John J. Gabarro

UPS Foundation Professor of Human Resource Management, Emeritus

Contact:

(617) 495-6635

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Jack Gabarro is Baker Foundation Professor in Organizational Behavior at the Harvard Business School where he has also served as UPS Foundation Professor of Human Resource Management.

Gabarro's research has focused on leadership, executive succession, professional service firms, and organizational change.  He is the author or co-author of eight books including When Professionals Have to Lead with Thomas DeLong and Robert Lees (Harvard Business School Press, 2007), Breaking Through with David Thomas, which won the 2001 George Terry Prize, given by the Academy of Management for contribution to management theory and practice and the Dynamics of Taking Charge which won the New Perspectives in Leadership Award and was named one of the best business books of the year by the Wall Street Journal.  Gabarro is also a recipient of the McKinsey Foundation Award and the Johnson Smith Knisely Foundation Award for research on executive leadership.  His current research focuses on leadership in professional service firms.

Gabarro has taught in Harvard's MBA, Executive and Doctoral Programs.  He has served as faculty chair of Harvard's International Senior Management Program, twice as head of its Organizational Behavior Unit and most recently as faculty chair of HBS Executive Education's Advanced Management Program.

Gabarro has worked with a number of firms including Credit Suisse,  Ernst & Young, Ford Motor Co., Goldman Sachs, IBM, Morgan Stanley, and General Electric, where he served as lead consultant for GE Capital's workout initiative.  He is currently a director of Towers Watson & Co., having previously served as a director of Jupiter Saturn Holding Co., Watson Wyatt & Co., the Wyatt Company, and Town and Country.

Gabarro completed his MBA, doctorate and post-doctoral work at Harvard before joining its faculty. 

(See also John Gabarro and Jack Gabarro)

Publications

Books

  1. Managing Your Boss

    Managing your boss: Isn't that merely manipulation? Corporate cozying up? Not according to John Gabarro and John Kotter. In this handy guidebook, the authors contend that you manage your boss for a very good reason: to do your best on the job—and thereby benefit not only yourself but also your supervisor and your entire company. Your boss depends on you for cooperation, reliability, and honesty. And you depend on him or her for links to the rest of the organization, for setting priorities, and for obtaining critical resources. By managing your boss—clarifying your own and your supervisor's strengths, weaknesses, goals, work styles, and needs—you cultivate a relationship based on mutual respect and understanding. The result? A healthy, productive bond that enables you both to excel. Gabarro and Kotter provide valuable guidelines for building this essential relationship—including strategies for determining how your boss prefers to process information and make decisions, tips for communicating mutual expectations, and tactics for negotiating priorities. Thought provoking and practical, "Managing Your Boss" enables you to lay the groundwork for one of the most crucial working relationships you'll have in your career.

    Keywords: Communication; Decision Making; Information Management; Managerial Roles; Negotiation Tactics; Performance Productivity; Personal Development and Career; Relationships; Personal Characteristics;

    Citation:

    Gabarro, John J., and John P. Kotter. Managing Your Boss. Paperback ed. Harvard Business Review Classics. Harvard Business School Press, 2008. View Details
  2. When Professionals Have to Lead: A New Model for High Performance

    For too long, professional services firms (PSFs) have relied on the "producer-manager" model, which works well in uncomplicated business environments. However, today's managing directors must balance conflicting roles, more demanding clients, tougher competitors, and associates with higher expectations of partners at all levels. "Leadership in Professional Services Firms" presents an overarching framework better suited to such complexity. It identifies the four critical activities for effective PSF leadership: setting strategic direction, securing commitment to this direction, facilitating execution, and setting a personal example. Through examples from consulting practices, accounting firms, investment banks, and other professional service organizations, industry veterans DeLong, Gabarro, and Lees show how this model works to: align your firm's culture and key organizational components; satisfy your clients' needs without sacrificing essential managerial responsibilities; and address matters of size, scale, and complexity while maintaining the qualities that make professional services firms unique. A valuable new resource, this book redefines the role of leadership in professional services firms.

    Keywords: Leadership; Management Practices and Processes; Service Operations; Performance Effectiveness; Strategy;

    Citation:

    DeLong, Thomas J., John J. Gabarro, and Robert Lees. When Professionals Have to Lead: A New Model for High Performance. Harvard Business School Press, 2007. View Details
  3. Breaking Through: The Making of Minority Executives in Corporate America

    Keywords: Talent and Talent Management; Management Practices and Processes; Diversity Characteristics; United States;

    Citation:

    Thomas, D. A., and John J. Gabarro. Breaking Through: The Making of Minority Executives in Corporate America. Boston, MA: Harvard Business School Press, 1999. View Details
  4. Managing People and Organizations

    Keywords: Management Practices and Processes;

    Citation:

    Gabarro, J. J., ed. Managing People and Organizations. Boston, MA: Harvard Business School Press, 1992. View Details
  5. The Dynamics of Taking Charge

    Keywords: Leadership;

    Citation:

    Gabarro, John J. The Dynamics of Taking Charge. Boston: Harvard Business School Press, 1987. View Details
  6. Managing Behavior in Organizations

    Keywords: Behavior;

    Citation:

    Schlesinger, Leonard A., Robert G. Eccles and John J. Gabarro, eds. Managing Behavior in Organizations. New York: McGraw-Hill, 1983. View Details
  7. Teaching Interpersonal Behavior

    Keywords: Interpersonal Communication; Behavior;

    Citation:

    McCaskey, Michael B., John J. Gabarro, and Louise Cahill-Dettrich. Teaching Interpersonal Behavior. Englewood Cliffs: Prentice Hall, 1979. View Details
  8. Interpersonal Behavior

    Keywords: Interpersonal Communication; Behavior;

    Citation:

    Athos, Anthony, and John J. Gabarro, eds. Interpersonal Behavior. Englewood Cliffs: Prentice Hall, 1978. View Details

Journal Articles

  1. Why Mentoring Matters in a Hypercompetitive World

    Keywords: Competition; Relationships;

    Citation:

    DeLong, Thomas J., John J. Gabarro, and Robert Lees. "Why Mentoring Matters in a Hypercompetitive World." Special Issue on HBS Centennial. Harvard Business Review 86, no. 1 (January 2008). View Details
  2. Juggling Isn't the Same As Leading

    Keywords: Leadership;

    Citation:

    DeLong, Thomas J., John J. Gabarro, and Robert Lees. "Juggling Isn't the Same As Leading." American Lawyer (December 2007): 124–130. (Excerpt from the book When Professionals Have to Lead.) View Details
  3. Managing Your Boss

    The best way to make a major impact in your organization? Forge a strong relationship with your boss. You'll get the support and resources you need to put your great ideas into action. But "managing up" isn't easy. For example, if you're reporting to a new CEO, you stand a good chance of finding yourself out the door. In this unique situation, it's vital to make the right first impression and swiftly establish your value. Equally challenging, it's not always clear what actions and attitudes your boss expects from you—or how he prefers to communicate and make decisions. This Harvard Business Review collection provides the guidebook you'll need to build a positive bond with your boss. You'll find suggestions for starting off on the right foot with a new supervisor, demonstrating the behaviors he expects, and discerning his work-style preferences. "Managing up" isn't manipulation. It's the surest route to giving your boss the cooperation he needs—and getting the resources you need to excel on the job.

