Resultados

Teaching Note for case 412060....

El caso cuenta la historia del Grupo Luis de Lezama, desde la fundación de su primer restaurante, la Taberna del Alabardero, hasta la actualidad. También aborda los retos presentes, entre otros, la consolidación del negocio en un periodo crítico y la diversificación emprendida en otros ámbitos del quehacer humano....

La responsabilidad jurídica es un ámbito de conocimiento esencial para todo aquél que desempeña funciones de gobierno. Los administradores, directivos y socios conviven, ordinariamente, con un sinnúmero de situaciones susceptibles de generar obligaciones indemnizatorias y sanciones. Las consecuencias que se pueden derivar de los incumplimientos legislativos y la derivación de responsabilidad de los mismos pueden ser de extrema gravedad. Esta nota describe el concepto jurídico y los elementos generales que configuran la responsabilidad, sus distintas clases, los deberes y la responsabilidad específica de los administradores de hecho y de derecho, las acciones de responsabilidad contra los administradores, los delitos más habituales que pueden cometerse en el desempeño de actividades de gobierno y las responsabilidades de los socios en las sociedades mercantiles. ...

Individuals who belong to a family that owns a business are faced with a choice: whether or not to participate in the family business project. Family members who do wish to be involved become committed shareholders. Some family members may decide not to participate in the family business. No one can force them to become shareholders. Likewise, if they are already shareholders, no one can force them to participate in how the business develops. Even family members who are handed down shares in a business, or an entire business, through an inheritance are not obligated to accept them. An inheritance can always be refused. This attitude is based on an individual's freedom to determine the direction that his or her life will take....

El caso "Jeffrey Skilling, el monstruo Bernie Madoff y otros chicos listos de la clase" presenta dos microcasos que describen algunas circunstancias fundamentales relativas a las quiebras de Enron y Bernard L. Madoff Investment Securities, en 2001 y 2008, respectivamente. El primer microcaso se centra en los factores que condicionaron el comportamiento de los directivos y empleados de Arthur Andersen (AA) en el escándalo de Enron, mientras que el segundo describe los condicionantes que condujeron al fracaso de la Comisión de Valores de Estados Unidos (SEC, por su sigla en inglés), al no ser capaz de detectar las conductas ilegales de Bernie Madoff....

Los ejecutivos que ignoran las dimensiones éticas de la gestión de crisis se exponen a graves riesgos que pueden llevar sus empresas a la ruina. Los autores analizan el vertido de crudo de BP en el golfo de México en 2010 para ilustrar lo que sucede cuando las decisiones de una compañía no se basan ni están directamente relacionadas con un conjunto de valores éticos esenciales, como la confiabilidad, la responsabilidad, la preocupación por el prójimo, la ciudadanía, el respeto y la equidad. Además, explican cómo crear una cultura corporativa ética que permita a las empresas gestionar mejor las crisis cuando se produzcan, de tal modo que emerjan de ellas más fuertes y merecedoras de un mayor respeto....

Executives who ignore the ethical dimensions of crisis management expose themselves to serious risks that can lead to the collapse of their firms. The authors use the 2010 BP oil spill in the Gulf of Mexico as a cautionary example of what happens when a company fails to make decisions based on and directly connected to a set of core ethical values, such as trustworthiness, responsibility, caring, citizenship, respect and fairness. They outline how to construct an ethical corporate culture, which will make firms better equipped to deal with a crisis when it occurs, so that they emerge stronger and more respected as a result....

Las crisis golpean a cualquier empresa en el momento menos esperado, por lo que deben integrarse como un elemento más de la gestión diaria de la empresa. El número 15 de la revista IESE Insight repasa algunos aspectos clave para que la empresa esté a la altura de las circunstancias. Antes de que estalle una crisis, hay que estar atento a los indicios previos, ya que eso condicionará la capacidad de respuesta de la empresa. Claus Rerup propone un modelo de "triangulación de la atención" que ayuda a captar las señales de alarma. Alfonso González Herrero describe a fondo el proceso de prevención: gestionar los conflictos potenciales, auditar los riesgos, escribir un plan de crisis y probar con antelación su eficacia. El profesor del IESE José R. Pin propone una guía de acción para que los directivos asuman la responsabilidad y tomen las riendas cuando sucede lo inesperado. Durante todo el proceso hay que atender y cuidar los principios éticos. Mark S. Schwartz, Wesley Cragg y W. Michael Hoffman analizan a fondo la crisis de BP por el vertido en el golfo de México para demostrar que prescindir de la ética al enfrentarse a un problema grave es inmoral y ruinoso. En la sección de Temas, la revista incluye una investigación sobre creatividad en las negociaciones de Kandarp Mehta y otra de Marco Tortoriello sobre el impacto de las redes informales en la innovación. Además, un caso sobre la huelga de controladores españoles en 2010 y un reportaje sobre las lecciones aprendidas durante un secuestro....

