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In teams of four to six people, each team works to develop a structure using building blocks. Various alterations to the terms of the assignment are made as the exercise unfolds, simulating the unpredictability of information systems development. Difference in the technology available to teams (both in terms of amount and type) simulate the challenge of differences in technology resources and later the challenge of integration, even with standard and simple technology.

Negotiation often presents us with choices about how best to achieve our goals.

Designed to aid in the transfer and application of knowledge gained from the executive program to the live situation that program participants face in their jobs. Teaching Purpose: To bring practical relevance to executive education programs, permitting focused consideration of a concrete, current business problem managers are facing at work.

Role play exercise for Captain Flip Finnegan. Teaching Purpose: To role-play to further understanding of the protagonist's emotions.

Role play exercise for 2nd Lieutenant Hank Smith. Teaching Purpose: To role-play to further understanding of the protagonist's emotions.

Role play exercise for LTC Hanson. Teaching Purpose: To role-play to further understanding of the protagonist's emotions.

This exercise defines balance of payments as a statement of a country's economic transactions with the rest of the world and explains its significance and utility, along with other essential economic terms related to understanding and calculating balance of payments. An exercise for calculating a country's balance of payments accompanies the note.

Teaches techniques of evaluating investment alternatives. A rewritten version of an earlier exercise.

Central to the work of leaders and professionals are tasks that entail harming one party to deliver benefits or advance valued and worthy goals. Sometimes a person must, as part of his or her job, perform an act that causes emotional, material, or physical harm to another human being in the service of achieving a greater good or purpose. Examples in management include firing people, laying people off, delivering bad news, delivering negative performance feedback, and, in medicine, performing a painful procedure. Through a series of introspective questions, punctuated by small group discussions and concluding with a large group discussion of insights, students and practicing professionals are better equipped to manage the challenges of necessary evils.

Family members who either own a business or who could inherit ownership in a business are helped to clarify how they would like to have the business owned in the future.

This team-based exercise uses an educational tool called "The Electric Maze," developed by Interel Corp., to teach insights about the social and psychological challenges facing employees who must engage in collaborative learning. The tool is a grid-patterned rug with 54 squares implanted with electronic programmable sensors that beep when pressure is applied. The instructor programs the maze in advance to create a pathway of nonbeeping contiguous squares from one side to the other. Because students have no information about how to traverse the maze correctly, experimentation--a systematic iterative process of trial and failure--is needed to develop a solution. Provides instructions for students participating in the exercise and should be distributed only at the beginning of the simulation.

This short fictional case forms the basis of a team decision-making exercise. The case, inspired by a real decision facing a major telecommunications company, describes a cross-functional management team convened by the CEO for the purpose of developing a recommendation about whether to conduct a full-scale launch of a new high-speed Internet access service. In the class session, groups of six participants are asked to conduct team meetings to arrive at a consensus about the launch decision--drawing from the information contained in the shared case and from privately held information contained in individual role sheets provided separately to each member. Although different team members hold very different perspectives about the launch, teams can arrive at thoughtful recommendations by working together to share their knowledge.

This exercise requires 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. The exercise presents a one-issue, distributive negotiation that challenges students to think about evaluating and developing best alternatives to a negotiated agreement (BATNA). It illustrates tactics for claiming value and introduces the use of decision trees for calculating reservation prices and the establishment of bargaining zones.

This exercise requires 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. The exercise presents a one-issue, distributive negotiation that challenges students to think about evaluating and developing best alternatives to a negotiated agreement (BATNA). It illustrates tactics for claiming value and introduces the use of decision trees for calculating reservation prices and the establishment of bargaining zones.

A new publishing company has just purchased the Pacific Sentinel, a fictional West Coast newspaper. The new publisher is willing to invest $1 million in the future success of the paper and has asked the executive editor and advertising manager to develop a joint plan for how the money should be spent.

A new publishing company has just purchased the Pacific Sentinel, a fictional West Coast newspaper. The new publisher is willing to invest $1 million in the future success of the paper and has asked the executive editor and advertising manager to develop a joint plan for how the money should be spent.

Presents an overview of a method for diagnosing and developing an organization's capability to achieve its goals and implement its strategy, with exercises for application. A rewritten version of an earlier exercise.

The difference between the Financial Accounting Standards Board's Concept Statements #5 and #6 is explored as it pertains to revenue recognition and expense recognition.

This case is one of two cases that describe the situation and poor performance at McDonald's Corp. in early 2003. This exercise instructs students to employ an unstructured brainstorming process to develop strategic options for McDonald's.

A potential investor in General Motors is gathering information about investment in General Motor's stock. The investigation leads the investor to review the General Motor's Web site and several CNBC interviews of General Motors' executives.