    Keywords: Organizations; Relationships; Value; Behavior; Communication; Decisions;

    Citation:

    Gabarro, John J., and John P. Kotter. "Managing Your Boss." Managing Up, 2nd Edition (HBR Article Collection). Harvard Business Review 85, no. 5 (May 2007). View Details
  4. When a New Manager Takes Charge

    Keywords: Management Succession;

    Citation:

    Gabarro, John J. "When a New Manager Takes Charge." Harvard Business Review 85, no. 1 (January 2007). View Details
  5. Managing Your Boss

    Keywords: Management;

    Citation:

    Gabarro, John J., and John P. Kotter. "Managing Your Boss." Harvard Business Review 83, no. 1 (January 2005). View Details
  6. Managing Superiors in Leadership for New Managers

    Keywords: Leadership; Management;

    Citation:

    Gabarro, John J., and John P. Kotter. "Managing Superiors in Leadership for New Managers." Special Issue on Business Fundamentals. Harvard Business Review (2001). View Details
  7. Leadership for New Managers

    Keywords: Leadership; Management;

    Citation:

    Hill, Linda A., J. J. Gabarro, and J. Kotter. "Leadership for New Managers." Business Fundamentals as Taught at the Harvard Business School (1998). View Details
  8. Retrospective Commentary on: 'Managing Your Boss'

    Keywords: Management;

    Citation:

    Gabarro, John J., and J. P. Kotter. "Retrospective Commentary on: 'Managing Your Boss'." Harvard Business Review 72, no. 1 (January–February 1994). View Details
  9. Managing Your Boss

    Keywords: Management; Employees;

    Citation:

    Gabarro, John J., and John P. Kotter. "Managing Your Boss." Harvard Business Review 71, no. 3 (May–June 1993): 150–157. View Details
  10. Retrospective Forty Years Later of Roethlisberger and Roger's Barriers and Gateways to Communication

    Keywords: Communication;

  11. Managing Your Boss: People are Your Most Important Asset

    Keywords: Management; Employees; Assets;

    Citation:

    Gabarro, John J. "Managing Your Boss: People are Your Most Important Asset." Harvard Business Review 68 (1990). (Special Issue.) View Details
  12. The Managerial Implications of Changing Work Force Demographics: A Scoping Study

    Keywords: Management; Demographics;

    Citation:

    Loveman, Gary W., John J. Gabarro, and Jay W. Lorsch. "The Managerial Implications of Changing Work Force Demographics: A Scoping Study." Human Resource Management 4, no. 4 (1989). View Details
  13. When a New Manager Takes Charge

    Keywords: Management;

    Citation:

    Gabarro, John J. "When a New Manager Takes Charge." Harvard Business Review 63, no. 3 (May–June 1985): 110–123. View Details
  14. Managing Your Boss

    Keywords: Management; Employees;

    Citation:

    Gabarro, John J., and John P. Kotter. "Managing Your Boss." Harvard Business Review 58, no. 1 (January–February 1980). View Details
  15. Socialization at the Top: How CEOs and Subordinates Develop Interpersonal Contracts

    Keywords: Management; Contracts; Society; Relationships;

    Citation:

    Gabarro, John J. "Socialization at the Top: How CEOs and Subordinates Develop Interpersonal Contracts." Organizational Dynamics 16, no. 2 (winter 1979). View Details
  16. Organizational Behavior for Executives

    Keywords: Management; Organizations; Behavior;

    Citation:

    Lewicki, Roy, and John J. Gabarro. "Organizational Behavior for Executives." Exchange: The Organizational Behavior Teaching Journal 4, no. 4 (1979). View Details
  17. Preface

    Citation:

    Gabarro, John J. "Preface." Special Issue on Leadership. Harvard Business Review 3 (1979). View Details
  18. Diagnosing Organization-Environmental Fit

    Keywords: Organizations;

    Citation:

    Gabarro, John J. "Diagnosing Organization-Environmental Fit." Education and Urban Society 6, no. 2 (February 1974). View Details
  19. An Organizational Contingency Theory for Education

    Keywords: Theory; Education;

    Citation:

    Derr, Brooklyn C., and John J. Gabarro. "An Organizational Contingency Theory for Education." Educational Administration Quarterly 20, no. 2 (spring 1972). View Details

Book Chapters

  1. When a New Manager Takes Charge

    Keywords: Management Succession;

    Citation:

    Gabarro, John J. "When a New Manager Takes Charge." In Harvard Business Review on the Tests of a Leader. Harvard Business School Press, 2007. View Details
  2. Prologue: Emerging Modern Law Firms

    Keywords: Legal Services Industry;

    Citation:

    Gabarro, John J. "Prologue: Emerging Modern Law Firms." In Managing the Modern Law Firm, edited by Laura Empson. Oxford University Press, 2007. View Details
  3. Managing Up

    Keywords: Management;

    Citation:

    Gabarro, John J., and John P. Kotter. "Managing Up." In Managing Yourself. 1st ed. Boston, MA: Harvard Business School Publishing, 2005. View Details
  4. Managing Relationships with Superiors

    Keywords: Rank and Position; Employee Relationship Management; Interpersonal Communication;

    Citation:

    Gabarro, J. J. "Managing Relationships with Superiors." In Encyclopedia of Career and Work Issues, edited by L. Jones. Phoenix: Oryx Press, 1992. View Details
  5. Understanding and Influencing Group Process

    Keywords: Groups and Teams; Power and Influence;

    Citation:

    Gabarro, John J., and Anne Harlan. "Understanding and Influencing Group Process." In Managing People and Organizations, edited by J. J. Gabarro. Boston, MA: Harvard Business School Press, 1992. View Details
  6. The Development of Working Relationships

    Keywords: Working Conditions; Relationships;

    Citation:

    Gabarro, John J. "The Development of Working Relationships." In Intellectual Teamwork: Social and Technological Bases of Collaborative Work, edited by C. Egido, J. Galesher, and R. E. Kraut. Hillsdale, NJ: Lawrence Erlbaum Associates, 1990. View Details
  7. Taking Charge

    Keywords: Leadership; Management;

    Citation:

    Gabarro, John J. "Taking Charge." In Designing and Managing Your Career. 1st ed. Edited by Harry Levinson. Boston: Harvard Business School Press, 1989. View Details
  8. Executive Leadership and Succession: The Process of Taking Charge

    Keywords: Management Teams; Leadership; Management Succession;

    Citation:

    Gabarro, John J. "Executive Leadership and Succession: The Process of Taking Charge." In The Executive Effect: Concepts and Methods for Studying Top Managers, edited by Donald C. Hambrick. New York: JAI Press, 1988. View Details
  9. The Development of Working Relationships

    Keywords: Working Conditions; Relationships;

    Citation:

    Gabarro, John J. "The Development of Working Relationships." In The Handbook of Organizational Behavior, edited by J. W. Lorsch. Englewood Cliffs, NJ: Prentice Hall, 1987. View Details
  10. Communication in One-to-One Relationships

    Keywords: Interpersonal Communication;

    Citation:

    Gabarro, John J. "Communication in One-to-One Relationships." In Managing Behavior in Organizations, edited by Leonard A. Schlesinger, Robert G. Eccles, and John J. Gabarro. New York: McGraw-Hill, 1983. View Details
  11. The Social Motives

    Keywords: Society; Motivation and Incentives;

    Citation:

    Gabarro, John J. "The Social Motives." In Managing Behavior in Organizations, edited by Leonard A. Schlesinger, Robert G. Eccles, and John J. Gabarro. New York: McGraw-Hill, 1983. View Details
  12. Some Preliminary Thoughts on Action Planning

    Keywords: Planning;

    Citation:

    Schlesinger, Leonard A., and John J. Gabarro. "Some Preliminary Thoughts on Action Planning." In Managing Behavior in Organizations, edited by Leonard A. Schlesinger, Robert G. Eccles, and John J. Gabarro. New York: McGraw-Hill, 1983. View Details
  13. Observing Group Process Dynamics

    Keywords: Groups and Teams; Research;

    Citation:

    Harlan, Anne, and John J. Gabarro. "Observing Group Process Dynamics." In Managing Behavior in Organizations, edited by Leonard A. Schlesinger, Robert G. Eccles, and John J. Gabarro. New York: McGraw-Hill, 1983. View Details
  14. Stages in Management Succession

    Keywords: Management Succession;

    Citation:

    Gabarro, John J. "Stages in Management Succession." In Research and Course Development Profile. Boston, MA: Harvard Business School Press, 1983. View Details
  15. Managing Communications and Conflict in Interpersonal Relationships

    Keywords: Interpersonal Communication; Conflict Management; Relationships;

    Citation:

