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The North Side Children's Agency (NSCA) was a twenty-three-year-old nonprofit organization founded to serve very low-income working parents who qualified for income-based government child care subsidies. In support of its mission, the NSCA operated year-round, full-day child care programs at seven different sites for children from six weeks through twelve years of age. It employed a standard nonprofit governance model with a volunteer board of directors, each of whom was assigned to one of six committees, which functioned quite independently. After years of success, in 2004 the NSCA faced a serious cash shortage and its first deficit in a decade. Board members were not only surprised by the crisis but also unprepared to deal with the short- and long-term issues it raised. Board members required strong leadership to organize them to identify the causes of the crisis and think strategically about the organization's response.

Anticipate how changes in the external environment and government policy can have an impact on a nonprofit's operations and mission Identify ways to organize governance to maximize effectiveness and minimize blind spots Use strategic thinking to identify causes of a crisis and potentially redefine a nonprofit's mission Identify the lack of control over funding and the overreliance on one funding source as primary pitfalls of nonprofits that deliver services paid for by the government>

Cummins Generator Technologies India Limited (CGTIL) was in the process of setting up a world-class factory at Ranjangaon based on “lean” production principles. The project team, however, went a step ahead and married “green” with “lean”. While lean is about taking the system inefficiencies out, the green is about harmony with nature. The case is about CGTIL's journey of deriving synergies between seemingly conflicting objectives of lean and green.

Social science, Organizational behaviour.

The case is intended for bachelor or master level students as a part of HRM and OB curriculum and in particular organizational culture and change management topics as well as talent selection and innovation issues in the organization.

Adform, a fast-growing global ad-tech company, is well-known in the market as a workplace that nurtures creativity and innovation. Recently recognized as the Aon Employer of the Year 2016 in the Baltic States by OVC, the company strives to maintain the position and remain an attractive place to work at. However, when both the sector and the company is growing fast, it becomes a challenge to sustain corporate culture and implement shared values in daily activities. Creative and innovative employees are in high demanded in the whole ad-tech sector and competition for the best professionals is inevitable. The key issues Anna, head of HR Strategic initiatives, is facing to present are as follows: How to attract and retain the best talent in a highly competitive labour market? How to maintain corporate culture that promotes innovative thinking when the company is growing fast and the sector is developing even faster? How to manage conflicts between personal and corporate values when employees are in high demand in the market? The case is structured from three different perspectives – newly employed professional Simon, experienced Adformers Ingrid and Martin, and Human Resources department specialists Anna and Sandra – everyone has different challenges and issues to solve; however, they share common values and beliefs, which form a sound base for decision-making and prove the importance of corporate culture as a strong management tool at Adform.

Expected learning outcomes are as follows: to understand major components of corporate culture and its role in an organisation, to gain practice in assessing corporate culture and its types; to understand the role of corporate culture in attracting and retaining talented employees to help company grow and develop; and to recognize challenges a company may encounter sustaining a strong corporate culture in a fast-growing sector and to analyse means of strong culture maintenance.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS: 6: Human Resource Management.

The North Side Children' Agency (NSCA) was a twenty-three-year-old nonprofit organization founded to serve very low-income working parents who qualified for income-based government child care subsidies. In support of its mission, the NSCA operated year-round, full-day child care programs at seven different sites for children from six weeks through twelve years of age. It employed a standard nonprofit governance model with a volunteer board of directors, each of whom was assigned to one of six committees, which functioned quite independently. After years of success, in 2004 the NSCA faced a serious cash shortage and its first deficit in a decade. Board members were not only surprised by the crisis but also unprepared to deal with the short- and long-term issues it raised. Board members required strong leadership to organize them to identify the causes of the crisis and think strategically about the organization' response.

Anticipate how changes in the external environment and government policy can have an impact on a nonprofit' operations and mission Identify ways to organize governance to maximize effectiveness and minimize blind spots Use strategic thinking to identify causes of a crisis and potentially redefine a nonprofit' mission Identify the lack of control over funding and the overreliance on one funding source as primary pitfalls of nonprofits that deliver services paid for by the government

Organisational behaviour; Leadership; Organisational development; Public–Private partnership; Health care management; Public health.

