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The strategic management literature states that firms who wish to have a competitive advantage through high customer service (rapid response) and product differentiation need to restructure their organization into empowered, self-managed work units so as to ensure that there is “value-added” at each stage of the value chain. (Porter, 1985; Hill and Jones, 2001) In this case, Vanguard altered part of its structure through the development of teams in order to maximize its operations; and given their results Vanguard successfully put theory into practice. When the major supporter of team management, Mike Wesley, leaves the firm, he is replaced by Wendy Kiefer, a strong supporter of team structures. Her replacement, Shari Lastarza, however is the “old” assembly manager and does not buy into the team concept. Could this be anything but a formula for disaster?

This case describes the creation and performance of the America's Cup team and the leadership of Dennis Conner.

This case is intended to introduce participants to basic personality types and the role they play in group decision making situations. The Myers-Briggs Type Indicator (MBTI) framework is used as the theoretical foundation to explore various personality types. The complexities involved in decision making in a group with divergent personalities are explored through a dilemma faced by Suvasi Textiles. The management team of Suvasi Textiles is grappling with a critical decision which can decisively change the future of the organisation; the case illustrates how the different personality types are impacting the decision making process. The case can serve to highlight the impact of type dynamics on team effectiveness, conflict negotiation, response to change and stress management.

Entrepreneurship; Technology Transfer; Incubators; Accelerators

Postgraduate, Faculty Development Programs (FDP) and Management Development Programs (MDP) in areas of Technology Entrepreneurship, Entrepreneurship Education, Incubator and Accelerator Management.

Madras Mind Works Private Limited (MMW) is an entrepreneurial venture set up by four friends in Chennai (earlier known as Madras) in Tamil Nadu, India. MMW intends to use the emerging trends in virtual reality and exploit opportunities that arise from its application. MMW has received invitations to join both an incubator as well as an accelerator. After detailed deliberations among the four co-founders that yielded no conclusion, the team left the responsibility of taking the decision to its Chief Executive Officer (CEO), Srinivasan Krish (Srini). Srini now has to decide whether MMW must join the incubator or the accelerator.

At least five factors will be learnt based on which tech start-ups can decide whether they should join an incubator or accelerator. Two important players in the entrepreneurship ecosystem are incubators and accelerators. You will learn to define them, describe their characteristics and services and learn their similarities and differences. You will learn what constitutes an entrepreneurial ecosystem using the BEEP framework. You will learn about many ecosystem players including but not limited to – incubators, accelerators, co-working spaces, technology transfer offices, research parks, angels, venture capitalists, government support schemes, university research centres, etc.

Board Plans, YouTube Video Links.

CSS 3: Entrepreneurship.

Sunit Raj was the Vice President, Marketing of Schematic Software Company (SSC), a Software-as-a-Service (SaaS) company. He was pondering how to preserve the company's growth momentum it had achieved over the last few years. In the third quarter of 2021, the company's valuation reached USD 25 billion, representing a year-over-year gain of 50%. Within 12 years of operation, it had over 50,000 employees worldwide and over 100,000 paying customers in more than 150 countries. Raj had to decide the company's future direction among new territories, buyer segments and product categories that would bring revenue and aid in sustaining its growth.

The subject areas are organizational management, organizational behaviour and human resource management.

The study is applicable for courses in human resource management and organizational behaviour as part of masters-level programmes in business administration and management, executive development programmes on organization design and development for middle/senior management.

In 2003, Elizabeth and Sunil Mehta had founded a voluntary organization, “Muktangan”, focussed on child-centric education through innovative pedagogy for the community of the urban poor. Elizabeth, an educationist, and Sunil, a highly successful business person, joined hands to contribute to the well-being of urban poor to make a difference to their lives. Elizabeth and Sunil presented a proposal to impart education for “the children of the community, by the teachers drawn from the community” to the residents of the slums in central Mumbai. With a humble beginning of running a small pre-school, Muktangan now manages seven schools with 3,400 children and 500 teachers, and a teachers’ training centre with a capacity to train 100 teachers a year. Muktangan won acclaim for its unique pedagogy and a very effective child-to-teacher ratio. Over the years, Elizabeth and Sunil led Muktangan with a strong passion and a “hands-on” approach. Of late, Elizabeth and Sunil faced questions from their donors about the sustainability of Muktangan with respect to leadership and management succession. Elizabeth and Sunil had a vision for Muktangan for self-directed growth with an empowered team. Muktangan embarked on the journey to create a leadership for self-directed growth. Sunil, Elizabeth and team Muktangan conceptualized and implemented a change management intervention with help from an external consultant to build the desired organization.