    Gabarro, John J., and Cyrus F. Gibson. "Managing Communications and Conflict in Interpersonal Relationships." In Managing Organizational Behavior, edited by C.F. Gibson. Homewood, IL: Richard D. Irwin, 1980. View Details
  16. The Development of Trust, Influence and Expectations

    Keywords: Trust; Power and Influence; Performance Expectations;

    Citation:

    Gabarro, John J. "The Development of Trust, Influence and Expectations." In Interpersonal Behavior, edited by Anthony Athos and John J. Gabarro. Englewood Cliffs: Prentice Hall, 1978. View Details
  17. Organizational Adaptation to Environmental Change

    Keywords: Organizational Change and Adaptation; Situation or Environment;

    Citation:

    Gabarro, John J. "Organizational Adaptation to Environmental Change." In Organizational Systems: General Systems Approaches to Complex Organizations, edited by Frank Baker. Homewood, IL: Richard D. Irwin, 1974. View Details
  18. Sociotechnical and Cognitive Models

    Keywords: Cognition and Thinking; Mathematical Methods; Society; Technology;

    Citation:

    Allen, Stephen, and John J. Gabarro. "Sociotechnical and Cognitive Models." In Organization Planning, edited by Jay W. Lorsch and Paul R. Lawrence. Homewood, IL: Richard D. Irwin, 1972. View Details

Cases and Teaching Materials

  1. Tim Blanchard at Jones Mendel & Co. (Abridged)

    Tim Blanchard struggles to balance all the demands facing him as a partner of a consulting firm. He must decide how to serve clients, mentor his people, provide strategy and direction to the high-tech group, and spend time with family.

    Keywords: Business or Company Management; Management Style; Partners and Partnerships; Work-Life Balance; Problems and Challenges; Management Teams; Consulting Industry;

    Citation:

    Lorsch, Jay W., and John Gabarro. "Tim Blanchard at Jones Mendel & Co. (Abridged)." Harvard Business School Case 913-420, June 2013. (Revised October 2013.) View Details
  2. Jess Westerly at Kauflauf GmbH (Brief Case)

    Citation:

    Gabarro, John J., and Colleen Kaftan. "Jess Westerly at Kauflauf GmbH (Brief Case)." Harvard Business School Teaching Note 913-528, August 2012. View Details
  3. Jess Westerly at Kauflauf GmbH

    Jess Westerly is the assistant product owner of CRM applications for computer and office supply wholesalers and retailers at Kauflauf, a fast-growing provider of subscription enterprise software headquartered in Heidelberg, Germany. Only months into her job, outsider Westerly tries and fails to implement a change in field consultants' sales call patterns. Westerly had introduced the changes to the sales organization via a memo that outlined her directive and explained the reasons behind it. Field consultants immediately complained about the infringement on their decisions about how to spend their time and the insensitivity to the relationship-oriented nature of developing business. Three months later, sales statistics show little difference in calling patterns. After explaining, defending, and reshaping her stalled initiative, Waverly presents her amended proposal to key senior executives and is given three weeks to produce an implementation plan. If the plan is deemed acceptable, she will be asked to implement it.

    Keywords: Software; Organizational Culture; Organizational Change and Adaptation; Change Management; Leading Change; Behavior; Salesforce Management; Social and Collaborative Networks; Planning; Web Services Industry; Germany;

    Citation:

    Gabarro, John J., and Colleen Kaftan. "Jess Westerly at Kauflauf GmbH." Harvard Business School Brief Case 913-527, August 2012. View Details
  4. Erik Peterson at Biometra (A)

    Describes the problems facing a recent MBA graduate in his job as general manager of a medical device company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. A redisguised and updated version of earlier case 494-005, reflecting the challenges of managing in innovation/R&D-driven industries and across multiple international sites.

    Keywords: Business Subsidiaries; Leadership; Managerial Roles; Product Launch; Organizational Structure; Problems and Challenges; Medical Devices and Supplies Industry;

    Citation:

    Gabarro, John J., Thomas J. DeLong, and Jevan Soo. "Erik Peterson at Biometra (A)." Harvard Business School Case 411-031, July 2010. (Revised August 2011.) View Details
  5. Erik Peterson at Biometra (B)

    This one-paragraph case adds to the data presented in the (A) case. A redisguised and updated version of earlier case 494-006.

    Keywords: Business Units; Leadership; Management; Product Launch; Problems and Challenges;

    Citation:

    Gabarro, John J., Thomas J. DeLong, and Jevan Soo. "Erik Peterson at Biometra (B)." Harvard Business School Supplement 411-032, July 2010. (Revised August 2011.) View Details
  6. Erik Peterson at Biometra (D)

    Implicitly raises the question of what Peterson should do to extricate himself from his difficulties. Should he resign, go directly to his division's executive vice-president to seek relief, or attempt to clarify the situation within the company? A redisguised and updated version of earlier case 494-008.

    Keywords: Employee Relationship Management; Resignation and Termination; Leadership; Management; Product Launch; Problems and Challenges;

    Citation:

    Gabarro, John J., Thomas J. DeLong, and Jevan Soo. "Erik Peterson at Biometra (D)." Harvard Business School Supplement 411-034, August 2010. (Revised August 2011.) View Details
  7. Richard Jenkins at SciMat

    Written from the point of view of Richard Jenkins, the Executive Vice-President of Medical Devices at SciMat. Presents his reflections on the series of events leading to the firing of one of SciMat's general managers, Erik Peterson. A redisguised and updated version of earlier case 494-113.

    Keywords: Resignation and Termination; Managerial Roles; Situation or Environment; Perspective; Medical Devices and Supplies Industry;

    Citation:

    Gabarro, John J., Thomas J. DeLong, and Jevan Soo. "Richard Jenkins at SciMat." Harvard Business School Case 411-036, August 2010. (Revised August 2011.) View Details
  8. Erik Peterson at Biometra (C)

    Describes the outcome of Erik Peterson's meetings over the course of two days with a number of senior executives from the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised and updated version of earlier case 494-007.

    Keywords: Conferences; Leadership; Management; Product Launch; Problems and Challenges;

    Citation:

    Gabarro, John J., Thomas J. DeLong, and Jevan Soo. "Erik Peterson at Biometra (C)." Harvard Business School Supplement 411-033, August 2010. (Revised July 2011.) View Details
  9. Erik Peterson at Biometra (E)

    Presents the final outcome of the events. The Richard Jenkins at SciMat case presents a description from the executive vice-president's point of view of the series of events as reported in the Erik Peterson at Biometra (A), (B), (C), and (D) cases. The Jenkins at SciMat case can be assigned with Erik Peterson at Biometra (E) to give a broader perspective on Peterson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised and updated version of earlier case 494-009.

    Keywords: Decision Choices and Conditions; Leadership; Business or Company Management; Management Succession; Product Launch; Outcome or Result; Problems and Challenges; Behavior; Perspective;

    Citation:

    Gabarro, John J., Thomas J. DeLong, and Jevan Soo. "Erik Peterson at Biometra (E)." Harvard Business School Supplement 411-035, August 2010. (Revised July 2011.) View Details
  10. Jamie Turner at MLI, Inc.

    The case describes the evolution of an interpersonal mismatch between a previously successful manager, Jamie Turner, and his new boss, Pat Cardullo. Turner, a 32-year-old MBA graduate, has been recruited by Cardullo to be vice president of marketing and sales at Modern Lighting Industries, Inc. (MLI). MLI, a struggling regional distributor of industrial lighting systems and equipment based in Chicago, has recently been acquired by a division of the much larger San Diego-based Specialty Support Services (Triple S). Cardullo, the president of MLI, is the chief proponent of the Triple S acquisition, and he has told Turner to revive MLI, implying that if Turner succeeds he will soon advance to company president. It becomes apparent, however, that Cardullo and Turner have very different assumptions and expectations about turning MLI around. The case portrays Turner's developing problems and his unsuccessful attempts to resolve them, and also Cardullo's passage through several managerial challenges.

