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William Apfelbaum, president and CEO of Transportation Displays, Inc., must restructure both the company's method of doing business and its liabilities to keep it from bankruptcy. The value he hopes to receive from the reorganized company will be an important issue in the restructuring negotiations with creditors.

Spreadsheet Supplement for case 291002

Cumberland has been in Chapter 11 for 18 months and is trying to formulate a plan of reorganization that will satisfy a variety of claimants. Teaching objective: valuation and negotiation issues.

A U.S. trucking company is considering using debt for the first time to acquire another company. The directors of the company are divided in their opinion of the likely impact of leverage on Continental Carriers' performance. Their differences must be reconciled and a decision reached about whether to issue new debt or equity to fund the acquisition. Students are introduced to the impact of leverage on performance variables such as profits, growth, earnings per share, and stock price. A rewritten version of an earlier case.

A company in financial distress must design a successful exchange offer or face Chapter 11. Covers valuation and negotiation issues related to financial distress and the decision to file under Chapter 11 of the Bankruptcy Code.

Spreadsheet Supplement for case 291020

Spreadsheet Supplement for case 291081.

Makes possible a discussion of the growth of the railroads in the nineteenth century and the impact of that growth on the American economy.

This case series introduces the strategic human resource management (SHRM) process. SHRM is an action research program designed to align the organization and management of human resources with strategy. This case describes the health care industry, Becton Dickinson's (BD) corporate history, and the way the company is organized and managed. Does BD's corporate strategy make sense? Analyzes the fit between strategy and HRM.

Designed to bring closure to the discussion of the (B) case.

Describes a strategic human resource management process applied at the business unit and corporate level. The purpose of the process is to provide a means for aligning human resource management policies and practices with strategy and to hold managers accountable for managing change and improvement.

Examines the coming of mass production (continuous and large-batch processes and those involving fabricating and assembling of interchangeable parts), and relates the beginnings of modern factory management to the needs and opportunities created by the new technology. Besides focusing on the interrelatedness of technology and management, it examines issues created by the responses of management and labor to the new machines and methods.

A vehicle for the discussion of early antitrust legislation in the United States from 1890 to 1914.

The rise of Standard Oil and its relation to the development of the American oil industry and new form of business organization.

Describes the historic evolution and current positioning of a Christian church which focuses on the attraction of "unchurched" individuals. Describes the church's strategic service vision and its current growth and leadership problems.

The president of Becton Dickinson (BD) and his top management team struggle with issues of: 1) how to manage the top of the organization, focusing on leadership style, the committee structure, and the role of sector presidents, and 2) how to manage a multinational business. BD implements transnational organization and worldwide product teams. The teaching objectives are to: 1) understand the relationship between corporate strategy and the organization and management of a global organization, and 2) understand the implications of global management for the human resource function.

The new vice president of Human Resources (HR) for Becton Dickinson must develop a strategy to reconceptualize the HR function as mandated by the CEO who has introduced formal strategic planning procedures in the organization. The teaching objective is to understand the role of the HR function in a large organization in the context of the development of corporate strategy.

Describes reactions to the strategic human resource management process and allows an evaluation of prospects for the future.

Describes the strategic and organizational changes introduced by Cor Van Der Klugt as he becomes CEO.

Consists of three selections by the most innovative of the early American railroad managers describing the organizational structures and control systems they created. Questions to be asked are: why and how such managerial techniques were created, how well they worked, and how they differ from present-day techniques.