HBSP (USA)
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The Book Deal: Confidential Instructions for the AGENT (Spanish Version)
Malhotra, Deepak; Bazerman, Max H.Case HBS-918S19StrategyUna negociación entre dos partes de un agente que representa un nuevo autor y un editor en un gran Publishing Firm. El ejercicio consiste en una negociación 1-tema, de suma cero en relación con el avance de las regalías que el editor va a pagar al autor.Starting at €8.20
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Why Good Accountants Do Bad Audits (Spanish version)
Bazerman, Max H.; Loewenstein, George; Moore, Don A.Article HBS-R0211GAccounting and ControlOn July 30, President Bush signed into law the Sarbanes-Oxley Act addressing corporate accountability. A response to recent financial scandals, the law tightened federal controls over the accounting industry and imposed tough new criminal penalties for fraud. The president proclaimed, "The era of low standards and false profits is over." If only it were that easy. The authors don't think corruption is the main cause of bad audits. Rather, they cl...Starting at €8.20
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Behavior Change for Good
Bazerman, Max H.; Luca, Michael; Lawrence, MarieCase HBS-920049-EStarting at €8.20
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Organization Behavior Reading: Negotiation, Teaching Note
Bazerman, Max H.; Gino, Francesca; Shonk, KatherineTeaching Note HBS-8409-ELeadership and People ManagementTeaching note for product #8408.Starting at €0.00
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The Book Deal: Confidential Instructions for the AGENT
Malhotra, Deepak; Bazerman, Max H.Case HBS-908051-EA two-party negotiation between an Agent representing a new author and an Editor at a large Publishing Firm. The exercise involves a 1-issue, zero-sum negotiation concerning the advance on royalties that the publisher will pay to the author.Starting at €8.20
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When Salaries Aren't Secret (HBR Case Study)
Case, JohnArticle HBS-R0105X-ELeadership and People ManagementThe day before Treece McDavitt was to leave RightNow!, an off-price women's fashion retailer, the 26-year-old computer wizard accessed HR's files and e-mailed employees' salaries to the entire staff. Now everyone knows what everyone else is making; they are either infuriated that they are making too little or embarrassed that they are making too much. Salary disparities are out there for everyone to see, and CEO Hank Adamson has to do something t...Starting at €8.20
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The Disasters You Should Have Seen Coming (Spanish version)
Watkins, Michael D.; Bazerman, Max H.Article HBS-R0303ELeadership and People Managementpsychological, organizational, and political. To address these vulnerabilities, the authors recommend the RPM approach. More than just the usual environmental scanning and contingency planning, RPM requires a chain of actions--recognizing, prioritizing, and mobilizing--that companies must meticulously adhere to. Failure to apply any one of these steps, the authors say, can leave an organization vulnerable.Starting at €8.20
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How (Un)ethical Are You? (Spanish version)
Banaji, Mahzarin R.; Bazerman, Max H.; Chugh, DollyArticle HBS-R0312DLeadership and People Managementimplicit bias--judging according to unconscious stereotypes rather than merit; in-group bias--favoring people in their own circles; a tendency to overclaim credit; and conflicts of interest. To counter these unconscious biases, traditional ethics training is not enough. You should gather better data, rid the work environment of stereotypical cues, and broaden your mind-set when making decisions.Starting at €8.20
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Becoming a First-Class Noticer
Bazerman, Max H.Article HBS-R1407L-EWe'd like to think that no smart, upstanding manager would ever overlook or turn a blind eye to threats or wrongdoing that ultimately imperil his or her business. Yet it happens all the time. We fall prey to obstacles that obscure or drown out important signals that things are amiss. Becoming a "first-class noticer," says Max H. Bazerman, a professor at Harvard Business School, requires conscious effort to fight ambiguity, motivated blindness, co...Starting at €8.20
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More Than a Paycheck
Campbell, Dennis; Case, John; Fotsch, BillArticle HBS-R1801J-EFifty years ago a good blue-collar job was with a large manufacturer such as General Motors or Goodyear. Often unionized, it paid well, offered benefits, and was secure. But manufacturing employment has steadily declined, from about 25% of the U.S. labor force in 1970 to less than 10% today. Now a decent living entails more than a generous wage; it involves sharing the company's success with employees. Some companies offer a direct stake in the c...Starting at €8.20