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The term emotional intelligence was coined by the researchers Peter Salavoy and John Mayer. The concept was popularized by Daniel Goleman through his book Emotional Intelligence published in 1996. According to Salavoy and Mayer (1990), emotional intelligence consists of a set of skills hypothesized to contribute to the accurate appraisal and expression of emotion in oneself and in others, the effective regulation of emotion in self and others and the use of feelings to motivate, plan and achieve in one’s life.

The case study uses two sources of information, namely, primary and secondary. Dr Dev, a senior training and development manager with a multinational company constituted the primary source. The secondary source consisted of information publicly available on various websites. The case has been disguised for various reasons.

Lady mosquito at NPS Mumbai is a case study on emotional intelligence, a much sought-after concept in management education, but not many case studies have been written on the topic. This case involves an interaction that took place between a facilitator and a learner, and it highlights the importance of emotional intelligence in day-to-day communication. The use of emotional intelligence will manifold improve the ability of the facilitator to understand the learners’ behavior in the classroom. This will further enhance the effectiveness of learning, as the motivated facilitator/trainer will be more committed to engaging the learners in their educational activities.

This case has been developed to be used in postgraduate and undergraduate management programs. This case can also be used in management development programs for executives. As the case provides a basic understanding of human behavior and thereby teaches to manage others just by managing oneself. As the case revolves around a facilitator and the learner, it can also be used in the trainer program for facilitators who desire to conduct training programs or want to take teaching as a full-time career.

Tourism & Hospitality

Post graduate

The South African-based Sun International Group (SI) develops, operates and manages hotels, resorts and casinos. In its mission statement, SI describes itself as a “leisure group offering superior gaming, hotel and entertainment experiences”. In 1984, SI was listed in the travel and leisure sector on the Johannesburg Stock Exchange. SI is looking for growth opportunities.

Strategic options analysis to create new market spaces. Practical application of blue ocean thinking frameworks.

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The learning outcomes are as follows: to understand the problem of informality and how it develops, taking advantage of the control flaws of public and private institutions and its growth by the legitimacy of society; to analyze the role of the regulatory body in its fight against informality from the area of its influence, which is the energy sector; to analyze the economic and social impact of a solution like the one proposed in the case; to analyze the impact at the level of public policies of solutions such as the one proposed in the case; and to review the strategy of the hand of technology that can achieve the development of original solutions to fight against informality.

The case study was written on the basis of a real success story that explains the development of a technological solution that allowed the Supervisory Agency of Energy and Mining of Peru to effectively deal with informality in the commercialization of fuels, which became a reference in the region. The story begins by recreating the system that existed for the commercialization of fuels and how the shortcomings of this system itself encouraged the appearance of informal merchants who benefited from the situation. It also explains how the regulatory authority decides to deal with this problem by creating a special unit that confronts this issue and how, after some failures, an original strategy was able to be designed with the help of technology to control informality.

Business schools, where different aspects can be analyzed, such as the strategy used in the supply chain of informal or formal commerce. It is also recommended for use in master’s programs in specific sectors, such as public management or energy management. Finally, it can also be used in entrepreneurship, given that informal entrepreneurship is considered as a new line of research in this field.

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CSS 11: Strategy.

After discussing this case, students will be able to understand the challenges faced by social entrepreneurs in starting a health-tech start-up in Africa; create and evaluate lean business models of health-tech companies as a social enterprise; evaluate how health-tech start-ups were developing innovative business models and supply chain networks to make prescription drugs accessible and available in Africa; understand how inorganic growth strategies can help health-tech start-ups scale up; and evaluate what promises investors were seeing while investing in social enterprises in the health-care sector in Africa and what social wealth they were creating.

