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1 – 10 of over 2000
Case study
Publication date: 27 November 2019

Waheed Ali Umrani, Rukhman Solangi, Mumtaz Ali Memon, Asmaa Hadeesa and Soonhan Khoso

Learning outcomes are as follows: Understand performance appraisal process and tools; apply theory X and Theory Y in managing resistance to performance evaluation; identify the…

Abstract

Learning outcomes

Learning outcomes are as follows: Understand performance appraisal process and tools; apply theory X and Theory Y in managing resistance to performance evaluation; identify the causes and symptoms of resistance; identify and apply managing resistance approaches.

Case overview/synopsis

After attaining the height of success in terms of imparting quality education and contributing to the creation of many learned persons of the society, Public school Sukkur was facing the downward trending success for many reasons. After the takeover of management control by Sukkur IBA University, the school was upward trending for quality education, state of the art infrastructure, advanced educational lab, modern teaching methodologies. With such a change, resistance was a must. Both Active and Passive resistance from the stakeholders was impeding the success of newly named IBA-Public School Sukkur. Particularly, the resistance against the implementation of the Performance Appraisal tool and its administration. With the resistance from employees, Chang, Principal IBA Public School Sukkur had to come up a solution for the smooth administration and implementation of Performance Appraisal and manage the resistance from the employees and ensure the continuous improvement through performance appraisal.

Complexity academic level

Case study is applicable for the MBA students.

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

Emerald Emerging Markets Case Studies, vol. 9 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Liz Livingston Howard, Gail Berger and Sachin Waikar

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be…

Abstract

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success. The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school's leadership team used data to drive decision making. This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.

Understand the role culture plays in creating change in an organization Gain an appreciation and comprehension for the relevance of shaping culture when implementing a vision Recognize norms guide people's behavior in organizations. Learn to identify the norms that promote positive cultures and those that create toxic environments Learn how to diagnose organizational culture using the “Iceberg Model” Build a repertoire of skills needed to successfully change and shape an organization's culture

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 20 January 2023

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.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Liz Livingston Howard, Sachin Waikar and Gail Berger

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be…

Abstract

Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success. The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school's leadership team used data to drive decision making. This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.

Understand the role culture plays in creating change in an organization Gain an appreciation and comprehension for the relevance of shaping culture when implementing a vision Recognize norms guide people's behavior in organizations. Learn to identify the norms that promote positive cultures and those that create toxic environments Learn how to diagnose organizational culture using the “Iceberg Model” Build a repertoire of skills needed to successfully change and shape an organization's culture

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 1 April 2022

Mohammad Rishad Faridi and Mubeen Ahmad

By reading and understanding this case study, students are expected to: 1.Able to understand and review the impact of unethical practices from accounting perspective; 2.Able to…

Abstract

Learning Outcomes

By reading and understanding this case study, students are expected to: 1.Able to understand and review the impact of unethical practices from accounting perspective; 2.Able to make an analysis of how one unethical act triggers a series of forced unethical acts (ripple effect); 3.Identify the unfair practices as well as be proactive in preventing unfair practices in the business day to day affairs; 4.Able to relate the function of various ratios (current ratio, quick ration, debt to asset ratio, debt to equity ratio etc.) and its impact on the business performance; and 5.Able to apply various lean quality tools, doing the root cause analysis in identifying and solving problems.

