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1 – 10 of 513Abhinava S. Singh and Mayur Dashrathlal Shah
The fundamental concepts in strategic management including vision, mission and setting objectives, external and internal environment analysis, SWOT, stakeholders in strategic…
Abstract
Theoretical basis
The fundamental concepts in strategic management including vision, mission and setting objectives, external and internal environment analysis, SWOT, stakeholders in strategic management, deliberate and emergent strategy and strategic leaders have been addressed through the case.
Research methodology
The case was developed using primary data gathered from observations, interviews and the experiences of the authors at Chimanbhai Patel Institute of Management and Research (CPIMR) and published sources.
Case overview/synopsis
This case is about CPIMR, a management institute in Ahmedabad, India, which was required to recraft their vision and mission statements in light of the compliance requirements of the All India Council for Technical Education and the other challenges including new skills requirement especially because of Industry 4.0 changes and competition in the business education market. The case examines the external and internal environment challenges faced by the institute director and the emerging issues: how should CPIMR recraft the vision and mission? What could go wrong? How to make them actionable? How to disseminate them? The case would help the participants to understand the process of external and internal environment analysis, formulation of the vision and mission statements, their key purpose of informing stakeholders and setting objectives. The case also encourages the participants to put themselves in the position of the director for undertaking the process of recrafting the vision and mission statements of the management institute in the event of a strategic change. While the case setting is that of a management institute, it might also be useful for discussion in other organization settings.
Complexity academic level
Course: Strategic Management Level: Post Graduate Level.
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John E. Timmerman, Al S. Lovvorn, Michael M. Barth and R. Franklin Morris
Dean Lynn, of Augustine State University's School of Business Administration, has been asked to develop online offerings as a prototype for the rest of the university. The…
Abstract
Dean Lynn, of Augustine State University's School of Business Administration, has been asked to develop online offerings as a prototype for the rest of the university. The decision he faced was whether to (A) take on the project alone or (B) make a ten-year commitment to a specialized vendor. If option B was selected, the further choice was whether to allow the vendor to handle everything short of instruction with a customized program or to handle only the marketing elements of the task. In the course of considering what to do, Dean Lynn was faced with the financial as well as the qualitative dimensions of the choice. The purpose of this case is to provide students a vehicle to explore the myriad considerations inherent in every organization's decision making process… qualitative as well as quantitative.
The specific teaching and learning objectives are as follows: to help students manage virtual communication in cross-cultural settings and developing the trust in virtual teams…
Abstract
Learning outcomes
The specific teaching and learning objectives are as follows: to help students manage virtual communication in cross-cultural settings and developing the trust in virtual teams. To have them assess their effectiveness in the virtual collaboration process. To design the strategies to combat the challenges involved in working collaboratively on a common computing platform.
Case overview/synopsis
Higher education institutions in India are facing intense criticism for failing to impart employability skills to the students. Despite being one of the largest education systems in the world, Indian universities are not listed in the rankings of best international universities. It is grappling with the challenges of adopting the right teaching methodologies that foster deep learning, which may lead to sustainability in higher education. To gain relevancy, the higher education institutions must discover the ways to transit from the knowledge-intensive to skill-intensive institutions. By introducing a virtual collaborative professional project for international business students, Professor Bose proposed a small step of moving from a rote teacher-centric to more hands-on, student-centric teaching methodology. While virtual projects are a common and successful way of enhancing cross-cultural competence in students, Professor Bose is unsure how receptive Indian students will be with this methodology. He visualizes many challenges related to the execution of the project and is worried whether he will be successful in achieving his goal of skill-based knowledge creation. While systems and institutions of higher education in India struggle to address the pressures created by globalization, Professor Bose knew that the one-size-may not fit all. “Flexible pedagogy” and personalizing the methods to suit the requirements of a majority of the students was the way forward. However, he needs to know if the faculty and students will be open to change.
Complexity academic level
This case is immediately valuable for the students and faculty who are the part of the courses such as “International Business” in which the global leadership challenges, managing virtual communication in cross-cultural settings and developing the trust in virtual teams are main features of the curriculum. The case could also be used effectively in the seminars conducted for the managers working in international organizations and managing the tasks in virtual teams located globally.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS: 5 International Business.
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This case aims to assist students to learn about leadership theory and leadership effectiveness in terms of organizational change. It is best suited for undergraduate courses in…
Abstract
Study Level/Applicability
This case aims to assist students to learn about leadership theory and leadership effectiveness in terms of organizational change. It is best suited for undergraduate courses in leadership development, organizational behavior and specific teaching modules in Master in Business Administration courses.
