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1 – 9 of 9Nikhil K. Mehta, Shubham Chourasia and Aswini Devadas
This case uses concepts from Korten’s strategies of development-oriented four generations of non-government organizations (NGOs) and social psychology such as stereotypes…
Abstract
Theoretical basis
This case uses concepts from Korten’s strategies of development-oriented four generations of non-government organizations (NGOs) and social psychology such as stereotypes, prejudices and actions to explain the social phenomenon. In furtherance, the case presents Aristotle’s approach to creating a message for masses that include use of ethos, pathos and logos. Stood’s (2017) narrative, engagement and technology (NET) model of social leadership was used to analyse the characteristics of social leaders.
Research methodology
Prima facie the case was developed from primary sources i.e. interviewing with Ashish Thakur. Literature from secondary sources was obtained to make teaching notes. List of references is presented towards the end that depicts the use of textbooks, research papers, websites and blogs. This case was tested in the classroom with MBA students learning business communication.
Case overview/synopsis
The case dealt with the challenges of an NGO that included conducting respectful last rites of unclaimed dead bodies. As the NGO grew, Ashish Thakur, the initiator of Moksh started facing resource management challenges, namely, volunteer induction, fundraising and managing non-human resources. These issues are deeply embedded in several social stereotypes about dead bodies. Learning covers strategies of four generations of NGO development, a NET model of social leadership, breaking social stereotypes related to dead bodies and last rites (necrophobia), designing social communication and opportunity to assess faulty rationalizations and do critical thinking around the socio-religious practices.
Complexity academic level
This case is intended to be used for the students of the social leadership or social entrepreneurship, social psychology, business communication or communication skills, organizational behaviour, advertising and social media.
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Keywords
Management: human resources management.
Abstract
Subject area
Management: human resources management.
Study level/applicability
Undergraduate and postgraduate.
Case overview
This case gives critical insights in the complex issues surrounding the management of employment relationship in Africa, specifically focusing on Botswana. It is set in the context of explosive industrial relations involving Debswana Diamond Mining Company and the Botswana Mine Workers Union over the contentious issues of pay bonus and collective bargaining. Failure to reach an amicable compromise by both parties' results in a debilitating strike which costs the company millions of funds and affected it's the corporate image contrary to its well crafted social responsibility. More painfully, the end game is a loss of employment and dreams shattered for 461 dismissed workers who depended solely on this work as their only source of income.
Expected learning outcomes
At the end of reading the case students are expected to: understand the limits of managerial prerogative and the right to manage; appreciate the inherent conflict of interests between labour and capital; consider more equitable compensation schemes in dealing with collective bargaining; and discuss the concept of social responsibility in the context internal customers-employees.
Supplementary materials
Teaching note.
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Keywords
Upasana Singh, Shilpee Dasgupta and Deepak Yaduvanshi
MBA.
Abstract
Subject area of the teaching case
MBA.
Student level and proposed courses the teaching case can be used on
Master’s level in Change Management, Organizational Leadership and Human Resource Management.
A brief overview of the teaching case
Mr Sharma, the dynamic and entrepreneurial Chief Executive Officer (CEO) of the newly formed Soni Manipal Hospital (SMH), Jaipur, and Unit Head, Manipal Hospitals [Manipal Health Enterprises Pvt Ltd. (MHEPL)], in a meeting with SMH’s Head of Human Resources and the Head of the Nursing Management, Mr Yaduvanshi realised the exponential growth of employee resistance, their lack of skills and technological advancements for documentation hindering the hospital's transformation goal. The case study highlighted the challenges the protagonist faced when taking charge as the CEO after nine months of acquisition and the factors contributing to them.
Expected learning outcomes
Students reading this case are expected to understand leadership theories, strategic and quality management approaches, and theories of social behaviour, such as Herzberg’s two-factor theory and social exchange theory (SET) and the application of these concepts in acquired organisations to develop healthy leadership–employee relations and change management theories.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human resource management.
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Keywords
Business administration, brand management, marketing management, international marketing, strategic marketing.
Abstract
Subject area
Business administration, brand management, marketing management, international marketing, strategic marketing.
