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Human Resource Management (HRM), Industrial Relations, Labor Law (Indian business context), Organizational Behavior, Trade Union and Employer-Employee Relationship.

Academic students (MBA and BBA), management trainees, HR managers and top management of organizations interested in understanding the importance HRM practices.

This case describes an Industrial Relations situation in an automobile company in India. It begins with the mention of Maruti Suzuki India Limited's (MSIL) brush with an unprecedented labor violence that rocked its Manesar facility on July 18, 2012, eventually leading to the lock out of the same on July 21, 2012. Further, it describes the background of the company, employer-employee relationship, a series of strikes experienced by the company, incidents that led to the violence, incidents that happened on the day of violence and finally actions taken after the violence by the company, the government and the union. With such details, the case raises questions on the prolonged people management issues afflicting MSIL. It endeavors to educate the discussants on the specifics of an industrial relations system and the role of each actor toward maintaining industrial peace.

Understanding the role of actors of industrial relations toward effective HRM in the organization. Analyzing the compliance of the actors under the existing labor laws as applicable to the organization. Comprehending the attitude of employees, employers and industry toward each other and also toward the job. To understand the nuances of people management function and its contribution toward the violence that eventually resulted in lockout. To comprehend various organizational behavior concepts that shall help synergize the employees' objectives and employer's goal. To analyze the complete incident with relevant organizational and industrial relations (IR) theories.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Liberty Shoes Ltd, had been experiencing falling sales and decreased production as a result of frequent strikes by workers. By 2010, total sales had fallen to INR 300 crores (from INR 500 crores in 2005). In the Annual Board meeting in 2010, Mr Shammi Bansal, the Executive Director expressed his concerns and told the board members that “they must learn to survive or be extinct”. The case study discusses how The Executive Director turned the company around and how the organization became a “learning organization”.

MBA and Executive MBA programs.

In 2004, Liberty Shoes Ltd, had a sales turnover of INR 500 crores. In the year 2006, this dropped to INR 300 crores as a result of regular staff strikes and low morale. However, by 2013, the company had registered sales of INR 800 crores and a growth rate of around 30 per cent on a year-to-year basis. With continued focused initiatives in the organization from 2010 the management aimed to reach a sales turnover of INR 1,000 crores by March, 2014. The contributing factors to this turnaround were the leadership roles which encouraged a learning organization culture with an emphasis placed on the importance of “communication”, “employee development” and “employee empowerment”.

Understand the role of a business leader in building a learning organization. Understand the factors contributing to the building of a culture of a learning organization. Understand the critical aspects and benefits to the organization from becoming a learning organization.

Teaching Notes are available for educators only. Please contact your library to gain login details or emailsupport@emeraldinsight.com to request teaching notes.

CSS: 6 Human resource management.

Judy was a high-performing professional manager who was with her company for 15 years and was a manager for six. She was a confident, positive, and happy person but recently lost her confidence in herself and her abilities. She dreaded going to work because she never knew what she would face from her boss, Dennis. Dennis was a brilliant man who was recently promoted to Senior V.P. He was condescending, and he humiliated people in public. Complaints to the CEO and a harassment claim produced no results. Dennis did the CEO's dirty work and served a role needed in a fast-paced and profit-driven corporate culture. Judy enrolled in an MBA program to build her resume and her self-confidence. She faced a critical juncture in her career. Should she quit, transfer, complain to HR, or confront Dennis?

In 2006, four successful entrepreneurs decided to establish a world-class mega university. Initially, the project progressed slowly until Vineet Gupta was able to locate a small plot of land in Sonipat, Haryana. Forty-eight hours before the payment deadline, Ashish Dhawan and Sanjeev Bikchandani agreed to invest in their personal capital to kick start the project. They however suggested a pivot in favour of a smaller private liberal arts college. Meanwhile, Pramath Sinha, with prior experience in establishing the Indian School of Business launched a pilot through the Young India Fellowship (YIF). Dhawan and Bikchandani, through their extensive entrepreneurial networks, raised scholarships for the first two batches of the fellowship in the hope of attracting other donors to the board and getting a buy-in for Ashoka University. The team faced a number of challenges: managing the new model of collective philanthropy, recruiting faculty and finding jobs for the first undergraduate batch. At Ashoka University's first graduation ceremony in 2017 they wondered whether this model could revolutionise the higher education space like the IITs and IIMs had done for the country.

Marketing management, digital marketing, advertising and promotion management, and technology management.

The case is suitable for BBA and MBA students. It can also be considered in executive education programs.

Venkatesh Kothapalli, the marketing head at Reebok India headquarters at Gurgaon, was in a decision dilemma about the effectiveness of using social media marketing and its employment in the current scheme of marketing strategy being planned. He had been able to generate a fair amount of awareness and excitement amongst potential users on Reebok's social media sites. However, these often fail to convert into topline sales. In addition, Alex his superior had given clear instructions that no separate budget would be earmarked for this type of medium. So Venkatesh had to divert some parts of his existing budgets (which he did from the PR budget and the DM budget) and channel these into the new area of social media marketing. This had also created concerns in Venkatesh's mind about the possibility of the new media not showing favourable results while budgets of the traditional and tried and tested media like PR and direct marketing were being chopped.

These include: understanding the dilemma of an organization's adoption of newer marketing tools as opposed to traditional marketing practices; evaluating the role of newer mediums like social media marketing and its long term and short term relevance; understanding the origins and development of social media marketing to grasp the full scale of its usefulness; and appreciating the complexities of measuring the effectiveness of social media marketing initiatives.

Teaching notes are available, please consult your librarian for access.