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Nonprofit organizations strive to deliver mission outcomes, not superior financial performance. So even more than for-profit companies, these organizations need a comprehensive system of nonfinancial and financial measures to motivate and evaluate their performance. This chapter examines the strategy maps of the Boston Lyric Opera and Teach for America.
Alignment, a word that seems to be on everyone's lips in the business world these days, requires that human resource and line managers develop a shared view of HR's role. This chapter introduces several different approaches to measuring your organization's alignment between the HR system that produces key HR deliverables and the requirements of the firm's strategy implementation system.
Some of the most important work in negotiation takes place "on the drawing board," with parties trying to create value, not only for themselves, but for other parties as well. This chapter examines the possibility that if north is the direction I want to go, and east is the direction you want to go, then moving northeast may represent the best possible deal.
In September 2014, Stephen Burke, chief executive officer at lmedia and entertainment company NBCUniversal, has to decide between possible priorities for the company's 'Project Symphony,' guaranteeing the winners a high level of visibility and support across the media conglomerate's broadcast and cable television, film, and theme park divisions. Past "Gold" priorities for Symphony, an initiative introduced shortly after Comcast made steps to acquire NBCUniversal in 2010, saw subsequent success in the marketplace. Symphony is so powerful, in fact, that competing conglomerates are keen to buy some of NBCUniversal's cross-promotional strength, as Disney did with its megahit Frozen in 2014. For 2015, the choice is between five films-Fast & Furious 7, Fifty Shades of Grey, Jurassic World, Minions, and Pitch Perfect 2-as well as two choices in television. Which are most deserving of Gold status?
Why is here and now the time to acknowledge and respond to the notion that corporate structures are morphing from a ladder to a lattice construct? One reason is that six key trends are converging in ways that create an unprecedented workforce challenge for business executives. This convergence is creating sweeping changes in workforce composition, attitudes, and capabilities. This chapter dissects the six trends and illustrates how each is exacerbating the friction between workforce challenges and structural workplace impediments. This chapter is excerpted from "Mass Career Customization: Aligning the Workplace with Today's Nontraditional Workforce."
Examines various approaches to measuring mutual fund performance. The approaches include the use of risk exposure and the Sharpe Ratio, as well as the Morningstar star system for rating mutual funds. Applies the approaches to a variety of mutual funds to demonstrate the effect of using different metrics to measure fund performance.
This chapter looks at what it takes for multinationals to succeed in China and India using the cases of Microsoft in China and the German firm, Metro Cash & Carry, in India.
While experiencing psychological impasse, you may find yourself faced with many possible choices--choices that might deeply conflict with one another. This chapter outlines steps you can take to ensure that the choice you eventually make is the most fitting and beneficial one for you, along with exercises to make the process as smooth as possible.
Aaron Kennedy has successfully grown Noodles & Co. from a single global noodle shop to a chain of 58 restaurants spanning six states in seven years. In the face of increasing competition, Kennedy has plans to roll out 240 new stores in the next four years. He must develop a growth strategy that will allow Noodles & Co. to achieve these aggressive objectives as well as maintain the company's unique culture. Kennedy must decide among several alternative growth strategies, with a particular emphasis on the decision of whether to franchise. Includes color exhibits.
Why do shares in NEC Electronics, a publicly listed subsidiary of Japan conglomerate NEC trade at a discount to their fundamental value? Can Perry Capital, a U.S. hedge fund, restructure this subsidiary and generate significant returns? This case provides students with an opportunity to analyze Perry's decision to invest in NEC Electronics. In doing so, it asks for the reasons that NEC might take actions that destroy value and shift value away from NECE's minority shareholders. The events covered allow for a discussion of how ownership concentration constrains restructuring alternatives, how hedge fund investors might confront controlling shareholders, and how the mispricing of agency costs can give rise to ownership structures that allow for minority shareholder expropriation.
Focuses on the strategic and organizational challenges that confront growing enterprises and the entrepreneurs who lead them. Provides an overview of how a new venture needs to change as it passes from the initial start-up to the growth phase. Explores how a venture's leadership, strategy, and execution need to evolve to deal with rapid growth. A rewritten version of an earlier note.