Study level/applicability
This case is suitable for MBA students with exposure to marketing strategy and basic marketing. It may also be useful for junior and middle level marketing professionals during their training programs. This case-study may find its application while teaching strategic marketing, marketing management, international marketing and pharmaceutical management.
Case overview
Unicare Formulations was a reputable pharmaceutical company in India. It started small and with the growth of the industry it could capture significant market share in it chosen segments. It introduced brands in small and niche areas with low innovation and where bigger companies showed little interest. It also infused new blood through outside talent. It brought newer brands to its brand portfolio. A relatively new but promising brand – Tbgo – was struggling. Its marketing head was confused whether to continue with the brand. He needs advice based on management principles.
Expected learning outcomes
After covering this case study, a student should be able to: use SWOT and environmental analyses to solve complex business problems; explain segmentation, targeting and positioning (STP) and shall be able to use those for preparing marketing strategy; use 4Ps in different combinations in planning brand strategies; use Ansoff's model (product-market grid); use Porter's generic strategy to analyze brand performance and to take appropriate action for brand revival; and internalize the intricacies of brand-building and their impacts on the business performance of a firm.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Hyun-Woo Lee, Umer Hussain, Shawn Saeyeul Park, Sunyun Shin and Woo Taek Shim
The questions raised in the case study could escort a classroom or online discussion for understanding licensed product consumption motives among the internal workforce.
Abstract
Learning outcomes
The questions raised in the case study could escort a classroom or online discussion for understanding licensed product consumption motives among the internal workforce.
Case overview/synopsis
Despite the Asiad (an abbreviation of Asian Games) being organized in the most populous continent, its financial profitability is minimal compared with the summer Olympic Games and other major sporting events. Thereby, Asiad board members are seeking to understand how they can target the right segment via licensed products. This will ultimately increase licensed product sales. On July 1, 2017, a board meeting was held in which the licensing product manager, Young Lee, proposed to target the internal workforce via licensed products based on 17th Asiad’s data and previous literature. Lee analyzed the attributes of licensed products sold at 17th Asiad and its psychological connection with the internal workforce. Hence, the purpose of this case study was to decipher the internal workforce feasibility as the right segment to target via licensed products for Asiad's management. The case study’s primary data was collected via IB worldwide (now Galaxia SM CO, Ltd), one of the leading sport marketing organizations in South Korea. The IB worldwide (now Galaxia SM CO, Ltd) signed an exclusive product license agreement with the Incheon Asian Games Organizing Committee jointly and individually with the Olympic Council of Asia to produce licensed products (e.g. Mascot dolls). This realistic case study should be understood through the lens of symbolic interactionism. Finally, this study is important to consider because the internal workforce licensed products consumption has gained little attention in sports marketing literature.
Complexity Academic Level
The case can be taught in marketing research and consumer behavior courses.
Subject code
CSS 8: Marketing.
Supplementary materials
Teaching notes are available for educators only.
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Keywords
Stephanie Hurt and Marcus Hurt
The ‘Game’ is really a multi-industry case that aims at developing participants' awareness of the links between firms' strategic choices and the financial structures the choices…
Abstract
The ‘Game’ is really a multi-industry case that aims at developing participants' awareness of the links between firms' strategic choices and the financial structures the choices engender. Participants are provided with Balance Sheet percentages and common ratios for firms in 12 different industries and list of different businesses and asked to match the figures with the kind of business. The goal is for participants to understand how industries' operating models impose certain financial structures.
The case is run as a kind of mystery game but leads to rather sophisticated analysis of industry and business models. The case leads students to a better understanding of the essential concepts of a business strategy course: 1) external analysis by helping students ‘see’ the structures of different industries; 2) making clear the link between the competencies and capabilities needed by firms in their internal environment to successfully compete in their industries by matching the key success factors at work; 3) providing a tangible illustrations of the competencies that must be developed to successfully pilot business strategies like cost leadership and differentiation; and, 4) developing insight into integration and outsourcing strategies and their effects.
A detailed Teaching Note accompanies the case.
