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Author: Beer, Michael
YOUR SEARCH PRODUCED 13 MATCHES.
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
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...
Champion International
Authors: Beer, Michael; Weber, James
Product Type: Cases
Source: Harvard Business School
Publication Year: 2000
Richard Olson, a long-tenured employee, was named CEO of Champion in 1996. Champion had been conducting an organizational transformation since the early 1980s that could be considered successful on most operational and social measures. However, due to industry dynamics, success on the financial side has been harder to achieve.
Hewlett-Packard
Authors: Beer, Michael; Khurana, Rakesh; Weber, James
Product Type: Cases
Source: Harvard Business School
Publication Year: 2005
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.
SMA
Authors: Beer, Michael; Tushman, Michael L.
Product Type: Cases
Source: Harvard Business Publishing
Publication Year: 2005
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.
Merck Latin America (A, B, C, D)
Authors: Beer, Michael; Weber, James
Product Type: Cases
Source: Harvard Business Publishing
Publication Year: 2002
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.
Whitbread Hotel Co. (A, B)
Authors: Beer, Michael; Weber, James
Product Type: Cases
Source: Harvard Business School Publishing
Publication Year: 2003
Alan Parker has developed an effective organization using organizational fitness profiling and other change methodologies. Parker knows that as Whitbread continues to grow, both internally and through acquisitions, the company will have to change its organization structure and management practices. The case describes how Parker managed the change process and involved a large number of employees in discovering the barriers holding the company back from achieving its strategic vision and in devising ways to overcome them.
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
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...
Do Incentives Work? The Perceptions of Senior Executives from Thirty Countries
Authors: Beer, Michael; Katz, Nancy
Product Type: Research Notes / Working Papers
Source: Harvard Business School
Publication Year: 1998
A significant development in executive compensation is the increasing use of performance-based bonuses.
Promise and Peril in Implementing Pay for Performance: A Report on Thirteen Natural Experiments
Authors: Beer, Michael; Cannon, Mark D.
Product Type: Research Notes / Working Papers
Source: Harvard Business School
Publication Year: 2002
We studied the implementation of thirteen experiments in pay for performance that were initiated by local management in a high-commitment company.
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
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.
People Express Airlines: Rise and Decline
Author: Beer, Michael
Product Type: Cases
Source: Harvard Business School Premier Case Collection
Publication Year: 1990
This case describes the innovative approach to organizing and managing employees by People Express and describes the company's eventual demise.
Leading Change
Author: Beer, Michael
Product Type:
Source:
Publication Year: 1988
Sedalia Engine Plant (A, B)
Authors: Beer, Michael; Spector, Bert A.
Product Type: Cases
Source: Harvard Business School
Publication Year: 1993
The new plant manager must deal with the problems and potentials contained in this highly participatory management style plant...
YOUR SEARCH PRODUCED 13 MATCHES.