Masters students in Business Administration, Post Graduate Diploma, Clinical Training of Medical Professionals, Health Leadership Programme.

Prof Jannie Hugo, the protagonist in the case, was considering his dilemma of aligning the multiple partners involved in public health care. A high level of collaboration was required of a multitude of stakeholders in developing the Daspoort clinic into a pilot site for the Tshwane district’s implementation of the National Health Insurance system. In addition, the re-engineering of primary health care with the focus on the patient and community orientated approach were launched on this site.

Gaining insight into international and national landscapes and principles of health care systems. Critically analyse the role of technology in delivering innovative health and social services. Present judgment of Prof Jannie Hugo’s contextual leadership effectiveness in enhancing collaboration between the multiple stakeholders and recommend next steps.

2 × DVDs on Vimeo, Slides and teaching plan with discussion or exam questions with model answers.

CSS 7: Management Science.

Human resource management.

It is appropriate for graduate students majoring in human resource or business management. Students who are interested in studying Asian economies in the world, as they are the most growing economies in the world and at the same time have a shocking number of people employed in the informal sector.

This case study talks about women workers who face a glass ceiling at the management level and deplorable working conditions at the informal level. This case involves women in the paper bag-making business, a part of the urban informal sector. The paper bag-making business provides employment and income generation for the urban poor. The focus in this study is on women production workers, rather than entrepreneurs or professional managers. Focus of the study will be on the change in the pattern of income distribution within the family-based household, the degree of bargaining power derived from productive work and income and impact of technology on the plight of unskilled women force and how technology and vocational training can lead to utilization of manpower being wasted because of lack of synergy between technology and the informal sector in India. Expected learning outcomes Four key points of selection, training, assessment and leadership all have been addressed in this case study, and the relevance of these points is important from the point of view of management students who have to understand the linkages and the hidden costs these informal sector occupations come with and then to device an appropriate strategy to bring and use these human resources to their full capacity by utilizing the existing resources instead of adding new ones, which in development economics is known as Solow residual.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

For discussion of social entrepreneurship in middle-income economies, emerging markets generally and Africa, specifically, Quali Health presents interesting questions about entrepreneurial funding, scaling and the interplay between social entrepreneurial activities and the informal sector.

South Africa’s primary health outcomes do not correspond to the country’s spending on public health, with South Africa ranking among the worst globally in the incidence of tuberculosis, HIV prevalence, infant mortality and life expectancy. In part, this poor outcome can be explained by high inequality in access to healthcare, which reflects South Africa’s grossly skewed income and wealth distributions, with the bulk of the country’s population reliant upon an underfunded, inefficient and poorly managed public health system. This substandard service for the working poor in South Africa’s townships with high population densities offered a profitable entrepreneurial opportunity to provide affordable and effective primary care with vast gains in quality and outcomes improved dignity for patients. After receiving her MBA, physician and entrepreneur Dr Nthabiseng Legoete self-funded the launch of Quali Health in 2017. The business model set out to disrupt healthcare delivery for South Africa’s poorest citizens. Drawing patients from the working poor in Diepsloot, Quali Health’s inaugural site was cash flow positive within five months when the facility hit only 30% of installed service capacity. With quick success, Dr Legoete faced the strategic question of how fast to scale and finance the expansion. She also considered a new micro-insurance product for her clientele.

For discussion of social entrepreneurship in middle-income economies, emerging markets generally and Africa, specifically, Quali Health presents interesting questions about entrepreneurial funding, scaling and the interplay between social entrepreneurial activities and the informal sector.

Teaching notes are available for educators only.

CSS: 3 Entrepreneurship.

The central lesson to be learned from studying the case is to understand the challenges and constraints posed by contextual conditions in designing contracts in public–private partnerships (PPP) for financing and delivering health care in emerging economies such as India.

