GENERAL MANAGEMENT - cb.hbsp.harvard.edu GENERAL MANAGEMENT • 2012 ... Columbia’s Final Mission Chronicles Columbia’s final mission from the perspective of six key managers and

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2012

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GENERAL MANAGEMENT

Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications:

� Babson College

� Business Enterprise Trust

� Business Expert Press

� Business Horizons Magazine

� California Management Review

� Darden School of Business

� Design Management Institute

� HEC Montréal Centre for Case Studies

� IESE Business School

� INSEAD

� International Institute for Management Development (IMD)

� Ivey School of Business

� John F. Kennedy School of Government

� Kellogg School of Management

� North America Case Research Association

� Perseus Books

� Princeton University Press

� Rotman Magazine

� Sloan Management Review

� Social Enterprise Knowledge Network

� Stanford Graduate School of Business

� Thunderbird School of Global Management

� Tsinghua University

� University of Hong Kong

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CASES

Cases, slices of business life, focus on actual problems and decisions facing a company. Students are challenged to put themselves in the protagonist’s place and suggest business strategies, tactics, and solutions.

New Cases

Crossing the Line: Don Imus and the Rutgers Women’s Basketball Team This case fosters discussion on the issues of race, freedom of speech, and mass media in the internet age. In 2007, Don Imus insulted the Rutgers women’s basketball team with a racially charged slur. In the past Imus had weathered similar controversies but this time would be different. Harvard Kennedy School #HKS120

Dongfeng Passenger Vehicle Company: Marketing Challenges for the “Underprivileged Latecomer” State-owned enterprise Dongfeng Passenger Vehicle has experience producing cars under partnerships with foreign brands but a recent venture selling vehicles under its own brand is new territory. Faced with a different and fiercely competitive market-place, the CEO contemplates several different strategies for this new initiative. Harvard Business School #612029

Growing Pains at Stroz FriedbergThis case introduces students to the leadership and organizational challenges faced by firms as they grow and transition from informal to formal management. Following global consulting firm Stroz Friedberg’s co-presidents as they set growth targets for 2010, the case examines problems that arise with changes in structures, systems, and process. TN Harvard Business School #311008

InBev and Anheuser-Busch In 2008, Belgian-based InBev launches an unsolicited bid to acquire Anheuser-Busch Co. When completed, the deal will create the world’s largest brewer. The initial response from Anheuser was noncommittal but after a subsequent bid raise by InBev, Anheuser accepts and InBev must justify the cost. TN Thunderbird School of Global Management #TB0251

LEGO Group: An Outsourcing Journey In order to survive the largest financial crisis of its 70-year history, LEGO decides to outsource a major portion of its production. Three years later, the outsourcing initiative proves unsuccessful, forcing LEGO to phase out the initiative. Why did the strategy fail and what could they have done differently? TN Richard Ivey School of Business Foundation #910M94

Los Grobo: Farming’s Future? Los Grobo is the second-largest grain producer in Latin America. Based in Argentina with $550 million in annual sales, it has an unusual business model for the agricultural industry— it does not own land or farm machinery. Students discuss Los Grobo’s outsourcing business model and compare it to more traditional farming operations. Harvard Business School #511088

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The National Geographic Society In January 2010, John Fahey, president, CEO, and chairman of the board of the National Geographic Society, is deciding how to reorganize for a new digital world in which magazine sales are rapidly eroding. Historically a proponent of evolutionary change, he is considering a radical move—creating a senior management position responsible for e-commerce. TN Harvard Business School #311002

Patricia Gottesman at Crimson Hexagon In February 2011, Crimson Hexagon is an innovative web company experiencing meteoric growth. After successfully raising capital and making significant progress in gaining market acceptance, the CEO is preparing to address investors on the question of exit strategy. Is she taking the right steps to grow the company while also preparing it for a possible IPO? Harvard Business School #312068