Claus Rerup (Richard Ivey School of Business) presents a framework for companies to improve their capability to pick up on signals that impending crises give off before they happen. The corporate communications consultant Alfonso González-Herrero looks at the key issues that companies must address, with forecasting and planning, in order to safeguard their reputations. IESE's José R. Pin provides a guide to help managers lead and communicate, so as to prevent uncertainty from crippling the organization. Mark S. Schwartz, Wesley Cragg (both of York University) and W. Michael Hoffman (Bentley University) use the 2010 BP oil spill as a cautionary example of what happens when a company fails to make decisions based on ethical values. IESE's Kandarp Mehta discusses why creative offers and counteroffers play such a vital role in the negotiating process, and proposes strategies to help you improve your own negotiating skills. IESE's Marco Tortoriello maps the informal networks that employees form across functions and divisions; understanding them may facilitate innovation. Carlos Ghosn, Chairman and CEO of Renault-Nissan, shares the lessons he learned from leading one of the most dramatic turnarounds in corporate history. Three experts recommend how the airport management company, Aena, should deal with an air traffic controller strike that closes airspace and strands passengers. And the story of a Mexican kidnapping offers valuable lessons for overcoming your own worst fears and taking control of your life when you find yourself a hostage to fate....

Este caso describe la historia, el desarrollo y la consolidación de Sonrisas de Bombay, ONG fundada por el periodista Jaume Sanllorente. Desde su experiencia vital, se abordan las cuestiones estratégicas de la organización, y se intenta encontrar el equilibrio entre sus valores, su misión social y los requerimientos de eficiencia, rigor e independencia....

The case "Jeffrey Skilling, Bernie Madoff & the Other Smartest Guys in the Room" presents two micro cases that describe some critical situations associated with the bankruptcies of Enron and Bernard L. Madoff Investment Securities in 2001 and 2008, respectively. The first micro case focuses on factors affecting the behavior of Arthur Andersen's managers and employees in the Enron scandal, while the second micro case describes variables leading the SEC to fail in identifying the illegal conduct of Bernie Madoff....

The case "Jeffrey Skilling, Bernie Madoff & the Other Smartest Guys in the Room" presents two micro cases that describe some critical situations associated with the bankruptcies of Enron and Bernard L. Madoff Investment Securities in 2001 and 2008, respectively. The first micro case focuses on factors affecting the behavior of Arthur Andersen's managers and employees in the Enron scandal, while the second micro case describes variables leading the SEC to fail in identifying the illegal conduct of Bernie Madoff....

The document "Corporate Mobsters: Innocent Monsters, Real Gangsters or Both?" presents three cases related to mobbing behavior performed by a top manager, a group and the top management of a multinational firm, respectively. In the first case, a senior manager mobs a junior who reports to him. In this context, the interesting part of the discussion is about the mobster's ability to hide his behavior: "... but after some time I've realized that he simply hates me and his objective is to get me kicked out of the company ... it's very difficult to describe how he behaves ... he is a subtle person who uses small, almost invisible things to continuously disturb, or even terrorize, me ..." The second case describes the situation of a senior manager, responsible for the risk management of a small firm, who is ostracized by all of his colleagues. In this situation, the group uses social isolation and verbal offences to mob the victim: "From the very beginning they treated me in an unfriendly way ... they all went to eat together, every day, and they never invited me. At the beginning I thought it was something I had to go through to be accepted ... I waited and waited ... One day, after a couple of months, just when they were picking up their coats to go for lunch I asked if I could join ... none of them replied and immediately after the door was closed I heard one of them saying something like: 'that guy is more stupid than we thought,' and everyone laughed..." The third case is the story of nine people who were ostracized by the top management of a company after the closure of the production plant where they worked. According to law and to the contractual agreement, the company had to keep on the nine employees and provide them with a bus service from the original production plant to the new headquarters. But the top management organized a complex mobbing strategy to make the lives of the nine employees very difficult: "The first task was to clean a container of production residuals. I immediately pointed out that I had a contract as an administrative assistant so I was not supposed to do manual work ... the manager told me that I had the right to resign whenever I wanted ... At the end of the day we were so dirty that some of us decided to keep our uniforms on until we got home ... you can imagine nine people, completely wet, for an hour on a minibus ... The following day we went to have a shower after work ... but we discovered that the water was cold!" ...

"Mafiosos de empresa: ¿monstruos inocentes, auténticos gánsteres o ambos?" presenta tres casos de mobbing llevados a cabo, respectivamente, por un alto directivo, un grupo de compañeros y la dirección de una multinacional....

The document "Corporate Mobsters: Innocent Monsters, Real Gangsters or Both?" presents three cases related to mobbing behavior performed by a top manager, a group and the top management of a multinational firm, respectively. The objective is to discuss mobbing in the workplace and ex ante and ex post strategies to prevent and fight it. ...