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Case study
Publication date: 20 January 2017

Daniel Diermeier and Gregory L. Hughes

United Learning is a family-owned leader in the K-12 supplementary teaching material market. In January 2001, United Learning realized that sales for one of its flagship products…

Abstract

United Learning is a family-owned leader in the K-12 supplementary teaching material market. In January 2001, United Learning realized that sales for one of its flagship products, a drug and prevention program, were rapidly deteriorating because the program was not mentioned on a recently released U.S. Department of Education list of recommended products. United Learning must decide on which action to take: regain sales or focus on its other educational products--which are also threatened by changes in the regulatory environment.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 10 September 2015

Andrea Santiago and Fernando Roxas

This case presents the staffing problem of Manuel Garcia, president of Saint Catherine School (SCS). He needed to incentivize quality teachers to stay with the school but he faced…

Abstract

Synopsis

This case presents the staffing problem of Manuel Garcia, president of Saint Catherine School (SCS). He needed to incentivize quality teachers to stay with the school but he faced three challenges. First, the school is located in a far flung city in Mindanao, Philippines. Second, the city is economically depressed and the parents are price-sensitive. Third, the school is dependent on tuition revenue and collections barely cover school expenditures. Manuel would have to find creative solutions and defend his decision to the teachers and the Board of Trustees.

Research methodology

The researchers relied on primary data to write the case although the Chairman opted that the school name and all the characters names be disguised. The researchers interviewed individually the Chairman of the Board, President, Vice Chancellor for Academics, University Registrar, Finance Director, and Human Resource Manager of the school. The researchers also interviewed faculty members as a group. The information on the exhibits were culled from reports presented by the administrative team.

Relevant courses and levels

The short case is a learning tool for students taking a degree in educational leadership and management. It can be used as part of an integrating module for graduate students. By this time, students would have had prior lessons in financial, trend, and ratio analysis. The case can also be used to reinforce lessons in the following courses at the undergraduate or graduate level: human resource management, data-driven decision making, financial resource management, educational policy, and even communication. Further, the case is suited for school administrators attending executive development programs. Running a school is more than managing the curriculum. There is a business side that has to be considered. This case helps teachers-turned-administrators consider the financial implications of human resource management decisions. In this instance, salaries and benefits.

Details

The CASE Journal, vol. 11 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 12 June 2019

Linda Ronnie and Sarah Boyd

Human Resource Management

Abstract

Subject area:

Human Resource Management

Study level/applicability:

Postgraduate business students

Learning outcomes

The learning objectives to be drawn from the case are as follows: To discuss the challenges of a leader within a resource-constrained environment. Students are required to highlight aspects of transformational leadership and assess the leader against those criteria. To highlight the connection between employee mindset, actions, and organisational performance. Students need to identify the key issues underlying the personnel challenges facing the leader. To explore the influence of leadership on employee engagement. Students should identify the actions taken by the leader to engage employees and analyse the intention behind them, as well as the actual outcomes. To discuss the potential solutions that the leader may institute to achieve the overall transformational objective for the organisation.

Case overview/synopsis

This case puts students in the shoes of Siya Zwane, the newly appointed principal of Green Acres Primary School in the South Africa’s Eastern Cape. Having recently completed her PhD in education after 10 years of teaching, Zwane is well versed in the best practices for organisational development and eager to apply them in a public school setting. Her leadership is particularly relevant in the context of a struggling school system that faces, among other issues, an economically disadvantaged population, overcrowding in classrooms, poor infrastructure, and a general lack of resources, including qualified staff. As a newcomer to this school system, Zwane learns quickly how these systemic issues manifest in her teaching team and realises that her first priority must be to empower her staff and enhance employee engagement.

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.