In August 2022, Gregory Rockson (Rockson), social entrepreneur and founder of for-profit health technology (health-tech) social enterprise in Ghana, mPharma, stated that he had plans to replicate the company’s business model, which provided people access to drugs and at affordable prices, to other African nations, beyond the company’s existing footprint. However, analysts pointed out that the fragmented drug supply chain and poor regulation in the health-care market across Africa could act as a challenge for mPharma to replicate its business model successfully across the African continent. People in Africa were forced to pay higher prices to buy life-saving drugs due to the continent’s fragmented drug supply chain. To add to their woes, pharmacies struggled to keep life-saving and life-sustaining medicines in stock. Often, patients traveled miles to a pharmacy only to find out that the drugs they needed were not in stock. In addition to this, the markets were flooded with counterfeit drugs. And the Covid-19 pandemic only exacerbated the situation. mPharma managed the prescription drug inventory for pharmacies and drug suppliers using its proprietary vendor management information system. By using the technology infrastructure it had built, the company connected patients, pharmacies and hospitals through a cloud-based software. The system enabled doctors to track in real-time which drugs were available and at which location, thus giving patients reliable access to medicines. Patients registering with mPharma with their prescriptions and medical history received an alert on their mobile phones notifying them where the drugs they needed were available. mPharma bought drugs from major drug manufacturers such as Novartis International AG, Pfizer Inc. (Pfizer) and Bayer AG, on behalf of the pharmacies. This enabled the pharmacies to save on the up-front costs of stocking the drugs, reduced supply constraints and ensured availability of drugs to consumers in these underserved markets. The company had a consignment model wherein member pharmacies had to pay only for what they sold. Most pharmacies forecast the number of drugs they needed and purchased them from mPharma at pre-agreed rates. The company took the inventory liability to prevent pharmacies from going out of stock. As mPharma used its purchasing power to buy drugs in large quantities from drug manufacturers and suppliers, it was able to help patients realize cost savings of 30% to 60% in the purchase of medicines. mPharma was focusing on achieving its ambitious goal of dominating the health-care market in Africa in future. However, analysts felt that the company would face challenges related to poor regulation in the health-care market, high prices of drugs and the fragmented pharmacy retail market in the continent.

This case is intended for use in MBA/MS level programs as part of a course on Social Entrepreneurship, Sustainability, Business Model Innovation, Disruptive Business Models, and Supply Chain Management in the Drug Industry.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The case describes the international problem of money laundering and summarizes U.S. bank regulations aimed at reducing money laundering activities. The introduction of H.R. 3886 in 2000 was one in a series of attempts to formalize U.S. banks' monitoring of their customers. The bill was prompted by a government report that named and criticized U.S. banks for laundering billions of dollars linked to drug trafficking, fraud, and organized crime. Interest groups in favor of H.R. 3886 were predominantly law enforcement agencies that viewed current anti-money laundering laws as ineffective. Groups opposed to the bill included the American Civil Liberties Union, which believed that the collection of more information about bank customers' activities was an invasion of privacy, and the American Bankers Association, which claimed that the legislation would impose unnecessary costs on banks. The case can be used to introduce the distributive politics framework for analyzing non-market issues and formulating nonmarket strategies in the context of government institutions. The epilogue reveals that H.R. 3886 died before it ever reached the House floor, but that an expanded version of the legislation ultimately passed---with the support of stakeholders who originally fought it---as part of the USA PATRIOT Act after the terrorist attacks of September 11, 2001. This stance reversal provides an opportunity to explore how events, public opinion, and the media can create windows of policy opportunity

Utilize a framework for analyzing options for non-market action – Formulate a strategy for nonmarket action – Recognize how public opinion influences the opportunity for non-market action through events and/or new information, political actors, media coverage, and policy windows

LifeBank is primarily focused on tackling the challenge of maternal mortality in Nigeria and other African countries by providing women access to blood, thereby tackling the challenge of gender inequality. The company employed both men and women at its workplace providing equal opportunities for men and women.

Discuss how women entrepreneurs are solving social problems in developing countries using technology and innovation.

Analyze the challenges faced by women entrepreneurs in getting the right human capital, raising funds and managing growth for their social business.

The case discusses how social entrepreneur Temie Giwa-Tubosun (Temie) founded LifeBank, a medical distribution company, to provide access to blood, medical oxygen and vaccines to hospitals in Nigeria. The company used technology to provide information to health providers about which blood bank stored the blood type they needed and delivered it quickly and safely to help save lives.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The case deals with an Urban Cooperative Bank situated in Ahmedabad, known as Ahmedabad Peoples Urban Cooperative Bank (APUCB). The bank had come under the scanner of Reserve Bank of India (RBI) during 2009 because of mismanagement. It had failed to resolve its liquidity crisis even after the Reserve Bank of India imposed restrictions. The Government then appointed an external administrator, Hemant J. Rindani, to resolve APUCB's liquidity crisis. The bank had started paying claims but had lost people's trust. The last option for Rindani was to liquidate the bank. Rindani was however contemplating on various other options to come out with amicable solutions like, merge with other branches or pump in fresh capital and restart the business.

