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1 – 10 of 22T Education is a leading educational science and technology enterprise in China with technology-driven, talent intimacy and quality leadership as the core development objectives…
Abstract
T Education is a leading educational science and technology enterprise in China with technology-driven, talent intimacy and quality leadership as the core development objectives. Since its inception, it has been committed to creating better learning experience for children. As the predecessor of T-education, X-education was founded in Beijing in 2003. At first, it mainly provided after-school math counseling for school-age children. Over the past 10 years, its business has been expanding, covering almost every aspect of school-age education. This case studies accounting issues and business ethics challenges that firms may face when they transform from a single (traditional education) line of business to a multiple channel business.
Sumi Jha and Som Sekhar Bhattacharyya
Mission and vision for strategic management of non governmental organizations.
Abstract
Subject area
Mission and vision for strategic management of non governmental organizations.
Study level/applicability
This case can be used for strategic management course (with a focus on vision and mission), particularly for the management of non governmental organizations (NGOs) (with a focus on discovering and defining directions).
Case overview
Shraddhanand Mahila Ashram completed 83 years of its existence in 2011. Sharadhanand Mahila Ashram has been managed by the Hindu women's welfare society. The organization for the last eight decades has been caring for destitute women, orphans up to six years old, and caring for girls till they reached 18 years of age. The Ashram has also been taking care of mentally and physically challenged orphans. The Ashram over the years changed its policies and practices to be in tune with the social requirements in the changing environment. Up to the close of the first decade of the 21st century the Ashram had been providing traditional training to the young ladies and then subsequently would marry them. In the last two decades beginning 1991, because of the economic development of India and the economic integration of India with the West, cultural changes had transpired in Indian society. Women in general have been becoming more empowered and economically independent. Given this context the committee members of the Ashram were contemplating on the future guidance to the girls of the Ashram for making them empowered and independent individuals. This would shift the established policies and practices of the Ashram and lead to a new vision.
Expected learning outcomes
The case would help students to reflect on the significance of mission and vision statement of an NGO. The case would further help students to understand the day to day working practices of an NGO as derived from mission and mission statements. The students will be able to comprehend the need for review and change in mission and vision statements. The students will also be able to understand how mission and vision statements aligned to the organizational practices and policies impact at ground zero and above.
Supplementary materials
Teaching notes are available.
Details
Keywords
Sonia Najam, Rukhman Solangi, Waheed Ali Umrani and Sheraz Mustafa Rajput
After practicing the case students will be able to; understand the importance of recruiting the right person in retaining employees. Understand the underlying causes of employees’…
Abstract
Learning outcomes
After practicing the case students will be able to; understand the importance of recruiting the right person in retaining employees. Understand the underlying causes of employees’ turnover. Formulate retention strategies.
Case overview/synopsis
The case presents the situation of high turnover in Case Research Center (CRC), Sukkur IBA University. The protagonist, Dr. Waheed Ali Umrani, Head CRC was concerned about the retention of Research Associates in the CRC. The case also highlights the reasons for the turnover of early-career female research associates in an academic setup of Sukkur IBA University. This case will involve students to critically think and come up with retention strategies and measures that recruiters, in this case, should consider before and after the selection of Research Associates.
Complexity academic level
Graduate.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
Details
Keywords
Jared D. Harris and Jenny Mead
Richard Alpert, senior partner at Evergreen Investments, must decide which of his two best employees to promote to the position of managing VP. He had initially preferred Charlie…
Abstract
Richard Alpert, senior partner at Evergreen Investments, must decide which of his two best employees to promote to the position of managing VP. He had initially preferred Charlie Pace over Daniel Faraday, but that decision had become less clear-cut when Alpert inadvertently overheard an office conversation and learned that Pace was taking Adderall, a stimulant primarily prescribed for people suffering from attention deficit/hyperactivity disorder (ADHD). Pace did not have ADHD and apparently obtained the medication by deceiving a physician. Alpert is faced with a number of questions, including whether it was fair to Faraday—or any other high-performing employee—to be passed over for promotion in favor of someone who illicitly boosted his performance with a substance he did not medically need.
Details
Keywords
After completion of the case study, students will learn to use Lean Canvas to identify business opportunity. They will also learn the balancing of exploitation of profit-producing…
Abstract
Learning outcomes
After completion of the case study, students will learn to use Lean Canvas to identify business opportunity. They will also learn the balancing of exploitation of profit-producing activities and exploring new opportunities according to the environmental dynamism.
