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Case study
Publication date: 20 September 2023

Pavitra Mishra and Amit Gupta

This case study is best suited for courses in career management, stress management, work–life management or science of well-being in organization behavior (OB) or human resources…

Abstract

Learning outcomes

This case study is best suited for courses in career management, stress management, work–life management or science of well-being in organization behavior (OB) or human resources management (HRM). This case study is targeted at the MBA or executive development programs. The learning outcomes of this case study are as follows: to analyze the challenges in balancing Suraj Kumar’s (the protagonist) work–life balance situation and identifying the main causes of such a conflict. What are some strategies that could be used to address these issues? To develop a plan to balance work responsibilities with family and personal life. What specific actions could he take to achieve this balance? To design a training program for employees that addresses work–life balance issues. What topics would you cover in the training, and what methods would you use to deliver the content? To create a proposal for a flexible work arrangement program that an organization could offer to its employees. What would be the benefits of this program, and how would it be implemented and managed? To develop a business case for why an organization should prioritize work–life balance for its employees. What are the potential benefits of doing so, and how can the organization measure the impact of its efforts?

Case overview/synopsis

This case study discusses conflicts due to competitive priorities that people face in balancing the pressures, roles and responsibilities between their professional life (careers) and their personal life, and the trade-offs that they make across these multiple aspects of their lives. This case study revolves around Suraj Kumar, a successful consultant, who was offered a promotion as the executive director for the social sector. This promotion would require extensive travel and time away from his family. Kumar was struggling to balance his work responsibilities with his family life and his involvement with the Smile and Shine Foundation, which supports the education of children from economically weaker sections of society. He was reflecting on his past and present and trying to figure out how to prioritize his commitments while also achieving his personal and professional goals.

Complexity academic level

This research has shown that a case discussion and role-play can be effective for a less experienced audience. Instructors can provide multiple perspectives to stimulate reflection and debate. For executive MBA or executive development programs, a self-reflection exercise is recommended. Participants in these programs may have personal experience dealing with or may know others who have dealt with work–life balance issues, making self-reflection a valuable tool.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 26 June 2018

Vishal Gupta and Priyanka Premapuri

Mohan Dixit, Head, Sales and Marketing, India Operations, EuroMotoCorp Pvt. Ltd., an automobile manufacturing multinational company headquartered in Munich, Germany. This case…

Abstract

Mohan Dixit, Head, Sales and Marketing, India Operations, EuroMotoCorp Pvt. Ltd., an automobile manufacturing multinational company headquartered in Munich, Germany. This case outlines the harried nature of his life: professional problems (decrease in the market share, not being able to say ‘no’, unable to delegate, pressed for time, member of too many committees) and personal issues (weight gain, not able to spend time for his personal interests) and family problems (work-life balance issue). The case can be taught through different angles, including individual behaviour, transaction analysis, time and stress management, career management and general management. Apart from this, the case discusses the emotional instability of Dixit and the automatic cycle of behavior of Dixit in various situations and events. The case also discusses the ‘ego-self’ and the ‘natural—self’ of a person and how the two should be balanced for a good quality of life. The case thus delves deep into the psychology of a person and discusses how his/her thoughts or inner talk should be managed for a content and successful personal and professional life.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 6 March 2017

Rekha Attri and Rahul Bairagi

This case about the Core Business School enunciates the development of a performance appraisal criterion for the faculty members. The case highlights the situation when despite…

Abstract

Synopsis

This case about the Core Business School enunciates the development of a performance appraisal criterion for the faculty members. The case highlights the situation when despite the administration of an appraisal process for the academic year 2012-2013, there was a uniform increment announced which was lower than the previous year’s increment on the pretext that the admission numbers for the next academic session were much low. The faculty and staff were in a dilemma of whether to continue in such an organization where the absence of a formal appraisal system would hamper their career progression or wait for another year for things to change.

Research methodology

This case is developed after an in-depth interview with the dean academics and the HR faculty of the Core Business School who headed the designing of the performance appraisal system and thereafter its implementation.

Relevant courses and levels

This case can be used for the elective course on performance management or human resource management course in MBA program.

Details

The CASE Journal, vol. 13 no. 2
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 10 November 2023

Navinraj Naidu and Anusuiya Subramaniam

At the end of the session, learners are expected to be able to evaluate the detrimental impact of stress on blue-collar workers’ well-being in Attainer Engineering Sdn Bhd;…

Abstract

Learning outcomes

At the end of the session, learners are expected to be able to evaluate the detrimental impact of stress on blue-collar workers’ well-being in Attainer Engineering Sdn Bhd; develop effective strategies to improve stressful conditions experienced by blue-collar workers in Attainer Engineering Sdn Bhd; analyse and select appropriate approaches that can help maintain the motivation levels of blue-collar workers in Attainer Engineering Sdn Bhd; analyse the impact of Attainer Engineering Sdn Bhd’s extensive investment in training new blue-collar workers, alongside the subsequent high turnover rate, on the decline in sales and profit; identify the critical changes that the managing director should have implemented to prioritize employee retention among blue-collar workers at Attainer Engineering Sdn Bhd; discuss the strategic implementation of mechanization, specifically in the context of automating repetitive processes, as an innovative solution to address the challenges faced by the ship repair and maintenance service industry heavily reliant on blue-collar workers in emerging markets; cultivate thoughtful debates on ways to keep blue-collar workers in the shipping repair and maintenance industry, as well as active learner participation and group interaction; develop learners’ analytical and critical thinking skills by guiding them through the analysis of a real-world case study in the shipping repair and maintenance industry, concentrating on the difficulties and potential solutions for blue-collar worker retention; and equip learners with practical knowledge and insights on implementing effective human resources strategies for retaining blue-collar workers in the shipping repair and maintenance industry, emphasizing the conversion of theoretical concepts into workable solutions.