Case Overview/Synopsis

T.M. Exports (TME) was an India-based privately owned and operated enterprise. The company had a brilliant employee named Sanjay, who was a 12-year veteran. TME’s Business Intelligence (BI) department at TME head office, Kanpur, India, ostensibly learned on April 8, 2019, from the rumors about a brand-new vehicle dished out to Sanjay by his friend who made fortune worth of millions from certain transactions. To add fuel to the fire, another incident surfaced concerning a warehouse keeper, Mohit, who was also involved in embezzlement in one of the sales offices. On May 16, 2019, BI reported these two incidents to the internal auditor who launched an internal investigation to get to root of this case. Consequently, the company owner, Tariq Mahmood got himself caught up in a dilemma to fire both Sanjay and Mohit only or restructure the organization for better transparency and integrative approach in future. Moreover, the newly appointed Chief Executive Officer had the dilemma of keeping high safety stock to maximize service level or keeping conservative safety stock and rely on-spot market-buying if demand spiked. He decided and instructed all the warehouses to keep higher inventories to meet the forecasted demand, considering unexpected spikes in demand witnessed historically. Thus, increase in inventory caused panic in the sales department as demand was sluggish. He, therefore, offered high discounted prices to liquidate the stock. This study integrated the theories of accounting/financial ratio metrics, accounts reconciliation, business ethics and lean tools. It was demonstrated in this case that the irregularities in sales accounting and their inability of reconciliation had a serious impact on business performance. The concept of total reward was also invoked to understand the disruptive and unscrupulous practices.

Complexity Academic Level

This case has been particularly focused on undergraduate and postgraduate early-stage-level students pursuing business or commerce program, particularly those specializing in accounting (sales accounting) and human resource management courses.

Supplementary materials

Teaching notes are available for educators only.

Subject Code

CSS 1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 25 September 2013

Samir K Barua

The case illustrates situations that often arise in an organization that have ethical dilemmas for various functionaries in the organization. The perspective of the functionaries…

Abstract

The case illustrates situations that often arise in an organization that have ethical dilemmas for various functionaries in the organization. The perspective of the functionaries is coloured by the role they play in the organization and their perception of their responsibility and accountability. Should pragmatism in such tricky situations over-ride the need for ensuring natural justice to those who may be negatively impacted by the situation? Should ethics and integrity over-ride the risk of loss of reputation an organization may run, at least in the short term, for being ethical? What should the individuals do if they have to deal with authority that may ask them to be unethical? The case provides an interesting context to discuss such imponderable issues.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 21 October 2022

Nasrina Issa Mauji, Said Elbanna and Jawaher Al Shamari

The aim of this study is to make students understand the significance of strategy formulation and the impact of internal and external factors on the strategy adopted by the firm…

Abstract

Learning outcomes

The aim of this study is to make students understand the significance of strategy formulation and the impact of internal and external factors on the strategy adopted by the firm. Upon the completion of this case study, the students will be able to achieve the following: • map out relevant macro-environment strategical factors of an organization; • assessing organizations industry and competitive environment; • outline strategic group maps to assess positions of key competitors; • develop issues priority matrices; • testing competitive power of resources; and • identifying an organizations internal strengths and external threats.

Case overview/synopsis

Across the globe, the COVID-19 pandemic left few organizations untouched and many entrepreneurs fighting to stay afloat. Here we look at the survival dilemma faced by the founder of Little Birds Kindergarten, in Doha, Qatar. Founded by a local Qatari businesswoman, the kindergarten offered a British-style curriculum and an Early Years Foundation Stage structure; with her profound passion for technology, the founder (here called Fatma) has always believed that integrating technology into a child’s early learning opens the door to limitless opportunities and potential. Therefore, she ensured that the kindergarten consistently invested in advanced educational technology and the accompanying software. Yet, while the reputation of Little Birds Kindergarten stayed high, the COVID-19 pandemic stunted the growth in enrolments. Fatma stopped paying herself a salary and even drew on her own savings to keep the kindergarten going but it still did not earn enough to compensate for her initial investment. So, despite her passionate concern for the kindergarten, she worried about being unable to keep it afloat for much longer. The purpose of this case study is to shed light on the strategic posture, performance and market position of one kindergarten. From there, it surveys the opportunities in the education industry that are unique to student enrolment and highlights what a kindergarten can do to develop a survival strategy.

