After six years as an upper-middle-level manager of a technology manufacturing company, a California-based subsidiary of an English firm, John Wolford has become a general manager. But he finds his new role much more stressful. A sales representative complains that the plant has not shipped to...

After six years as an upper-middle-level manager of a technology manufacturing company, a California-based subsidiary of an English firm, John Wolford has become a general manager. But he finds his new role much more stressful. A sales representative complains that the plant has not shipped to...

After six years as an upper-middle-level manager of a technology manufacturing company, a California-based subsidiary of an English firm, John Wolford has become a general manager. But he finds his new role much more stressful. A sales representative complains that the plant has not shipped to...

After six years as an upper-middle-level manager of a technology manufacturing company, a California-based subsidiary of an English firm, John Wolford has become a general manager. But he finds his new role much more stressful. A sales representative complains that the plant has not shipped to...

"Media General and the Balanced Scorecard (A)" (UVA-C-2283) describes the impetus for and the process of implementing a balanced scorecard (BSC) in a large, publicly held, multimedia news organization. The B case (UVA-C-2284) presents a situation where a business-unit manager turns to his...