    Keywords: communication; Interpersonal relations; Superior & subordinate; Micro organizational behavior; performance management; Personal strategy & style; conflict management; Management Style; Conflict Management; Interpersonal Communication; Employee Relationship Management; Rank and Position; Performance; Communication Strategy; Personal Development and Career; Acquisition; Distribution Industry; Consumer Products Industry; San Diego; Chicago;

    Citation:

    Gabarro, John J., and Colleen Kaftan. "Jamie Turner at MLI, Inc." Harvard Business School Brief Case 114-254, February 2011. View Details
  11. Jamie Turner at MLI, Inc. (Brief Case)

    Teaching Note for 4254.

    Citation:

    Gabarro, John J., and Colleen Kaftan. "Jamie Turner at MLI, Inc. (Brief Case)." Harvard Business School Teaching Note 114-255, February 2011. View Details
  12. Organizational Alignment, Performance, and Change in Professional Service Firms

    This note describes the relationship between organizational alignment and performance in professional service firms and how to use McKinsey 7S Alignment to diagnose a firm's or practice's alignment, identify misalignments and determine how to bring about the changes needed to re-align.

    Keywords: Organizations; Alignment; Performance; Change; Service Industry;

    Citation:

    Gabarro, John J. "Organizational Alignment, Performance, and Change in Professional Service Firms." Harvard Business School Background Note 908-416, May 2008. (Revised May 2010.) View Details
  13. Developing an Effective Living Group

    Discusses the importance of living room groups (eight participants who share a living room) in Harvard Business School's Advanced Management Program developing into effective learning groups. The diversity of the groups is a strength, but only a conscious and concerted effort of group development can harness that strength. Outlines five steps in group development each team must take. Suggests that action learning, the skill the learning group must master to become effective, is also essential in their back-home organizations, given global competition and efficient markets. A rewritten version of an earlier note.

    Keywords: Executive Education; Groups and Teams; Competency and Skills; Learning; Diversity Characteristics; Growth and Development;

    Citation:

    Beer, Michael, John J. Gabarro, and Michael L. Tushman. "Developing an Effective Living Group." Harvard Business School Background Note 406-051, September 2005. (Revised March 2009.) View Details
  14. Wolfgang Keller at Konigsbrau-TAK (A)

    Wolfgang Keller, manager of the Ukrainian subsidiary of a German beer company, faces a managerial dilemma. His subordinate, Dmitri Brodsky, is a talented and experienced commercial director who is not meeting his goals expediently and often requires considerable assistance from Keller. Furthermore, Brodsky's style is causing conflict with clients, other staff members, and with Keller himself. Keller must decide the best course of action to take with this difficult employee in an environment in which the industry is rapidly changing and growing and the war for talent is strong. He must also consider what comprises an effective performance review and how his own behavior impacts Brodsky's poor performance. This case is a modernized revision of the popular case "Wolfgang Keller at Königsbräu-Hellas (A)."

    Keywords: Business Subsidiaries; Performance Evaluation; Management Style; Managerial Roles; Behavior; Conflict Management; Situation or Environment; Failure; Employee Relationship Management; Food and Beverage Industry; Ukraine; Germany;

    Citation:

    Gabarro, John J. "Wolfgang Keller at Konigsbrau-TAK (A)." Harvard Business School Case 498-045, December 1997. (Revised October 2008.) View Details
  15. Wolfgang Keller at Konigsbrau-TAK (B)

    This is the supplement to “Wolfgang Keller at Königsbräu-TAK (A).” This case is a modernized revision of the popular case “Wolfgang Keller at Königsbräu-Hellas (B).”

    Keywords: Food and Beverage Industry; Greece;

    Citation:

    Gabarro, John J. "Wolfgang Keller at Konigsbrau-TAK (B)." Harvard Business School Supplement 498-046, December 1997. (Revised May 2008.) View Details
  16. The Producing Manager: A Double-Barreled Role

    The purpose of this note is to ground and amplify on the characteristics and challenges of the producing manager role. It is in response to requests from participants for a piece of "take away" material that can be shared with colleagues in professional service firms that is detailed and operational in nature.

    Keywords: Managerial Roles; Production; Service Operations; Practice;

    Citation:

    Gabarro, John J., and Thomas J. DeLong. "The Producing Manager: A Double-Barreled Role." Harvard Business School Background Note 908-415, May 2008. View Details
  17. Richard Jenkins

    Written from the point of view of Richard Jenkins, the president of CelluComm. Presents his reflections on the series of events leading to the firing of one of CelluComm's general managers, Erik Peterson. A rewritten version of an earlier case.

    Keywords: Resignation and Termination; Management Teams; Rank and Position; Communications Industry;

    Citation:

    Gabarro, John J., and Andrew P. Burtis. "Richard Jenkins." Harvard Business School Case 494-113, February 1994. (Revised July 2007.) View Details
  18. Developing an Effective Living Group in the General Management Program

    Discusses the importance of living room groups (eight participants who share a living room) at Harvard Business School's Advanced Management Program developing into effective learning groups. The diversity of the groups is a strength, but only a conscious and concerted effort of group development can harness that strength. Outlines five steps in group development each team must take. Suggests that action learning, the skill the learning group must master to become effective, is also essential in their back-home organizations, given global competition and efficient markets.

    Keywords: Groups and Teams;

    Citation:

    Beer, Michael, and John J. Gabarro. "Developing an Effective Living Group in the General Management Program." Harvard Business School Background Note 407-022, August 2006. (Revised March 2007.) View Details
  19. Brainard, Bennis & Farrell (A)

    A law firm must decide how to split partnership profits among the partners. Issues of seniority versus performance, performance evaluation, and lack of consensus of values dominate the discussions. A rewritten version of an earlier case.

    Keywords: Partners and Partnerships; Performance Evaluation; Values and Beliefs; Rank and Position; Profit Sharing; Legal Services Industry;

    Citation:

    Gabarro, John J., and Andrew P. Burtis. "Brainard, Bennis & Farrell (A)." Harvard Business School Case 495-037, February 1995. (Revised October 2006.) View Details
  20. Jack Strang at SequenceLabs

    How can entrepreneur manage his firm if things go wrong despite having a great idea, a solid team, and financial backing? Jack Strang founded a biotech firm with his friend Peter Evans, to develop molecular pathway-based "cures" for metabolic disorders. The idea was revolutionary and had both scientific validity and commercial applicability. No wonder, then, he was the darling of the venture capital industry when he approached them for funding, and he easily got first round financing. He and Evans had also assembled a strong team with impeccable credentials. Nothing, it seemed, could go wrong. Yet, close to second-round financing, nothing seemed to be right, and Strang could not help but worry. The product development was behind schedule, and his team was demoralized and tired. The future seemed uncertain. What had gone wrong? Was there anything that could be done?

    Keywords: Corporate Entrepreneurship; Business or Company Management; Venture Capital; Factories, Labs, and Plants; Business Growth and Maturation; Failure; Biotechnology Industry;

    Citation:

    Khaire, Mukti, John J. Gabarro, and Lynda M. Applegate. "Jack Strang at SequenceLabs." Harvard Business School Case 806-088, January 2006. View Details
  21. Aston-Blair, Inc.

    Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. A rewritten version of an earlier case.

    Keywords: Employees; Leadership; Problems and Challenges; Groups and Teams; Conflict Management;

    Citation:

    Gabarro, John J. "Aston-Blair, Inc." Harvard Business School Case 494-015, July 1993. (Revised October 2004.) View Details
  22. Organizational Alignment Exercise

    Presents an overview of a method for diagnosing and developing an organization's capability to achieve its goals and implement its strategy, with exercises for application. A rewritten version of an earlier exercise.

    Keywords: Organizational Structure; Alignment;

    Citation:

    Beer, Michael, and John J. Gabarro. "Organizational Alignment Exercise." Harvard Business School Exercise 403-075, March 2003. (Revised December 2003.) View Details
  23. Ian Woods at Wellington Peterson & Co.

    Ian Woods, the head of an IT systems group in an investment bank, us facing a dilemma. Though the group is meeting its technical goals, Woods is encountering a series of managerial and leadership-related problems.