Perella Weinberg Partners: New Firm, Old Values Investment banking boutique Perella Weinberg Partners has over $8 billion of client assets under management. The three co-founders know the company has reached a key inflection point: how much more should they grow? What are the costs, benefits, and impediments to growth and should the firm go public at some point? Harvard Business School #312013

Reckitt Benckiser: Fast and Focused Innovation A global consumer goods company has a reputation for rapid product innovation and industry-leading profit margins. This case examines the company’s successful strategies, its devotion to fast and focused innovation, and its execution of strategy. Harvard Business School #311116

Popular Cases

BRL Hardy: Globalizing an Australian Wine Company Christopher Carson, the managing director of European operations for a major Australian wine company, is facing difficult product launch decisions. By proposing a joint venture and creating a new line that will directly compete with other company brands, he has begun to globalize his strategy beyond the wishes of the parent company. TN Harvard Business School #300018

GE’s Talent Machine: The Making of a CEO GE believes its ability to develop management talent is a core competency that gives it a sustainable competitive advantage. This case traces the development of GE human resource policies and practices under five post-war CEOs, including how the development of talent is embedded in ongoing management responsibilities. TN Harvard Business School #304049

Honda (A) This case follows the history of Japan’s Honda Motor Company from its founding, through the Second World War, and into its post-war dominance of the global motorcycle market. Students examine the strategic insights into Honda’s eventual dominance of the U.S. marketplace. TN Harvard Business School #384049

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Lincoln Electric Co.Students follow the unique and highly successful strategies and management practices of Lincoln Electric Company, the world’s largest manufacturer of arc welding equipment. The case covers topics such as compensation, company culture, and the leadership style of management. TN Harvard Business School #376028

McKinsey & Co.: Managing Knowledge and Learning McKinsey & Company is a worldwide management consulting firm with successful processes and practices to develop and disseminate knowledge among thousands of worldwide consultants. This case follows three such consultants operating in each dimension of the firm’s organization. TN Harvard Business School #396357

P&G Japan: The SK-II Globalization Project The new P&G CEO introduces an enterprise-wide reorganization that places strategic emphasis on product innovation instead of geographic expansion. The resulting shift in power from local subsidiary to global business management affects Paolo de Cesare as he takes over P&G Beauty Care. TN Harvard Business School #303003

Philips Versus Matsushita: The Competitive Battle Continues For over four decades, competitors in the electronics industry Philips and Matsushita have been adapting their strategic intent and organizational capability to match and counter the competitive advantage of the other. How will their rivalry be affected as the 21st century brings major shifts to both companies? TN Harvard Business School #910410

Volkswagen of America: Managing IT Priorities Volkswagen of America, the U.S. subsidiary of Volkswagen AG, is arriving at a process for setting IT funding priorities that align with overall business priorities and strategy. Even though the process is carefully thought out and executed, Volkswagen of America still encounters difficulties. TN Harvard Business School #606003

Æ Find more cases at hbsp.harvard.edu

BRIEF CASES

Rigorous and compact, Brief Cases from Harvard Business Publishing present realistic management challenges for students to discuss.

Applied Research Technologies, Inc.: Global Innovation’s Challenges Students analyze the decisions and leadership styles of both a unit manager and a division vice president of an organization whose culture of innovation has spawned many successful brands. But is that culture also putting one division and its leader at risk? #4168

NEW! Calveta Dining Services, Inc.: A Recipe for Growth? Calveta Dining Services enjoyed three decades of growth under its founder Antonio Calveta. Now that Antonio is retired, can his son Frank carry out Antonio’s directive to double revenue within five years while still maintaining Calveta’s distinctive pro-employee culture? #4261

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Clayton Industries, Inc.: Peter Arnell, Country Manager for ItalyIn Italy, the new country manager of a U.S.-based HVAC company is under pressure to solve a range of problems that thwart the home office’s strategic plans. His options are constrained by a depressed economy, difficult union relations, rising materials prices, intense competition, and nationalistic buying preferences. #4199

MULTIMEDIA CASES

Multimedia cases put students in the center of business dilemmas by bringing concepts to life with animated charts, audio, and video segments. Available on CD-ROM for Windows.

