個案總覽

Describes manager's decision from the (A) case and resulting court decisions, culminating in landmark 1987 Supreme Court ruling.

Should follow Digital Equipment Corp.: The Endpoint Model (A). The plant manager has been promoted and students must decide what kind of individual--background, training, personal style, etc.--they would like to replace him.

Should follow Digital Equipment Corp.: The Endpoint Model (B1). A new plant manager has been hired; the case describes her experience, management philosophy, goals in the plant, and handling of a production problem.

To follow Digital Equipment Corp.: The Endpoint Model (B2). The division has just received a request for dramatically increased production. If it complies with the request, it will have to expedite production, override the MRP II system and the planned schedule. Should it accept the order? The case forces students to consider the tensions between an uncertain market and environment and disciplined manufacturing plans.

To follow Digital Equipment Corp.: The Endpoint Model (C1). Students must assess what their next steps would be as plant manager and group manufacturing manager.

On the border between Argentina and Chile, high in the Andes mountains, stands a tall, white statue of Christ, "El Cristo Redentor." It was erected by the Roman Catholic Church in 1904 as a symbol of peace and friendship between the two countries. In late 1978, some 500 youths from the two countries, along with priests and bishops, met at the foot of the statue to pray for peace. At the same time, troops were converging from both sides of the 3000 mile long border. And at sea, the Argentine and Chilean navies were heading south to a small passageway between the Atlantic and the Pacific called the Beagle Channel. This case (Part B) is the second of three parts that describe the Beagle Channel Dispute and the negotiations that took place between Argentina and Chile. Should be paired with HKS821 (Part A) and HKS823 (Part C). HKS Case Number 797.0.

On the border between Argentina and Chile, high in the Andes mountains, stands a tall, white statue of Christ, "El Cristo Redentor." It was erected by the Roman Catholic Church in 1904 as a symbol of peace and friendship between the two countries. In late 1978, some 500 youths from the two countries, along with priests and bishops, met at the foot of the statue to pray for peace. At the same time, troops were converging from both sides of the 3000 mile long border. And at sea, the Argentine and Chilean navies were heading south to a small passageway between the Atlantic and the Pacific called the Beagle Channel. This case (Part C )is the third of three parts that describe the Beagle Channel Dispute and the negotiations that took place between Argentina and Chile. Should be paired with HKS821 (Part A) and HKS822 (Part B). HKS Case Number 798.0.

A three-party negotiation among a company's human resources manager, senior manager, and a supervisor over whether to reverse plans to fire the supervisor's employee. A multi-issue negotiation in which the HR representative is one of the parties. The company is concerned about a decision to retain or fire a newly transferred manager because of an alleged drinking incident.

A three-party negotiation among a company's human resources manager, senior manager, and a supervisor over whether to reverse plans to fire the supervisor's employee. A multi-issue negotiation in which the HR representative is one of the parties. The company is concerned about a decision to retain or fire a newly transferred manager because of an alleged drinking incident.

A three-party negotiation among a company's human resources manager, senior manager, and a supervisor over whether to reverse plans to fire the supervisor's employee. A multi-issue negotiation in which the HR representative is one of the parties. The company is concerned about a decision to retain or fire a newly transferred manager because of an alleged drinking incident.

Supplements the (A), (B), and (C) cases. A glossary of terms.

Describes the results of the advertising pre-test described in the (A) case. The group must now decide how to implement its findings for maximum impact.

With expansion into other countries (Germany), new areas of service (air express), and new ventures (two small acquisitions), UPS had to decide how to adjust its human resource policies to businesses and people which were substantially different from its traditional ones. The objective is to examine the tradeoffs in changing strong cultures and well established hiring, promotion, and reward practices to meet business needs.

Describes the sequence of events that led to a conflict with a distributor.

Describes the company's response to further problems with a distributor.

Updates Motorola and Japan (A) for 1982.

Contains a list of six questions that the jury was required to answer in order to deliver a verdict.

Having installed an activity-based system, the division is now exploring the insight provided by that system. In particular, it is studying the economics of lot-size process planning and product mix management.

Supplements the (A) case.

Describes the implementation of the "organization effectiveness" process which was designed to make major changes in two major divisions at Motorola. The reactions and actions of each division are described in some detail, as well as the initial results.