Human Resources Management - 73



Abstract: People are integral to an organization, so taking their personal lives and issues into consideration should be common practice. Pearson Director for People Sir David Bell believes that providing the framework for Human Resources Management - 73 a good work/life balance fosters better relationships and a higher commitment to the company.
Geographic Setting: United Kingdom; United States
Industry Setting: Publishing industry
Subjects: ^ NO SUBJECTS(KEYWORDS)
Length: 5 min
Year New: 2006

R0706Z
Title Human Resources Management - 73: We Googled You (HBR Case Commentary)
Author(s): Coutu, Diane L.; Palfrey, John G. , Jr.; boyd, danah m. ; Joerres, Jeffrey A.; Fertik, Michael
Publication Date: 06/01/2007
Product Type: Harvard Business Review Article
Abstract: As the Human Resources Management - 73 CEO of Hathaway Jones, an American luxury apparel retailer, Fred Westen has spent the past four years struggling to revamp his company's stodgy image and boost flagging sales. He's Human Resources Management - 73 just announced an ambitious plan to elbow in on China's fast-growing luxury goods market when he gets a call from an old prep school friend. Fred agrees to meet Human Resources Management - 73 his friend's daughter, Mimi Brewster, to see whether she might be able to head up the company's flagship store in Shanghai. Fred is impressed by Mimi's CV, and the interview Human Resources Management - 73 goes off without a hitch, but a routine Гугл search turns up information about her that could affect the company's performance in China. News stories and photos reveal that when Mimi was fresh Human Resources Management - 73 out of college, she'd participated in nonviolent but vocal demonstrations--including one in front of China's San Francisco consulate--against the World Trade Organization. As the vice president Human Resources Management - 73 of HR urges caution, Fred ponders hiring practices in the digital age. He knows that nothing is secret anymore--especially among younger people, who brazenly post the most intimate details of their lives for Human Resources Management - 73 the world to see. If he hires Mimi, and her past conduct becomes widely known, his company's expansion overseas could be set back. But rising stars like Mimi Human Resources Management - 73 don't walk in the door every day. Should Fred hire her despite her online history? May be used with: (R0706X) We Googled You (HBR Case Study).
Subjects: ^ NO SUBJECTS(KEYWORDS)
Length Human Resources Management - 73: 5p
Year New: 2007

R0706A
Title: We Googled You (HBR Case Study and Commentary)
Author(s): Coutu, Diane L.; Joerres, Jeffrey A.; Fertik, Michael ; Palfrey, John G. , Jr.; boyd, danah m.
Publication Date Human Resources Management - 73: 06/01/2007
Product Type: Harvard Business Review Article
Abstract: As the CEO of Hathaway Jones, an American luxury apparel retailer, Fred Westen has spent the past four years struggling to revamp his company's stodgy image and Human Resources Management - 73 boost flagging sales. He's just announced an ambitious plan to elbow in on China's fast-growing luxury goods market when he gets a call from an old prep school friend. Fred Human Resources Management - 73 agrees to meet his friend's daughter, Mimi Brewster, to see whether she might be able to head up the company's flagship store in Shanghai. Fred is impressed by Mimi's Human Resources Management - 73 CV, and the interview goes off without a hitch, but a routine Гугл search turns up information about her that could affect the company's performance in China. News Human Resources Management - 73 stories and photos reveal that when Mimi was fresh out of college, she'd participated in nonviolent but vocal demonstrations--including one in front of China's San Francisco consulate--against the World Trade Organization Human Resources Management - 73. As the vice president of HR urges caution, Fred ponders hiring practices in the digital age. He knows that nothing is secret anymore--especially among younger people, who brazenly Human Resources Management - 73 post the most intimate details of their lives for the world to see. If he hires Mimi, and her past conduct becomes widely known, his company's expansion overseas could be set Human Resources Management - 73 back. But rising stars like Mimi don't walk in the door every day. Should Fred hire her despite her online history?
Subjects: ^ NO SUBJECTS(KEYWORDS)
Length: 9p
Year New: 2007