    Keywords: Investment Banking; Leadership; Managerial Roles; Problems and Challenges; Information Technology;

    Citation:

    Gabarro, John J., and Leslie Freeman. "Ian Woods at Wellington Peterson & Co." Harvard Business School Case 403-071, September 2002. (Revised June 2003.) View Details
  24. Tim Blanchard at Jones Mendel & Co.

    Tim Blanchard struggles to balance all the demands facing him as a partner of a consulting firm. He must decide how to serve clients, mentor his people, provide strategy and direction to the high-tech group, and spend time with family. A rewritten version of an earlier case.

    Keywords: Customer Focus and Relationships; Managerial Roles; Work-Life Balance; Consulting Industry;

    Citation:

    Gabarro, John J. "Tim Blanchard at Jones Mendel & Co." Harvard Business School Case 402-052, May 2002. (Revised May 2002.) View Details
  25. Managing Performance

    Encourages managers to think critically about how to prepare for and give a performance appraisal interview. Presents frameworks for evaluating subordinates' work and suggestions for coaching them.

    Keywords: Performance Evaluation; Framework;

    Citation:

    Gabarro, John J., and Linda A. Hill. "Managing Performance." Harvard Business School Background Note 496-022, October 1995. (Revised January 2002.) View Details
  26. Overhead Reduction Task Force, The

    A middle manager is about to meet with his boss to discuss her request that he head up a task force to determine how overhead can be reduced by 20%. He must decide what to address in that meeting and how the task force should be launched and led. The focus is on team leadership at four stages in a team's life cycle: 1) preparation, 2) initial meeting, 3) mid-course consultation, and 4) post-performance debriefing. A rewritten version of an earlier case.

    Keywords: Leadership; Leadership Style; Management Teams; Management Style; Groups and Teams;

    Citation:

    Hackman, J. Richard, Ruth Wageman, and John J. Gabarro. "Overhead Reduction Task Force, The." Harvard Business School Case 400-026, October 1999. View Details
  27. Overhead Reduction Task Force (Full Version)

    Citation:

    Gabarro, John J. "Overhead Reduction Task Force (Full Version)." Harvard Business School Video Supplement 400-501, October 1999. View Details
  28. Overhead Reduction Task Force (Shorter Versions)

    Citation:

    Gabarro, John J. "Overhead Reduction Task Force (Shorter Versions)." Harvard Business School Video Supplement 400-502, October 1999. View Details
  29. Erik Peterson (D)

    Implicitly raises the question of what Peterson should do to extricate himself from his difficulties. Should he consider resignation, go directly to the company's president to seek relief, or clarify the situation within the company? A redisguised version of an earlier case.

    Keywords: Employee Relationship Management; Resignation and Termination; Leadership;

    Citation:

    Gabarro, John J. "Erik Peterson (D)." Harvard Business School Supplement 494-008, October 1993. (Revised December 1998.) View Details
  30. Geoffrey Stoughton

    Citation:

    Gabarro, John J. "Geoffrey Stoughton." Harvard Business School Case 495-053, April 1995. (Revised June 1998.) View Details
  31. David O'Conner

    Citation:

    Gabarro, John J. "David O'Conner." Harvard Business School Case 495-054, April 1995. (Revised June 1998.) View Details
  32. Transformation at Ernst & Young, United Kingdom

    Describes a major organizational transformation process at Ernst & Young, United Kingdom, and the events leading up to the first deal since its introduction. Raises questions of leadership, organizational design, and organizational change.

    Keywords: Organizational Change and Adaptation; Change Management; Leadership; Organizational Design; Restructuring; Accounting Industry; United Kingdom;

    Citation:

    Gabarro, John J., and Samantha Graff. "Transformation at Ernst & Young, United Kingdom." Harvard Business School Case 498-049, January 1998. View Details
  33. Recruiting at Bowles Hollowell Conner & Co.

    Examines the recruiting process of Bowles Hollowell Conner & Co. (BHC), an investment banking firm known for its work with middle market companies. Specifically, presents a profile of the firm and its recruiting process and then examines that process through the firm's recruiting efforts at Harvard Business School (HBS). Includes the resumes of 17 second-year HBS students who sought interviews for an associate position with BHC and raises the issue of how interview selections were made from those resumes.

    Keywords: Investment Banking; Recruitment; Selection and Staffing; Job Interviews; Banking Industry;

    Citation:

    Gabarro, John J., Herminia M. Ibarra, John P. Kotter, and Andrew P. Burtis. "Recruiting at Bowles Hollowell Conner & Co." Harvard Business School Case 494-071, December 1993. (Revised March 1997.) View Details
  34. Erik Peterson (A) - (E) and Richard Jenkins TN

    Teaching Note for (9-494-005), (9-494-006), (9-494-007), (9-494-008), (9-494-009), and (9-494-113).

    Citation:

    Gabarro, John J., and Judith Maas. "Erik Peterson (A) - (E) and Richard Jenkins TN." Harvard Business School Teaching Note 496-046, March 1996. (Revised January 1997.) View Details
  35. Cambridge Consulting Group: Bob Anderson

    Describes the situation facing the head of a rapidly growing industry-focused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization.

    Keywords: Management; Managerial Roles; Agency Theory; Consulting Industry;

    Citation:

    Lorsch, Jay W., and John J. Gabarro. "Cambridge Consulting Group: Bob Anderson." Harvard Business School Case 496-023, October 1995. (Revised June 2014.) View Details
  36. Maureen Frye at Quaker Steel and Alloy Corporation

    Maureen Frye, assistant product manager at Quaker Steel and Alloy Corp., is asked to implement an action plan for changing the call pattern of the salesforce. Currently the salesforce is spending too much time on small accounts. Earlier Frye attempted to change their call patterns without success. Now with the express call mandate of top management she has to present a plan that will work.

    Keywords: Management Teams; Managerial Roles; Organizational Culture; Planning; Salesforce Management; Strategy; Steel Industry;

    Citation:

    Gabarro, John J. "Maureen Frye at Quaker Steel and Alloy Corporation." Harvard Business School Case 496-024, December 1995. (Revised October 1996.) View Details
  37. Ernst & Young United Kingdom (A) (Abridged)

    Intended to be a robust example of the challenges encountered during the early stages of a large-scale organizational transformation effort in a professional service firm. Describes a massive change program initiated and led by the new managing partner along with a small group of firm leaders. The first half outlines the conceptual phase, the process of obtaining firm-wide "buy-in" to the idea of change, and the launching of 10 change initiatives. The second half explores three challenges identified by the change leadership that they intended to address in the coming year. The first concerned the organization of the London office (which accounted for over half of the firm's revenues and professionals). The London office's large size and functional structure seemed to be impeding its ability to position itself effectively vis-a-vis its market and to pinpoint internal lines of accountability. The second problem was the increasingly frequent feedback that many people were overwhelmed by the number of change initiatives or were confused by how the initiatives related to one another. There was a general call for the change leadership to offer a clearer vision.

    Keywords: Change Management; Leading Change; Management Teams; Organizational Change and Adaptation; Restructuring; Problems and Challenges; United Kingdom; London;

    Citation:

    Gabarro, John J., and Samantha Graff. "Ernst & Young United Kingdom (A) (Abridged)." Harvard Business School Case 496-049, March 1996. View Details
  38. Ernst & Young United Kingdom (B) (Abridged)

    Keywords: Financial Services Industry; United Kingdom;

    Citation:

    Gabarro, John J., and Samantha Graff. "Ernst & Young United Kingdom (B) (Abridged)." Harvard Business School Case 496-050, March 1996. View Details
  39. Ernst & Young United Kingdom (B)

    Discusses progress made by mid-1995 on the three challenges identified by the change leadership at the end of 1993. First, it describes the decision-making process that resulted in a general consensus to reorganize the huge London office, and it highlights certain psychological, logistical, and strategic challenges of implementing this change. Second, it addresses action plans taken to increase the satisfaction of the firm's nonpartner senior managers. Third, it explores continued efforts of the change leadership to communicate and clarify its vision.