Subject area
Leadership and leadership effectiveness; organizational change.
Case overview
This case is about a decade (2010–2020) of a transformation journey of the School of Business at Southern Connecticut State University (SCSU). Dr Durnin has been the first female Dean of School of Business in Connecticut State Colleges and Universities (CSCU) who made this transformation possible and continuing on. With listening ears and a supportive heart, Dr Durnin first moved faculty and staff members out of a “sick” office building and then created a supportive and collaborative culture to build the consensus among faculty and staff members to change for good. It has been her personalized influence, charisma and extraordinary upward negotiation that lead the School to shape its collective effort toward a multi-year Association to Advance Collegiate School of Business accreditation process since 2014. When dealing the uncertainty caused by the 2020 global pandemic, her autonomy-supportive approach once again connected people meaningfully together to excel the challenges brought by COVID-19 pandemic.
Expected learning outcomes
This case provides an example of female leader in higher education to illustrate a successful transformational leadership (TFL) example in the USA, as well as its implications on gender issues and leadership effectiveness. Upon completing the analysis of this case, students should be able to: – understand the TFL concepts, theory and its behavioral implications on gender and leadership effectiveness; and – assess and evaluate effectiveness of TFL styles in organizations.
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.
Subject code
CSS 6: Human resources.
Keywords
Transformational leadership, Organizational change, Gender and leadership effectiveness
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This case about the Core Business School enunciates the development of a performance appraisal criterion for the faculty members. The case highlights the situation when despite…
Abstract
Synopsis
This case about the Core Business School enunciates the development of a performance appraisal criterion for the faculty members. The case highlights the situation when despite the administration of an appraisal process for the academic year 2012-2013, there was a uniform increment announced which was lower than the previous year’s increment on the pretext that the admission numbers for the next academic session were much low. The faculty and staff were in a dilemma of whether to continue in such an organization where the absence of a formal appraisal system would hamper their career progression or wait for another year for things to change.
Research methodology
This case is developed after an in-depth interview with the dean academics and the HR faculty of the Core Business School who headed the designing of the performance appraisal system and thereafter its implementation.
Relevant courses and levels
This case can be used for the elective course on performance management or human resource management course in MBA program.
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Junaid Akhtar and Iqra Abdullah
The aim of the case is to understand the performance management system of academic staff members in higher education institution. Furthermore, students would be able to compare…
Abstract
Learning outcomes
The aim of the case is to understand the performance management system of academic staff members in higher education institution. Furthermore, students would be able to compare two performance appraisal policies and analyze which one could better serve the purpose considering the context of educational institution. The case would help students understand the performance dynamics of the academic staff and how the performance management system in place affect employees.
Case overview/synopsis
The case study presents a troubling situation faced by Asim Khan, a newly appointed director of the Midland University, regarding retention of the faculty. Upon joining Midland, Khan noticed a trend that faculty who was serving the university from many years are leaving the organization one after the other. He decided to revise the faculty policies that he believed was the root cause of faculty turnover in Midland. He formulated a committee to review the existing policies and revamp if required. The committee identified some flaws in the faculty appraisal policy in place at that time and formulated a new one with the consultation of top management. However, when the new appraisal policy was presented to the faculty, few faculty members raised their eyes over a few aspects of the proposed policy. As the new academic year was approaching, Khan had to make an important decision after critically analyzing the pros and cons of both policies that which of the two should be followed for the upcoming year’s appraisals.
Complexity academic level
The case can potentially be used in the post-graduate courses in MBA programs offering a major in human resource management.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human resource management.
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Keywords
The case illustrates the social entrepreneurial journey of Ramdev who developed Patanjali Yogpeeth as a successful enterprise that provides low-cost physical and mental treatment…
Abstract
Synopsis
The case illustrates the social entrepreneurial journey of Ramdev who developed Patanjali Yogpeeth as a successful enterprise that provides low-cost physical and mental treatment through the ancient science of yoga. The case provides a perspective on the reasons for the success of Patanjali as a social brand in such a small time scale and also addresses the controversies associated with it.
Research methodology
Using secondary sources, the study describes the philosophy, infrastructure, innovations, marketing and promotional practices of the organization. It also seeks answers to the challenges faced by the social entrepreneur to fulfill his social mission.
Relevant courses and levels
The case is best suited for courses on entrepreneurship, social entrepreneurship and marketing of non-profit organization in both MBA and executive programs. Students who have an interest in starting their own venture or social enterprise will find it more relevant and interesting.