Subject code

CSS 1: Accounting and Finance

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 30 July 2018

Sanjay Verma

AutoDx Case narrates an exciting story of how organizations in one industry (buyers, suppliers, and suppliers of suppliers), who fiercely compete with each other in the…

Abstract

AutoDx Case narrates an exciting story of how organizations in one industry (buyers, suppliers, and suppliers of suppliers), who fiercely compete with each other in the marketplace, collaborated to develop an online platform which would bring in significant efficiency in the system and benefit all the players. The case shows that first attempt to develop such a platform failed in the late 90s. However, similar attempt, later on, was inching towards success. That shows the impact of timing of technology and Shared Beliefs. While Case A narrates the problems faced by a few managers and needs for autoDx, Case B details how the project became successful and was under the process of adoption by various organizations.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 12 January 2023

Sammy Abdalla Hazaimeh, Said Elbanna and Tahniyath Fatima

This study aims to build on the human capital development theory that focuses on the education and development of individuals considering their spillover impact on the…

Abstract

Theoretical basis

This study aims to build on the human capital development theory that focuses on the education and development of individuals considering their spillover impact on the organization’s and community’s improvement. Through examining the efforts put in by the Ministry toward developing its nationals to convert its economy into that of a knowledge-based one, this case shows a practical application of the human capital development theory.

Research methodology

To attain a more comprehensive understanding of how the Ministry underwent the implementation of educational and employment reforms, this study carried out a mixed methods study that pertained conducting interviews and collection of secondary data such as reports, minutes of meetings and publicly available date. First, four top management and executives were interviewed from the Ministry to gain deeper understanding on the planning of educational and employment reforms being implemented by the Ministry, its implementation and the challenges that the Ministry faced in doing so. Additionally, top management and executives from higher educational institutes in Qatar were also interviewed to attain a more comprehensive understanding of how they worked with the Ministry to implement the educational and employment reforms. The interview participants held key positions within the Ministry and education institutes in Qatar. As a result, they were directly involved in driving strategic decision-making in various areas relating to education at all levels (primary, secondary and tertiary). Further, they were directly involved in the establishment of Qatarization initiatives in the education sector within Qatar. Below is a list of the interviewees:

1. Mr Ahmed, Undersecretary of the Ministry of Education and Higher Education (formerly Qatar University President and Community College of Qatar President);

2. Mr Saad, Higher Education Consultant at the Ministry of Education and Higher Education (formerly the Dean of Community College of Qatar);

3. Mr Ali, Assistant Undersecretary of Shared Services Affairs, the Ministry of Education and Higher Education;

4. Mr Abdulla, Acting Assistant Undersecretary for Higher Education, the Ministry of Education and Higher Education;

5. Mr Jassim, Vice President of Academic & Student Affairs at Community College of Qatar;

6. Mr Bilal, Vice President of Academic & Student Affairs at College of the North Atlantic-Qatar;

7. Mr Mohammed, Chief Strategy and Development Officer at Qatar University; and

8. Mr Yasin, General Manager of Qatar Learning Center.

Each participant was first contacted to inform them about the nature of the study and to gain their consent to conduct an interview. The interview protocol contained closed- to open-ended questions, aimed at providing in-depth information on Qatarization practices and the efforts to reform the education sector in Qatar. As a result, a semi-structured interview was conducted. The participants were posed with several questions that included but were not limited to these. For instance, the participants were asked with questions like what steps are being taken by the Ministry of Education and Higher Education to improve the education system in Qatar? and What are the current Qatarization practices that have been implemented in the Ministry of Education and Higher Education? Upon attaining answers for these questions, the interviewer was able to follow up with more specific and relevant questions like how does the Ministry engage Qataris to take up science, technology, engineering and mathematics programs?, what are the methods employed to attract Qataris toward pursuing higher education?, what are the different types of scholarships being offered to Qataris? and hat are the programs that the Ministry of Education and Higher Education implements to train/employ young Qataris to be qualified for work in the education sector? The interviews lasted about 30–45 min. In addition to interviews, several secondary sources were used from the Planning and Statistics Authority, the World Bank and the Ministry of Education and Higher Education.

