YOUR SEARCH :
Topic: Workforce Management / Employment Relationship
YOUR SEARCH PRODUCED 946 MATCHES. PAGE 6 of 95 Items 51-60 of 946
Managing Diversity at Spencer Owens & Co.
Authors: Ely, Robin J.; Vargas, Ingrid
Product Type: Cases
Source: Harvard Business School
Publication Year: 2006
Spencer Owens & Co, a disguised consulting firm, focuses on domestic and international economic development. As an extension of the firm's commitment to social justice, 20 years ago, Spencer Owens management introduced an affirmative action hiring and promotion program...
Managing Diversity at Cityside Financial Services
Authors: Ely, Robin J.; Vargas, Ingrid
Product Type: Cases
Source: Harvard Business School
Publication Year: 2006
Cityside Financial Services, a disguised consumer bank, serves both a largely African-American urban community and a more affluent, predominantly white clientele. To match the gender and racial makeup of its staff to that of its customers, Cityside's sales division implemented an aggressive affirmative action hiring program...
Everyday High Health Costs; One Giant's Struggle Is Corporate America's, Too
Author: Abelson, Reed
Product Type: Magazine / Newspaper Articles
Source: The New York Times
Publication Year: 2005
Back in the spring, amid relentless criticism that Wal-Mart Stores was failing to provide affordable health care to employees, executives at the company decided to take a detailed look at its benefits. Wal-Mart knew its health costs were spiraling upward out of control, said M. Susan Chambers, the senior executive who led the initiative, but it was surprised to discover that its critics had a point...
Adam Baxter Co./Local 190 Contract Negotiation
Authors: Medvec, Victoria; McGinn, Kathleen L.
Product Type: Cases
Source: Harvard Business School
Publication Year: 1996
This case helps students to develop an understanding of the complexities of management/labor relations; to develop negotiation skills in ongoing team negotiations over time.
Virginia Mason Medical Center
Authors: Bohmer, Richard M.J.; Ferlins, Erika M.
Product Type: Cases
Source: Harvard Business School Publishing
Publication Year: 2008
In 2000, Dr. Gary Kaplan became CEO of the Virginia Mason Medical Center in Seattle, Washington. The hospital was facing significant challenges: It was losing money for the first time in its history, staff morale had plummeted, and area hospitals presented ardent competition. Considerable change was imminent...
General Motors: Acting Strategically?
Authors: Conklin, David W.; Cadieux, Danielle
Product Type: Cases
Source: Richard Ivey School of Business
Publication Year: 2009
General Motors had a history of bold strategies in a wide variety of areas, including the creation of Saturn, the development of global operations and the formation of strategic alliances with Fiat, SAIC and Daewoo...
McKay Nursery Company (A, B)
Authors: Meyer, Kathleen A.; Pochop, Laura; Weiss, Stephanie
Product Type: Cases
Source: The Business Enterprise Trust
Publication Year: 1996
McKay Nursery Co., founded in 1897 in Waterloo, WI, had a longstanding history of commitment to employees. The close-knit organization was a pioneer in the agricultural industry of several employee-friendly policies. But in the early 1980s, as McKay's owners grew older and senior management neared retirement, the next generation of managers feared for the future of the profitable, debt-free company...
Infosys Technologies Ltd: Accounting for Human Capital (A2)
Authors: Cohen, Jacob; Hawkins, David F.; Raver, Jenifer
Product Type: Cases
Source: INSEAD
Publication Year: 2007
The case highlights the issue of human capital accounting. Corporations regularly argue that employees are their most valuable asset. The case explores the methods for valuing this human capital asset and highlights arguments for and against the practice of capitalising it on companies' balance sheets.
The Poletown Dilemma
Author: Nichols III, Charles A.
Product Type: Cases
Source: Harvard Business School
Publication Year: 1989
Senior management of General Motors must select a site for a new assembly plant to replace two plants located in Detroit. The economics strongly favor a site in an adjacent state. However, a relocation would have substantial, negative impacts...
Renault-Nissan
Author: Morosini, Piero
Product Type: Cases
Source: European School of Management and Technology
Publication Year: 2006
The press and industry analysts were nearly unanimous in their disapproval of the alliance, which one observer referred to as 'a marriage of desperation for both parties.' By March 2004, Renault's investment was worth US$18.4 billion, and was regarded as a successful model by competitors, practitioners and business schools. How did Renault and Nissan achieve this remarkable turnaround?
YOUR SEARCH PRODUCED 946 MATCHES. PAGE 6 of 95 Items 51-60 of 946