BRIEF CASES THOMAS R. PIPER JEFFREY DEVOLDER Jones Electrical Distribution -HARVARD ~BUSINESS \g7 PUBLISHING 4179 APRIL 6, 2010 After several years of rapid growth, in the spring of 2007 Jones Electrical Distribution anticipated a further substantial increase in sales. Despite good profits, the company had experienced a shortage of cash and had found it necessary to increase its borrowing from Metropolitan Bank-a local onebranch bank-to $250,000 in 2006. The maximum loan that Metropolitan
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by Clayton M. Christensen, Matt Marx, and Howard H. Stevenson Managers can use a variety of carrots and sticks to encourage people to work together and accomplish change. Their ability to get results depends on selecting tools that match the circumstances they face. T JIM FRAZIER the primary task of management is to get people to work together in a systematic way. Like orchestra conductors, managers direct the talents and actions of various players to produce a desired result. It’s a complicated
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BTEC Level 5Higher National Diploma (HND) in Business Unit 1 : Business Environment Unit Code : Y/601/0546 Assignment No : 1 Assignment Title : Assessment of Business Environment for an organization of your Choice Date Set : 10/10/2014 Due Date : 25/12/2014 Learning Outcome Covered: 1. Understand the organisational purposes of businesses 2. Understand the nature of the national environment in which businesses operate 3. Understand the behaviour
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assertions on the entire establishment is documented. SNC Background SNC is a privately maintained firm that generates and trades dietary and herbal supplements, particularly vitamins and minerals (Harvard Business School Publishing, 2012). The market for the merchandises of SNC commonly consist of women and older individuals. The corporate was started in 2006, and constantly since has increased its operations into innovative product markets, engineering and marketing its SNC-branded
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With the globalization of production as well as markets, you need to evaluate your international strategy. Here’s a framework to help you think through your options. by Pankaj Ghemawat W Managing Dif ferences Ian Whadcock The Central Challenge of Global Strategy hbr.org | March 2007 | Harvard Business Review 59 YEL MAG CYAN BLACK HEN IT COMES TO GLOBAL STRATEGY, most business leaders and academics make two assumptions: first, that the central challenge is to strike
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READINGS/REFERENCES Two suggested books that you should read for the course (in the order they should be read): * The Arbinger Institute. (2002). Leadership and Self-Deception: Getting Out of the Box. San Francisco, CA: Berrett-Koehler Publishers, Inc * The Arbinger Institute. (2006). The Anatomy of Peace: Resolving the Heart of Conflict. San Francisco, CA: Berrett-Koehler Publishers, Inc Both of these books can be borrowed from our National Library. Should you wish to purchase them,
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For the exclusive use of X. XIAO 2177 APRIL 11, 2008 LARRY E. GREINER ELIZABETH COLLINS A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products 5:25 A.M. Sweat dripped onto the handlebars of Alex Sander’s StairMaster. Sander was half an hour into a cardiovascular workout, while carrying on a conversation in the fitness center of the downtown condominium complex with a neighbor who was climbing steadily on his own StairMaster. At 32, Alex was the newest
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HBR.ORG JULY AUGUST REPRINT F B Why Top Young Managers Are in a Nonstop Job Hunt by Monika Hamori, Jie Cao, and Burak Koyuncu IDEA WATCH IDEA WATCH FOR ARTICLE REPRINTS CALL OR , OR VISIT HBR.ORG Why Top Young Managers Are in a Nonstop Job Hunt THE CAREER DEVELOPMENT GAP We asked young managers: On a scale of 1 to 5, how important are these items to you? We also asked to what extent their employers provide them. The biggest discrepancies are (not surprisingly) in the areas
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We look for lessons in the actions of great leaders. We should instead be examining what goes on in their heads – particularly the way they creatively build on the tensions among conflicting ideas. How Successful Leaders Thınk by Roger Martin 60 Harvard Business Review 1179 Martin.indd 60 | June 2007 | Alex Nabaum W E ARE DRAWN to the stories of effective leaders in action. Their decisiveness invigorates us. The events that unfold from their bold moves, often
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need to identify their innovation fulcrum, the point at which the level of product innovation maximizes both revenues and profits. Innovation Versus Complexity What Is Too Much of a Good Thing? COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. by Mark Gottfredson and Keith Aspinall Walk into the In-N-Out Burger restaurant on Fisherman’s Wharf in San Francisco, and one of the first things that may strike you is the number four. Four colors: red
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