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1 – 10 of over 1000Sumit Mishra, Shashi Kant, Vinay Sharma and Rajat Agrawal
Industrial Relations and People Management.
Abstract
Subject area
Industrial Relations and People Management.
Study level/applicability
Graduate or Postgraduate level, Executive working in manufacturing sector.
Case overview
This case highlights the industrial relation issues in a public sector undertaking, a government-owned company in India. The case depicted the issues taken place in the company in the year 2015-2016. The primary data were collected by a working professional, who dealt with and was involved in the scenarios discussed in the case. Other modes such as in-depth interviews were also taken as per requirements. This case also highlights the importance of roles of unions and association in these organizations. Factors which are important to maintain industrial harmony were analyzed and their perspective with respect to production loss were addressed.
Expected learning outcomes
Every employee must be dealt with in a dignified manner with rationale. Hierarchy is required to be in place but doesn’t need to be authoritative. Be communicative and transparent while taking action. There should be no compromise on indiscipline at workplace and decision to be taken accordingly. Manage conflict by involving all the concerned authorities from outset. The analysis of the case shows that if the rationale was followed while managing the people it will lead to industrial harmony. Role of trade unions and association will prove beneficial as they will become a part of creating a solution in the matter of discords, ensuring growth for the company and its employees. It is important to mention here that the case was developed on the basis of the first-hand experience of the author.
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
Supply chain management.
Abstract
Subject area
Supply chain management.
Study level/applicability
The case is suitable for post graduates in management, and for those managing small sector supply and manufacturing systems.
Case overview
ACPL is an organisation which moved from trading to manufacturing a technology product instrument transformers (ITs) for power utility companies for 11 years, competing with the best in industry, reducing internal costs, and modernising the supply chain. ACPL was started as a trading organisation in electrical items in Delhi by Munish Kumar, an engineer by profession in 2001. In 2004 he ventured into manufacturing, which expanded in two locations in Ghaziabad, NCR Delhi. Later his two sons, engineer and management graduate, respectively, joined the organisation. In less than a decade, by 2007, ACPL had grown to be a private limited organisation. ACPL manufactures ITs required by power boards and companies for conversion and usage of high voltage (11 kV/33 kV) transmitted power into 220 V single phase/440 V three phase power. From tender/enquiry through manufacturing to inspection and despatch takes a long supply chain cycle time holding space as well as inventory. An interview with the chairman of ACPL in the case highlights issues affecting its margins and growth. The long process to delivery time may be in vogue in this type of industry but this holds up a huge inventory. The company management has been working to resolve this crisis along with an urgent need to grow in a competitive environment. The problem is being addressed.
Expected learning outcomes
This case study should help students to understand the concept of the supply chain and supply cycle, in a manufacturing company in particular. It has been found that students understand the supply chain as part of the marketing function dealing with finished stocks, warehousing and delivery to end customers as per agreements, and arranging payments from customers. The supply chain also deals with in bound materials management. Raw materials planning, purchasing, inventory management are crucial for effective business operations management in any organisation.
Supplementary materials
Teaching notes are available; please contact your librarian for access.
Details
Keywords
Amol Subhash Dhaigude, Manikandan Vandavasi and Apurva Rakesh Kasera
Operations Research and Operation Management.
Abstract
Subject area
Operations Research and Operation Management.
Study level/applicability
Undergraduate/MBA/Postgraduate.
Learning outcomes
The case depicts an opportunity for students to be exposed to optimization techniques using linear programming (LP). This case intends to: generate the LP model (identification of objective function and constraints); apply MS-Excel solver to arrive at an optimal solution; analyse manufacturing scenarios; and plan decision dependencies.
