This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Default Category
-
Defining Moments: Taken Advantage Of
Detert, James R.; Black, ChristinaCase DARDEN-OB-1299-ELeadership and People ManagementKaren Miner is a partner at a management consulting firm, and she is becoming increasingly resentful of another partner who consistently prioritizes their family life, while letting others pick up their slack at their busy office. When Miner vents about it to trusted colleagues, she finds that they agree that it is a big problem, and pervasive throughout the office. With this case, students can role-play the eventual confrontation between these t...Starting at €8.20
-
Defining Moments: Taken Advantage Of - Teaching Note
Detert, James R.; Black, ChristinaTeaching Note DARDEN-OB-1299TN-ELeadership and People ManagementTeaching Note for product OB-1299Starting at €0.00
-
Defining Moments: Overheard at the Office - Teaching Note
Detert, James R.; Black, ChristinaTeaching Note DARDEN-OB-1212TN-ELeadership and People ManagementTeaching Note for product OB-1212Starting at €0.00
-
Defining Moments: Pay Scales - Teaching Note
Detert, James R.; Black, ChristinaTeaching Note DARDEN-OB-1215TN-ELeadership and People ManagementTeaching Note for product OB-1215Starting at €0.00
-
Fired Fairly?
Detert, James R.; Cullen, Kevin; Rosen, EvanExercise DARDEN-OB-1368-ELeadership and People ManagementThis case presents students with the issue of whether Black college football coaches are fired fairly. Students are asked to use the provided data set to think through the various prompts about building the model they would test, including considering the dependent and independent variables and their initial hypothesis.Starting at €8.20
-
Should We Go For It?
Detert, James R.; Cullen, Kevin; Taubenfeld, BrittonCase DARDEN-OB-1364-ELeadership and People ManagementThis case follows Sarah Johnson, who has just accepted the position as an intern in the offensive analytics division for the Dallas Cowboys. After gathering all the data she could find for the NFL between 2000 and 2016, she works to analyze the best option for the team when it comes to deciding what to do on a fourth down.Starting at €8.20
-
Are We Sacrificing by Sacrificing
Detert, James R.; Cullen, KevinCase DARDEN-OB-1363-ELeadership and People ManagementThe game of baseball offers a team’s manager relatively few tactical decisions to affect their team’s chances of winning on any given day. The manager chooses the batting lineup and where the fielders are positioned; the pitchers who start the game and apStarting at €8.20
-
Get the Boss to Buy In (Spanish version)
Ashford, Susan J.; Detert, James R.Article HBS-R1501EStrategyFor organizations to prosper, managers in the middle ranks must feel empowered to identify and promote the need for change. People at this level gather valuable intelligence from direct contact with customers, suppliers, and colleagues; they can often see when the market is ripe for a certain offering, for instance, or spot signs that a partnership won't work. But for many reasons, ranging from a fear of negative consequences to compliance with...Starting at €8.20
-
Debunking Four Myths About Employee Silence
Detert, James R.; Burris, Ethan R.; Harrison, David A.Article HBS-F1006B-ELeadership and People ManagementThe most common reason workers aren't frank with you isn't fear of retribution. It's a sense of futility.Starting at €8.20
-
Can Your Employees Really Speak Freely
Detert, James R.; Burris, Ethan R.Article HBS-R1601F-ELeadership and People ManagementNo matter how approachable you may be as a manager, chances are good that your employees are withholding valuable intelligence from you. Research shows that many people are more likely to keep mum than to raise important questions or suggest new ideas. Companies use a variety of tactics to get people to open up, like "climate" surveys and all-staff feedback sessions. But they usually fall short for two key reasons: a fear of consequences and a ...Starting at €8.20