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1 – 10 of over 1000Steven Stern and Douglas Barton
What is a customer? By simple definition, a customer is one who purchases goods from another, but it stems from the word “custom” where an individual habitually patronizes a…
Abstract
What is a customer? By simple definition, a customer is one who purchases goods from another, but it stems from the word “custom” where an individual habitually patronizes a particular business. As companies achieve success, many neglect this concept and forget to keep the idea of “custom” in customer.
Caren Scheepers, Marius Oosthuizen and Dean Retief
Organisational Development, Organisational Behaviour, Leadership Change.
Abstract
Subject area
Organisational Development, Organisational Behaviour, Leadership Change.
Study level/applicability
Master of Business Administration, postgraduate studies, middle or senior managers on open programmes.
Case overview
The case focuses on the dilemma that Douglas Lines, Nedbank’s Divisional Executive for Strategic Business Unit, South Africa, faced when a new sense of urgency was required to cultivate a culture of collaboration in Nedbank to overcome their silo-mentality.
Expected learning outcomes
Examine the current and recommend the preferred culture of Nedbank to enable collaboration; critically analyse and evaluate the suitability of the current structure recommend restructuring; insight into how contextual leadership contributes to collaboration in organisations; present judgement of strategies in initiating and enhancing collaboration to overcome silo-mentality.
Supplementary materials
A DVD is available with link and password. Teaching Plan and slides are available. The four learning outcomes are posed as questions for groups to discuss and model answers are provided as well as linking them to relevant literature.
Subject code
CSS 7: Management Science.
Details
Keywords
Archana Shrivastava and Asha Naik
Human Resource Management and Business Strategy.
Abstract
Subject area
Human Resource Management and Business Strategy.
Study level/applicability
Postgraduate.
Case overview
The case provides a holistic perspective of organizational transformation, management of change impact on employees and leader behavior. The challenge at Govind Milk and Milk Products Pvt. Ltd. a mid-size company, in the dairy industry was to transform itself into a pan India and global company from a regional organization. The case study outlines how the organization took on the transformation journey under a strong leadership and managed change by focusing on creating a brand, implementing technology and creating a culture of meritocracy. Having made the successful transition from being a family run business to a professionally managed company and having built significant internal capacity the big question is – Can the company strive and thrive in the VUCA business environment?
Expected learning outcomes
To highlight the process and management of organizational change. To highlight the role of leadership in the process of organizational change. To understand how the environmental factors or the VUCA environment impacts the performance of an organization. To highlight internal capacity building as a strategy to deal with the VUCA environment.
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: 6: Human Resource Management.
Details
Keywords
Sibongile Brenda Zungu, Kenneth M. Mathu and Caren Brenda Scheepers
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…
Abstract
Learning outcomes
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.
Case overview/synopsis
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.
Complexity academic level
MBA M Phil in Healthcare Management
Supplementary materials
Teaching notes are available upon request for educators only. These teaching notes should be shared solely with the instructor and students should not have access to. Please contact your library to gain login or email support@emeraldinsight.com to request teaching notes.
Subject code
CSS 10: Public Sector Management
Details
Keywords
Caren Brenda Scheepers and Jill Bogie
The learning outcomes are as follows: to gain insight into the importance of location, in terms of spatial and temporal context and the capability of leadership to tune into and…
Abstract
Learning outcomes
The learning outcomes are as follows: to gain insight into the importance of location, in terms of spatial and temporal context and the capability of leadership to tune into and strategically adapt to context; to understand and explain the sharing economy and explain how the Uber business model fits into this new way of doing business; to evaluate how Uber South Africa has adapted its business model in the period of the COVID-19 crisis and discuss the nature of the business model innovations that is has made; and to understand business model for sustainability and how it differs from the general understanding of business models.
Case overview/synopsis
On 15 May 2020, Alon Lits, General Manager of Uber Africa was considering his dilemma of adapting their business model to the demands of COVID-19, without losing their core business model as a multi-sided technology platform business. Uber was asking their riders to stay home to ensure social distancing during the lockdown, rather than booking a ride with Uber. The question was how they could support their driver partners, while they were discouraging riders to make use of Uber. Uber had taken initiatives to create additional revenue streams for drivers. The case highlights how Alon Lits and his executive team prioritised the health and well-being of their Uber community and quickly adapted their technology to meet the evolving needs during the COVID-19 pandemic. They customised their offerings to the different needs in the seven Sub-Saharan Africa (SSA) countries in which they operated. Uber supported businesses by using the Uber-X sedan vehicles to deliver necessities like food, medicine and parcels to the frontline and poor communities. Uber globally offered their drivers in quarantine 14 days of financial assistance. Serving communities also involved offering free rides to women and children who were victims of domestic violence to get them to a safe space. The multi-sided platform technology business had to consciously adapt, to the “next normal” as the COVID-19 era evolved.
