Management

Robert W. Galvin, Chairman of the Executive Committee of the Board, MotorolaOne of the earliest advocates of continuing professional development and lifelong training, Motorola's Bob Galvin explains how he instituted one of the most extensive and successful corporate employee education programs anywhere in the world. That education program helped earn Motorola the Baldrige Award-the Oscar for quality performance in the industrial world-a goal within the reach of any company recognizing it must compete one-on-one to survive. (34 minutes)

In an age of corporate bailouts, the story of Columbia Sportswear's dramatic comeback offers a valuable case study in successful bootstrapping. After the death of her husband, Gert Boyle faced the monumental task of taking over the struggling business at the age of 46, with little guidance or experience. This program profiles Boyle nearly forty years later, still leading the company-which is now an industry giant worth billions. Boyle describes what solidified her determination to keep Columbia (refusing a competitor's buyout offer of $1,400) and outlines strategic maneuvers that enabled her to rebuild the company: fine-tuned product innovation, a focus on upselling, employee teambuilding initiatives, and more. (24 minutes)

Harvard Business School Professor John Kotter and other experts share their views on the topics of leadership, entrepreneurship, and employees. Kotter leads off the program by focusing on the qualities of leadership, as exemplified by Japanese CEO Matsushita, founder of the company that bears his name; General Electric's Jack Welsh; and Walmart's Sam Walton. Emphasizing the importance of good leadership at all levels, Kotter distills leadership into its key elements: the ability to strategize, to inspire confidence and enthusiasm, and to motivate all workers. In addition, he provides a profile of the basic leadership personality. (26 minutes)

Napster and Goosehead.com exemplify how technology and the Internet have given rise to a wave of businesses with extremely young leaders. This program looks at the emergence of a new breed of entrepreneurs and their impact on the American work environment. It addresses such questions as whether these young people are prepared for the responsibilities of running a company and if their ideals about commerce and social commitment conflict with an older generation's. Among those interviewed are Melissa Scanyers, founder of Activity.com; Brad Ogden, president of Virtual Web Pages; Misty Elliott, executive vice president of Youngbiz; and Jayson Meyer, CEO of Meyer Technologies. (29 minutes)

George Fisher, CEO, Eastman Kodak; CEO, Motorola 1990-1993Named one of the most-admired executives in the electronics industry as president and CEO of Motorola, Kodak's chief executive explains how Motorola's single-minded pursuit of quality-not just product quality, but quality in how the company treats its people and customers-has helped the American electronics firm achieve nearly zero-defect production while assuming a position of world leadership in high-technology manufacturing. (35 minutes)

Sometimes transforming a failing enterprise takes the surgeon's knife. Renowned business consultant Gerry Robinson prefers the axe. In this behind-the-scenes case study, Robinson applies his business acumen to The Vernon Road Bleaching and Dyeing Company, a British lace dyeing operation bought in bankruptcy by the father/son team of Henry and Richard Chaplin. Taking Richard to task for, among other things, disastrous inconsistency in decision-making and poor communication with employees, Robinson suggests re-motivating workers by building bridges of trust and respect-and, failing that, by the exit of the boss himself. Original BBCW broadcast title: Arsenic and Old Lace. (40 minutes)

This program illustrates two of many hurdles that partners-to-be must clear in an attempt to bring about a successful merger: buy-in and brand identity. Meetings with the equity holders to outline the business plan, Andersen consultants to value the participating companies and establish proportions of ownership, and millionaire advertising genius Siimon Reynolds to brainstorm a company name and motto are featured. With high hopes, the equity holders begin their race to go public, never suspecting that in less than a year they would be out of luck and out of business. (28 minutes)

Already being adopted by many of the world's most successful companies, the inclusive approach to business thinking involves a broadening of vision that encompasses all of a company's stakeholders. This potent program, hosted by BBC News correspondent Paul Burden, uses the Hewlett-Packard success story to explore the leadership qualities required to position an enterprise for long-term competitiveness. The Marshall School of Business's Dr. Warren Bennis, Stanford University's Dr. Jerry Porras, and the entrepreneurial duo of Bill Hewlett and Dave Packard provide industry insights and penetrating analyses. (30 minutes)

This remarkable 20-part series, moderated by CNN's Emmy Award-winning journalist Jeff Greenfield, uses in-depth interviews with internationally recognized and respected CEOs to shed light on those managerial, organizational, and technological issues that are shaping the marketplace of ideas. In addition, this comprehensive business library also explores the personal side of commerce, as industry icons discuss the values and experiences that shape and influence their business philosophies, strategies, and decisions. 20-part series, 57-58 minutes each.

With a softening economy reducing revenues and stiffening competition in the high-tech sector, a time comes when even the most successful business plans must be adjusted. This program filmed at the Haas School of Business at the University of California, Berkeley, brings together Carly Fiorina, chairman and CEO of Hewlett-Packard, and John Chambers, president and CEO of Cisco Systems, to confront the challenges of leadership during times of change. In addition, MBA students and faculty ask questions about Fiorina's and Chambers' successes and failures. (58 minutes)

In this program, The Dow Chemical Company, the past and present of America's venerable chemical industry, catches a glimpse of the industry's possible future in Chemdex, an online B-to-B exchange, as chairman William Stavropoulos and former Chemdex CEO David Perry find common ground in their assessment of the hurdles facing tomorrow's CEOs. In addition, MBA students and faculty from the University of Michigan Business School ask questions about the triple bottom line, the role of the Web as a business information conduit, and what concerns keep Stavropoulos and Perry up at night. (57 minutes)

In most business settings, meetings are an important fact of life and a useful means for sharing information, problem solving, and brainstorming. This program provides clear instructions for conducting organized, productive meetings rather than pointless, purposeless gatherings. A Meridian Production. One 13-minute video.

Corporate social responsibility is not a high-minded luxury when bad press puts a chokehold on business growth and profits. This program looks at how product and service providers develop and implement better business practices to satisfy shareholders, customers, employees, and the community. Companies such as Shell, DHL, Nike, and GlaxoSmithKline-placed on the hot seat by Greenpeace, the World Wildlife Fund, Oxfam, and other watchdog groups-explain how they dealt with environmental impact management, ethical supply chain management, equitable treatment of employees, proactive addressing of consumer disgruntlement, and accurate assessment of shareholder sentiment. A BBCW Production. (51 minutes)

How must tomorrow's CEOs adapt themselves to thrive in the continually evolving world of big business? In this program, Jim Clark, co-founder of Netscape, and broadband warrior Thomas TJ" Jermoluk, former chairman of Excite@Home, meet at the University of Chicago Graduate School of Business to answer that question while speculating on the continuing impact of the Internet on commerce. In addition, MBA students and faculty ask questions about staffing during corporate growth spurts and coping with rising demands on a CEO's time. (57 minutes)"

If terrorism and scandal have undermined the strength and credibility of American business, so too have they stimulated a new determination to improve the way business is done. In this program, two of the New York region's top executives-Charles Lee, chairman and co-CEO of Verizon Communications, and Arthur Ryan, chairman, CEO, and president of Prudential Financial-reflect on corporate America after September 11th, business ethics in a post-Enron world, and industry regulatory issues. (58 minutes)