    Keywords: Change Management; Leading Change; Management Teams; Organizational Change and Adaptation; Restructuring; Problems and Challenges; Decision Making; Adaptation; Perspective; United Kingdom; London;

    Citation:

    Gabarro, John J., and Samantha Graff. "Ernst & Young United Kingdom (B)." Harvard Business School Case 496-010, November 1995. View Details
  40. Process Engineering Proposal

    An "in-basket" decision-making exercise in case form, to be used with Nuclear Tube Assembly Room (A) (Condensed). The purpose is to pose students with several related problems which require immediate analysis arriving at some decisions and planning how to implement those decisions. Includes two exhibits: 1) a process engineering proposal recommending several changes to an assembly operation; and 2) a personal note describing a conflict which has erupted between the general foreman and a process engineer regarding the proposal. Students are expected to appraise the likely consequences of the proposed changes on the department's social system, productivity, and satisfaction; and determine which of the changes are essential, which will have negative effects, and how to implement those changes which are desirable. The student is also posed with the problem of diagnosing and successfully intervening in the conflict between the two key actors. Material is relevant to the topics of group behavior, interdepartmental conflict, interpersonal conflict, and action planning and implementation.

    Keywords: Conflict Management; Operations; Change Management; Engineering;

    Citation:

    Gabarro, John J. "Process Engineering Proposal." Harvard Business School Supplement 478-008, August 1977. (Revised November 1995.) View Details
  41. Erik Peterson (A)

    Describes the problems facing a recent MBA graduate in his job as general manager of a mobile cellular company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support. A redisguised version of an earlier case.

    Keywords: Business Subsidiaries; Managerial Roles; Organizational Design; Problems and Challenges; Relationships; Mobile Technology;

    Citation:

    Gabarro, John J. "Erik Peterson (A)." Harvard Business School Case 494-005, November 1993. (Revised October 1995.) View Details
  42. Orientation for Viewing the Cranfield-Kearney Performance Appraisal Interview

    Presents the background information to watching the video reenactment of the Cranfield-Kearney Performance Appraisal Interview.

    Keywords: Interpersonal Communication; Compensation and Benefits; Performance; Motivation and Incentives;

    Citation:

    Gabarro, John J., and Linda A. Hill. "Orientation for Viewing the Cranfield-Kearney Performance Appraisal Interview." Harvard Business School Supplement 496-009, October 1995. View Details
  43. Ernst & Young United Kingdom (A)

    Intended to be a robust example of the challenges encountered during the early stages of a large-scale organizational transformation effort in a professional service firm. Describes a massive change program initiated and led by the new managing partner along with a small group of firm leaders. The first half outlines the conceptual phase, the process of obtaining firm-wide "buy-in" to the idea of change, and the launching of 10 change initiatives. The second half explores three challenges identified by the change leaderhsip that they intended to address in the coming year. The first concerned the organization of the London office (which accounted for over half of the firm's revenues and professionals). The second was growing dissatisfaction among the firm's non-partner senior managers. The third problem was the increasingly frequent feedback that many people were overwhelmed by the number of change initiatives or were confused by how the initiatives related to one another.

    Keywords: Restructuring; Change Management; Leading Change; Management Teams; Organizational Change and Adaptation; Problems and Challenges; United Kingdom; London;

    Citation:

    Gabarro, John J., and Samantha Graff. "Ernst & Young United Kingdom (A)." Harvard Business School Case 495-061, June 1995. (Revised June 1995.) View Details
  44. Old Colony Associates, The

    The first case in a four-part case series that outlines the events leading up to a performance appraisal interview. Describes the background of the company. A rewritten version of an earlier case.

    Keywords: Performance Evaluation; Business Processes;

    Citation:

    Gabarro, John J., and Andrew P. Burtis. "Old Colony Associates, The." Harvard Business School Case 495-034, February 1995. View Details
  45. James Cranfield

    Describes the attitudes, feelings, and perceptions of the manager who will conduct the performance appraisal interview. A rewritten version of an earlier case.

    Keywords: Performance Evaluation; Attitudes; Perspective; Emotions;

    Citation:

    Gabarro, John J., and Andrew P. Burtis. "James Cranfield." Harvard Business School Case 495-035, February 1995. View Details
  46. Eugene Kearney (A)

    Describes the events leading up to an actual performance appraisal interview--the views, opinions, and attitudes of the subordinates who are to be interviewed. A rewritten version of an earlier case.

    Keywords: Performance Evaluation; Attitudes; Perspective; Rank and Position;

    Citation:

    Gabarro, John J., and Andrew P. Burtis. "Eugene Kearney (A)." Harvard Business School Case 495-036, February 1995. View Details
  47. Eugene Kearney (B)

    Supplements the (A) case. A rewritten version of an earlier supplement.

    Citation:

    Gabarro, John J. "Eugene Kearney (B)." Harvard Business School Supplement 495-040, February 1995. View Details
  48. Nicolas G. Hayek TN

    Teaching Note for (9-495-005).

    Citation:

    Gabarro, John J., and Dominik E.D. Zehnder. "Nicolas G. Hayek TN." Harvard Business School Teaching Note 495-006, July 1994. View Details
  49. Nicolas G. Hayek

    With very few exceptions, established premium producers eventually begin to lose market share and profitability to new, dynamic competitiors. These companies respond by focusing on their old success strategy without regard to changes in the marketplace. This is what happened to the Swiss watch industry, until Swatch CEO Nicolas G. Hayek turned it around. This case analyzes Hayek's commitment to change, his innovative vision, his charismatic leadership, his alignment strategies, and the actions he took to align the organization to the new vision.

    Keywords: Change Management; Leadership Style; Leading Change; Alignment; Innovation Leadership; Management Teams; Apparel and Accessories Industry;

    Citation:

    Gabarro, John J., and Dominik E.D. Zehnder. "Nicolas G. Hayek." Harvard Business School Case 495-005, June 1994. View Details
  50. Erik Peterson (E)

    Presents the final outcome of the events. The William Jurgens case presents a description from the corporation president's point of view of the series of events (as reported in the Erik Peterson (A), (B), (C), and (D) cases). The Jurgens case can be assigned with Erik Peterson (E) to give a broader perspective on Olafson's behavior and problems. This case can be handed out during class discussion of the (D) case. A redisguised version of an earlier case.

    Keywords: Leadership; Business or Company Management; Product Launch; Outcome or Result; Problems and Challenges; Behavior; Perspective;

    Citation:

    Gabarro, John J. "Erik Peterson (E)." Harvard Business School Supplement 494-009, November 1993. (Revised March 1994.) View Details
  51. Thurgood Marshall High School TN

    Teaching Note for (9-494-070).

    Citation:

    Gabarro, John J. "Thurgood Marshall High School TN." Harvard Business School Teaching Note 494-087, January 1994. View Details
  52. Thurgood Marshall High School

    Presents the problem facing a newly appointed high-school principal. Raises issues about interpersonal and group behavior including lack of open conflict resolution and the need to intervene in an interpersonal conflict. Also raises the issue of intergroup conflict between headmasters and department chairmen, as well as value questions concerning the need for discipline and innovation. Discusses several structural questions concerning the existing "house system" organization. A rewritten version of an earlier case.

    Keywords: Problems and Challenges; Conflict and Resolution; Employee Relationship Management; Secondary Education; Groups and Teams; Education Industry;

    Citation:

    Gabarro, John J. "Thurgood Marshall High School." Harvard Business School Case 494-070, November 1993. View Details
  53. Erik Peterson (B)

    This one-paragraph case adds to the data presented in the (A) case. A redisguised version of an earlier case.

    Citation:

    Gabarro, John J. "Erik Peterson (B)." Harvard Business School Supplement 494-006, November 1993. View Details
  54. Erik Peterson (C)

    Describes the outcome of Erik Peterson's one-day meeting with his superior and the events of the subsequent day's meeting with the president and vice president of operations of the parent company. Students should have read the (A) and (B) cases. The (C) case may be assigned with the (D) case. A redisguised version of an earlier case.