R0706X
Title: We Googled You Human Resources Management - 73 (HBR Case Study)
Author(s): Coutu, Diane L.
Publication Date: 06/01/2007
Product Type: Harvard Business Review Article
Abstract: As the CEO of Hathaway Jones, an American luxury apparel retailer, Fred Westen has spent the Human Resources Management - 73 past four years struggling to revamp his company's stodgy image and boost flagging sales. He's just announced an ambitious plan to elbow in on China's fast-growing Human Resources Management - 73 luxury goods market when he gets a call from an old prep school friend. Fred agrees to meet his friend's daughter, Mimi Brewster, to see whether she might be able to Human Resources Management - 73 head up the company's flagship store in Shanghai. Fred is impressed by Mimi's CV, and the interview goes off without a hitch, but a routine Гугл search turns up information Human Resources Management - 73 about her that could affect the company's performance in China. News stories and photos reveal that when Mimi was fresh out of college, she'd participated in nonviolent but vocal demonstrations Human Resources Management - 73--including one in front of China's San Francisco consulate--against the World Trade Organization. As the vice president of HR urges caution, Fred ponders hiring practices in the digital age. He knows that nothing Human Resources Management - 73 is secret anymore--especially among younger people, who brazenly post the most intimate details of their lives for the world to see. If he hires Mimi, and her past Human Resources Management - 73 conduct becomes widely known, his company's expansion overseas could be set back. But rising stars like Mimi don't walk in the door every day. Should Fred hire her despite her online Human Resources Management - 73 history? May be used with: (R0706Z) We Googled You (HBR Case Commentary).
Subjects: ^ NO SUBJECTS(KEYWORDS)
Length: 5p
Year New: 2007

403S01
Title: Webster Industries (A), Spanish Version
Author(s): Thomas, R. Roosevelt, Jr.
Publication Human Resources Management - 73 Date: 01/01/1976
Product Type: LACC Case
Abstract: The manufacturing manager of Webster's largest division is told to cut his managerial payroll by 15%. Provides company background data and a description of the manufacturing manager Human Resources Management - 73's reactions to the proposed reduction. Provides the students with an opportunity to design a strategy for making the reduction decisions and also to discuss some of the difficulties inherent Human Resources Management - 73 in a large reduction of force. Also contains a detailed description of Webster's performance appraisal system and may be used to stimulate discussion of measurement systems.
^ Geographic Setting: Georgia
Industry Setting: Textile Human Resources Management - 73 industry
Company Size: large
Gross Revenues: $1.7 billion sales
Subjects: Layoffs; Managerial selection; Organizational problems; Performance appraisal; Textiles; Work force management
Length: 18p
Supplementary Materials: LACC Supplement, (403S02), 7p, by R. Roosevelt Thomas Jr.

476110
^ Title: Webster Industries (A)
Author(s Human Resources Management - 73): Thomas, R. Roosevelt, Jr.
Publication Date: 01/01/1976
Revision Date: 12/21/1988
Product Type: Case (Field)
Abstract: The manufacturing manager of Webster's largest division is told to cut his managerial payroll by 15%. Provides company background Human Resources Management - 73 data and a description of the manufacturing manager's reactions to the proposed reduction. Provides the students with an opportunity to design a strategy for making the reduction decisions and Human Resources Management - 73 also to discuss some of the difficulties inherent in a large reduction of force. Also contains a detailed description of Webster's performance appraisal system and may be used to stimulate discussion Human Resources Management - 73 of measurement systems.
^ Geographic Setting: Georgia
Industry Setting: Textile industry
Company Size: large
Gross Revenues: $1.7 billion sales
Subjects: Layoffs; Managerial selection; Organizational problems; Performance appraisal; Textiles; Work force management
Length: 18p
Supplementary Materials: Teaching Note, (485008), 6p, by Michael Beer, Bert A Human Resources Management - 73. Spector; Supplement (Field), (476111), 6p, by R. Roosevelt Thomas Jr.

403S02
^ Title: Webster Industries (B), Spanish Version
Author(s): Thomas, R. Roosevelt, Jr.
Publication Date: 01/01/1976
Product Type: LACC Supplement
Abstract: Supplements the Human Resources Management - 73 (A) case. Must be used with: (403S01) Webster Industries (A), Spanish Version.
Industry Setting: Textile industry
Subjects: Layoffs; Managerial selection; Organizational problems; Performance appraisal; Textiles; Work force management
Length: 7p

476111
Title: Webster Industries (B)
Author(s Human Resources Management - 73): Thomas, R. Roosevelt, Jr.
Publication Date: 01/01/1976
Revision Date: 06/29/1983
Product Type: Supplement (Field)
Abstract: Supplements the (A) case. Must be used with: (476110) Webster Industries (A).
Geographic Setting: Georgia
Industry Setting: Textile industry
Company Size: large
Gross Revenues: $1.7 million Human Resources Management - 73 sales
Subjects: Layoffs; Managerial selection; Organizational problems; Performance appraisal; Textiles; Work force management
Length: 6p
Supplementary Materials: Teaching Note, (485008), 6p, by Michael Beer, Bert A. Spector

