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Case
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Reference no. 9-399-094
Published by: Harvard Business Publishing
Originally published in: 1998
Version: 5 May 1999

Abstract

A new general manager is supposed to rekindle growth. Seven months later, he questions the abilities of his direct reports. An organizational psychologist is brought in to assess his people. The general manager now has to decide who to keep and how to structure his direct report team.
Location:
Size:
USD425 million revenues, 1,600 employees
Other setting(s):
1998

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Abstract

A new general manager is supposed to rekindle growth. Seven months later, he questions the abilities of his direct reports. An organizational psychologist is brought in to assess his people. The general manager now has to decide who to keep and how to structure his direct report team.

Settings

Location:
Size:
USD425 million revenues, 1,600 employees
Other setting(s):
1998

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