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The case primarily deals with the HR issues confronted by a US telecom company entering India for software development.

The case can be used of MBA and BA level courses in human resource management and international management.

The focus of the case is on the international HR issues that emerge and how this company goes about solving its challenges of charting an international course. The telecom company establishes an Indian subsidiary, USTC-I, for this purpose and recruits fresh graduates and experienced professionals for USTC-I. The case describes the human resources challenges faced by Todd Johns, an HR Manager with the US company as the company attempts to recruit professional for USTC-I. This case deals with specific HR tools and techniques that can, and perhaps, should be used in identifying, recruiting, hiring and retaining employees.

Students should be able to: evaluate the current situation of the organization and offer possible remedies and solutions for improving future human resource practices in a global context, identify and analyze the effectiveness of how HR tools (recruiting methods, interviews, selection methods, orientation programs, reward systems) are implemented, develop a plan for improvement of HR recruiting and selection in an international context, explain the factors and problems that can undermine an interview's usefulness, and techniques for eliminating these problems in an international context, explain the pros and cons of background investigations, reference checks, and pre-employment information services in an international context.

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MBA/MS/Executive Training.

Business and society; sustainability; women business leaders.

This case is about the development of sustainable viticulture in Israel. Michal Akerman, a viticulturist and agronomist, implemented out-of-the box ideas at Tabor Winery, Israel, and was successful in developing organic and sustainable vineyard. However, she faced challenges in terms of improving the quality of grapes as she looked forward to growing some of the best quality French grapes in Israel in the challenging conditions of the Negev desert region.

The expected learning outcomes are: to analyze the environmental impact of viticulture and sustainable viticulture through Tabor’s example, to examine how leaders can drive businesses to be involved in sustainable practices and challenges involved in implementing sustainable practices and to develop a framework for female leaders working in male-dominated business environments.

This case captures Michal Akerman’s (Michal) endeavours to develop organic and sustainable viticulture at Israel-based Tabor Winery. The traditional practices followed to grow the vineyards were proving adverse to the biodiversity. Unsustainable practices wiped out rare plants, and micro-organisms, which were essential for cultivation of grapes. The imbalance and unnatural ecosystem ultimately posed a threat to the very sustenance of the vineyards. As a seasoned viticulturist, Michal was of the view that a stable, diverse and balanced ecosystem prevented diseases among plants, and improved the quality of grapes.

Teaching Notes are available for educators only.

CSS 4: Environmental Management.

“Suitable for MBA, Executive MBA, GEMBA, and executive education programs, this case uses CEMEX, a global cement producer based in Mexico, to set the stage for unfolding an analysis of a growth through acquisition strategy. It offers a discussion about the firm's overall strategy to acquire on a global scale instead of growing organically and provides an opportunity to introduce basic financial, marketing, and operational terms that can be explored in subsequent classes. The material includes a PMI process that further allows discussion on that technique.

The case opens with a conference call and another barrage of questions for CEO Lorenzo Zambrano about his bid to buy the Australia-based Rinker Group in October 2006. Until this point, CEMEX has had a long-standing habit of buying businesses in emerging markets; this acquisition would be a departure from that strategy. If the deal goes through, it would be the single largest acquisition in CEMEX's history, and it would be among its few forays into a developed market other than the neighboring United States. The company has grown exponentially and successfully. Why would this effort be any different? Was the acquisition a good idea or not? And if it was, how would Zambrano and his leadership team convince Wall Street and others of that?”

The main theoretical models used in the instructor manual analysis are SWOT and institution-based view. Founder’s syndrome is also used as a foundation for analysis and discussion.

Primary source data acquired by the authors through one of the author’s actual experience working in the family business that is the subject of the case.

Classy Styles Ltd., Inc. is a small wholesaler of women’s apparel. It outsources production and sells to small retail stores. Classy Styles has grown steadily during its short existence, but is not on track to reach the CEO and majority shareholder’s profitability goal. The COO has determined that the only realistic way to achieve the goal is to shift manufacturing from North America to Asia. The decision creates tension between profitability and the CEO’s desire for tight supervision and control of the outsourced production shops.

Introductory undergraduate courses in general management would be sufficient, while a basic strategy course and/or entrepreneurial business course would be of benefit.