Hartley:

Management Mistakes and Successes, 9th Edition

Instructor Companion Site

Table Of Contents

Chapter 1: Introduction

Chapter 2: Tough Love -- Dunlap's Approach to Troubled Companies

Chapter 3: Perrier -- Overreacting to a Crisis

Chapter 4: Ford Explorers with Firestone Tires: Ill-Handling a Killer Scenario

Chapter 5: Continental Air -- Salvaging From the Ashes

Chapter 6: Harley-Davidson -- A Long-Overdue Revival

Chapter 7: IBM -- A Fading Giant Rejuvenates

Chapter 8: Snapple: Quaker's Reckless Acquisition

Chapter 9: Newell's Acquisition of Rubbermaid Becomes an Albatross

Chapter 10: DaimlerChrysler -- Blatant Misrepresentation

Chapter 11: Euro Disney -- Bungling a Successful Format

Chapter 12: Boeing -- Losing, Then Regaining, Dominance vs. Airbus

Chapter 13: Vanguard -- Success in Taking the Road Less Traveled

Chapter 14: A Hedge Fund Manager Finds Opportunity in Two Faltering Firms -- Kmart and Sears

Chapter 15: Hewlett-Packard Under Carly Fiorina, and After Her

Chapter 16: Wal-Mart -- A Tottering Giant

Chapter 17: Southwest Airlines: "Try to Match Our Prices"

Chapter 18: Herman Miller: A Beleagured Role Model in Leadership

Chapter 19: UnitedWay -- A Not-for-Profit Also Needs Controls and Oversight

Chapter 20: Maytag -- Incredibly Loose Supervision Over a Foreign Subsidiary

Chapter 21: MetLife -- Poorly Controlled Sales Practices

Chapter 22: Boston Beer: Is Greater Growth Possible?

Chapter 23: OfficeMax -- To the End

Chapter 24: Gateway Computer's Efforts to Stay Alive

Chapter 25: Conclusions -- What Can Be Learned?

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