Fadoua Tahari and Khadija Al Arkoubi
This case was based on secondary data that included various websites, news and academic articles, social media posts and press conferences before, during and after the World Cup…
Abstract
Research methodology
This case was based on secondary data that included various websites, news and academic articles, social media posts and press conferences before, during and after the World Cup. Multiple sources were examined to ensure the accuracy and credibility of the information presented in this case. The goal was to gather relevant information on the Moroccan soccer team, its performance in the FIFA World Cup and the leadership strategies used by Walid Regragui.
Case overview/synopsis
“We are the dreamers, we let it happen: Morocco’s soccer team leadership story” explores the transformative journey of Morocco’s soccer team in the 2022 World Cup, highlighting the exceptional leadership of coach Walid Regragui and the power of shared values deeply rooted in Moroccan culture. The instructional manual provides faculty with a compelling case study to inspire discussions on leadership, followership, team dynamics and cultural identity. The case emphasizes the importance of harnessing cultural roots, building trust and unity within a diverse team, strategic vision and tactical brilliance. It demonstrates that with authentic leadership, belief in shared dreams and the strength of cultural values, extraordinary achievements can be realized. The case aims to inspire and educate students, encouraging them to embrace their own cultural heritage, foster teamwork and pursue their dreams with unwavering determination.
Complexity/academic level
The academic level of this case can vary depending on the specific course or program in which it is being used. It is suitable for graduate levels in various fields such as leadership studies, sports management, organizational behavior, cultural studies, or international business. The case provides a comprehensive analysis of leadership, team dynamics and cultural identity, including faith and spirituality, making it adaptable for different academic levels and disciplines. Instructors can adjust the depth of analysis and additional readings or activities to align with the specific educational level and learning objectives of their course.
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Keywords
Jayson W. Richardson and Sara Heintzelman
Young professors Baxter, Jim, and Robert are eager to start a new graduate certificate in educational leadership with a focus on technology. The department supports their…
Abstract
Synopsis
Young professors Baxter, Jim, and Robert are eager to start a new graduate certificate in educational leadership with a focus on technology. The department supports their initiative. The department is even supportive of offering this certificate fully online. Support waned when, in an effort to boost student enrollment, it is suggested that additional graduate courses and programs within the department also move fully online. In department meetings, faculty members argue about the rigor of online courses and if it is possible to convert existing courses and programs to an online delivery format. Tammy and Larry are veteran faculty members who do not want to teach online and have made it clear to the rest of the faculty they are not eager to change. When there are not enough students to offer their programs in the traditional format, all faculty members are forced to begin teach online.
Research methodology
This is a disguised field-researched case.
Relevant courses and levels
This case may be used in a variety of graduate business or education courses, such as introduction to business, business ethics, educational leadership, technology leadership, or higher education.
Theoretical bases
Students should have some understanding of systems change, ethical decision making, and human resources development.
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The present case study would help readers to understand paternalistic leadership behavior with its underlying theory. Readers would be able to appreciate the nature of experiences…
Abstract
Learning outcomes
The present case study would help readers to understand paternalistic leadership behavior with its underlying theory. Readers would be able to appreciate the nature of experiences employees may have while working with a paternalistic leader high on authoritarianism. This case study would motivate readers to work out appropriate strategies for working under paternalistic bosses. The teaching note sensitizes readers about the complicated relationship between paternalistic leadership and culture.
Case overview/synopsis
Pyramid Globe Management Institute (PGMI) is struggling to generate revenue. PGMI founder, Tugmanshu Lakhani, has to find out new sources of revenue to keep the institute functioning. He constitutes a team of three professors for starting a new academic program with a foreign university. The initial success of the team brings favor from the founder but jealousy from the colleagues reeling under job threat. High authoritarianism and interference of the founder create a problematic situation for the three professors. When the new program starts showing promising results, the founder gets apprehensive about whether the new course may hurt the enrolment in the flagship program of the institute. The authoritarian and erratic behavior of the founder had a demotivating effect on the team working for the new program. Some team members resign under pressure while three professors stay to ensure the launch of the program. The professors have to resolve the conflict between their commitment toward PGMI in a troubled time and a career uncertainty if they continue working for it. Anticipating no change in the behavior of the founder and an uncertain future with PGMI, three professors quit after the start of the new program. The founder may continue losing committed employees if he is unable to balance his authoritarianism with benevolence and moral behavior. It will create more problems for PGMI in the future.
Complexity academic level
This case can be used in organizational behavior, leadership and team-building courses in the regular Master of Business Administration (MBA) programs. The case can further be used in the executive development program, especially for analyzing the leadership problem in higher education organizations.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 7: Management science.
Details