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Designed to help executives identify patterns in their approaches to developing networks of relationships. A "network" refers to the set of relationships that help people to advance professionally, get things done, and more generally, develop professionally and personally. A rewritten version of an earlier exercise.

Two exercises designed to illustrate the relationship between BATNAs (best alternative to a negotiated agreement) and reservation prices and three exercises that illustrate the central ideas of Pareto efficiency are presented. The BATNA exercises involve multiple negotiated alternatives and uncertainty. The Pareto efficiency exercises illustrate the value of side payments and differential valuation of issues in the creation of joint gains.

Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa. .

Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

Includes a series of three negotiation exercises portraying management/labor relations at ABC over a period of seven years. ABC, initially a family-owned business, had prided itself on its cooperative relationship with its union, Local 190. With the skyrocketing inflation of the 1970s, management considered drastic changes. Management and labor would undergo a series of negotiations over wages, benefits, and work conditions at ABC's main plant in Deloitte, Iowa.

A multiparty, intraorganizational negotiation exercise involving five vice presidents of human resources at $17.5 billion photography products company. In the midst of reengineering, the five VPs have been told to negotiate the possible alignment of resources in ways that will cut costs and add value to Starlite. They will present the results of their negotiations to the CFO of the company.

Presents two methodologies for making decisions in the face of conflicting objectives, pricing out, and additive scoring systems. This material is followed by four exercises designed to develop and test understanding of the basic methodology. The exercises include an MBA who must make a job decision, an MIS manager choosing a database program, and an office manager who must select an office site.

Involves seven canonical decision problems--basic problems in management that arise with surprising frequency. Although these exercises are simplified versions of these problems, they have been written to preserve the "essence" of the decision situations. The problems include product development sequencing, options for flexibility, market research, litigation, inventory decisions under uncertainty, bidding decisions, and choosing among theories.

Free cash flow valuation problems: 1) build a simple pro forma, 2) value a public company's stock, and 3) evaluate a proposed LBO.

Presents a short problem set designed as an introduction to the venture capital method of problem solving.

Students are instructed to interview a recent purchaser of a low-involvement product or service in depth about his/her buying decision. The exercise provides students with first-hand understanding of important concepts in consumer choice domain (e.g., stages in the buying process, decision-making roles, habit versus deliberation).

Students are instructed to interview a recent purchaser of a high-involvement/utilitarian product or service in depth about his/her buying decision. The exercise provides students with first-hand understanding of important concepts in consumer choice domain (e.g., stages in the buying process, decision-making roles, habit versus deliberation).

Students are instructed to interview a recent purchaser of a high-involvement/ego-expressive product or service in depth about his/her buying decision. The exercise provides students with first-hand understanding of important concepts in consumer choice domain (e.g., stages in the buying process, decision-making roles, habit versus deliberation).

Students are instructed to interview a recent purchaser of a low-involvement product or service in depth about his/her ownership and usage experiences. The exercise provides students with first-hand understanding of important concepts in consumption domain (e.g., customer satisfaction, product meaning, brand loyalty).

Students are instructed to interview a recent purchaser of a high-involvement product or service in depth about his/her ownership and usage experiences. The exercise provides students with first-hand understanding of important concepts in consumption domain (e.g., customer satisfaction, product meaning, brand loyalty).

Students are instructed to interview a recent purchaser of a high-involvement/ego-expressive product or service in depth about his/her ownership and usage experiences. The exercise provides students with first-hand understanding of important concepts in consumption domain (e.g., customer satisfaction, product meaning, brand loyalty).

Two-party intra-organizational discussion between a newly-promoted manager and her division vice-president over work performance, responsibility for a new computer game project, and office environment issues. Confidential Instructions for Allison.