class, participants fill out a true-or-false questionnaire for subsequent class discussion.

Describes a simplified economic model that serves as a vehicle for understanding the use of coupons for price discrimination based on customer loyalty.

Designed to test understanding of basic theories of insider trading under U.S. law. Presents six scenarios based on actual situations in which insider trading was alleged to have violated U.S. law, as well as a seventh scenario that took place in Italy, permitting comparison of U.S. and European approaches to insider trading regulation.

Assist in thinking critically about facilitators and inhibitors to goals and preparing for change in a family business system.

Gives students an opportunity to understand the challenges inherent in forecasting the diffusions of innovations. Provides data for forecasting the adoption of electronic books. Students are encouraged to use the Bass Model framework, while being cognizant of its limitations.

Provides an opportunity for students to design a new service offering, paying careful attention to the link between strategic position, service offerings, and operations design. The corresponding module note further describes the exercise.

Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.

Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.

Presents a three-way version of the RetailMax simulation requiring students to enact an internal salary negotiation, taking on the roles of Cam Archer, a star employee, and Regan Kessel, a VP trying to attract the MBA into his department. However, RetailSoft introduces a third party, Sydney Masser, to illustrate the effects of negotiating for self vs. others. A rewritten version of an earlier exercise.

Presents a two-party negotiation between the executive VP of Pearl Investments and the CEO of Estate One for the sale of real estate in the town of Hamilton.

Presents a two-party negotiation between the executive VP of Pearl Investments and the CEO of Estate One for the sale of real estate in the town of Hamilton.

The Public Image Assessment exercise acquaints students with the ideal images they hold of themselves, the actions they engage in to convey these images, and the benefits and costs of these behaviors to themselves and to others. Social psychologists call this process impression management. Although managing others' impressions of us is a natural part of life--and there are good, pragmatic reasons for being concerned with the images we present to others--problems arise when people are driven by concerns about others' assessments of them. When the goal of validating one's image becomes more important than others, the task, or a group's mission, it becomes difficult to learn, take risks, and experiment.