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		<title>Book Notes on Management Cases, Revised Edition</title>
		<link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition</link>
		<description>Book Notes on Management Cases, Revised Edition from Scribilus</description>
		<language>en-us</language>
		<pubDate>Tue, 07 Sep 2010 07:00:00 GMT</pubDate>
		<lastBuildDate>Tue, 07 Sep 2010 07:00:00 GMT</lastBuildDate>
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		<ttl>240</ttl>
		<image><title>Book Notes on Management Cases, Revised Edition</title><url>http://www.scribilus.com/app/bookimg/41gGlIWjf1L._SL160_.jpg</url><link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition</link></image>
		<item>
			<title><![CDATA[Alfred P Sloan (CEO of GM from 1920 to 1955) wa... (Chapter 26 Quote)]]></title>
			<link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition?u=1&amp;v=4&amp;c=26</link>
			<description><![CDATA[Alfred P Sloan (CEO of GM from 1920 to 1955) was courteous but formal with everyone in him management team. He never used first names. His philosophy was that a CEO must be objective and impartial. "He must be absolutely tolerant and pay no attention to how a man does his work, let a lone whether he likes a man or not. The only criteria must be performance and character." (page 125) --scribilus]]></description>
			<pubDate>Sat, 03 Oct 2009 23:01:10 GMT</pubDate>
			<guid>http://www.scribilus.com/app/notes.aspx?id=367&amp;mo=633901824702700000</guid>
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			<title><![CDATA[Callahan Associates' strengths are:
1. Their f... (Chapter 2 Idea)]]></title>
			<link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition?u=1&amp;v=4&amp;c=2</link>
			<description><![CDATA[Callahan Associates' strengths are:
1. Their focus on improving the shopping experience (emphasis on friendliness).
2. Their commitment to employee involvement and loyalty (growth and profit sharing). (page 14) --scribilus]]></description>
			<pubDate>Sun, 26 Apr 2009 01:00:24 GMT</pubDate>
			<guid>http://www.scribilus.com/app/notes.aspx?id=289&amp;mo=633762792248830000</guid>
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		<item>
			<title><![CDATA[Callahan Associates is a successful chain of su... (Chapter 2 Quote)]]></title>
			<link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition?u=1&amp;v=4&amp;c=2</link>
			<description><![CDATA[Callahan Associates is a successful chain of supermarkets, garden centers, home-service centers, and greeting cards. When Bill Callahan, the founder and CEO, proposed two promising areas for expansion, outdoor wear and family restaurants, he encountered a split executive committee. Half was opposed to the "fashion" industry, and the other half to "personal services". (page 11) --scribilus]]></description>
			<pubDate>Sun, 26 Apr 2009 01:00:15 GMT</pubDate>
			<guid>http://www.scribilus.com/app/notes.aspx?id=287&amp;mo=633762792156030000</guid>
		</item>
		<item>
			<title><![CDATA[How should Callahan Associates determine "what ... (Chapter 2 Question)]]></title>
			<link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition?u=1&amp;v=4&amp;c=2</link>
			<description><![CDATA[How should Callahan Associates determine "what we are, what we can do, and what we believe in?" (page 14) --scribilus]]></description>
			<pubDate>Sun, 26 Apr 2009 00:55:31 GMT</pubDate>
			<guid>http://www.scribilus.com/app/notes.aspx?id=288&amp;mo=633762789319330000</guid>
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		<item>
			<title><![CDATA[The genius of this system is that it simultaneo... (Chapter 1 Idea)]]></title>
			<link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition?u=1&amp;v=4&amp;c=1</link>
			<description><![CDATA[The genius of this system is that it simultaneously increased employee productivity, retention, work-life flexibility, morale, and skill-level. People regard an interest in their growth (via training) as a benefit, and reciprocate with higher engagement and loyalty, leading to greater productivity.

However, such a drastic change in work scheduling requires rare imagination, a leap of faith, and the will to implement it, particularly when it requires up-front investments.

The current philosophy of "at-will employment" is a cultural barrier to firms (particularly Western ones) making large investments in employee training. Why pay for training when you can just poach trained employees from your competitors? It seems that such a paternalistic system can only succeed in larger firms with long career-paths and already high employee loyalty. (page 7) --scribilus]]></description>
			<pubDate>Tue, 21 Apr 2009 06:34:09 GMT</pubDate>
			<guid>http://www.scribilus.com/app/notes.aspx?id=275&amp;mo=633758672490670000</guid>
		</item>
		<item>
			<title><![CDATA[What in human nature accounts for Y-K's success... (Chapter 1 Question)]]></title>
			<link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition?u=1&amp;v=4&amp;c=1</link>
			<description><![CDATA[What in human nature accounts for Y-K's success? Why isn't it more widely adopted? What barriers prevent it being adopted in your company? (page 7) --scribilus]]></description>
			<pubDate>Tue, 21 Apr 2009 06:18:27 GMT</pubDate>
			<guid>http://www.scribilus.com/app/notes.aspx?id=273&amp;mo=633758663079200000</guid>
		</item>
		<item>
			<title><![CDATA[This resulted in a doubling of revenue, due to ... (Chapter 1 Quote)]]></title>
			<link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition?u=1&amp;v=4&amp;c=1</link>
			<description><![CDATA[This resulted in a doubling of revenue, due to increased productivity. (page 6) --scribilus]]></description>
			<pubDate>Tue, 21 Apr 2009 06:18:04 GMT</pubDate>
			<guid>http://www.scribilus.com/app/notes.aspx?id=274&amp;mo=633758662848900000</guid>
		</item>
		<item>
			<title><![CDATA[In addition, Y-K pays for up to 70% of addition... (Chapter 1 Quote)]]></title>
			<link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition?u=1&amp;v=4&amp;c=1</link>
			<description><![CDATA[In addition, Y-K pays for up to 70% of additional employee training. (page 7) --scribilus]]></description>
			<pubDate>Tue, 21 Apr 2009 06:15:25 GMT</pubDate>
			<guid>http://www.scribilus.com/app/notes.aspx?id=272&amp;mo=633758661252030000</guid>
		</item>
		<item>
			<title><![CDATA[Y-K adopted its Four crew/Two shift system in r... (Chapter 1 Quote)]]></title>
			<link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition?u=1&amp;v=4&amp;c=1</link>
			<description><![CDATA[Y-K adopted its Four crew/Two shift system in response to an economic downturn. Under this system, team's alternatively work 12-hour day shifts for 4 days, take a 3 day break, followed by 1 day of training, then a night shift. (page 5) --scribilus]]></description>
			<pubDate>Tue, 21 Apr 2009 06:14:40 GMT</pubDate>
			<guid>http://www.scribilus.com/app/notes.aspx?id=271&amp;mo=633758660804700000</guid>
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		<item>
			<title><![CDATA[Yuhan-Kimberly, a manufacturer, defines its "pe... (Chapter 1 Quote)]]></title>
			<link>http://www.scribilus.com/app/books.aspx/management-cases-revised-edition?u=1&amp;v=4&amp;c=1</link>
			<description><![CDATA[Yuhan-Kimberly, a manufacturer, defines its "performance pyramid" as:
1. High productivity (top of pyramid) 
2. Lifelong learning paradigm
3. Four crew/Two-shift system
4. Respect for humans (base) (page 4) --scribilus]]></description>
			<pubDate>Tue, 21 Apr 2009 06:11:40 GMT</pubDate>
			<guid>http://www.scribilus.com/app/notes.aspx?id=270&amp;mo=633758659002230000</guid>
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