Case overview/synopsis
VBK Fibreo Tech Industries was a manufacturer of fibre reinforced plastic (FRP) products for industrial and domestic applications. Despite being a new entrant, it managed to exhibit great performance and attract a loyal base of customers. This case brings to light the problem that the company was facing that is demand exceeding capacity. The protagonist of the case Madhav, the Production Manager, was tasked to solve the problem of “product mix”. He was in a dilemma on how to fulfill customer orders while minimizing losses for his company. He knew that while losses were inevitable in the current scenario, they could be minimized with appropriate planning. Students are expected to use data and facts from the case and exhibit to formulate LP, by identifying the objective function and the constraints. They are also encouraged to use MS-Excel solver to find the optimal product mix and understand the decision dependencies.
Complexity academic level
This case can be used to teach LP in an undergraduate/postgraduate-level course on operations research. Students are exposed to the creation of a mathematical model for optimization and along with devising the implementation plan.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 9: Operations and logistics.
Details
Keywords
Javier Jorge O. Silva, Fernando Zerboni, Maricruz Prado and Natalia Moscardi
This case illustrates the differences between customers and the occasions when conditions change and buyer-seller relationships fail. The key issue is to find ways to anticipate…
Abstract
Subject area
This case illustrates the differences between customers and the occasions when conditions change and buyer-seller relationships fail. The key issue is to find ways to anticipate this problem with other clients.
Study level/applicability
It may be used in second-year courses of MBA marketing programs as well as in specific executive education programs dealing with key account management (KAM) systems, business strategy, industrial marketing and/or sales management courses. This case can also be used at undergraduate programs and courses dealing with sales, sales management, international business, and organizational behavior.
Case overview
In 2003, after Carlos Etcheverry joined San Antonio (SA) as Latin American Region Vice President, the company implanted a KAM System. SA's relationships with its two key clients, Vintage and Chevron, seemed to progress nicely until mid 2004, when Chevron's newly hired Purchasing Manager decided to change the company's commercial structure, rendering its purchasing process more bureaucratic and extremely competitive. In March 2005, Etcheverry was to meet Chevron's purchasing manager, since Chevron had decided to reassign a service contract through a new invitation to bid, leaving San Antonio out. The case puts forth the questions faced by Etcheverry at the time of the meeting: How had San Antonio come to jeopardize a key account? Would SA's organization need a change? Was this the only solution available? What other factors should be considered?
Expected learning outcomes
This case may help students to: understand the complexity of key account management (KAM) system implementation, sales force concepts and business-to-business relationships; and analyze the difficulties faced by companies upon implementing a change in their sales strategies and the effects of this change on the sales force, corporate culture and the organization as a whole management system.
Supplementary materials
Teaching notes and a Technical note are available; also access to audio visual support with an interview to Carlos Etcheverry.
Details
Keywords
Muhittin Hakan Demir and Aysu Göçer
This case study considers the supply chain redesign of a multinational company, with specific emphasis on production lot sizing, inventory policy and transportation decisions.
Abstract
Subject area
This case study considers the supply chain redesign of a multinational company, with specific emphasis on production lot sizing, inventory policy and transportation decisions.
Study level/applicability
The material is intended for senior level students of business administration, logistics and similar departments. An intermediate knowledge of supply chain, purchasing and inventory concepts is required; therefore, the case is better suited for students who have taken one-semester courses on supply chain management and inventory management. This case can be used in graduate courses as part of discussions on physical distribution, supply chain design/redesign, risk pooling through process optimization.
Case overview
Within the global market, establishing the right business model where cost of operations is optimized has become key for competitiveness. This necessitates the simultaneous consideration and reevaluation of production, inventory and transportation interactivities within the integrated supply chain. We first discuss the business procurement model of a multinational company with emphasis on critical aspects of the current structure. An alternative model brought into consideration by the managers of the company considers consolidation of shipments through supply hubs and distribution to regional manufacturers. We present an analysis based on perspectives of company managers for and against this new business model. We finally provide numeric evidence on relevant costs of both models in order to enhance further discussion on redesign decisions.
