Manville Buy the book: Amazon Barnes & Noble HBR.org Harvard Business Review Press Boston, Massachusetts Compliments of ISBN-13: 978-1-4221-8965-8 8961BC Copyright 2012 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter 5 of Judgment Calls: Twelve Stories of Big Decisions and the Teams That Got Them Right, copyright 2012 Harvard Business School Publishing Corporation. No part of this
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Assignment #4 Southern Company Case Study June 5, 2013 1. Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy. Southern Company is an electric utility company headquartered in Atlanta, GA. The company owns electric utilities in Alabama, Florida, Georgia, and Mississippi and services roughly 4.4 million customers. Southern Company also provides fiber optics and wireless communications. Southern Company brands are known
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to the managerial motives for making major financial reporting policy changes. Generally accepted accounting principles (GAAP) allow companies wide latitude in the choice of accounting policies. After a firm chooses a set of accounting policies, current accounting rules permit changes from one alternative policy to another at the discretion of the management. Since reported accounting figures are widely used by a number of external parties, managers of firms have incentives to choose accounting
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Jon Katzenbach and Douglas Smith figuring into an issue devoted to high performance. While Peter Drucker may have been the first to point out that a team-based organization can be highly effective, Katzenbach and Smith's work made it possible for companies to implement the idea. In this groundbreaking 1993 article, the authors say that if managers want tomakebetterdecisionsaboutteamsjthey must be clear about what a team is. They define a team as"a small number of people with complementary skills who
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Airbnb vs. Premier Inn: the rise of “collaborative disruption” Peer-to-peer consumption is on the rise. Many companies are now leveraging the phenomenon of “decreased barriers to interaction” brought about by internet and social networks to help their users rent each other’s houses, cars, parking space, cooking skills and much more. Airbnb allows users to rent out their idle living space (couch, room or their entire house) to generate extra revenue. By providing people seeking accommodation with
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to the managerial motives for making major financial reporting policy changes. Generally accepted accounting principles (GAAP) allow companies wide latitude in the choice of accounting policies. After a firm chooses a set of accounting policies, current accounting rules permit changes from one alternative policy to another at the discretion of the management. Since reported accounting figures are widely used by a number of external parties, managers of firms have incentives to choose accounting
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Agrawal, C. Balaji and G. Mahapatra (eds.) Emerging Asia: An HR Agenda, New Delhi: Tata McGraw-Hill, 2005, pp. 215-223. Linking Corporate Strategy and HR Strategy Rishikesha T. Krishnan Associate Professor of Corporate Strategy Indian Institute of Management Bangalore Recognition of the link between corporate and business strategies and strategies related to the people function is not new. McKinsey’s 7-S framework that emphasised the need for the alignment of seven organisational variables (superordinate
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because both them emphasize on the distinctiveness and uniqueness. The other two concepts ‘trade-offs’ and ‘fit’ are based on VRIO criteria (Barney, 2007), which is the basis of the company to generate sustained competitive advantage. The V of VOIR, value, is consistent with ‘trade-offs’, as they indicate that company should decide what to do and not to do. The ‘fit’ is line with the ‘I-inimitability’, since both of them stress that interlinkages among corporate activities makes difficult for organization
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D. Williamson Critique the prioritizing process D. D. Williamson. D. D. Williamson is a small privately held company. Founded in 1865 in Louisville, Kentucky, D. D. Williamson has become a global leader in non-artificial colors (Kloppenberg & Nkomo, 2012). The company has grown to nine operating facilities in six countries and supplying many food and beverage companies around the world. D. D. Williamson had too many projects that were all deemed important. Even though the project was
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4353 OCTOBER 10, 2011 ROBERT SIMONS MICHAEL MAHONEY Raleigh & Rosse: Measures to Motivate Exceptional Service Grasping the iconic “golden horseshoe” door handle, CEO Linda Watkins strode into Raleigh & Rosse’s Palm Springs, California, store and surveyed the sales floor. Ambient lighting was subdued while hidden halogen ceiling lamps artfully spotlighted merchandise and signage. Display cases made from polished exotic woods projected visual warmth and sophistication. A harpist played Mozart
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