Columbia’s Final Mission Chronicles Columbia’s final mission from the perspective of six key managers and engineers associated with NASA’s Space Shuttle program to give students an understanding of crisis management, organizational decision making, and failure prevention. #305032

Leadership, Culture, and Transition at Lululemon Highlights the fundamental tensions that entrepreneurial companies and their leaders face when going to scale: balancing rapid growth with the need to leverage their organizational architecture and culture as the firm evolves. #410705

NEW! Leaders Who Make a Difference: Joel Klein’s Transformation of NYC’s DOE, Day 1 Joel Klein takes over the New York City public schools as chancellor. On his first day at the job, he begins to reform the nation’s largest school system by depoliticizing it, rationalizing its management, and confronting the union in an effort to put the focus on student needs and not the system. #311705

Terror at the Taj Bombay: Customer-Centric Leadership On November 26, 2008, terrorists launch a series of attacks in Mumbai, India, including an attack at the Taj Mahal Palace and Tower. Following the crisis, the staff at the Taj receive praise for their selfless actions in placing the safety of the guests ahead of their own. #511703

Æ Find more cases, Brief Cases, and multimedia cases at hbsp.harvard.edu

ROLE PLAYS

Role Plays help students develop their decision-making skills by setting up realistic business challenges that require students to use negotiation techniques to work out the best possible solutions. Each Role Play is accompanied by a comprehensive Teaching Note.

Decision-Making Exercise Cyrus Maher, CEO of Waterway Industries, is facing the loss of his most valuable salesperson to a job that would offer equity. Five teams of students develop compensation recommendations for the worried leader. #397031

Negotiating Corporate Change Students play different roles in negotiating a task force’s approach to major cost-cutting initiatives at Rosewell Corp. All participants must agree on the approach. #897060

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Participant and Leader Behavior Myerson Industries, a small-appliance manufacturer, is at risk for takeover due to industry consolidation. Student teams analyze the company’s options and prepare a set of recommendations for the board. #301029

Æ Find more Role Plays at hbsp.harvard.edu

ARTICLES

Articles from Harvard Business Review and other renowned journals provide up-to- the -minute ideas from the best business thinkers.

New Articles

HSN’s CEO on Fixing the Shopping Network’s Culture Mindy Grossman won the job of Home Shopping Network CEO by pitching the network as a lifestyle channel that would inspire people through products. When she visited headquarters, Grossman saw that instead she needed to dramatically alter company culture, reposition the brand, and devise a new product strategy. Harvard Business Review #R1112A

How Great Companies Think Differently Many subscribe to the paradigm of business existing solely to make money, forcing corporations to focus on maximizing short-term profits at the expense of the worker, the environment, and society. Rosabeth Moss Kanter argues for a different approach. She defines six facets of an enduring institutional logic that can form the building blocks of a more sustainable competitive advantage. Harvard Business Review #R1111C

The Power of Collective Ambition Some companies did not just survive the recent economic crisis; they came out of it thriving. The authors outline how companies such as Four Seasons, Sephora, and Standard Chartered Bank deepened their engagement with employees and stakeholders to become sustainably profitable in a downturn. Harvard Business Review #R1112F

Popular Articles

Coming Up Short on Nonfinancial Performance Measurement Extensive field research shows that businesses make some common mistakes when choosing, analyzing, and acting on nonfinancial measures. The authors lay out steps that allow students to avoid the same mistakes and realize the genuine promise of nonfinancial performance measures. Harvard Business Review #R0311F

Discipline of Innovation (HBR Classic) In this classic article, Peter Drucker argues that innovation is real work that can and should be managed like any other corporate function and that innovators themselves need to look for simple, focused solutions to real problems. Harvard Business Review #R0208F