Case overview/synopsis

This teaching case study centres on Attainer Engineering Sdn Bhd, a Malaysian conglomerate that bestows ship repair and maintenance services. Regrettably, the corporation has been subjected to a decrease in profitability and productivity owing to its high turnover rate of blue-collar workers. The ship repair and maintenance service industry is accountable for delivering comprehensive repair and maintenance services to ships, including their engines, hulls, machinery and other related components. The fundamental aim of this case study is to ascertain the rudimentary factors that contribute to this issue and foster effective strategies to enhance the motivation and retention rate of blue-collar workers in the ship repair and maintenance service corporation, using appropriate management theories, models and concepts. The case study brings to light the importance of discovering the most suitable approaches to retain blue-collar workers in the corporation to improve its profitability and productivity in a highly competitive market. This teaching case study will be beneficial for students and practitioners who want to grasp the disputes associated with retaining blue-collar workers in the ship repair and maintenance service industry and learn how to apply management theories, models and concepts to address these disputes effectively.

Complexity academic level

This case discussion would be highly suitable for undergraduate and postgraduate university students who are pursuing their studies in management or related fields and are eager to delve into the nuances of the ship repair and maintenance service industry. Furthermore, trainers from both private and public agencies who are keen on gaining a deeper understanding of the issues pertaining to retaining blue-collar workers in this particular industry and devising result-oriented strategies to tackle these concerns would also find this case discussion immensely helpful.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 13 November 2023

Divya S. and Mahima Sahi

The learning outcomes of this case study are to understand the business-to-business (B2B) consumer outlook on mental health care in emerging markets; analyse the challenges faced…

Abstract

Learning outcomes

The learning outcomes of this case study are to understand the business-to-business (B2B) consumer outlook on mental health care in emerging markets; analyse the challenges faced in creating a need for mental health care in Indian workplaces; explore the business attractiveness of the B2B model and understand the business potential of the B2B segment at heyy,; and contemplate different innovative strategies that could change consumer mindset on mental health care in emerging markets.

Case overview/synopsis

Ankit, the founder and CEO of heyy, was facing a conundrum. “heyy,” was built on normalizing mental well-being at workplaces. His mental health-care app heyy, had crossed 50,000 subscribers within a few months of launch. The mobile app was designed to spread mental health awareness and provide various levels of mental well-being interventions. Business-to-consumer and B2B customer segmentation had been targeted by this start-up. The B2B space consisted of employees working with partner organizations. The adoption rates of employees using the features of heyy, declined after the initial app download. The employees had yet to fully become acclimatized to the features of heyy,. Exploring the business potential and investigating the business attractiveness of the B2B segment were the focus of the present study. Ankit contemplated various strategies he could adopt to increase user adoption of “heyy,” services by employees in his partner organizations. The case study strives to address the question – “What are the risks faced by organizations when entering the mental health-care industry in emerging markets like India, where mental health care is still not openly discussed?”

Complexity academic level

This case study is designed to be taught as part of the “entrepreneurship development” and “strategic management” courses for undergraduates, postgraduates and students of executive programmes in management. Students need to be aware of basic strategic management concepts such as BCG matrix, SWOT analysis and business canvas before working on this case study, so they could dissect the case from multiple perspectives to get a comprehensive outlook on the case.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 3 July 2019

Kirti Sharda

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…

Abstract

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.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Abstract

Subject area

Industrial Relations and People Management.

Study level/applicability

Graduate or Postgraduate level, Executive working in manufacturing sector.

Case overview

This case highlights the industrial relation issues in a public sector undertaking, a government-owned company in India. The case depicted the issues taken place in the company in the year 2015-2016. The primary data were collected by a working professional, who dealt with and was involved in the scenarios discussed in the case. Other modes such as in-depth interviews were also taken as per requirements. This case also highlights the importance of roles of unions and association in these organizations. Factors which are important to maintain industrial harmony were analyzed and their perspective with respect to production loss were addressed.

Expected learning outcomes

Every employee must be dealt with in a dignified manner with rationale. Hierarchy is required to be in place but doesn’t need to be authoritative. Be communicative and transparent while taking action. There should be no compromise on indiscipline at workplace and decision to be taken accordingly. Manage conflict by involving all the concerned authorities from outset. The analysis of the case shows that if the rationale was followed while managing the people it will lead to industrial harmony. Role of trade unions and association will prove beneficial as they will become a part of creating a solution in the matter of discords, ensuring growth for the company and its employees. It is important to mention here that the case was developed on the basis of the first-hand experience of the author.