593030
^ Title: Wegmans: The Work-Scholarship Connection Program
Author(s): Goldberg, Ray Human Resources Management - 73 A.; Willis, Vincent N.
Publication Date: 09/22/1992
Product Type: Case (Field)
Abstract: Wegmans is appalled at the educational system in Rochester, New York. In cooperation with store and local authorities Human Resources Management - 73 they create a mentoring, employment and training program that becomes a model for an industry, community, and nation.
^ Geographic Setting: United States
Industry Setting: Food industry; Retail industry
Company Size: large
Number of Employees: 18,000
Gross Revenues: $1.5 billion Human Resources Management - 73 revenues
Subjects: Community relations; Corporate responsibility; Employee training; Higher education; Mentors; Supermarkets
Length: 42p

679093
Title: Westin Scientific Corp.
Author(s): Skinner, C. Wickham; Rikert, David C.
Publication Date: 04/01/1979
Product Type: Case (Field)
Abstract: Briefly Human Resources Management - 73 describes Westin Scientific and then presents a variety of situations faced by Fred Kellom during his first weeks as vice president of employee relations at Westin. Students are asked to identify Human Resources Management - 73 issues he must deal with, to prioritize them, and to suggest action steps.
^ Geographic Setting: California
Industry Setting: Energy; High technology
Gross Revenues: $50 million sales
Subjects: Growth strategy; High technology products; Management of professionals; Personnel Human Resources Management - 73 policies
Length: 15p

492026
Title: Westinghouse Commercial Nuclear Fuel Division
Author(s): Beer, Michael; Gabriel, Lisa K.
Publication Date: 02/26/1992
Product Type: Case (Field)
Abstract: In the early 1980s the Westinghouse Commercial Nuclear Fuel Division (CNFD) was Human Resources Management - 73 projecting a zero growth rate; the last order for a new nuclear fuel facility had been placed in 1977. Faced with the prospect of refueling rather than building nuclear fuel facilities, a much more competitive market Human Resources Management - 73, division management introduced steps to change the culture of the division, focusing on quality improvement. The case describes the process over a ten year period, including the design of quality improvement Human Resources Management - 73 measures, the implementation, and the efforts involved in an ongoing process.
^ Geographic Setting: Pittsburg, PA
Industry Setting: Nuclear energy
Company Size: Fortune 500
Number of Employees: 2,400
Subjects: Corporate strategy; Organizational change; Quality control
Length: 22p

86212
Title: What Arbitrators Human Resources Management - 73 Think About Technology Replacing Labor
Author(s): Sibbernsen RD
Publication Date: 03/01/1986
Product Type: Harvard Business Review Article
Abstract: In management, keeping up with the times means bringing in new equipment to ensure high performance Human Resources Management - 73. It also means adopting new work structures so that out-of-date manning customs and shop floor regulations that have resulted from collective bargaining will not get in the way of efficiency Human Resources Management - 73. For management, the payoff is a rise in profit margins and effective competition in world markets. For employees, the payoff is a better chance of having job security. Most arbitrators do Human Resources Management - 73 not allow unions to bootstrap wage schedules, seniority, or recognition clauses but do see them as the basis for companies' obligation to act fairly.
Subjects: Labor relations; Technological change
Length: 6p

94209
^ Title: What Asbestos Taught Human Resources Management - 73 Me About Managing Risk
Author(s): Sells, Bill
Publication Date: 03/01/1994
Product Type: Harvard Business Review Article
Abstract: As a manager and executive with Johns-Manville, Bill Sells witnessed one of the greatest management blunders of the Human Resources Management - 73 twentieth century. This blunder was denial, and in the end it took thousands of lives, destroyed an industry, and wiped out as much as 98% of stockholder equity. From today's perspective Human Resources Management - 73, it hardly matters what and when Manville knew about asbestos. Modern liability standards seem to hold that the company should have known. When the author was promoted to head Manville's fiberglass Human Resources Management - 73 division, with asbestos virutally banned, fiberglass had become its chief source of revenue. When fiberglass too came under suspicion as a health hazard, the author used the lessons he had learned Human Resources Management - 73 in asbestos to implement a policy of product stewardship; intensive workplace monitoring; full disclosure; assiduous communication with customers, workers, regulators, and the media; and an active scientific research program. Studies now indicate that fiberglass Human Resources Management - 73 is safe. Sales and profits indicate that product stewardship is a source of competitive advantage.
^ Geographic Setting: Canada; United States
Industry Setting: Fiberglass industry; Mining, metal & mineral industries
Event Year Start: 1960
Subjects Human Resources Management - 73: Chemicals; Corporate responsibility; Legal aspects of business; Liability; Product safety; Risk management
Length: 9p