Expected learning outcomes
The discussion regarding the case will provide a better understanding of key concepts of supply chain integration and coordination as well as the significance of the optimization of underlying processes.
Supplementary materials
Teaching notes.
Details
Keywords
Amol S Dhaigude, Soham Ray and Dhrubojit Konwar
This case has four major learning outcomes using hands-on spreadsheet tool. First is to introduce and apply the Clarke and Wright’s Savings algorithm. Second is to conduct a…
Abstract
Learning outcomes
This case has four major learning outcomes using hands-on spreadsheet tool. First is to introduce and apply the Clarke and Wright’s Savings algorithm. Second is to conduct a cost-benefit analysis in transportation set up. Third is to find out the optimal route to be taken to fulfill given demand while satisfying time and capacity constraints. Finally, one has to optimize the number of vehicles required for daily operations.
Case overview/synopsis
Dhruvam, the protagonist of the case, working at ZeNXL, a third-party logistics service provider, was assigned the task of reducing the operational cost of the company as part of the new service offering called “Route optimization.” This new offering would help optimize vehicle delivery routes to meet daily customer demand. The launch of the new service offering was due in the next 10 days with client LG Electronics to be the first beneficiary.
Complexity academic level
MBA-1 (Logistics Management), MBA-2 (Route Optimization). This case provides an opportunity for instructors to introduce vehicle routing and scheduling as part of logistics management. Students are expected to use the data given in the case and exhibits to develop the optimal routes (using Clarke and Wright’s Savings algorithm) and conduct cost-benefit analysis. This case also provides insights on the challenges associated with start-up operations.
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 9: Operations and Logistics
Details
Keywords
Human Resource Management
Abstract
Subject area
Human Resource Management
Study level/applicability
Postgraduate business students, particularly MBA students.
Case overview
This case examines the working environment of Fritz Publishing, a small independent South African publishing company. Fritz Publishing was established in 1960 by Nick Fritz. After his retirement, ownership passed to his son, Martin. In 2011, Martin Fritz decided to sell the company to the Prys Group, an international publishing house headquartered in Germany. February 2011 saw the arrival of a newly appointed CEO for Fritz Publishing, Vadim Arshavin, who had already experienced excellent financial results as the head of another publishing house. In the wake of his arrival, the company experienced several changes. The case highlights the challenges at Fritz Publishing that have resulted in a growing sense of dissatisfaction. After Martin Fritz sold Fritz Publishing, the organisational culture shifted quite drastically which created challenges for managers, employees and customers alike. Employees, including some members of management, are de-motivated, disengaged and frustrated because of the leadership style and behaviour of the new CEO Vadim Arshavin and consider their psychological contracts to have been breached. The case explores factors that have helped create this situation. It considers challenges to the sustainability of the organisation given recent events including an internal employee engagement survey and feedback from key customers. The case further examines the potential dangers that toxic leadership creates within organisations and encourages discussion on ways this form of destructive leadership can be handled.
Expected learning outcomes
The learning objectives to be drawn from the case are: to assess the impact of leadership on organisational culture; to analyse how leadership impacts the psychological contract; to identify the cross-cultural factors at play in an emerging market organisation and to understand the way a toxic leadership style can detrimentally affect a high-performance workplace. In addition, there are further learning objectives that can be explored. These are: to examine the change process and associated challenges with the introduction of new leadership into a family-type organisational culture; to understand how breach can be avoided and/or how the psychological contract can be reconstructed.
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
Paulo Arthur Mauro, Kateline Ketne Daltoé, João Ricardo da Costa Lopes, Flavia d Albergaria Freitas and Victor M.C. Almeida
Marketing Channels.
Abstract
Subject area
Marketing Channels.
Study level/applicability
The case was developed to stimulate the discussion about decisions and strategies of channel and was recommended for MBA students in courses such as Marketing Channels or Trade Marketing in Business Administration.
