Search results
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Barilla SpA (A) (Spanish version)
Hammond, Janice H.Case HBS-603S20Service and Operations ManagementBarilla SpA, an Italian manufacturer that sells to its retailers largely through third-party distributors, experienced widely fluctuating demand patterns from its distributors during the late 1980s. This case describes a proposal to address the problem by implementing a continuous replenishment program, under which the responsibility for determining shipment quantities to the distributors would shift from the distributors to Barilla. Describes su...Starting at €8.20
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The Transit Point Experiment (Spanish version)
Hammond, Janice H.; Kelly, MauraCase HBS-615S09Service and Operations ManagementMerloni Elettrodomestici is a leading Italian manufacturer of domestic appliances. In 1986, an exposition for Merloni customers is scheduled at its Milano regional warehouse. During the two-month period preceding the event, when the warehouse must be free of inventory, the company conducts a "transit point" experiment. Each day, a truckload of products from the company's central warehouse is sent to Milano, where it is immediately transferred to ...Starting at €8.20
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ChemBright, Inc. (Spanish Version)
Hammond, Janice H.Case HBS-604S11Service and Operations ManagementChemBright es una pequeña empresa de nueva creación dedicada a la fabricación de productos químicos de uso doméstico de marca privada. La compañía vende sus productos a cadenas de supermercados en el área de Nueva Inglaterra. Su estrategia se basa en una ventaja de costos basado en la logística significativos. Las decisiones de los casos primarios son: 1) cómo la empresa debe responder a una guerra de precios iniciada por un fuerte competidor, y ...Starting at €8.20
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Are You a Good Boss-or a Great One
Hill, Linda A.; Lineback, KentArticle HBS-R1101K-ELeadership and People ManagementManage yourself. Who you are as a person, the beliefs and values that drive your actions, and especially how you connect with others all matter to the people you must influence. Manage your network. Effective managers know they cannot avoid conflict and competition among organizational groups; they build and nurture ongoing relationships. Manage your team. Team members need to know what's required of them collectively and individually and what t...Starting at €8.20
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Collective Genius
Hill, Linda A.; Brandeau, Greg; Truelove, Emily; Lineback, KentArticle HBS-R1406G-EHow can leaders build an organization that is capable of innovating continually over time? By creating a community that is both willing and able to innovate. To be willing, the community must share a sense of purpose, values, and rules of engagement. When Luca de Meo was Volkswagen's head of marketing communication, he fostered a sense of purpose in his team by asking its members to reflect on what being part of VW meant to them; strengthened the...Starting at €8.20
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Where Are You on Your Journey?: Becoming the Great Boss You Want to Be
Hill, Linda A.; Lineback, KentBook Chapter HBS-7308BC-EStrategyAre you a good boss, striving to become a great one? According to authors Linda Hill and Kent Lineback, becoming a great boss is a journey of years-not weeks or months-that requires you to master three imperatives: manage yourself, manage your network, anStarting at €8.20
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I'm the Boss!: Don't Depend on Your Formal Authority-Why Recognizing the Benefits and Pitfalls of Power Is Essential to Being a Great Boss
Hill, Linda A.; Lineback, KentBook Chapter HBS-7310BC-EKnowledge and CommunicationMany managers take an authoritarian "do this, do that" approach with their people-not necessarily because they want to be controlling, but because they believe exercising authority is the most efficient way to get results. What approach do you take with the people you manage? In this chapter, authors Linda Hill and Kent Lineback explore the nature of formal authority-what it is, the common misconceptions about it, what its limitations are, and wh...Starting at €8.20
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Can People Trust You?: Influence Begins with Trust-Why Earning the Trust of Others Is Key to Becoming a Great Boss
Hill, Linda A.; Lineback, KentBook Chapter HBS-7315BC-EKnowledge and CommunicationWhat's it like to work for you? How do people experience you, especially in tense situations? Do they know they'll be treated fairly, supportively, and with respect? Or are they always on their guard, wondering how you'll respond to everyday problems? In this chapter, authors Linda Hill and Kent Lineback explain why the kind of person you are directly affects the people you manage-the quality of the work they do, their level of care and commitmen...Starting at €8.20
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Understand the Reality of Your Organization: You Need Influence to Make Your Team Effective-Why Engaging the Larger Organization Is Imperative to Becoming a Great Boss
Hill, Linda A.; Lineback, KentBook Chapter HBS-7316BC-EStrategyHow savvy are you about organizations? If you're naturally inclined to seek out partners and create coalitions, you're lucky, because the failure to work effectively in organizations can derail your journey to becoming a great boss. In this chapter, authoStarting at €8.20
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Define the Future: Manage for a World of Change-Why Leading Toward the Future Is Imperative to Becoming a Great Boss
Hill, Linda A.; Lineback, KentBook Chapter HBS-7322BC-EStrategyDo you and the people you lead know where you're going? Have you defined a clear purpose and the goals you must achieve along the way? Do you keep your purpose and goals constantly in mind as you carry out your everyday work? Leading toward the future isStarting at €8.20