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1 – 10 of 29Barney Jordaan and Gawie Cillié
The case is supported with a teaching note, discussion questions and suggested responses to those as well as verbatim transcripts from interviews conducted with managers and…
Abstract
Supplementary materials
The case is supported with a teaching note, discussion questions and suggested responses to those as well as verbatim transcripts from interviews conducted with managers and others for purposes of a research project after the strike had ended. Teaching Notes are available for educators only.
Learning outcomes
The learning outcomes are as follows: students will be able to critique the approach to collective bargaining of both the company and the union in the case and suggest alternative approaches; identify the steps the company could take to both deal with the aftermath of the strike and develop preventive measures for the future; and advise the company on a series of questions it needs advice on.
Case overview/synopsis
A violent strike erupted after failed wage negotiations. It laid bare deep divisions between African and non-African employees and between permanent employees and those appointed as temporary employees only. It also revealed the mindsets of people on both sides of the conflict, as well as several errors made by management in the manner in which they viewed the role of the union and failed to build strong relations with employees on the shop floor.
Complexity academic level
The case is suitable for students at honours or masters level in conflict studies, dispute resolution, employment relations, human resource management and negotiation.
Subject code
CSS 6: Human resource management.
Details
Keywords
Cecilia Malila, Preeya Daya and Geoff Bick
This teaching case covers aspects of leadership development, strategy, change management, organisational behaviour, and people management. The case explores the following themes:
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Abstract
Subject area of the teaching case:
This teaching case covers aspects of leadership development, strategy, change management, organisational behaviour, and people management. The case explores the following themes:
Workplace transformation and culture: the challenges and opportunities of remote/hybrid work in large government enterprises and maintaining the culture when moving remote
Leadership and change: the different perspectives that a leader can take into consideration when leading the business during turbulent and uncertain times and managing the change process in large organisations
Strategic decision-making: the application of analytical skills by senior management when making strategic decisions in a business
Workplace transformation and culture: the challenges and opportunities of remote/hybrid work in large government enterprises and maintaining the culture when moving remote
Leadership and change: the different perspectives that a leader can take into consideration when leading the business during turbulent and uncertain times and managing the change process in large organisations
Strategic decision-making: the application of analytical skills by senior management when making strategic decisions in a business
Student level:
The primary audience for this teaching case is management education programmes including: Master of Business Administration (MBA), Postgraduate Diploma (PGDip), specialist Masters in Management, and certain Executive Education programmes.
Brief overview of the teaching case:
This case deals with a public-sector entity that collects taxation revenue for the South African government. In 2020, the operations of this public entity are severely affected by the Covid-19 pandemic. The mandatory shift of the workforce from in-office to a remote work-from-home set-up, results in the entity switching to a hybrid work model in order to achieve its goals as an essential service. Protagonist Dr Zanele Twazi, executive head of the public entity's research department, is tasked by the commissioner to conduct a review on the hybrid work model. As the commissioner is also in the process of reviving the organisational culture to regain public trust following multiple corruption scandals, the pandemic adds to this pressure. Dr Twazi must share employee feedback on the remote work option. Meanwhile, the leadership team has to decide if the work model will serve this public entity in achieving its strategy, and from an organisational culture viewpoint, if it is the best fit for the future.
Expected learning outcomes:
The key learnings from this case include the following:
Organisational work model: A suitable work model is dependent on the organisational mandate as well as its culture.
Culture and organisational goals: An organisational work model additionally impacts the future sustainability of the organisation and its ability to achieve its short- and long-term goals.
Change management framework: For teams to effectively adapt to a hybrid work model, managers have to be empowered to lead and be able to facilitate the change.
Organisational work model: A suitable work model is dependent on the organisational mandate as well as its culture.
Culture and organisational goals: An organisational work model additionally impacts the future sustainability of the organisation and its ability to achieve its short- and long-term goals.
Change management framework: For teams to effectively adapt to a hybrid work model, managers have to be empowered to lead and be able to facilitate the change.
Details
Keywords
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
Key State Blue Cross and Blue Shield Plan (a disguised case of an actual BCBS Plan) is the merged product of three state plans. Initially burdened with a reputation of poor…
Abstract
Key State Blue Cross and Blue Shield Plan (a disguised case of an actual BCBS Plan) is the merged product of three state plans. Initially burdened with a reputation of poor customer service, Key State's executives decided to invest heavily in service improvement, eventually achieving superior levels. Key State's high-quality customer service emerged as a true competitive advantage for its customers, who were primarily businesses and health benefits consultants who influenced corporate purchasers of health insurance. The Key State brand came to be synonymous with personal service, security, choice, and dependability. But the health care insurance market was changing under Key State's feet. Spiraling costs meant that high-quality service became less of a competitive advantage as employers were lured by low-cost, low-service providers. Many employers cut or dropped health care benefits entirely, swelling the ranks of the under- and uninsured, who in turn were extremely price-sensitive when shopping for health insurance on their own. Finally, the health care insurance market was being revolutionized by financial institutions willing to hold health benefit accounts and pay providers directly, thereby eliminating the need for Key State as a mediator. Key State executives were aware of these changes but were challenged by the mindset, culture, and organizational design custom-fit to their business accounts. The case asks the reader to consider whether Key State has the right number of target markets, whether it should have one brand or several for its different target markets, what it should do for the uninsured, and how it should improve its brand experience in light of the industry's changing landscape. All of these decisions will have significant implications for the organizational design of Key State.