Madhavi Nandi and Santosh Nandi
After reading and discussing this case, students will learn to identify the content and context of enterprise resource planning (ERP) implementation that is important from an…
Abstract
Learning outcomes
After reading and discussing this case, students will learn to identify the content and context of enterprise resource planning (ERP) implementation that is important from an operations standpoint. Through this case, student will discuss and evaluate the scenarios of ERP implementation arising from different deployment alternatives. Students will also learn to comprehend the case organization’s unique operational context and explore the challenges of introducing change into workplace environment and stakeholders’ overall expectations.
Case overview/synopsis
This case introduces students to the dilemmas of managerial decision-making that large companies face while implementing organization-wide technological upgrades, such as ERP. The case is set at a time point where ABC Mining Company – a large public-sector mining company – was trying to identify the most optimal ERP option based on its organizational structure and organizational processes. The information related to ABC’s organizational context included their business, structural and operational scenarios at the time. The information related to ABC’s stakeholders’ expectations reflected their perception about ERP and future implications. The information related to managerial conflicts reflected the understandings of the managers, in terms of need for ERP, needed skill to handle ERP and different types of ERP implementations that others have adopted. The case calls students for extensive analysis of the gathered information to identify and evaluate impacts and risks of all possible ERP alternates, and finally pick upon the most optimal ERP alternate. The case assumes a live 90-min class session conducted by an instructor. The instructor is recommended to assign the case to students for mandatory pre-reading before coming to class. The instructor is provided with a teaching plan to navigate the case.
Complexity academic level
The case is designed as an introductory case for an undergraduate or a graduate course pertaining strategic decision-making of ERP systems implementation.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
A room attendant in a small hotel with approximately 63 employees undermines her supervisors and disregards authority in deliberate defiance of company policies, rules…
Abstract
Synopsis
A room attendant in a small hotel with approximately 63 employees undermines her supervisors and disregards authority in deliberate defiance of company policies, rules, regulations and procedures. Disrespect is shown in several behaviours that include interfering with the work of other employees, spreading rumours, gossiping to other room attendants and complaining about unfair treatment.
Research methodology
This case was field researched and the company and individuals are disguised.
Relevant courses and levels
This case is suitable for third- or fourth-year undergraduate students. Within human resource management it is suited for use in a course or series of classes on employee relations or performance management. The case could also be used for an organizational behaviour course to explore conflict and struggle in organizations and the range of passive and active resistance practices that occur. In this particular case the context of women and minorities working in low-skilled roles could be examined.
Theoretical bases
In advance of this case students should have a background in performance management theory and practice, disciplinary systems and practice and the behaviours associated with workplace resistance, insubordination and misconduct.
Details
Keywords
Entrepreneurship, Corporate sustainability, CSR, Supply chain.
Abstract
Subject area
Entrepreneurship, Corporate sustainability, CSR, Supply chain.
Study level/applicability
Master's courses: Entrepreneurship, Strategic management.
Case overview
In 2002, potential risks deriving from emerging normative demands in the CSR debate prompted Axel Springer (AS) to rethink their supply chain strategy for Russian wood. Being one of the first movers in CSR in the publishing business, AS realized that current practices could spark future public discussion that might put pressure on AS, a key player in these supply chains. In early 2002, AS and one of their main suppliers, Stora Enso, started a joint initiative to redesign the supply chain processes in two of the major Russian logging regions to improve their social and ecological performance. Sometime later, other major players in the publishing sector as well as critical reviewers from several non-governmental organizations (NGOs) were invited to participate in the design of the new voluntary sustainability initiative called “Tikhvin Chalna project”, the second phase of which was accomplished by the end of 2006.
Expected learning outcomes
Learn that organizations (specifically high-brand owners) are responsible for practices within their entire supply chains (social as well as environmental performance).
Explore proactive corporate sustainability, CSR strategies are market but also institutional driven; Strategizing involves forming and transforming the rules, norms and standard models of customers as well as institutions such as NGOs or governmental bodies. Whether the initiator of such strategy is successful in increasing or manipulating demands is dependent on its resources and capabilities as well as on its network position. The case supports students in understanding resources being used to successfully transform or create institutional arrangements.
Discover that the value of a business' relationships and its network position.
Supplementary materials
Teaching note, Video files
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