    Keywords: Conferences; Leadership; Management; Product Launch; Operations; Outcome or Result; Problems and Challenges;

    Citation:

    Gabarro, John J. "Erik Peterson (C)." Harvard Business School Supplement 494-007, November 1993. View Details
  55. Acton-Burnett, Inc.

    Describes the formation, selection, and experience of a task force with multidepartmental membership. The problems faced by the task force leader at the end of the case raise issues of who does the selection; the establishment of group norms, values, and goals; the leadership of a task force; confidentiality and responsibility; individual rivalry; and intergroup conflict and politics. Based on Belmont-White Co. and Vandercook Chain Stores, Inc. by E.P. Learned.

    Keywords: Employees; Leadership; Problems and Challenges; Groups and Teams; Conflict Management;

    Citation:

    Gabarro, John J. "Acton-Burnett, Inc." Harvard Business School Case 476-018, August 1975. (Revised July 1993.) View Details
  56. Bull HN Brighton Facility

    Citation:

    Gabarro, John J. "Bull HN Brighton Facility." Harvard Business School Case 492-008, August 1991. View Details
  57. Konigsbrau-Hellas A.E. (D)

    Citation:

    Gabarro, John J., and Colleen Kaftan. "Konigsbrau-Hellas A.E. (D)." Harvard Business School Case 483-005, October 1982. (Revised November 1990.) View Details
  58. Jane and Gordon Simms

    Citation:

    Gabarro, John J., and Thomas M. Claflin II. "Jane and Gordon Simms." Harvard Business School Case 489-021, March 1989. View Details
  59. Quaker Steel and Alloy Corp., Action Plan

    Supplements the case. Designed as an in-class handout.

    Keywords: Steel Industry;

    Citation:

    Gabarro, John J. "Quaker Steel and Alloy Corp., Action Plan." Harvard Business School Supplement 481-051, August 1980. (Revised November 1987.) View Details
  60. Note on Process Observation

    Explains some of the dynamics of what actually happens in an effective or ineffective group. Also mentioned are a number of interventions which can be taken on by any group member to help change an ineffective group to one which operates more effectively.

    Keywords: Management Practices and Processes;

    Citation:

    Gabarro, John J. "Note on Process Observation." Harvard Business School Background Note 477-029, August 1976. (Revised December 1986.) View Details
  61. Hollandsche Beton Groep N.V. (A)

    Keywords: Netherlands;

    Citation:

    Gabarro, John J. "Hollandsche Beton Groep N.V. (A)." Harvard Business School Case 485-181, May 1985. (Revised May 1986.) View Details
  62. Robert F. Kennedy High School, Teaching Note

    Teaching Note for (9-474-183).

    Keywords: Secondary Education;

    Citation:

    Gabarro, John J. "Robert F. Kennedy High School, Teaching Note." Harvard Business School Teaching Note 479-021, January 1979. (Revised November 1985.) View Details
  63. Hollandsche Beton Groep N.V. (B)

    Keywords: Netherlands;

    Citation:

    Gabarro, John J. "Hollandsche Beton Groep N.V. (B)." Harvard Business School Case 485-182, May 1985. View Details
  64. Hollandsche Beton Groep N.V. (C): The Sale and Terms of the Social Plan

    Keywords: Netherlands;

    Citation:

    Gabarro, John J. "Hollandsche Beton Groep N.V. (C): The Sale and Terms of the Social Plan." Harvard Business School Case 485-183, May 1985. View Details
  65. Brief Biographical Note on General George S. Patton

    Keywords: Leadership;

    Citation:

    Gabarro, John J. "Brief Biographical Note on General George S. Patton." Harvard Business School Background Note 485-150, March 1985. View Details
  66. Meeting of the Overhead Reduction Task Force

    Outlines events leading up to a meeting of a six-person task force which has been assigned to reduce overhead costs at a major manufacturing company. History of the company, and backgrounds of all the task force members are presented. Raises the following questions and issues for students to deal with: 1) What strategy should the task force leader take to organize the task force and accomplish its goals within the two week period? 2) What division of the labor, if any, is appropriate? 3) What should his purpose and agenda be for the first meeting? 4) Given the information in the case, what problems should be anticipated in terms of interdepartmental conflict and members' hidden agendas? 5) What should he do to deal with these problems?

    Keywords: Conflict Management; Cost Management; Cooperation; Planning; Manufacturing Industry;

    Citation:

    Gabarro, John J., and James G. Clawson. "Meeting of the Overhead Reduction Task Force." Harvard Business School Case 478-013, September 1977. (Revised June 1984.) View Details
  67. Quaker Steel and Alloy Corp.

    Lower middle-level manager is faced with the need to bring about a change in the call patterns of the sales force selling her product. Based on an earlier case by P.R. Lawrence.

    Keywords: Change; Managerial Roles; Organizational Culture; Salesforce Management; Steel Industry;

    Citation:

    Gabarro, John J. "Quaker Steel and Alloy Corp." Harvard Business School Case 480-063, February 1980. (Revised June 1984.) View Details
  68. William Jurgens

    Citation:

    Gabarro, John J. "William Jurgens." Harvard Business School Case 476-123, July 1976. (Revised June 1984.) View Details
  69. Meeting of the Overhead Reduction Task Force, Video

    Citation:

    Gabarro, John J., James P. Ware, and James G. Clawson. "Meeting of the Overhead Reduction Task Force, Video." Harvard Business School Video Supplement 884-502, September 1983. View Details
  70. James Edwards (A)

    Citation:

    Gabarro, John J. "James Edwards (A)." Harvard Business School Case 474-221, June 1974. (Revised July 1983.) View Details
  71. Nuclear Tube Assembly Room (A) (Condensed)

    Supervisory practices and social structure in an electronics company assembly room. To be used with the (B) case. Based on American Radiatronics Corp. (A) by M.J. Steckler and P.R. Lawrence.

    Keywords: Management Practices and Processes; Groups and Teams; Social Psychology; Electronics Industry;

    Citation:

    Gabarro, John J. "Nuclear Tube Assembly Room (A) (Condensed)." Harvard Business School Case 477-070, November 1976. (Revised July 1983.) View Details
  72. James Edwards (B)

    Citation:

    Gabarro, John J. "James Edwards (B)." Harvard Business School Supplement 474-222, June 1974. (Revised June 1983.) View Details
  73. Frank Mason (A)

    Raises the following issues: understanding another person from his/her point of view, understanding how two people can view the same situation differently, and understanding how an individual's behavior can have secondary consequences of which he/she may not be aware.

    Keywords: Outcome or Result; Behavior; Cognition and Thinking; Perspective;

    Citation:

    Gabarro, John J. "Frank Mason (A)." Harvard Business School Case 476-019, August 1975. (Revised June 1983.) View Details
  74. Frank Mason (B)

    Supplements the (A) case. Designed as an in-class handout.

    Citation:

    Gabarro, John J. "Frank Mason (B)." Harvard Business School Supplement 476-020, August 1975. (Revised June 1983.) View Details
  75. Understanding Communications in One-To-One Relationships

    Introduces the concepts of assumptions, perceptions and feelings, and applies these concepts to the problem of understanding the behavior that takes place between people in relationships. The note discusses a particular interaction that takes place between two men in a work setting in terms of how each person's point of view influences his behavior. Also discusses the topic of facilitating understanding and several assumptions that impede communications.

    Keywords: Interpersonal Communication; Emotions; Behavior; Attitudes; Perspective; Relationships;

    Citation:

    Gabarro, John J. "Understanding Communications in One-To-One Relationships." Harvard Business School Background Note 476-075, October 1975. (Revised June 1983.) View Details
  76. Robert F. Kennedy High School

    Presents the problem facing a newly appointed high school principal. Raises issues about interpersonal and group behavior including lack of open conflict resolution and the need to intervene in an interpersonal conflict. Also raises the issue of intergroup conflict between headmasters and department chairmen, as well as value questions concerning the need for discipline and innovation. Discusses several structural questions concerning the existing "house system" organization.