89404
Title: What Business Can Learn from Nonprofits
Author(s): Drucker, Peter F.
Publication Date: 07/01/1989
Product Type: Harvard Business Review Article
Abstract Human Resources Management - 73: The Salvation Army's effectiveness is characteristic of the best nonprofit organizations; in motivating knowledge workers and raising their productivity they are pioneers. In successful nonprofit enterprises amateurs are being replaced with unpaid Human Resources Management - 73 staff members, many of whom are managers and professionals in their for-pay jobs. They volunteer because they believe in the mission; they stay because they are given responsibility for meaningful Human Resources Management - 73 tasks, held accountable for their performance and rewarded with training and the chance to take on more demanding assignments.
Subjects: Motivation; Nonprofit organizations; Personnel selection; Professionals
Length: 6p

87610
Title: What Can CEOs Do for Displaced Workers Human Resources Management - 73?
Author(s): Perkins, Donald S.
Publication Date: 11/01/1987
Product Type: Harvard Business Review Article
Abstract: Many U.S. corporations are shedding operations that are doing poorly, are superfluous because of mergers, or are Human Resources Management - 73 obsolete because of a strategy of streamlining and returning to the "core" business. Often the human element is forgotten. The plight of white- and blue-collar employees who have lost jobs because Human Resources Management - 73 of a management decision is not considered a top priority. When the Stroh Brewery closed a 70-year-old facility in Detroit after acquiring Schlitz and its five modern plants, 1,159 jobs were eliminated. The company Human Resources Management - 73 set up an elaborate job-search and placement apparatus to help ease the trauma for employees who would be turned out.
Subjects: Layoffs; Personnel management; Shutdowns
Length: 4p

R0901H
^ Title: What Can Human Resources Management - 73 Coaches Do for You?
Author(s): Coutu, Diane; Kauffman, Carol
Publication Date: 01/01/2009
Product Type: Harvard Business Review Article
Abstract: Today's business leaders increasingly rely on coaches for help in understanding how to act Human Resources Management - 73 in a demanding and volatile world. These confidants and advisers can earn up to $2,000 per hour. To understand what they do to merit that money, HBR conducted a survey of 140 leading coaches and invited Human Resources Management - 73 five experts to comment on the findings. Commentators and coaches agreed that the reasons for engaging coaches have evolved over the past decade. Ten years ago, most companies hired a coach Human Resources Management - 73 to help fix toxic behavior at the top. Today, most coaching is about developing the capabilities of high-potential performers or acting as a sounding board. As a result of Human Resources Management - 73 this broader mission, there's a lot more fuzziness around coaching engagements, whether it be with regard to how coaches define the scope of engagements, how they measure and report on progress Human Resources Management - 73, and what credentials a company should look for when selecting a coach. Do companies and executives get value from their coaches? When we asked coaches to explain the healthy growth of their industry, they said Human Resources Management - 73 that clients keep coming back because "coaching works." Yet the survey results also suggest that the industry is fraught with conflicts of interest, blurry lines between what is best Human Resources Management - 73 handled by coaches and what should be left to mental health professionals, and sketchy mechanisms for monitoring the effectiveness of a coaching engagement. The bottom line: Coaching as a business tool continues to gain legitimacy Human Resources Management - 73, but the fundamentals of the industry are still very much in flux. In this market, as in so many others today, we have to conclude that the old saw still applies Human Resources Management - 73: Buyer beware!
Subjects: ^ NO SUBJECTS(KEYWORDS)
Length: 9p

