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FlyZone: Engineering Team
FlyZone: Engineering Team
Collection: Darden School of BusinessThis exercise is intended to demonstrate key concepts of design and interpersonal dynamics within and between coordinating teams. It is based on the example of the "Gimli Glider," an Air Canada aircraft that ran out of fuel and crash-landed in 1983 because of a series of errors caused by an incorrect fuel calculation when converting between the metric system (kilos) and the imperial system (pounds
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FlyZone: Design Team
FlyZone: Design Team
Collection: Darden School of BusinessThis exercise is intended to demonstrate key concepts of design and interpersonal dynamics within and between coordinating teams. It is based on the example of the "Gimli Glider," an Air Canada aircraft that ran out of fuel and crash-landed in 1983 because of a series of errors caused by an incorrect fuel calculation when converting between the metric system (kilos) and the imperial system (pounds
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Why Is the Universe Against Me? (A) and (B) (Abridged)
Why Is the Universe Against Me? (A) and (B) (Abridged)
Collection: Darden School of BusinessHasn’t everyone at some point felt as if the universe was conspiring against his or her success? This case narrative tracks the story of Emmett Taylor, an operations manager for a bottling company, as a snow and ice storm bears down on his southeastern U.S. plant. Taylor is already plagued by stress caused by all facets of his life—family, work, and personal health—and this storm is no exception.
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Why Is the Universe Against Me? (A)
Why Is the Universe Against Me? (A)
Collection: Darden School of BusinessHasn’t everyone at some point felt as if the universe was conspiring against his or her success? This case narrative tracks the story of Emmett Taylor, an operations manager for a bottling company, as a snow and ice storm bears down on his southeastern U.S. plant. Taylor is already plagued by stress caused by all facets of his life—family, work, and personal health—and this storm is no exception.
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Why Is the Universe Against Me? (B)
Why Is the Universe Against Me? (B)
Collection: Darden School of BusinessThis B case continues the story of Emmett Taylor, an operations manager for a bottling company, as he decides what to do after an ice storm causes inventory holdups and an accident involving one of his employees. Taylor, plagued by stress, imagines himself on the golf course—a place he’s found tranquility in recent months—and he also seeks advice from an unlikely source.
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Conflict Management in Teams
Conflict Management in Teams
Collection: Darden School of BusinessSuccessful teams have three things in common: (1) they meet their performance goals, (2) their members feel satisfied that they are learning/benefiting from being a part of the team, and (3) the process the team uses to collaborate sets it up for future success. Recent research, however, suggests that only about 25% of teams meet these criteria. The rest of the teams typically experience less-than
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The Influence of Cultural Values in Business Practice
The Influence of Cultural Values in Business Practice
Collection: Darden School of BusinessCulture is a highly complex set of learned behaviors that function at multiple levels. Cultural challenges go beyond overcoming language differences and navigating different national legal systems. Cultural values interlock with many national systems, which influence the way business is developed and how deals are made. Managers who understand how to navigate such differences are in high demand.
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Conflict Management in Teams: For Military and Government
Conflict Management in Teams: For Military and Government
Collection: Darden School of BusinessDespite the hierarchical power structures in the military and government, as they reach more senior levels, leaders routinely operate in peer-to-peer teams. These environments require the ability to negotiate complex group dynamics—a skill which often goes undeveloped in typical hierarchies. Groups that succeed over time have three things in common: (1) they meet their performance goals, (2) their
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Sold—to the Highest Bidder in Japan: Operational Challenges ...
Sold—to the Highest Bidder in Japan: Operational Challenges and Culture
Collection: Darden School of BusinessMost talented executives can recognize when an acquisition has strategic or financial benefits, and in this case, the decision to be acquired was an appropriate exit strategy for a successful start-up. Peter Street's start-up had been growing quickly and was building a reputation for reliability in a booming industry when a Japanese firm offered to pay a premium for the U.S. firm. Having done busi
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Confronting Directly and Indirectly: Are You Attuned to Noti...
Confronting Directly and Indirectly: Are You Attuned to Notice?
Collection: Darden School of BusinessHow we voice our disagreements may say a lot about our cultural influences. Confrontations are not always angry fights; sometimes they happen when there is a need to deliver bad news, or to say no to what another person is asking of you. Many managers ask questions such as "What is the right way to say no to a boss?" "What is the right way to challenge or oppose someone else's opinion?" "What is t
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The Global Software Team: Jugaad Needed
The Global Software Team: Jugaad Needed
Collection: Darden School of BusinessThe Global Networks Company (GNC), headquartered in Boston, Massachusetts, made its global footprint in India in 1994 by establishing a presence in Bangalore. Although mainly a sales support office, GNC grew name recognition from its contracts with India's government to help build nationwide networks. Not quite 20 years later, GNC decided to further invest in India and tapped a manager from the Bo
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Team Conflict: The "Chatty" Accusation at the Customer Suppo...
Team Conflict: The "Chatty" Accusation at the Customer Support Call Center
Collection: Darden School of BusinessThis case is used in Darden's core "Leading Organizations" course and is appropriate for MBA, Executive MBA, GEMBA, and executive education programs. The manager of a baby product company's global customer support center observes friction among her staff about the only Central American employee on the team, whom the North American team members accuse of increasing their call response rate time—t
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