    Keywords: Interpersonal Communication; Secondary Education; Employee Relationship Management; Organizational Structure; Behavior; Conflict Management; System;

    Citation:

    Gabarro, John J. "Robert F. Kennedy High School." Harvard Business School Case 474-183, April 1974. (Revised June 1983.) View Details
  77. Peter Olafson (A)

    Describes the problems facing a recent MBA graduate in his job as general manager of a cable television company owned by a parent corporation. Raises issues of corporate divisional relationships and the difficulties facing an inexperienced manager who seems to be receiving little support.

    Keywords: Business Subsidiaries; Television Entertainment; Managerial Roles; Organizational Design; Problems and Challenges;

    Citation:

    Gabarro, John J. "Peter Olafson (A)." Harvard Business School Case 475-025, August 1974. (Revised April 1983.) View Details
  78. Peter Olafson (B)

    Supplements the (A) case.

    Citation:

    Gabarro, John J. "Peter Olafson (B)." Harvard Business School Case 475-026, August 1974. (Revised February 1983.) View Details
  79. Peter Olafson (C)

    Supplements the (A) case.

    Citation:

    Gabarro, John J. "Peter Olafson (C)." Harvard Business School Case 475-027, August 1974. (Revised February 1983.) View Details
  80. Peter Olafson (D)

    Supplements the (A) case.

    Citation:

    Gabarro, John J. "Peter Olafson (D)." Harvard Business School Case 475-028, August 1974. (Revised February 1983.) View Details
  81. Peter Olafson (E)

    Supplements the (A) case. Designed as an in-class handout.

    Citation:

    Gabarro, John J. "Peter Olafson (E)." Harvard Business School Case 475-029, August 1974. (Revised February 1983.) View Details
  82. Bradley Shaw

    Citation:

    Gabarro, John J., and John B. Matthews Jr. "Bradley Shaw." Harvard Business School Case 483-062, November 1982. View Details
  83. Nedco Groep (C)

    Citation:

    Gabarro, John J. "Nedco Groep (C)." Harvard Business School Case 483-060, November 1982. View Details
  84. Badger (Belgium) N.V. (B)

    Keywords: Belgium;

    Citation:

    Gabarro, John J. "Badger (Belgium) N.V. (B)." Harvard Business School Case 481-128, January 1981. (Revised June 1982.) View Details
  85. Nedco Groep (A)

    Citation:

    Gabarro, John J. "Nedco Groep (A)." Harvard Business School Case 482-120, June 1982. View Details
  86. Konigsbrau-Hellas A.E. (B1)

    Citation:

    Gabarro, John J., and Colleen Kaftan. "Konigsbrau-Hellas A.E. (B1)." Harvard Business School Case 482-117, June 1982. View Details
  87. Konigsbrau-Hellas A.E. (C)

    Keywords: Food and Beverage Industry; Greece;

    Citation:

    Gabarro, John J., and Colleen Kaftan. "Konigsbrau-Hellas A.E. (C)." Harvard Business School Supplement 482-119, June 1982. View Details
  88. Badger (Belgium) N.V. (A)

    Keywords: Belgium;

    Citation:

    Gabarro, John J. "Badger (Belgium) N.V. (A)." Harvard Business School Case 481-127, January 1981. (Revised February 1982.) View Details
  89. Badger (Belgium) N.V. (C)

    Keywords: Belgium;

    Citation:

    Gabarro, John J. "Badger (Belgium) N.V. (C)." Harvard Business School Case 481-129, January 1981. (Revised February 1982.) View Details
  90. A Brief Note on Social Motives

    Briefly describes in management terms the three social motives: Need for achievement; need for power; need for affiliation. Also briefly reviews the implications of the work of David McClelland, David Winters, and others for motivation within organizational settings. The power motive is described in terms of both "personalized power" and "socialized power."

    Keywords: Motivation and Incentives;

    Citation:

    Gabarro, John J. "A Brief Note on Social Motives." Harvard Business School Background Note 477-053, November 1976. (Revised November 1980.) View Details
  91. Thom Sailer (A&B)

    Citation:

    Gabarro, John J. "Thom Sailer (A&B)." Harvard Business School Case 475-098, June 1975. (Revised October 1980.) View Details
  92. Inland Steel Corp.

    Keywords: Steel Industry;

    Citation:

    Lorsch, Jay W., and John J. Gabarro. "Inland Steel Corp." Harvard Business School Case 413-058, January 1968. (Revised August 1980.) View Details
  93. Some Notes on Action Planning and Implementation

    Keywords: Planning;

    Citation:

    Gabarro, John J. "Some Notes on Action Planning and Implementation." Harvard Business School Background Note 478-027, December 1977. (Revised June 1980.) View Details
  94. Sturdivant Electric Corp.: An Action Plan

    Keywords: Electronics Industry;

    Citation:

    Gabarro, John J. "Sturdivant Electric Corp.: An Action Plan." Harvard Business School Background Note 480-071, April 1980. View Details
  95. Understanding Another Person, Part II: Some Aspects of Self-Concept

    Keywords: Interpersonal Communication;

    Citation:

    Athos, Anthony, and John J. Gabarro. "Understanding Another Person, Part II: Some Aspects of Self-Concept." Harvard Business School Background Note 473-008, August 1972. (Revised September 1976.) View Details
  96. Understanding Another Person, Part I: The Individual Frame of Reference

    Personality theory. The individual frame of reference.

    Keywords: Perspective; Relationships; Identity;

    Citation:

    Athos, Anthony, and John J. Gabarro. "Understanding Another Person, Part I: The Individual Frame of Reference." Harvard Business School Background Note 473-009, August 1972. (Revised September 1976.) View Details
  97. Understanding and Helping Another Person

    Keywords: Interpersonal Communication;

    Citation:

    Gabarro, John J. "Understanding and Helping Another Person." Harvard Business School Background Note 475-039, October 1974. (Revised November 1975.) View Details
  98. Reflective Technique in a Broader Perspective: Directive as Well as Reflective Leads and Responses

    Citation:

    Gabarro, John J. "Reflective Technique in a Broader Perspective: Directive as Well as Reflective Leads and Responses." Harvard Business School Background Note 475-042, October 1974. View Details
  99. TRW Systems Group (D)

    Citation:

    Lorsch, Jay W., and John J. Gabarro. "TRW Systems Group (D)." Harvard Business School Case 413-066, March 1967. View Details

Other Publications and Materials

  1. Organizational Alignment in Professional Services

    Keywords: Service Operations; Alignment; Organizational Structure;

    Citation:

    Gabarro, John J., Thomas J. DeLong, and Robert Lees. "Organizational Alignment in Professional Services." January 2009. View Details
  2. Motivational Dynamics of Professionals

    Keywords: Motivation and Incentives;

    Citation:

    Gabarro, John J., Thomas J. DeLong, and Robert Lees. "Motivational Dynamics of Professionals." January 2009. View Details
  3. Executive Pay in a Crises Environment

    Citation:

    Ira, Kay, and John J. Gabarro. "Executive Pay in a Crises Environment." View Details
  4. The Producing Manager: A Double-Barreled Role

    Keywords: Management;

    Citation:

    Gabarro, John J., Thomas J. DeLong, and Rob Lees. "The Producing Manager: A Double-Barreled Role." January 2008. View Details
  5. Professional Service Firms: A Breed Apart

    Keywords: Service Operations; Service Industry;

    Citation:

    Gabarro, John J., Thomas J. DeLong, and Robert Lees. "Professional Service Firms: A Breed Apart." January 2007. View Details
  6. Practice Segmentation in Professional Services

    Keywords: Service Operations; Segmentation; Service Industry;

    Citation:

    Gabarro, John J., Thomas J. DeLong, and Robert Lees. "Practice Segmentation in Professional Services." January 2007. View Details

    Research Summary

  1. Organizational Change in Professional Service Firms

    Professor Gabarro's current research focuses on organizational change in professional service firms and the challenges that they face in dealing with increased size, scale and complexity.