Case overview/synopsis

Human capital development is regarded as a fundamental pillar that leads to the sustainable economic, political and social progress of a society. Given the foundation of human capital development is based on educational capacities, Qatar has regarded education as its national and foremost priority and the key to maximizing human potential toward building a sustainable knowledge-based economy in the long run. This case study portrayed the works of the Ministry of Education and Higher Education in the state of Qatar. The Ministry had been tasked with the mission to support the government’s national strategy of transforming Qatar’s economy from a resource-based economy into a knowledge-based economy. As such, this case sheds light on the Ministry’s strategic initiatives toward developing the local human capital. The Ministry governs over the education sector, and in providing the Ministry’s point of view, the reader is able to get a grasp on the inner workings of a government entity. In addition to providing an overview on the strategic initiatives employed by the Ministry to enhance the quality of education for Qataris, this case study also examined the Qatarization initiatives taken up by the Ministry. Qatarization is a national strategy implemented by the state of Qatar to nationalize the workforce. In other words, through Qatarization, the government intended to increase the employment opportunities available for Qataris and enhance their professional skill set through training and development efforts. Accordingly, this case also illustrated the Ministry’s role in Qatarizing its workforce successfully. In understanding the challenges faced by the Ministry toward enhancing the education services and employment opportunities being offered to the nationals, students can attain a refined perspective on the real-life challenges that government entities face in implementing strategic initiatives. Through this case, students in graduate and undergraduate courses relating to business, strategy, economics, public policies and education can also attempt to engage in decision-making activities that involve overcoming the challenges faced by the Ministry through devising action plans or revising the strategic initiatives. The issues discussed in the case delve into how Qatar government’s initiatives for economic transformation via educational reforms impacted educational institutions, students and the workforce.

Complexity academic level

This case is intended to be studied by students in graduate and undergraduate courses relating to business, strategy, economics, public policies and education where they can engage in realistic decision-making activities that involve overcoming the challenges faced by the Ministry through devising action plans or revising the strategic initiatives.

Details

The CASE Journal, vol. 19 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 21 June 2018

Subrat Sarkar, Sanjay Mohapatra and Sarmistha Pattanayak

The case deals with project management principles that are required for implementing a social project in India.

Abstract

Subject area

The case deals with project management principles that are required for implementing a social project in India.

Study level/applicability

The study has been carried out at primary schools in an underdeveloped state, namely, Odisha, in India.

Case overview

The case illustrates a project management approach for improving primary education in a government set up. The bureaucracy set up in education in a state like Odisha, India, needs to undergo radical changes. To be effective, an education system requires an optimal integration of the three main components, namely, people, infrastructure (this includes technology) and pedagogical processes. Using a public–private partnership model, American India Foundation (AIF) through its Digital Equalizer (DE) Program has been able to make a positive impact in an underdeveloped tribal dominated district like Keonjhar. The case study also illustrates the detailed execution plan predicated on total system planning, required to achieve this amount of success. The case study also explains how to measure success through different metrics where intervention has to be at multiple levels. The learning from the case study can also be adopted for designing an implementation strategy in other states.

Expected learning outcomes

Expected learning outcomes are as follows: how to approach implementation of technology-based intervention with involvement of all stakeholders; learn project management techniques related to digital learning model implementation; understand the DE methodology; and understand the challenges faced while implementing the DE Program.

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.

Subject code

CSS 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 27 November 2019

Waheed Ali Umrani, Rukhman Solangi, Mumtaz Ali Memon, Asmaa Hadeesa and Soonhan Khoso

Learning outcomes are as follows: Understand performance appraisal process and tools; apply theory X and Theory Y in managing resistance to performance evaluation; identify the…

Abstract

Learning outcomes

Learning outcomes are as follows: Understand performance appraisal process and tools; apply theory X and Theory Y in managing resistance to performance evaluation; identify the causes and symptoms of resistance; identify and apply managing resistance approaches.

