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Sedalia Engine Plant (A, B)

Authors: Beer, Michael; Spector, Bert A.
Product Type: Cases
Source: Harvard Business School
Publication Year: 1993

[This document has not yet been rated] 2547 views

The new plant manager must deal with the problems and potentials contained in this highly participatory management style plant...

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Video: People Express Decline: Interview with Don Burr

Authors: Beer, Michael; Holland, Philip
Product Type: Cases; Multimedia; Interviews
Source: Harvard Business School
Publication Year: 1989

[This document has not yet been rated] 2059 views

Presents an interview with Don Burr, CEO, as he reviews his account of how and why People Express failed as a corporation and was ultimately sold to Continental Airlines.

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People Express Airlines: Rise and Decline

Author: Beer, Michael
Product Type: Cases
Source: Harvard Business School Premier Case Collection
Publication Year: 1990

[This document has not yet been rated] 2010 views

This case describes the innovative approach to organizing and managing employees by People Express and describes the company's eventual demise.

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Engstrom Auto Mirror Plant: Motivating in Good Times and Bad

Authors: Beer, Michael; Collins, Elizabeth
Product Type: Cases
Source: Harvard Business Publishing Brief Cases
Publication Year: 2008

[This document has not yet been rated] 1862 views

In May 2007, the Engstrom Auto Mirrors plant, a relatively small supplier based in Indiana, faces a crisis. Sales had started to decline in 2005; a year later, plant manager Ron Bent had been forced to lay off more than 20 percent of the work force...

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Leading Change

Author: Beer, Michael
Product Type:
Source:
Publication Year: 1988

[This document has not yet been rated] 1224 views

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Celeritas, Inc.: Leadership Challenges in a Fast-Growth Industry

Authors: Beer, Michael; Vargas, Ingrid
Product Type: Cases
Source: Harvard Business Publishing Brief Cases
Publication Year: 2011

[This document has not yet been rated] 1162 views

Having experienced rapid growth since its founding in 2003, Celeritas has recently seen sales decline and has begun to lose market share along with its status as the top player. The CEO, concerned about several problems that may have contributed to this decline, engages an organizational development consultant who leads the firm's senior vice presidents through a two-day offsite exercise in team building...

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Merck Latin America (A, B, C, D)

Authors: Beer, Michael; Weber, James
Product Type: Cases
Source: Harvard Business Publishing
Publication Year: 2002

[This document has not yet been rated] 950 views

Introduces Grey Warner, the vice president of Merck's Latin America region, and his efforts to improve the organizational effectiveness of the region and to introduce a more global business culture and values. Discusses Merck's ethics and values, its Latin American organization, the change methodologies used, and the political and economic conditions in the region.

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SMA

Micro-Electronic Products Division (A, B, C)

Authors: Beer, Michael; Tushman, Michael L.
Product Type: Cases
Source: Harvard Business Publishing
Publication Year: 2005

[This document has not yet been rated] 946 views

The Micro-Electronic Products Division of SMA has financial and organizational problems. Conflict and lack of coordination exist between functional groups. Employees do not have a sense of direction and morale is low. The cause of these problems is found in a change in business environment followed by change in organization and management. A rewritten version of an earlier case.

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Promise and Peril in Implementing Pay for Performance: A Report on Thirteen Natural Experiments

Working Paper 02-064

Authors: Beer, Michael; Cannon, Mark D.
Product Type: Research Notes / Working Papers
Source: Harvard Business School
Publication Year: 2002

[This document has not yet been rated] 869 views

We studied the implementation of thirteen experiments in pay for performance that were initiated by local management in a high-commitment company.

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Hewlett-Packard

Culture in Changing Times

Authors: Beer, Michael; Khurana, Rakesh; Weber, James
Product Type: Cases
Source: Harvard Business School
Publication Year: 2005

[This document has not yet been rated] 828 views

HP had been a highly successful and respected company for decades. It was well known for its company culture and management practices--the HP way--which emphasized both profits and people. Changing markets, strong competitors, and the growth of its computer business, however, battered the company in the mid-1990s. To turn things around, HP hired Carly Fiorina, the first outsider to lead the company.

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