Manager’s Job: Folklore and Fact (HBR Classic) A study of five CEOs and multiple managers concludes that managerial work involves interpersonal roles, informational roles, and decisional roles. These roles require developing peer relationships, negotiating, motivating subordinates, resolving conflict, establishing information networks, making decisions with imperfect information, and allocating resources. Harvard Business Review #90210

Meeting the Challenge of Disruptive Change Clayton M. Christensen and Michael Overdorf state that organizations, independent of the people in them, have capabilities and disabilities and as a company grows, what it can accomplish becomes sharply defined in certain predictable ways. The authors analyzed these growth patterns and generated a framework to assess the abilities and disabilities of an organization. Harvard Business Review #R00202

Æ Find more articles at hbsp.harvard.edu

SIMULATIONS

Online simulations present real-world management challenges for students and encourage classroom interaction and discussion. Results are available immediately for a comprehensive debrief session. All simulations include a detailed Facilitator’s Guide.

Change Management Simulation: Power and Influence In this single-player simulation, students play the role of either a middle manager or a CEO at a manufacturing company considering the adoption of an enterprise-wide sustainability program. Instructors have the option of adjusting the change urgency to demonstrate the effect power and influence have on change agents. In all resulting scenarios, students must choose from up to 18 change levers to move members of the organization along a four-step pathway from awareness to adoption. #3292

Finance Simulation: M&A in Wine Country Students play the role of CEO at one of three wine producers: Starshine, Bel Vino, or International Beverage. They must determine value targets and reservation prices and negotiate deal terms before deciding to accept or reject final offers. This team-based simulation teaches core principles of valuation, M&A strategy, and negotiation. #3289

NEW! Leadership and Team Simulation: Everest V2 Winner of the 16th Annual MITX Interactive Award in eLearning, the largest awards competition in the country for interactive and web innovations, Leadership and Team Simulation: Everest V2 combines the proven learning objectives and story line of the original with an updated user experience and enhanced administrative features. Students learn group dynamics and leadership through the dramatic setting of a Mount Everest expedition while playing one of five roles on a team of hikers. As they attempt a climb to the summit, students must reach individual goals while also sharing information to maximize group achievement. #7000

Project Management Simulation: Scope, Resources, Schedule Students explore three project management levers—scope, resources, and schedule—while acting as a project manager tasked with bringing a product to market successfully. #3356

Æ Find more simulations at hbsp.harvard.edu

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ONLINE COURSES

Available in SectionsOnline courses introduce complex subjects and can be used in advanced undergraduate business courses, as prematriculation requirements for MBAs, or assigned as homework over a semester or year. Online courses are available as complete courses or in sections.

Finance This course introduces core concepts in Finance ranging from ratio analysis to valuation and from pro forma estimating to capital structure. The story line provides a meaningful and engaging context in which students learn the material.

� Complete Course #208719 � Introductory Section #6000

Financial Accounting Introduces Financial Accounting in a management context.

� Complete Course #105708 � Introductory Section #6002 � Advanced Section #6003

Mathematics for Management Following the story line of several family-owned businesses, students learn how to apply math concepts to solve problems, analyze data, and predict outcomes.

� Complete Course #3350 � Algebra Section #6004 � Calculus Section #6006 � Statistics Section #6007 � Probability Section #6008 � Finance Section #6009

Quantitative MethodsSet in a Hawaiian resort, this course teaches statistics and regression analysis from a management perspective. Students develop statistical models for making better business decisions.

� Complete Course #504702 � Regression Section #6012

Spreadsheet Modeling Demonstrates how to use Excel functionality to solve business problems.

� Complete Course #3252

� Introductory Section #6010

� Advanced Section #6011

Æ Find more online courses at hbsp.harvard.edu

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BOOKS & CHAPTERS

Individual chapters may be integrated into course materials, while books may serve as primary class texts.