Case overview
The case reports the dilemma experienced in 2013 by Osmar Buzin, one of the partners of Cervejaria Noi, whose specialty beers had achieved prestige among their customers, mainly in the city of Niterói, RJ, where the company was born. This success aroused the interest of other markets that wanted to sell their products. The opportunity for expansion brought together the need to decide how to meet these new markets: deliver directly to the points of sale, as it did before; or use distributors. Osmar knew that he could count on Gilmar Gutbrodt, his partner and brewmaster, along with Bianca Buzin, the General Manager of the brewery to evaluate together the best strategy for reaching new markets.
Expected learning outcomes
It is expected that at the end of the discussion of the case, students will be able to achieve the following learning outcomes: to design the path-to-market, identifying the role of intermediaries; to identify distribution alternatives and key channel members; and to perceive the advantages and disadvantages of intermediation and its unfolding in channel management.
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: 8: Marketing.
Details
Keywords
Gopalakrishnan Narayanamurthy, Pradeep Kumar Hota, Surya Prakash Pati and Manoranjan Dhal
Human Resource Management (HRM), Industrial Relations, Labor Law (Indian business context), Organizational Behavior, Trade Union and Employer-Employee Relationship.
Abstract
Subject area
Human Resource Management (HRM), Industrial Relations, Labor Law (Indian business context), Organizational Behavior, Trade Union and Employer-Employee Relationship.
Study level/applicability
Academic students (MBA and BBA), management trainees, HR managers and top management of organizations interested in understanding the importance HRM practices.
Case overview
This case describes an Industrial Relations situation in an automobile company in India. It begins with the mention of Maruti Suzuki India Limited's (MSIL) brush with an unprecedented labor violence that rocked its Manesar facility on July 18, 2012, eventually leading to the lock out of the same on July 21, 2012. Further, it describes the background of the company, employer-employee relationship, a series of strikes experienced by the company, incidents that led to the violence, incidents that happened on the day of violence and finally actions taken after the violence by the company, the government and the union. With such details, the case raises questions on the prolonged people management issues afflicting MSIL. It endeavors to educate the discussants on the specifics of an industrial relations system and the role of each actor toward maintaining industrial peace.
Expected learning outcomes
Understanding the role of actors of industrial relations toward effective HRM in the organization. Analyzing the compliance of the actors under the existing labor laws as applicable to the organization. Comprehending the attitude of employees, employers and industry toward each other and also toward the job. To understand the nuances of people management function and its contribution toward the violence that eventually resulted in lockout. To comprehend various organizational behavior concepts that shall help synergize the employees' objectives and employer's goal. To analyze the complete incident with relevant organizational and industrial relations (IR) theories.
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
Nikunj Kumar Jain, Subhashis Sinha and N.S. Iyer
Human Resources Management (HRM), Industrial Relations and Strategic Management.
Abstract
Subject area
Human Resources Management (HRM), Industrial Relations and Strategic Management.
Study level/applicability
Post-graduate students or executive post-graduate students, Core course in Human resources Management (HRM), Industrial Relations or Strategic Management or in elective courses in Industrial Relations and Strategic HRM.
Case overview
The Personnel manager of Asian Paints Ltd., Cuddalore (Tamil Nadu) factory, found himself in a Catch 22 situation when a Union leader of the manufacturing unit refused to work. The Union leader had been transferred from the Quality Assurance department to the Production department. The case describes the sequence of events and the backdrop in which the aforementioned situation had unfolded. Given the circumstances that prevailed in the factory, the personnel manager’s decision was likely to have significant impact on the factory’s output.
Expected learning outcomes
The student will be able to understand the industrial relations/Union issues in a company and the role of different stakeholders, namely, management, Union, workmen and the government in a conflict scenario. The student will learn the application of principles of natural justice and will be able to evaluate the Industrial Relations (IR) strategy adopted by the organizations to prevent labor unrest at the workplace. The student will understand the impact of critical management decisions on the organization’s performance in an uncertain global 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