Case overview/synopsis

After attaining the height of success in terms of imparting quality education and contributing to the creation of many learned persons of the society, Public school Sukkur was facing the downward trending success for many reasons. After the takeover of management control by Sukkur IBA University, the school was upward trending for quality education, state of the art infrastructure, advanced educational lab, modern teaching methodologies. With such a change, resistance was a must. Both Active and Passive resistance from the stakeholders was impeding the success of newly named IBA-Public School Sukkur. Particularly, the resistance against the implementation of the Performance Appraisal tool and its administration. With the resistance from employees, Chang, Principal IBA Public School Sukkur had to come up a solution for the smooth administration and implementation of Performance Appraisal and manage the resistance from the employees and ensure the continuous improvement through performance appraisal.

Complexity academic level

Case study is applicable for the MBA students.

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.

Subject code

CSS 7: Management Science.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 8 March 2019

Gail Berger and Liz Howard

Cristo Rey St. Martin College Preparatory (CRSM), a school with a unique educational model, has built a culture of accountability and student achievement. Founded in 2004 with a…

Abstract

Cristo Rey St. Martin College Preparatory (CRSM), a school with a unique educational model, has built a culture of accountability and student achievement. Founded in 2004 with a mission of serving “young people of limited economic means,” the school had a rocky start. It was plagued with student failure, high teacher turnover, and a total lack of accountability on the part of both students and teachers. In 2008, a new principal, Michael Odiotti, was hired to turn around the school. During his early years as principal, Mr. Odiotti faced many challenges, including poor academic results, lack of discipline, the threat of bankruptcy, and insufficient employers to support the school's work-study program. By 2018, the school had overcome some of these obstacles, and its metrics were exemplary. The question CRSM currently faces is how it can bolster a new culture of continuous improvement to avoid complacency while continuing to push accountability to achieve even greater results.

This case (though it may stand on its own) is a continuation of the events described in “Creating a Culture of Empowerment and Accountability at St. Martin de Porres High,” Cases #5-410-755(A) and (B) (KEL514 and KEL515) (Kellogg School of Management, 2010).

Case study
Publication date: 10 May 2018

Michelle Shumate and Liz Howard

In this case, lessons from the Chicago Benchmarking Collaborative illustrate key principles of collaborative action and the importance of using data to achieve SMART goals.In…

Abstract

In this case, lessons from the Chicago Benchmarking Collaborative illustrate key principles of collaborative action and the importance of using data to achieve SMART goals.

In 2015, the Chicago Benchmarking Collaborative (CBC) was a network of seven agencies in Chicago, Illinois, serving 12,000 low-income residents. Each of the agencies had early childhood, school-age children, and adult education programs. At the prompting of the Chicago Community Trust, they came together to (1) benchmark their education programs outputs and outcomes; (2) learn and share best practices through developing a common set of metrics and measurements and implementing these measurements into a case management software system; and (3) share the costs of the case management software system to be used for program evaluation and continuous quality improvement.

Three aspects of CBC are particularly noteworthy. First, there are no joint program activities or clients among these agencies. Their exchange is limited to sharing data and other information. This makes CBC distinct from collaborations formed to begin a program or to advocate for a policy. Second, the group requires each agency to enter data on a timely basis and to set SMART goals based on the data reports. The agencies are held mutually accountable for their work to achieve their own SMART goals during the year and report on progress. Third, CBC used monetary incentives to ensure that data entry and SMART goal action remained a priority for each agency.

Abstract

Subject area

Management, Information technologies.

Study level/applicability

Courses at the senior university level in social and organizational sciences.

Case overview

This case aims to observe modes, levels and specific problems in application of information technologies in informing, information sharing and collaboration as important aspects in ensuring quality in control of the processes that occur at school. Some deficiencies in application of information technology within these processes have been identified and alternatives to solving them have been offered. The discussion concerning the solutions was performed according to the parameters that were singled out as important in the analysis of the problems. A school that is recognized in Zlatibor region and elsewhere in Serbia for its advanced development tendencies was selected for the case study. The proposed solutions are practically applicable in any work collective.

Expected learning outcomes

Modern management strategy in education; the importance of process management in insuring quality of whole management system; the importance of implementation of modern information technologies in school management system.

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.

Details

Emerald Emerging Markets Case Studies, vol. 4 no. 6
Type: Case Study
ISSN: 2045-0621

Keywords

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