In works by Van Fleet and Wren and by Smith, a strong case is made for including a greater emphasis on the historical aspects of management in undergraduate introductory-level management courses. This article builds on these two works by providing specific experiential activities to assist instructors who wish to offer more depth to their classroom discussions on the history of management. Specifically, three exercises are provided that address key managerial concepts such as the assembly line, interchangeable parts, team building, the Hawthorne Effect, and the four functions of management. In addition, the first part of the article reiterates the importance of including more management history in an undergraduate principles course. Two appendices offer additional experiential activities and a brief timeline of management history milestones.

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Stories abound in the business world. Specifically, leaders use stories to maintain and even change the culture of their organizations. Whether positive in nature or not, stories are perpetuating avenues for leaders in crafting a new working climate or holding steady an existing one. Beginning with an examination of organizational culture itself and the leader's role, the piece moves on to defining what a story is am/ how the leader is or becomes a storyteller. Finally, the article ties everything together by postulating when stories should be told and how they should be related.

Russian Doll, an independently owned and operated small ethnic restaurant serving handcrafted Russian food, opened its doors on January 1, 2015 in a rural river town in Southeast Missouri. The owner, Ana, had mastered many of her home country’s recipes and excelled in the kitchen. Her restaurant focused on introducing American audience to Russian culinary delights and culture, featuring authentic, made-to-order fare and a neighborly atmosphere. Ana had long dreamed of her own restaurant but without prior industry experience or formal training running the business wasn’t easy. In December 2015, after 1 year of operations, Ana found herself wondering how to proceed. Was Russian Doll a feasible entrepreneurial enterprise to begin with? Could Ana’s business be saved or was it time to call it quits and shut down?

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