Case overview/synopsis
WONK, a tutor discovery and booking app was launched by MyEdge in 2016 to search and book verified tutors in locations served by the company. Based on their requirements, parents and students could sort and book verified tutors in their area. Through the app, users could search for academic and hobby classes in the form of individual tuitions. The ease of use and the service offering made it a popular app with students enrolling every 6 min. Within a span of six years, WONK had provided services to thousands of students in 20+ countries and had 200,000+ tutors registered on their app from 15,000+ pin codes. Despite a plethora of Edtech companies in India, a different business model and services offered gave them an edge over other Edtech companies. To keep up with the customer needs, they were constantly making the upgrades to their technology and expanding their services. Vidhu Goyal, the founder of the company, was enjoying the progress when another development in the technology hit the world. With the launch of applications based on artificial intelligence, will it disrupt the business or not?
Complexity academic level
The case study is recommended to be taught in a 90-min class to Master of Business Administration students. The case study may be used in courses related to strategy, information systems management and entrepreneurship.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 11: Strategy.
Details
Keywords
Kishore Thomas John and Ajith Kumar Kamala Raghavan
Participants will learn to analyze the basis of consumer segmentation in management education. It will specifically highlight the importance of positioning in influencing the…
Abstract
Learning outcomes
Participants will learn to analyze the basis of consumer segmentation in management education. It will specifically highlight the importance of positioning in influencing the marketing strategy of a firm and discuss the importance of a differentiated-low cost strategy to gain competitive advantage. The case will familiarize students with the business environment of rural India, and the applicability of the 4A’s and the 5D’s framework. Finally, the case will help participants understand the difference between a rural market and a Bottom-of-Pyramid (BoP) market.
Case overview/synopsis
A rural MBA institute for BoP students is grappling with the problem of low admissions, leading to an existential crisis. Two divergent options are presented to the protagonist. The first is to close down the B-school and use the infrastructure and facilities for a well-funded government skill development program which is vocational and intended for creating blue-collar workers. The second is to find ways to bolster the B-school to ensure that it gets adequate student enrollment, thereby leading to profitability.
Complexity academic level
This case is suitable for an undergraduate or MBA course in marketing management, rural marketing in India, South-Asian marketing or strategic marketing.
Supplementary materials
Teaching notes are available for educators only. Please contact your library to gain login details or e-mail support@emeraldinsight.com to request teaching notes. There is an accompanying spreadsheet with the case for studying the market. It contains relevant market data that would support analysis of the case. Comments are added for easy understanding. Instructors can access the separate spreadsheet that works out the break-even calculations for the fee structure of the institute. Instructions on calculations as well as comments are added for easy understanding.
Subject code
CSS 8: Marketing.
Details
Keywords
Ujvala Rajadhyaksha, Neharika Vohra, Deepti Bhatnagar and Ravi Moorthy
This case is in four parts, highlighting the crossroads at which the protagonist Savita finds herself in and the difficulties she faces in balancing her career aspirations with…
Abstract
This case is in four parts, highlighting the crossroads at which the protagonist Savita finds herself in and the difficulties she faces in balancing her career aspirations with family responsibilities. A Fellow of Indian Institute of Management (IIM) Ahmedabad, Savita's dilemmas concern working in a prestigious management institute in Kolkata versus getting a job in Mumbai in order to psychologically and financially support her family and get married; joining her husband in China on his posting versus going to the US on a prestigious fellowship prioritizing her career, and finally, starting a family versus postponing the decision till the couple were together and reasonably settled in their respective careers.
Details
Keywords
Irfan Saleem, Muhammad Ashfaq and Shajara Ul-Durar
After completion of the case study, students will be able to learn, understand, examine and customize leadership styles per organizational culture; understand the conflict…
Abstract
Learning outcomes
After completion of the case study, students will be able to learn, understand, examine and customize leadership styles per organizational culture; understand the conflict management styles of a female leader; and comprehend the organizational change process to devise an effective communication strategy.
Case overview/synopsis
Ever-changing business demands managers adopt organizational change in leadership styles, business processes, updated skill sets and minds. One must be ready to understand influential nurtured corporate culture and human resource resistance towards the inevitable change. This case study attempted to discuss the female protagonist dealing with an organizational conflict. The case study introduces one such protagonist from a century-old woman’s educational institution. Subsequently, this case study presents organizational change under the leadership of a female protagonist. This teaching case study gives the reader an insight into situational leadership, conflict management styles and the corporate change process by implementing an appropriate communication strategy. This case study describes the change process through the various decision-making scenarios that an academic institute over a century old faced during the post-pandemic crisis after adding a crucial protagonist. The employee union, followed by students and administrative employees, has challenged the dominating leadership position held by the college principal. Protests occurred due to the college administrator’s refusal to adjust her approach to leadership. This teaching case then provided different leadership styles of the current and old leaders. Finally, the case study lists the challenges a leader faces during turbulent times and the lessons a leader should learn from such situations while transforming the institute.
