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1 – 3 of 3John 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.
Atri Sengupta and Bhaurao Sonawane
Ethical leadership and decision-making, engaging and managing multiple conflicting stakeholders.
Abstract
Learning outcomes
Ethical leadership and decision-making, engaging and managing multiple conflicting stakeholders.
Case overview/synopsis
Utkal Alumina International Limited (UAIL), an ambitious Greenfield project of Hindalco Industries Ltd. faced the challenges of conflicting multiple stakeholders and collective resistance that did not allow UAIL to be commissioned for almost two decades. The case portrayed the journey of a new leader of UAIL in the path of transforming collective resistance to collective collaboration. In the case, the author was introspecting about how far the author could achieve the objective of collective collaborations through stakeholders’ engagements and what would be the next path of the journey.
Complexity academic level
MBA and executive development programs.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 6: Human Resources.
Details
Keywords
Caren Scheepers, Leena Thomas and Ellenore Meyer
Leadership and Health Care management and Organisational Development and Talent Management.
Abstract
Subject area
Leadership and Health Care management and Organisational Development and Talent Management.
Study level/applicability
Postgraduate level for honours or master’s programs in courses on public health, executive leadership and management, organisational development and public administration leadership.
Case overview
The case study offers an account of Ms Xolani Ngumi’s Chief Director, Enola District Health Services, South Africa, who was driving from her newly constructed modern district hospital to one of the municipal clinics that she was overseeing. It highlights the dilemma of the general practitioners (GP’s) that refused to be relocated, leading to many clinics being without clinical support.
Expected learning outcomes
Expected learning outcomes are as follows: Identification of stakeholders in a particular dilemma to aid leaders’ decision-making; developing the competence of balancing conflicting needs of stakeholders by juggling complex systems; and analysing staffing issues and offer recommendations to enhance talent 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 7: Management Science.
Details