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.

Case study
Publication date: 18 November 2013

Nakul Gupta, Radha R. Sharma and Rupali Pardasani

Entrepreneurship, internationalization, family-owned business management, strategic management.

Abstract

Subject area

Entrepreneurship, internationalization, family-owned business management, strategic management.

Study level/applicability

MBA/postgraduate management program courses on family business management. The case can be taught at the beginning of the course to acquaint students with the dynamics of family-owned businesses. MBA/postgraduate/undergraduate courses on entrepreneurship. It can be used in the middle of the course to highlight the challenges presented by an entrepreneur due to change in the business environment and macroeconomic scenario. MBA/postgraduate course on strategic management. It can be used at the beginning of the course to introduce strategies for managing and sustaining growth of a business. MBA/postgraduate course on organizational development. It can be used in the middle of the course to help students understand the importance of designing an optimal organizational structure for a family business.

Case overview

FragraAroma was an Indian fragrance company. Anil Gupta, the Founder and Managing Director of FragraAroma, and his sister Nisha were equal shareholders of the company. With changes in the Foreign Direct Investment Policy in 2013 in India, Anil and Nisha's husband Tarun had different expansion plans for FragraAroma. While Anil was planning to expand FragraAroma internationally, but his sister and her husband wanted diversification of the company's customer segment in the domestic market itself. The case is poised at the juncture, where Anil was facing a labyrinth of critical decisions. Would he go ahead with Tarun's expansion plan or stick to his plan of internationalization? Would his decision affect the harmony of the family? Was there a way that could enable him sailing his family and family business out of the doldrums?

Expected learning outcomes

This case is primarily about a family business and the dilemmas faced by the owner of that family business. The case captures the challenges faced by a family business in sustaining growth and competitiveness. The case can be used to understand how decisions are taken in a family-owned business. To understand the challenges faced by a family-owned business while developing and implementing its growth strategies. To understand the opportunities and challenges presented to a family-owned businesses when macroeconomic scenarios change. To understand the spillover effects of business decisions on family relations in a typical family-owned business setup.

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

Emerald Emerging Markets Case Studies, vol. 3 no. 7
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 10 November 2022

Anita Kerai and Nycil George

This case was developed from secondary sources. The secondary sources included company websites, social media and news reports. This case has been classroom tested in multiple…

Abstract

Research methodology

This case was developed from secondary sources. The secondary sources included company websites, social media and news reports. This case has been classroom tested in multiple executive master of business administration (MBA) courses on business model innovation and entrepreneurship.

Case overview/synopsis

The case traces the entrepreneurial journey of Dozee, a remote patient monitoring system in India. Dozee was manufactured by Turtle Shell Technologies Private Limited, cofounded by Mudit and Gaurav. The primary customers of Dozee’s offering were households with elderly citizens and health-conscious individuals who sought preventive health care. The cofounders identified the unmet need for a convenient and user-friendly contactless health tracker. Dozee team built a thin sensor-embedded sheet and module that can be placed beneath the mattress to track sleep patterns and health vitals. They also provided data analysis and data interpretation services. After four years of conceptualization, Dozee launched its product and service in 2019. Although the initial response was lukewarm, the onset of the COVID-19 crisis led to significant changes in the health-care industry. Demand for virtual assistance and contactless monitoring devices became increasingly important elements of COVID-19 treatment. Unlike other sensor-based fitness trackers, the sheet could be easily placed under the patient’s bed to capture health vitals. Choosing to pivot from a home-based individual customer segment to a medical-grade device provider for hospitals could significantly increase the scale and scope of the offering for Dozee, but it would also place Dozee in direct competition with other health monitoring devices from different business categories.

Complexity academic level

This case is appropriate for MBA and executive-level courses related to entrepreneurship and business model innovation. The case explores issues such as digital disruption and how start-ups can design a go-to-market strategy. The case works well in the classroom, even if people are unfamiliar with the health-care industry. Participants can certainly relate to the concept of adopting artificial intelligence–enabled devices for monitoring their health. The instructor should be able to quickly engage participants in a lively discussion about Dozee’s vision and the opportunities and challenges in adopting digital solutions in health care.

Details

The CASE Journal, vol. 19 no. 1
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 20 January 2017

Susan Chaplinsky and Felicia C. Marston

This case is used in Darden's course elective, Corporate Financing, and is accompanied by a teaching note for instructors and Excel spreadsheet for students. The Carlyle Group IPO…

Abstract

This case is used in Darden's course elective, Corporate Financing, and is accompanied by a teaching note for instructors and Excel spreadsheet for students. The Carlyle Group IPO case explores the circumstances leading up to the firm's IPO in May 2012. Over the past 25 years, Carlyle had grown from a fledgling private equity firm to one of the world's largest and most diversified investment firms. Carlyle had prepared extensively for the roadshow; management anticipated some tough questions. Students are asked to evaluate the extent to which Carlyle is undervalued relative to its peers. The case provides information on how to evaluate the earnings received by the public shareholders and outlines several alternative approaches to value PPEs.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

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