Complexity academic level
The teaching case benefits undergraduate students in business management subjects such as conflict management, leadership and organizational behaviour. Nevertheless, trainers can use this case study to teach seasoned managers and emerging leaders the significance of adopting and implementing change while understanding situational leadership.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 10: Public Sector Management.
Details
Keywords
Akriti Chugh, Ubada Aqeel and Shikha Gera
After completing the case, the students shall be able to do the following:▪ explain the key features and roles associated with non-governmental organizations (NGOs;…
Abstract
Learning outcomes
After completing the case, the students shall be able to do the following:▪ explain the key features and roles associated with non-governmental organizations (NGOs; comprehension);▪ describe major activities/programs run by Kilkaari-Bachpan Ki (knowledge);▪ describe the challenges faced by not-for-profit, non-governmental and voluntary organizations operating at a local level (knowledge);▪ developing TOWS matrix for Kilkaari’s strengths, weaknesses, threats and opportunities to provide strategies for making the necessary change (analysis);▪ explain the change management strategies used by Kilkaari during COVID-19 using Kurt Lewin’s model (analysis); and▪ develop recommendations for the problems faced by Kilkaari (evaluation).
Case overview/synopsis
As a result of the global COVID-19 pandemic, the entire world was left in shambles. The epidemic has had a profound impact on the way organizations used to function. It compelled all sectors and companies to change their working methods and move closer to virtual conceptions. Organizations that were able to adapt to the new environment have thrived, while the rest have struggled and continue to struggle. In today’s world, embracing virtual scenarios is more about perseverance and consistency than it is about making a conscious decision. Organizations such as NGOs have limited financial and non-financial means to adapt to such changes, and some of them were unable to suffice during the tough times.Despite this, the current case study focuses on the NGOs’ path during the pandemic: Kilkaari-Bachpan Ki. The NGO’s primary objective is to provide underprivileged children with free access to education. The current scenario illustrates how the Kilkaarians (team members of Kilkaari) modified their behavior in response to the crisis. To be used in an organizational behavior course, the case is intended for management students. Kurt Lewin’s model of change, which includes unfreezing, mobility and refreezing, can be understood by students. For this research, the authors use a case-study approach to explore how the organization responded when faced with a crisis.
Complexity academic level
This case is suitable for undergraduate students learning organizational behavior course, strategic management and also relevant to social work courses (social entrepreneurship/NGOs).
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human resource management.
Details
Keywords
Jeandri Robertson, Caitlin Candice Ferreira, Sherese Duncan and Atanu Nath
Students learn to evaluate a firm’s growth strategies with the aim of establishing long-term business sustainability. Students will examine the impact of external…
Abstract
Learning outcomes
Students learn to evaluate a firm’s growth strategies with the aim of establishing long-term business sustainability. Students will examine the impact of external macro-environmental factors that influence firm growth in an emerging market context. Using this case, students will learn how to apply a resource-based view to a firm’s offering by comparing and identifying the competitive advantage of the internal resources of the firm. Using this case, students can apply the principle of strategic fit by strategically analyzing the opportunities and threats in the external environment, while taking into account the firm’s internal strengths and weaknesses.
Case overview/synopsis
This case outlines the strategic, macro-environmental and marketing challenges that the Cape Town-based private higher education institution, Red & Yellow Creative School of Business, faced as it entered its 25th year of existence. In 2019, Red & Yellow had its roots in industry and had done well historically to cement that bond through the creation of successful alumni and the constant innovation of its higher education offering. Two weeks before having to present a detailed five-year growth strategy plan to the board of directors, Rob Stokes, the Director and Chairman of Red & Yellow, was faced with a multitude of decisions pertaining to the sustainable growth of the school. Recent growth patterns showed that programs with lower profit margins, such as classroom-based full-time programs, had experienced double-digit growth while student numbers for higher gross profit offerings, such as online and executive education programs had started to decline. Another challenge that the school faced was the need for its students to future-proof their careers in a world where artificial intelligence and machine learning threatened their careers and jobs. As such, Red & Yellow was confronted with one central strategic problem: How to grow strategically in the short term while developing a sustainable and scalable growth strategy for the school in the long term.
Complexity academic level
This case could work well as part of an executive education course, as well as a strategic management course for master’s degree or Master of Business Administration students.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
Details