6044BC
Title: What Coaching Is All About: Its Place in Management
Author(s): School Press, Harvard Business
Publication Date: 08/10/2004
Product Type: HBS Press Chapter
Abstract: As companies increase Human Resources Management - 73 their фокус on developing employees' skills and performance, they rely more on formal and informal on-the-job training, including coaching, to develop those capacities. Being a successful coach is based on three Human Resources Management - 73 components: technical help, personal support, and individual challenge. This chapter defines coaching and explains the benefits of effective coaching. May be used with: (6051BC) Preparing to Coach: Keep your Eyes, Ears, and Mind Human Resources Management - 73 Open; (6075BC) Discussion: Where Minds Meet; (6082BC) Active Coaching and Follow-Up: Getting down to Business; (6105BC) Becoming a Better Coach: Beyond the Basics; (6112BC) Executive Coaching: When Bosses Need Help; (6136BC Human Resources Management - 73) Mentoring and Management: Developing Human Assets; (6143BC) The Right Match: Advice for Matchmakers; (6150BC) Being an Effective Mentor: And a Receptive Protege; (6167BC) Women and Minorities: Special Mentoring Challenges Human Resources Management - 73; (6174BC) Beyond Traditional Mentoring: Peers and Networks.
Subjects: ^ NO SUBJECTS(KEYWORDS)
Length: 19p
List Price: $6.95
Year New: 2006

93606
Title: What Do Men Want?
Author(s): Kimmel, Michael S.
Publication Date: 11/01/1993
Product Type: Harvard Business Review Human Resources Management - 73 Article
Abstract: A new organization man has emerged, one who wants to be an involved father with no loss of income, prestige, and corporate support - and no diminished sense of manhood. But since Human Resources Management - 73 many companies still deem dedication to career the sole marker of professional success, this new man may believe he has to hide his participation at home. Not surprisingly, the compromises мейд by the Human Resources Management - 73 new organization man bear a striking resemblance to those of the new organization women. And just as many senior managers now recognize that they'll lose their most ambitious women if they don Human Resources Management - 73't develop strategies to accommodate family needs, corporations may also lose their best and brightest men if they don't address the needs of the 1990s man.
Subjects: Business Human Resources Management - 73 & society; Careers & career planning; Families & family life; Personnel policies; Social change; Values
Length: 9p

F0712A
Title: What Health Consumers Want
Author(s): Calkins, Caroline; Sviokla, John
Publication Date: 12/01/2007
Product Type: Harvard Business Review Article
Abstract: Consumers of health care constitute Human Resources Management - 73 a highly diverse market, but the idea that companies might segment customers and profit by addressing their varied needs seems almost foreign to the health industry. You can tap hidden Human Resources Management - 73 value by making use of patterns in the demand for health products and services, especially if you segment consumers according to health and wealth at the same time.
Industry Setting: Health Human Resources Management - 73 care industry
Subjects: ^ NO SUBJECTS(KEYWORDS)
Length: 4p
Year New: 2007

94102
Title: What Is Business's Social Compact?
Author(s): Avishai, Bernard
Publication Date: 01/01/1994
Product Type: Harvard Business Review Article
Abstract: Today's managers feel that a once Human Resources Management - 73 clear separation between public and private sectors has broken down. Specifically, managers are spending heavily on education and training and wondering if this is their responsibility. In answering this question, the author looks Human Resources Management - 73 back to Adam Smith's "The Wealth of Nations" and industrial capitalism's first social compact. As work became increasingly simplified under what Smith called the division of labor, the level of Human Resources Management - 73 education that management required of its workforce declined. According to Smith, business managers were only responsible for providing the most rudimentary elements of education. Avishai goes on to examine business's social contract Human Resources Management - 73 in a competitive environment that has superseded the division of labor. In the foreseeable future, virtually every business will фокус on continuous learning and will therefore have both an obligation to Human Resources Management - 73 support teaching and an opportunity to profit from it.
^ Industry Setting: Higher education
Subjects: Business & society; Corporate responsibility; Employee training; Higher education; Social enterprise
Length: 8p

484086
Title: What Is Your Subordinate Doing to You Human Resources Management - 73?
Author(s): Kets de Vries, Manfred F.R.; Miller, Danny
Publication Date: 04/18/1984
Product Type: Note
Abstract: Explores transference, a concept taken from psychotherapy. Transference occurs when an individual, usually unconsciously, treats a current relationship Human Resources Management - 73 as though it were an important relationship from the past. Three common types of transference are discussed as they occur in an organizational setting.
Subjects: Human behavior; Interpersonal relations; Superior & subordinate
Length: 11p

73409
Title: What Human Resources Management - 73 It's Like to Be a Black Manager
Author(s): Jones, Edward W., Jr.
Publication Date: 07/01/1973
Product Type: Harvard Business Review Article
Abstract: Blacks with executive potential can face enormous acceptance problems in Human Resources Management - 73 a predominantly white organization. The personal experience of a black employee, moving from a management trainee position to area manager in a large corporation, highlights specific problems and provides constructive suggestions to corporations Human Resources Management - 73 interested in recruiting blacks for management positions.
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