To better understand the challenges involved in a successful health insurance company to cope with a rapidly changing and unpredictable environment; to formulate a new strategy and a new organizational design to accomplish this adaptation.
Details
Keywords
Human Resource Management
Abstract
Subject area:
Human Resource Management
Study level/applicability:
Postgraduate business students
Learning outcomes
The learning objectives to be drawn from the case are as follows: To discuss the challenges of a leader within a resource-constrained environment. Students are required to highlight aspects of transformational leadership and assess the leader against those criteria. To highlight the connection between employee mindset, actions, and organisational performance. Students need to identify the key issues underlying the personnel challenges facing the leader. To explore the influence of leadership on employee engagement. Students should identify the actions taken by the leader to engage employees and analyse the intention behind them, as well as the actual outcomes. To discuss the potential solutions that the leader may institute to achieve the overall transformational objective for the organisation.
Case overview/synopsis
This case puts students in the shoes of Siya Zwane, the newly appointed principal of Green Acres Primary School in the South Africa’s Eastern Cape. Having recently completed her PhD in education after 10 years of teaching, Zwane is well versed in the best practices for organisational development and eager to apply them in a public school setting. Her leadership is particularly relevant in the context of a struggling school system that faces, among other issues, an economically disadvantaged population, overcrowding in classrooms, poor infrastructure, and a general lack of resources, including qualified staff. As a newcomer to this school system, Zwane learns quickly how these systemic issues manifest in her teaching team and realises that her first priority must be to empower her staff and enhance employee engagement.
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 1: Accounting and Finance
Details
Keywords
The research consisted of a questionnaire and in-depth interview with the CEO. Secondary research was conducted to read through various articles and literature available on the…
Abstract
Research methodology
The research consisted of a questionnaire and in-depth interview with the CEO. Secondary research was conducted to read through various articles and literature available on the organization. Relevant courses are organizational behavior/organization development/strategic management.
Case overview/synopsis
In a landscape traditionally dominated by male leadership, this case study highlights the compelling narrative of a new leader with an unconventional leadership style. This purpose of this case study aims to explore the change management challenges faced by Molade, CEO of WAVE, a leading vocational education social enterprise based in Lagos, Nigeria, as she grapples with the issue of organizational culture and gender bias and their impact on team dynamics while implementing a new strategy. Her leadership journey reflects not only personal triumphs but also the broader impact of diverse perspectives at the helm of organizational decision-making. Despite having over a decade of industry experience and being well-respected in her field, Molade is met with resistance and patronizing behavior from some of the existing team members who question her authority and decision-making abilities. The case discusses leadership challenges faced by Molade, a female leader, its negative implications on her performance and her ability to implement change within the organization. Ultimately, Molade’s perseverance and strategic thinking enabled her to successfully navigate her dilemma.
Complexity academic level
Undergraduate business course(s) which include organizational behavior, organization development and strategic management.
Details
Keywords
Sonia Mehrotra and Anil Rao Paila
Entrepreneurship, family business.
Abstract
Subject area
Entrepreneurship, family business.
Study level/applicability
MBA, executive MBA
Case overview
PN Rao Fine Suits, famously known as the “best tailors” for men's suits and groom wear, started with their first shop in 1923 as a small business of a tailoring shop catering to the needs of the British ladies in Bangalore, India, and by 2013, had four showrooms spread across Bangalore and Chennai, with an annual turnover of INR360 million. Over the years, the patrons of PN Rao have grown not only in Bangalore but across the globe, from countries such as the USA, the UK, Germany, Japan, Denmark, Sweden and The Netherlands. The PN group had three business arms: the PN Rao showrooms, Rupasi and PN Rao Creations. This family business has survived nine decades in business, with the third generation of family now actively involved in the operations and expansion of the business. Chandramohan Pishe and Machender Pishe, the second-generation brothers in the business, believe in a conservative growth path for their brand, compared to the third-generation cousins, Naveen Pishe and Ketan Pishe. Naveen and Ketan are aware of the market opportunities and the competition and often look for the differentiator that their brand can offer. They are very enthusiastic about their future expansion plans and would like to open 100 showrooms by 2023, their centennial year. The market indicators are favourable and, if leveraged strategically, do offer opportunities to fulfil their expansion plans. Naveen and Ketan firmly believe in the need of instituting a family constitution as they move forward with their expansion plans. The second generation is not very confident of this idea, however, as they believe the family values to be strong enough to continue in the same fashion.