Outcomes are understanding issues involved in the leadership, organization design and management of change, particularly of those organizations engaged in social change and development in developing societies.

The Muktangan Story: Part A – An Organizational Study; The Muktangan Story Part B – Winds of Change; Teaching Note; References: Bradach J. (1996), Organizational Alignment: The 7-S Model, Harvard Business School Publishing, Boston, MA 02,163. Cooperrider D. and Whitney D. (2005), “A Positive Revolution in Change: Appreciative Inquiry”, In The Change Handbook. The Definitive Resource on Today’s Best Methods for Engaging.Whole Systems, by Peggy Holman, Tom Devane, and Steven Cady. Berrett-Koehler Publishers. Cooperrider D., Whitney D., and Stavros J.M. (2008), Appreciative Inquiry Handbook for Leaders of Change (Second Edition), Berrett-Koehler Publishers. Greiner, L.E. (1998), “Evolution and Revolution as Organizations Grow”, Harvard Business Review, May-June, 3-11. www.muktanganedu.org/ accessed 12 April, 2018. Kessler, E. H., (2013) (ed.), Encyclopaedia of Management Theory, Sage Publications Kotter, J. P. (1996), Leading Change, Harvard Business School Press, Boston. Lewin K. (1951), Field Theory in social science, Harper & Row, New York. Waterman, R. H., Peters, T. J., and Phillips, J. R. (1980), Structure is not organization. Business Horizons, 23(3), 14-26.

CSS 6: Human Resource Management.

Change in culture brought about by effective leadership is at the core of this case. Therefore, two broad topics can be discussed using this case: organizational culture change and Change Leadership OR Role of leaders in organzational change.

The case was prepared using primary data collected through a series of interviews conducted with participants of the change process. The participants included R. Sivanesan, Senior Vice President (Quality, Sourcing and Supply Chain) of Ashok Leyland, many members of the quality team, production department, HR executives and members of the marketing team. Secondary data in the form of an interview of Mr Vinod Dasari published in a popular magazine Autocar Professionals and organizational documents/presentations used during the change process were also used to build the case.

In 2011, when Vinod Dasari took over as the Managing Director and CEO of Ashok Leyland (AL), he hired R. Sivanesan. The quality standards of the vehicles produced in the AL plants in 2011 was far from satisfactory. He decided to change this. Part A of the case discusses the challenges faced by Sivanesan and Vinod Dasari in bringing about a change in the quality management practices at AL. Part B discusses the steps they actually took and the change that resulted from it.

At the end of the case discussion, the participants will be able to develop an understanding of the various aspects of organizational culture and how it manifests itself; become aware of the underlying causes of resistance to change; critically evaluate and apply various theories of change management; create an action plan for changing the culture of any organization; and appreciate the role of leaders as change agents.

The central theme in this case is managing culture change within organizations through effective leadership. Instructors teaching courses in organizational theory, organization structure/culture and leadership will find this case relevant. It is primarily intended for use in MBA and Executive Education programs in Management.

The HR President of Lupin and the Head of Learning and Development, were looking with satisfaction at the latest attrition figures. The annualized attrition rate for managers had been showing a steady decline, and was pegged at 1% for the first quarter of 2010–11, much lower than the industry average of 35%¹. It had been a long, arduous journey and figures were looking decent for now. However, the HR President knew that this was just the beginning. With competition intensifying in the industry, the war for talent was going to heat up further. He wondered how they were going to manage talent in an industry which was fast-growing, insular and obsessed with domain knowledge.

This case was designed to facilitate discussion of how a cyberattack was remediated by a major public university. Students are challenged to think through how to best manage the remediation project, including the application of best practices such as risk management, stakeholder management, communication plans, outsourcing/procurement management, and cyberattack remediation. The Phoenix Project was a success from multiple perspectives, and as such provides a useful example of how to manage an unplanned, mission-critical project well.

As a new corporation, the Delhi Metro (DMRC) began its relationship with the media, with a clean slate, and its care with the public relations function made for the establishment of a very cordial relationship with the print media and led to positive image building in the public eye. However, with the rise of electronic media and the proliferating channels' greater emphasis on sensationalism, the warmth in the relations began to subside. A major standoff with the electronic media and the experience of accidents during construction of Phase II of the project, led to the restructuring of the approach to media relations as well as internal restructuring of the PR department. The challenges and major incidents turned out to be hard-learnt lessons in managing the media in a dynamic environment.