Being the Boss: The 3 Imperatives for Becoming a Great Leader In this book, Linda Hill and Kent Lineback assert that becoming an effective manager is a difficult journey that includes trial and error, endless effort, and slowly acquired personal insight. To ease the journey they offer practical guidance on mastering three managerial imperatives: learn that management is about accomplishing things through others and not by yourself; understand organizational power and influence; and build a high-performing team out of the individuals who work for you. Available in chapters. #12285

Empowered: Unleash Your Employees, Energize Your Customers, and Transform Your Business Customers are now armed with a growing list of social media and mobile technologies such as iPhones, Facebook, YouTube, and Twitter that give them the ability to overmatch a firm with features such as reviews and fan pages. Josh Bernoff and Ted Schadler explain how to transform a company by giving employees the same tools as customers in order to turn a workforce into an innovative group with a competitive advantage. Available in chapters. #12596

Reorganize for Resilience: Putting Customers at the Center of Your Business Author Ranjay Gulati reveals how resilient companies prosper in good times and in bad by driving growth and increasing profitability through immersion in the lives of their customers. Based on more than a decade of research and filled with examples from companies such as Cisco Systems, La Farge, Starbucks, Best Buy, and Jones Lang LaSalle, Gulati explores the five levers of resilience that can help companies survive: coordination, cooperation, clout, capability, and connection. #1721

The Social Organization: How to Use Social Media to Tap the Collective Genius of Your Customers and Employees This book highlights the benefits and challenges of using social technology collaboration as a source of continuing competitive advantage. From their study of more than four hundred organizations using social technologies, the authors share core disciplines that managers can use to extract maximum talent, energy, knowledge, and innovation from customers and employees. #10536

Winning the War for Talent in Emerging Markets: Why Women Are the SolutionThe need for talent in emerging markets is outpacing supply. Sylvia Ann Hewlett and Ripa Rashid claim that the solution to this talent problem is hiding in plain sight: millions of highly educated woman surging into the labor markets of Brazil, Russia, India, China, and the United Arab Emirates. The authors offer practical strategies for attracting and retaining such talented women in emerging economies. #13024

Æ Find more books and chapters at hbsp.harvard.edu

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VIDEO SUPPLEMENTS

Video supplements give students insight into a case as they view a class visit from a CEO, a factory tour or interviews with prominent business visionaries. Supplements can be viewed on DVD. Many video supplements are accompanied by a Teaching Note. Video supplements in General Management include:

� Chet Huber on OnStar #610716

� GE’s Imagination Breakthrough: The EVO Project #909801

� The Impact of Layoffs #612702

� Interview with Edward Stroz and Eric Friedberg, Co-Presidents of Stroz Friedberg #312711

� Interview with Raj Datta, Former Chief Knowledge Officer of MindTree #312704

Æ Find more video supplements at hbsp.harvard.eduBO

VIDEO SHORTS

These free, short videos are all under 10 minutes long and illustrate a case’s central learning objective. Intended solely for displaying inside the classroom, the streaming video is available to registered Premium Educators at hbsp.harvard.edu. New titles will be added regularly. Current titles in General Management include:

� Allianz (A1): An Insurer Acquiring a Bank? #305013

� Children’s Hospital and Clinics (A) #302050

� General Electric’s 20th Century CEOs (Abridged) #406118

� HCL Technologies (A) #408004

� Lincoln Electric Co. #376028

� Liz Claiborne China #301098

� McKinsey & Co.: Managing Knowledge and Learning #396357

� Open Market, Inc.: Managing in a Turbulent Environment #196097

� Philips Group—1990 #391245

� Walt Disney’s Dennis Hightower: Taking Charge #3950W55

Æ Find more video supplements at hbsp.harvard.eduBOKS & CHAPTE

GENERAL PUBLIC

ACADEMIC DISCOUNT

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Simulations $37.50 $12.50

Online Courses $38.00–$129.00 $19.00–$64.50

Online Course Sections $16.00–$69.00 $8.00–$34.50

Online Tutorials $12.00 $6.00

Multimedia Cases $20.00 $7.00

Similar discounts apply to all teaching materials at hbsp.harvard.edu. Prices subject to change without notice.

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