Expected learning outcomes
Understand the challenges of a small business and the importance of re-inventing by leveraging a mix of market opportunities to grow and sustain; to evaluate the need and importance of family constitution at the PN Rao Group to sustain, scale and govern in a manner so as to avoid any kind of future family business conflicts.
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.
Details
Keywords
Girgis Dimitri and Virginia Bodolica
Upon completion of this case study analysis in class, students should be able to distinguish the different steps and actions involved in the entrepreneurial venture creation;…
Abstract
Learning outcomes
Upon completion of this case study analysis in class, students should be able to distinguish the different steps and actions involved in the entrepreneurial venture creation; evaluate the extent to which an entrepreneurial idea represents a commercial success or practical failure; apply relevant strategy frameworks to estimate the complexities associated with the management of a small startup; and debate about the pros and cons of different strategic options and offer viable advice for decision-making.
Case overview/synopsis
This case follows the entrepreneurial beginnings of a college student, Mohsen Shahin, whose early initiation into the world of business commenced from a serendipitous win of a small fortune in a raffle in London, UK. The case study illustrates the protagonist’s dilemma of whether to spend the winning on everyday pleasures of his life as a teenager or to venture in an entrepreneurial undertaking. Following his father’s advice, Mohsen ultimately decides to exchange his prize for money and use it for launching Speedways, a luxurious car servicing garage in London’s downtown. The case further elaborates on some initial struggles he faced as a young entrepreneur and continues with his decision to pursue higher education in Dubai, United Arab Emirates, which forced him to handle his managerial responsibilities from a country thousands of miles away from his garage. Eventually, Mohsen makes the hard decision to sell Speedways and realize his grown ambition of exploiting his prior business experience to embark on new adventures in his life. The case culminates with Mohsen having to choose between either opening his own company in the premium car care industry in Dubai or pursuing his post-graduate studies at a prestigious university in the USA – a critical decision he has to make promptly, as he is short on time.
Complexity academic level
Upper-level undergraduate courses.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS: 11 Strategy.
Details
Keywords
Divya Ganjoo, Saral Mukherjee and Sandip Mukhopadhyay
Razorpay is a four-year-old Indian B2B fintech startup in digital payments which is venturing into digital lending. It aims to simplify digital payment flows involved in…
Abstract
Razorpay is a four-year-old Indian B2B fintech startup in digital payments which is venturing into digital lending. It aims to simplify digital payment flows involved in acceptance, processing, and disbursement of payments through superior technology and automation. This case details how Razorpay creates value for businesses by offering service convenience in B2B space. Razorpay started as a payment solutions provider, primarily known for their payment gateway. Over time the market for digital payment in India has matured, with multiple providers offering similar products making it difficult for Razorpay to sustain its growth by using technological leadership and service differentiation. To maintain its growth trajectory, Razorpay has launched multiple new products in the digital payment space as well as announced a foray into creating a marketplace for digital lending through launch of Razorpay Capital. The case provides details of the growth of Razorpay and its move from its core strength of payment gateway
Details
Keywords
Pallavi Datta, Sathiyaseelan Balasundaram, Rekha Hitha Aranha and Vijaya Chandran
The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian startups in the digital ecosystem. With the changing…
Abstract
Learning outcomes
The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian startups in the digital ecosystem. With the changing working dynamics in organizations around the globe, managers are expected to explore unconventional business models to facilitate operational growth. The case study is a valuable resource for graduate students to enhance and evolve their critical thinking and solution-oriented skills as forthcoming managers of digital businesses. Students should be able to analyze the case, respond to the questions and evaluate the consequences of workplace flexibility, moonlighting and its applicability in an organizational context. With the Indian Government introducing schemes such as the Digital India initiative and Startup India, it is predicted that numerous startups will opt for digital business standards and a remote work approach. The case bridges classroom theories and a real-life digital company to help students connect with emerging market scenarios.
Case overview/synopsis
During the digital era, India witnessed a shift in companies’ work culture, which amplified when COVID-19 hit the country. Organizations started to work remotely and experienced the numerous benefits it brought. The comfort of working from home was greater for digital businesses whose significant operations could be performed online. However, is it really that productive for digital companies to telecommute? The case illustrates how a digital company, Career Pandit, formed in 2018, unfurls and expands its business and further highlights the challenges the pandemic raised concerning people management. In addition to the discussion, the purpose of the case is to determine the implication of workplace flexibility and moonlighting and how Indian startups cope with the uncertain future challenges it brings.
Complexity academic level
Under graduate and postgraduate students.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 6: Human Resource Management.
Details