個案總覽

Describes Nike's corporate culture and looks closely at individual key senior and middle managers, outlining the processes by which the management group conducts its business and noting the values which bind the management group together. The teaching objective is to help the student understand how Nike "works" given current circumstances and to predict what problems and opportunities may develop as Nike grows.

Explores the president of Nike's leadership, and focuses on his general management style, his personal philosophy, and his pattern of working with key members of management.

Focusing on middle manager Harry Leidboldt, this case presents a clear-cut strategic issue--should Nike move into the leisure shoe business? The teaching objective is to first view the decision as a business problem--can Nike succeed in this business? and secondly, to review the effectiveness of the process by which a middle manager helps senior management deal with strategic issues.

Provides the background for a discussion of Nike (E1), (E2), and (E3). Outlines Nike's senior management group's early program to deal with the company's increasingly difficult competitive circumstance.

Deals with challenges confronting a new divisional manager of Nike's apparel division, David Chang. The teaching plan would focus on a diagnosis of the division's current strategy and what future strategic moves might be considered.

Describes the outcome of implementation of the standardized plan described in Henkel (A).

Supplements the (A) case.

Describes events at Cleveland Twist Drill between April 1982 and February 1983. Jim Bartlett's approach to the union and the implementation of the "move strategy" are described. Students are asked to evaluate these actions and to develop plans for dealing with current problems and with recent overtures from the union president.

Supplements the (A) case.

Supplements the case.

Involves the introduction of a technology which almost completely eliminates direct labor for a major segment of the product line. The technology is unproven though, and requires managing the learning process. The teaching objective is to review the differences in managing change between fixed and variable cost-intensive technologies and additions of manufacturing capacity.

Describes Hay Associates Climate Survey Questionnaire and the eight dimensions of organizational climate. Rewritten by G.W. Baird, company partner.

Provides a glossary of executive compensation terms. Rewritten by G.W. Baird, company partner.

Supplements the case.

This case is a follow-up to Gardiner Wholesalers (A) case, 9A84J002, where the assistant credit manager, is assessing the credit standing of two retail clients. Her analysis of past financial performance was complete but a banker friend suggested that the credit report should include projected statements so that the future financing needs of the two jewellery retailers could be estimated. The case provided the retail managers' views on the future of the respective companies as well as some recent trends in the retail marketplace. There is ample information to construct projected income statements and balance sheets.

Two-party negotiation between the lawyers for business partners concerning the ownership of a new computer program one of them has developed. HackerStar, Inc. is a small closely-held corporation that develops and markets software for microcomputers. The six-year-old company was founded by Hacker, a brilliant programmer who is responsible for the company's products and became its manager, and Star, a dentist and computer hobbyist who provided the capital. Hacker and Star are each 50% owners. The company has done moderately well, but now faces a crisis resulting from a dispute between the partners over the ownership and disposition of PowerScreen, a new product developed by Hacker, at least partly on his own time and definitely against Star's wishes. The company lawyer has referred Hacker and Star to separate counsel in order to avoid a conflict of interest. The exercise revolves around the meeting of these lawyers. At issue is the ownership of PowerScreen and the future of HackerStar, Inc.

Two-party negotiation between the lawyers for business partners concerning the ownership of a new computer program one of them has developed. HackerStar, Inc. is a small closely-held corporation that develops and markets software for microcomputers. The six-year-old company was founded by Hacker, a brilliant programmer who is responsible for the company's products and became its manager, and Star, a dentist and computer hobbyist who provided the capital. Hacker and Star are each 50% owners. The company has done moderately well, but now faces a crisis resulting from a dispute between the partners over the ownership and disposition of PowerScreen, a new product developed by Hacker, at least partly on his own time and definitely against Star's wishes. The company lawyer has referred Hacker and Star to separate counsel in order to avoid a conflict of interest. The exercise revolves around the meeting of these lawyers. At issue is the ownership of PowerScreen and the future of HackerStar, Inc.

Two-party negotiation between the lawyers for business partners concerning the ownership of a new computer program one of them has developed. HackerStar, Inc. is a small closely-held corporation that develops and markets software for microcomputers. The six-year-old company was founded by Hacker, a brilliant programmer who is responsible for the company's products and became its manager, and Star, a dentist and computer hobbyist who provided the capital. Hacker and Star are each 50% owners. The company has done moderately well, but now faces a crisis resulting from a dispute between the partners over the ownership and disposition of PowerScreen, a new product developed by Hacker, at least partly on his own time and definitely against Star's wishes. The company lawyer has referred Hacker and Star to separate counsel in order to avoid a conflict of interest. The exercise revolves around the meeting of these lawyers. At issue is the ownership of PowerScreen and the future of HackerStar, Inc.

Supplements the (A) case.

Supplements the (A) case.