Complexity academic level

The case is suitable for teaching basic and advanced courses at the undergraduate and post-graduate levels.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Case study
Publication date: 20 January 2017

Julie Hennessy and Charag Krishnan

In 2008, Shaheen Mistri, founder of the nonprofit Teach For India (TFI), was grappling with applying and adapting the business and recruitment models of the successful U.S.-based…

Abstract

In 2008, Shaheen Mistri, founder of the nonprofit Teach For India (TFI), was grappling with applying and adapting the business and recruitment models of the successful U.S.-based Teach For America and UK-based Teach First to meet the challenges of the education sector in India. The case provides a review of the U.S.- and UK-based models, as well as an analysis of the factors that drove their growth in their respective markets. However, the adaptation of these models to create one that could succeed in the Indian context was not straightforward. The case describes a number of ways the challenges in India differ from those in the United States and United Kingdom—namely, the size and magnitude of educational inequity, the motivations of undergraduate students as potential teacher-volunteers, the part that parents play in making career decisions for their children, and the attitudes of school officials.

Students reading the case will discuss the roles of various constituencies involved in these models. After identifying how crucial constituencies are served by the U.S. and UK models, the students will then brainstorm concrete ways that these models could be adjusted for India so Mistri could successfully recruit her program's first cohort of TFI fellows

  • Understand that crucial constituencies and value propositions often change as a for-profit or nonprofit business moves from one country (or part of the world) to another

  • Apply the disciplines of market positioning of for-profit businesses (target market selection, frame of reference, and point of difference or superiority) to a nonprofit business

  • Create value propositions for the various constituencies of a nonprofit organization, including volunteers, funders, and aid recipient

Understand that crucial constituencies and value propositions often change as a for-profit or nonprofit business moves from one country (or part of the world) to another

Apply the disciplines of market positioning of for-profit businesses (target market selection, frame of reference, and point of difference or superiority) to a nonprofit business

Create value propositions for the various constituencies of a nonprofit organization, including volunteers, funders, and aid recipient

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 21 June 2018

Subrat Sarkar, Sanjay Mohapatra and Sarmistha Pattanayak

The case deals with project management principles that are required for implementing a social project in India.

Abstract

Subject area

The case deals with project management principles that are required for implementing a social project in India.

Study level/applicability

The study has been carried out at primary schools in an underdeveloped state, namely, Odisha, in India.

Case overview

The case illustrates a project management approach for improving primary education in a government set up. The bureaucracy set up in education in a state like Odisha, India, needs to undergo radical changes. To be effective, an education system requires an optimal integration of the three main components, namely, people, infrastructure (this includes technology) and pedagogical processes. Using a public–private partnership model, American India Foundation (AIF) through its Digital Equalizer (DE) Program has been able to make a positive impact in an underdeveloped tribal dominated district like Keonjhar. The case study also illustrates the detailed execution plan predicated on total system planning, required to achieve this amount of success. The case study also explains how to measure success through different metrics where intervention has to be at multiple levels. The learning from the case study can also be adopted for designing an implementation strategy in other states.

Expected learning outcomes

Expected learning outcomes are as follows: how to approach implementation of technology-based intervention with involvement of all stakeholders; learn project management techniques related to digital learning model implementation; understand the DE methodology; and understand the challenges faced while implementing the DE Program.

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

Emerald Emerging Markets Case Studies, vol. 8 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 December 2009

Devi Akella

Nina, a 30-year old Asian Indian female, joined Morris University in the fall 2006 semester after completing her doctorate. She was an instructor and course designer at this…

Abstract

Nina, a 30-year old Asian Indian female, joined Morris University in the fall 2006 semester after completing her doctorate. She was an instructor and course designer at this historical black institution in a rural town in the southern part of the US. Ninety percent of the students and staff of Morris University (MU) were African-American. MU was committed to the objective of educating African-American youth and the concept of “students first” was one of its core institutional values. Nina's experience teaching an organizational learning course was very unpleasant. Her student evaluations were poor with harsh comments about her and the course. Nina was asked by the department head to prepare a teaching improvement plan for herself.

Details

The CASE Journal, vol. 6 no. 1
Type: Case Study
ISSN: 1544-9106

1 – 10 of over 2000