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1 – 2 of 2Karen Cates, Guilherme Riederer, Nathan Tacha and Rodrigue Ulrich Nsele Awanda
After early successes in a very selective management-training program, Daniel Oliveira, a young manager for Brazilian fashion chain Clothes & Accessories, is thrown into the deep…
Abstract
After early successes in a very selective management-training program, Daniel Oliveira, a young manager for Brazilian fashion chain Clothes & Accessories, is thrown into the deep end of the pool by being reassigned to a region lagging in sales. Early on, Oliveira discovers that his store, located in mid-sized Vitória in southeastern Brazil, is in trouble. As soon as he tries to make changes, however, he meets with resistance from long-term employees. The case details his pitfalls and growing awareness of the complexities of leading a diverse workforce and managing change.
Analyze and discuss the process for leading change with people in mind and understand how different tools could be applied in real life situations
Discuss the manager’s role in a turnaround process and common mistakes made by inexperienced managers
Weigh the risks and consequences of different talent management (or leadership development) strategies
Grasp the importance of building effective teams and fostering buy-in to succeed in a leadership position
Analyze and discuss the process for leading change with people in mind and understand how different tools could be applied in real life situations
Discuss the manager’s role in a turnaround process and common mistakes made by inexperienced managers
Weigh the risks and consequences of different talent management (or leadership development) strategies
Grasp the importance of building effective teams and fostering buy-in to succeed in a leadership position
Details
Keywords
Mona Abou Soueid, Martin Spraggon and Virginia Bodolica
Organizational behavior.
Abstract
Subject area
Organizational behavior.
Study level/applicability
Upper-level undergraduate courses, introductory MBA courses.
Case overview
This case study unveils the story of Al Qatef Holding, a Gulf-based real estate company that was created on the vision of one ambitious businessman. The case begins in 1999 when Faisal Al Qatef decided to pursue his dream of establishing a full-fledged corporation to serve the mounting real estate needs in the Gulf region. Faisal started his company by launching a number of residential and commercial property developments in his home country, Kuwait. During its early years of operation, Al Qatef Holding witnessed an impressive success and an increasing appetite for growth. A couple of years down the road, the founder made the strategic decision to open a new branch in Doha to seize the opportunity that the Qatari real estate market presented at that time. Yet, along with the rapid expansion came the company’s incapacity to deliver on its promises, generating many customer complaints and a damaged reputation owing to poor construction quality and significant delays in project delivery. The case describes the multiple challenges experienced by Al Qatef Holding throughout its evolution and portrays the external and internal dynamics that led to its initial success and subsequent decline.
Expected learning outcomes
Assess the internal dynamics and challenges that are associated with the management of small firms; discuss how leadership styles and characteristics affect the organizational climate and employee performance; demonstrate understanding of how corporate culture drives human behavior in the workplace; perform an analysis of firm structure to estimate its impact on individual and organizational outcomes; apply different techniques for enhancing employee motivation in organizations; and evaluate the effectiveness of managerial decisions and provide recommendations for securing corporate survival.
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