Moving On, Moving Up: How Leading a Successful Innovation Can Advance Your Career-and Present New Challengesby Chris Trimble Vijay Govindarajan
The recognition that there are fundamental incompatibilities between ongoing operations and the work of innovation is crucial to the successful implementation of any innovation initiative. While ongoing operations seeks efficiency by making every task and process repeatable and predictable, innovation is by nature nonroutine and uncertain. If you lead an innovation initiative, you must address these incompatibilities by building a team with a custom organizational model and crafting a plan that is only revised through a rigorous learning process. If you succeed, you'll move on and move up. In this chapter, the authors address the challenges that lie ahead for successful innovation leaders, such as choosing the right supervising executive, overseeing a group of related initiatives, and shaping a more innovative company. The chapter concludes with a list of the ten most common myths about innovation. Simply being aware of these myths and countering them at every opportunity will position you to make an important contribution to your company's culture of innovation. This chapter was originally published as the conclusion of "The Other Side of Innovation: Solving the Execution Challenge."
This case describes the efforts of Ben Bernanke, Chairman of the Federal Reserve, to improve liquidity in money markets during the subprime crisis. The case explains the four main new tools for monetary policy (or quantitative easing) the Federal Reserve has used between 2007 and 2009: the Term Auction Facility (TAF), the Primary Dealer Credit Facility (PDCF), the Term Securities Lending Facility (TSLF), and the Asset Backed Commercial Paper Money Market Mutual Fund Liquidity Facility (AMLF).
Discusses scope of market and consumer research, steps in the research process, and how managers use research in marketing and decision-making.
Describes the evolution of Microsoft's human-resource philosophies, policies, and practices and how they used as a core of the company's competitive advantage. In particular, the focus is on how Microsoft tried to retain its ability to recruit, develop, motivate, and retain first-class talent as it grew from a start-up to a global behemoth. Triggered by high-profile, senior-level departures in 1999, the company must decide if it is time to change its "hard core" culture came to be.
A Moving Target: Real World Strategies for Applying 5 Forces, Selecting and Using Appropriate Tools, and Reacting to Feedbackby Jay Barney Patricia Gorman Clifford
"What I Didn't Learn in Business School" follows new consultant Justin Campbell as he joins an elite team hired by a chemical firm to assess the potential of a newly developed technology. Read along as Justin meets with a vice president, the second-in-command at the chemical firm. Throughout the interview, Justin learns that a particular mode of analysis is not applicable to every situation. Like any newcomer, he tries to match a case study to a real-world situation-but business is not a science. In the real world, it's often difficult to distinguish the wrong from the right approach. Different strategies, as Justin learns, have advantages and disadvantages in different scenarios. In this chapter, authors Jay Barney and Trish Gorman Clifford demonstrate how to develop real-world strategies for applying the Five Forces framework, and for using feedback to your advantage. This chapter was originally published as Chapter 3 of "What I Didn't Learn in Business School: How Strategy Works in the Real World."
In 1989, the performance measurement systems and compensation policies of Nordstrom Department Stores unexpectedly came under attack by employees, unions, and government regulators. The case describes the "sales-per-hour" monitoring and compensation system that many believed to be instrumental in Nordstrom's phenomenal success. Illustrates how rapid company growth, decentralized management, and unrelenting pressure to perform can distort performance measurement systems and lead to undesirable consequences.
Outlines the problems involved in defining "markets" for purposes of 1) developing competitive strategies, 2) measuring market share, and 3) evaluating the extent of competition. The primary focus is on strategic planning--specifically, the questions of delimiting the served market for a business unit and identifying potential segments within it.
A basic note to be used at the beginning of the introductory marketing course to familiarize students with the arithmetic techniques, concepts, and terms that are typically employed in the analysis of a first year marketing case.
Virtually all Stage III activity-based cost (ABC) systems start by estimating activity cost driver rates from historical data. However, ABC should not be thought of solely as an historical accounting or general ledger system. ABC systems should be used proactively to estimate the costs of activities that will be performed in current or future periods. This chapter shows how to incorporate both budgeted and capacity information into ABC models.
Ideal managers are those who use power to advance the interests of the organization, giving those interests priority over their own. But that is easier said than done. This chapter discusses how people feel about power, why it is an essential part of organizational life, and how it is restrained by interpersonal dependencies. It also evaluates three managerial approaches to using power, assessing the effectiveness of manager types.
Microsoft must decide how to design a new software product for global markets, identify the timing for entry into different countries, and position the product around the world.
In the first six months, new managers must confront the challenge of reconciling their expectations of the job with the realities of managerial work and with the expectations of their subordinates. The next challenge they face is accepting full accountability for the performance of their units and stepping more fully into their role as manager. Author Linda A. Hill followed nineteen new managers through their first year, gathering data about the managerial transition. This chapter joins these managers as they begin to focus on their bosses' expectations and continue their efforts to shed the attitudes and behaviors that made them exceptional individual contributors in favor of a more managerial identity. This chapter was originally published as Chapter 3 of "Becoming a Manager: How New Managers Master the Challenges of Leadership."
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