Case | HBS Case Collection | 2002 (Revised from original 1975 version)

Elizabeth Best (A)

Abstract

New political appointee with years of volunteer experience takes over highly responsible job in state government and is met with bureaucratic resistance.

Keywords: Government Administration; Organizational Structure; Attitudes; Groups and Teams; Human Resources; Jobs and Positions; Prejudice and Bias; Public Administration Industry;

Format: Print

7 pages

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Citation:

Skinner, Wickham, and Ardis Burst. "Elizabeth Best (A)." Harvard Business School Case 675-123, April 2002. (Revised from original February 1975 version.)

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Case | HBS Case Collection | 1991 (Revised from original 1975 version)

Elizabeth Best (B)

Wickham Skinner and Ardis Burst

Describes what a new political appointee with years of volunteer experience did in office.

Keywords: Government and Politics; Organizational Structure; Management Skills; Public Administration Industry;

Citation:
Skinner, Wickham, and Ardis Burst. "Elizabeth Best (B)." Harvard Business School Case 675-124, December 1991. (Revised from original February 1975 version.)

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Case | HBS Case Collection | 1991 (Revised from original version)

Elizabeth Best (C)

Wickham Skinner and Ardis Burst

Discusses a problem that confronted the appointee later--how to get a large, complex job accomplished without evident resources.

Keywords: Projects; Problems and Challenges;

Citation:
Skinner, Wickham, and Ardis Burst. "Elizabeth Best (C)." Harvard Business School Case 675-125, December 1991. (Revised from original February 1975 version.)

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Case | HBS Case Collection | 1991 (Revised from original 1975 version)

Elizabeth Best (D)

Wickham Skinner and Ardis Burst

Describes how and what she did to accomplish the job.

Keywords: Public Administration Industry;

Citation:
Skinner, Wickham, and Ardis Burst. "Elizabeth Best (D)." Harvard Business School Case 675-126, December 1991. (Revised from original February 1975 version.)

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Case | HBS Case Collection | 2006 (Revised from original 2003 version)

Elizabeth Parker (A)

Tiziana E. Casciaro, Wickham Skinner and David Krackhardt

A new political appointee with years of volunteer experience takes over a highly responsible job in the state government and is met with bureaucratic inertia. Describes a successful strategy to overcome organizational resistance to change.

Keywords: Public Sector; Leading Change; Managerial Roles; Organizational Change and Adaptation; Conflict and Resolution; Power and Influence;

Citation:
Casciaro, Tiziana E., Wickham Skinner, and David Krackhardt. "Elizabeth Parker (A)." Harvard Business School Case 404-043, May 2006. (Revised from original August 2003 version.)

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Treadway Tire's plant in Lima, Ohio must confront strong job dissatisfaction and high turnover among its line foremen. The foremen are caught in the middle of an adversarial relationship between the union and management, and they must cope with the needs and interests of both. They also perceive limited opportunity for career advancement. Solving the problem requires rethinking the philosophy that guides workforce management and changing the Treadway culture that has grown up around that philosophy. Facing mounting pressure to reduce costs and increase productivity, director of human resources Ashley Wall must work quickly to analyze the root causes of the problem and provide an action plan to reduce turnover of the line foreman segment.

A new political appointee with years of volunteer experience takes over a highly responsible job in the state government and is met with bureaucratic inertia. Describes a successful strategy to overcome organizational resistance to change.

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Elizabeth Best (A)

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