Professional Essays Writer Power and Influence: Achieving Your Objectives in Organizations

Elizabeth Long Lingo, Kathleen L. McGinn

Leadership & Managing People

Power is the potential to mobilize energy. This rather neutral definition does not address the issues of how to exercise power or to what ends. The answers to these questions determine the ultimate value of an individual’s power. This note is written to help readers analyze the social system in which their power exists and their influence will be used. Following the guidelines presented, a careful analysis of the social system in which an individual operates, and an assessment of that individual’s desires and objectives within the social system, may help maximize the development of power and the effective use of influence.

Networking

Professional Essays Writer Dream Big Academy Charter School (A)

Liz Livingston Howard, Matthew Shaw

Leadership & Managing People

This case examines the leadership challenges associated with budget shortfalls in a young nonprofit organization. The school leader must decide how to close the budget gap and implement the decision. Case A focuses on the decision-making process and the associated communication between the school leaders and the teaching staff. The staff is dissatisfied with the decision and writes a letter of complaint to the Board of Directors. Case B focuses on the Board of Directors’ reaction to the letter and the situation’s resolution.

Leadership, Social enterprise, Strategy

Professional Essays Writer Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center (A)

David A. Garvin, Michael A. Roberto

Leadership & Managing People

On January 7, 2002, Paul Levy became CEO of the Beth Israel Deaconess Medical Center, a troubled organization, in serious financial difficulty. This case describes the situation Levy inherited, his negotiations prior to taking the job, and his first six months as CEO.

Communication, Corporate governance, Decision making, Leadership, Managing people

Professional Essays Writer Henry Tam and the MGI Team

Jeffrey T. Polzer, Ingrid Vargas, Hillary Anger Elfenbein

Leadership & Managing People

Within a short time frame, seven diverse team members assemble to write a business plan for a new company and struggle to define their roles, make decisions together, and resolve conflict. Henry Tam, a second-year Harvard MBA student, who joins an aspiring start-up company and a fellow classmate to enter the school’s business plan contest. The founders of the company are two internationally accomplished musicians and a 1987 Harvard MBA, all Russian, who are trying to create, produce, and sell a unique computer-based music game. Conflict builds as the team generates a range of ideas about how to market their product, but has trouble agreeing on which ideas to pursue. Henry Tam wrestles with how to fix the problems that have hindered the team’s progress.

Collaboration, Communication, Conflict, Customers, Diversity, Entrepreneurship, IT, Leadership, Leading teams

Professional Essays Writer Lehman Brothers (A): Rise of the Equity Research Department

Ashish Nanda, Boris Groysberg, Lauren Prusiner

Leadership & Managing People

Under Jack Rivkin’s leadership, Shearson Lehman’s research department rose from relative obscurity to the highest ranking research department on Wall Street within three years. When Rivkin is promoted to head of equity, he wonders how to succeed in his new position. A rewritten version of an earlier case.

Human resource management , Leadership, Strategy execution

Professional Essays Writer A.P. Moller – Maersk Group: Evaluating Strategic Talent Management Initiatives

Boris Groysberg, Sarah L. Abbott

Leadership & Managing People

In 2012, Bill Allen and Maria Pejter, of Maersk Group’s Human Resources Department, sat down to consider some key aspects of Maersk’s talent management strategy. Headquartered in Copenhagen, Maersk was a global conglomerate with large shipping and oil & gas businesses. Among the talent management issues being discussed: an increase an employee turnover; internal training and development programs; hiring experienced talent from outside the firm; rehiring former employees (“boomerangs”); and increasing employee diversity.

Collaboration, Developing employees, Diversity, Employee retention, Hiring, Organizational structure, Risk management, Strategy execution, Talent management

Professional Essays Writer Disruption in Detroit: Ford, Silicon Valley, and Beyond

Ernest Gundling

Leadership & Managing People

This case focuses on the Ford Motor Company in Spring 2016 and how its current CEO, Mark Fields, and his senior management team should best respond to several emerging disruptive technologies that will ultimately force the automaker to modify its current business model. These disruptive technologies includes electric vehicles, connectivity autonomous vehicles, car ownership and use, and emergence of subcompact cars. Having experienced a successful financial turnaround under the leadership of its prior CEO, Alan Mulally, during and after the 2008-09 recession, Ford must now decide whether its current investment in responding to these new emerging technologies is too much, too little or just right. As Ford considers the degree of its response, it also faces new competitors in the fast-changing automotive landscape — besides its traditional automaker rivals like General Motors, Toyota and Hyundai — that now includes the Google, Apple and Tesla from the Silicon Valley as well as BYD and LeEco from China. Ford’s history of innovation in response to past opportunities and challenges during its history is also discussed.

Change management, Disruptive innovation, Leadership, Technology