Complexity academic level
The case is most suitable for Post-Graduate Master’s level courses, MBA, MPhil in Corporate Strategy.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS: 11 Strategy.
Details
Keywords
Leadership and change management, employee engagement, strategy
Abstract
Subject area
Leadership and change management, employee engagement, strategy
Study level/applicability
The case is designed to be an effective teaching and learning tool at the bachelors’ and master’s level business programmes in courses on leadership and change management, employee engagement, strategy courses or an elective on strategic consulting.
Case overview
In October 2011, Mr Abdulla became Chief Operating Officer of Al Asafa Brothers, a large privately driven organization with diversified businesses. The company’s story since then appears to be the typical slash-and-burn turnaround, but the view from the inside is far more interesting for anyone grappling with what it takes to lead a competitive organization and sustain its performance over the long term. Mr Abdulla is a straight-shooting, tough-minded, results-oriented business leader. But he is also a charismatic and persistent coach, determined to help people learn and thereby to provide his company with the best-prepared employees. Al Asafa was undergoing turmoil with a complete lack of leadership and facing financial and operational losses. There were huge cost centres. All employees started their own ventures and got into partnership with the owner and shared incentives with him. The organization kept on expanding and continued to be in huge debts thus facing losses. The case discusses the leader’s role in changing the organizational culture.
Expected learning outcomes
Giving students hands-on experience in developing a plan of action for a company in distress. Understanding analysis of the financial situation and suggest measures for improvement. Appreciating the involvement of employees in bringing change. Understanding the role of a leader in changing organizational culture.
Subject code
CSS: 11: Strategy
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
Keywords
Shubham, Shashank Mittal and Atri Sengupta
Organizational behavior, Organizational leadership, Organizational transformation.
Abstract
Subject area
Organizational behavior, Organizational leadership, Organizational transformation.
Study level/applicability
First year management students in the course Organizational Behavior (OB). Final year management students in the elective course on leadership and change management. Middle level managers who are working in industry, in the management development program related to change leadership and change management.
Case overview
This case deals with the transformation of the public distribution system (PDS) under the leadership of Dr Raman Singh. The PDS system was an inefficient system and the food grain supply intended for the poor was diverted by intermediaries before reaching the intended beneficiaries. Having experiences in central government ministries as a cabinet minister, Dr Raman Singh decided to transform the PDS. The challenges faced were primarily from that of the reticent bureaucracy and dealing with them requires patience and the skills of a transformational and motivational leader which Dr Raman Singh possessed.
Expected learning outcomes
This case intends to develop understanding of various dimensions related to transformational and motivational styles of leadership. Further, it intends to develop understanding of crucial institutional and organizational changes and how leaders bring about these changes in sync with technological and process changes.
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: 6: Human Resource Management.
Details
Keywords
Caren Scheepers, Lyal White and Adrian Kitimbo
Leadership; Political Economy; Strategy; Entrepreneurship.
Abstract
Subject area
Leadership; Political Economy; Strategy; Entrepreneurship.
Study level/applicability
Masters in Business Administration (MBA); MPhil in Strategic Leadership.
Case overview
On 5 February 2016, South African entrepreneur Jannie Van Eeden faced a dilemma about whether to expand his current businesses or not. He had to choose between focusing exclusively on hospitality and tourism or dividing his time and resources between the tourism business and expanding his existing logistics business. Expansions to his logistics business would entail investing in a warehouse and supplying fresh produce to the lodges in the wider area of Lake Malawi where he was based. Van Eeden realised that he needed to take into account the political economy of Malawi in unpacking the contextual variables related to his decision. Various stakeholders’ roles are illustrated in the case, for example the government’s role in enabling entrepreneurial businesses as well as the investments made by foreign organisations and international donors.
Expected learning outcomes
Development of leaders who can take contextually intelligent decisions. Insights into conducting Political Economy analysis to enable doing business in Africa.
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