How can a company keep a key bunch of rebels?
Article Abstract:
A hypothetical case is described in which the top management of a petrochemicals trading operation of a large, diversified chemical concern considers abandoning the parent company and striking out on its own by forming a new company. The petrochemical trading company was the lone successful operation of the parent's five firms, and its success was primarily the result of the managers who were brought in and told to even out fluctuations in the manufacturing process. Their request for bonuses and the creation of a separate subsidiary in which they could buy shares was rejected, but they were still unsure of breaking out and starting their own firm. It is recommended that the managers bring in an outside arbitrator to resolve the issues that divide them from the parent company.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1985
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Management games move back towards reality
Article Abstract:
More recently developed management games tend to be designed for particular companies or industries, and many firms have foresaken management games in lieu of what they consider more practical in-house projects. One analyst claims that current management games rely too strongly on invented information and tend to teach mathematical ability more than strategic thinking. Chris Elgood, author of Handbook of management games, believes that the future of management games lies not in the creation of ever-new ones but in the improved use of those that already exist. Examples are provided of games that show the growing sophistication of their design and the growing specialization demanded by users.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1985
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Should CEO go through with South African contract?
Article Abstract:
A hypothetical case is described in which the CEO of a diversified electronics company must decide whether to enter into a contract with South Africa that would supply the country with military equipment. The secrecy of the negotiations is broken when a newspaper learns of the deal, and on the eve of the contract signing, the CEO must decide whether the risk of losing a much larger contract with a U.S. defense contractor is greater than the benefits of the South African contract. It is recommended that the CEO sign the South African contract since passing on the deal would not guarantee the larger U.S. deal.
Publication Name: International Management
Subject: Business, international
ISSN: 0020-7888
Year: 1985
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