Perverse incentives, along with contextual conditions, led to extensive opportunistic behaviors among involved agencies, limiting the effectiveness of otherwise highly regarded innovative design of the program.

India’s “Rashtriya Swasthya Bima Yojana” or National Health Insurance Program, launched in 2007 provided free health insurance coverage to protect millions of low-income families from getting pushed into poverty due to catastrophic health-care expenditure. The program was implemented through a PPP using standardized contracts between multiple stakeholders from the public and private sector – insurance companies, hospitals, intermediaries, the provincial and federal government.

Teaching Notes are available for educators only.

CSS: 10 Public Sector Management.

This trio of cases is appropriate for upper-level undergraduate classes or for postgraduate programs in non-profit management, leadership and community development, international development, global studies, women’s and gender studies and social entrepreneurship. It allows the instructors and students to engage with classical leadership tenets and emerging social entrepreneurship literature. Upon completion of the case study discussion and assignments, students will be able to: identify diverse obstacles that African women face in starting social enterprises; understand the ways that African women leaders build a social dimension to their enterprise; and identify characteristics of women’s leadership and critique the value of women’s leadership for establishing sustainable social enterprises.

The case stories of the three African social enterprises portray how female leaders have fostered sustainable organisations through prioritising social, over economic and governance investments. Martha Letsoalo, a former domestic worker, founded the Heartfelt Project in South Africa, which now employs fifteen women, ships products all around the world and enriches the community of Makapanstad with its workshop, training and education centre. Victoria Nalongo Namusisi, daughter of a fisherman in rural Uganda, founded Bright Kids Uganda, a thriving care facility, school and community centre that educates vulnerable children, empowers victims of gender-based violence and distributes micro-loans to female entrepreneurs. Gertrude, abandoned in Lusaka, Zambia, founded Chikumbuso, a home of resilience and remembrance to educate children and offer women employment in a cooperative business. Each case documents the founding years of the social enterprise and outlines some of the shared women’s leadership approaches. The case dilemma focuses on why and how women start social enterprises in socially and economically difficult contexts.

This trio of cases is appropriate for undergraduate or graduate-level programs in non-profit management, leadership and community development, international development, global studies and social entrepreneurship.

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

Teaching notes are available for educators only.

The learning outcomes of this case study are to identify the role of non-governmental organizations (NGOs) in social upliftment of developing countries, understand the functioning of NGOs, understand the challenges faced by the NGOs in day-to-day operations and discuss the probable solutions for the same, appreciate the role of leader and leadership in an NGO, study the working style of NGO leaders, appreciate the importance of having a formal organizational structure for these informal organizations (NGOs) to ensure the sustainability of their ventures and design a sustainable organization structure having a proper succession plan for the NGOs.

The case study is about one NGO – Mahesh Foundation – located in a small town named Belagavi, nestled in the state of Karnataka, India. Mahesh Foundation worked towards the upliftment of poor children infected with HIV. Today, fighting against all odds, Mahesh Foundation is a safe shelter home for 45 HIV-infected children in the age group of 6–18 years and has reached more than 2,000 beneficiaries from the time of its inception (2008). In addition, Mahesh Foundation also provides skill-based education to the HIV-infected, slum and underprivileged children. The foundation also supported the livelihood of underprivileged women and till date has supported more than 1,500 needy women. Mr Mahesh Jadhav, the founder member of Mahesh Foundation, has been successful in overcoming different challenges faced by the NGO, may it be the requirement for funds or shelters or social agitation. However, Jadhav was worried about the succession planning of his organisation. Mahesh Foundation, being run as a one-man show, Jadhav was bothered about its sustainability after him. The case study therefore highlights and discusses the importance of having a formal organization structure for such informal organizations, thereby having a proper succession plan to ensure their perpetual existence.

This case study is best taught as part of a graduate and postgraduate Business Administration (BBA/MBA) programme, Management Development Programme or Executive MBA Programme.

Teaching notes are available for educators only.

CSS 11: Strategy.