Labour relations management, business management, HRM, focusing on the labour relations of Chinese enterprises.

This case is designed for students in schools of business or management, undergraduate MBA or executive MBA classes. Students should already have a basic knowledge about Chinese labour relations, HRM, and organizational development.

In 2004, a deal transformed Anhui Xuanjiu Group from a state-owned enterprise (SOE) to a private company. Li Jian, the Chairman of Xuanjiu Group, focused on creating happiness for employees. Thanks to Li Jian's efforts, Xuanjiu emrged from its crisis which was formed in the planned economy system. After several years of development, the labour relations management of Anhui Xuanjiu Group became a model among private enterprises in China.

Students can gain new insights into labour relations in China. The case provides an example of building friendly labour relations to avoid labour disputes. It provides a set of measures for retaining and motivating workers.

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The case “Corporate Governance Failure at Ricoh India: Rebuilding Lost Trust” discusses the series of events post disclosure of falsification of the accounts and violation of accounting principles, leading to a loss of INR 11.23bn for the company, eroding over 75 per cent of its market cap (Financial Express, 2016). The case provides an opportunity for students to understand the key components of corporate governance structure and consequences of poor corporate governance. The case highlights the responsibility of the board of directors, audit committee and external auditors and discusses the changes required in the corporate governance structure necessary to ensure that such incidents do not take place. The case also delves into the classic dilemma of degree of control that needs to be exercised by the parent over its subsidiaries and freedom of independence given to the subsidiary board, which is a constant challenge all multinationals face. Such a dilemma often leads to the challenge of creating appropriate corporate governance structures for numerous subsidiaries.

The case is intended for MBA courses on corporate governance, business ethics and also for the strategic management courses in the context of multinational corporations. The case can be used to develop an understanding of the essential of corporate governance with special focus on the role of the board of directors, audit committee and external auditors. The case highlights the consequences and cost of poor corporate governance. The case can also be used for highlighting governance challenges in the parent subsidiary relationship for multinational corporations. The case can be used for executive training purposes on corporate governance and leadership with special focus on business ethics.

This case presents the challenges faced by the newly appointed Chairman Noboru Akahane of Ricoh India. In July 2016, Ricoh India, the Indian arm of Japanese firm Ricoh, admitted that the company’s accounts had been falsified and accounting principles violated, leading to a loss of INR 11.23 bn for the financial year 2016. The minority shareholders were agitating against the board of directors of Ricoh India and were also holding the parent company responsible for not safeguarding their interest. Over a period of 18 months, Ricoh India had been in the eye of a storm that involved delayed reporting of financials, auditor red flags regarding accounting irregularities, a forensic audit, suspension of top officials and a police complaint lodged by Ricoh India against its own officials. Akahane needed to ensure continuity of Ricoh India’s business and also act quickly and decisively to manage the crisis and ensure that these incidents did not recur in the future.

The case provides an opportunity for students to understand the key components of corporate governance structure and consequences of poor corporate governance. More specifically, the case addresses the following objectives: provide an overview of corporate governance structure; highlight the role of board of directors, audit committee and external auditors; appreciate the rationale behind mandatory auditor rotation; appreciate the consequences of poor corporate structure; explore the interrelationship between sustainability reporting and transparency in financial disclosures of a corporation; understand management and governance of subsidiaries by multinational companies; and understand the response to a crisis situation.

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CSS 11: Strategy.

The learning outcomes are as follows: to identify stakeholder groups in an inter-country training intervention and apply contextual intelligence to a leadership role and to apply the theory of constraints in developing solutions to research constraint environments.

On 10 September 2018, the Director-General (DG) of South African National Department of Health (NDOH) Ms Precious Matsoso pondered over the scheduled meeting that afternoon with the South African Committee of Medical Deans in Pretoria. She was leading the initiative of the integration of the South African Cuban-trained medical students into the local medical schools for the final phase of their studies. She needed to streamline the assimilation process. The case highlights the dilemma to identify actions to improve the level of integration of these students.

MBA M Phil in Healthcare Management

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CSS 10: Public Sector Management