Organizational Behavior

Case Solution for Marie Jackson: Revitalizing Renfield Farms

Case Solution & Analysis for Marie Jackson: Revitalizing Renfield Farms by Anthony J. Mayo, Heather Beckham.

Complete Case details are given below :

Case Name :      Marie Jackson: Revitalizing Renfield Farms
Authors :           Linda A. Hill, James Kindley
Source :             HBS Brief Cases
Case ID :           915555
Discipline :        Organizational Behavior
Case Length :    10 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
Marie Jackson becomes chief executive officer of Renfield Farms during a period of sluggish growth and an organizational crisis. Jackson develops a new vision statement and begins to experience some success but is met with some skepticism from internal employees because the company’s structures and systems do not seem to support the new vision. This case focuses on how Jackson engages and leads a senior team in formulating a vision during a period of change.
 
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Case Solution for Katherine Schuler at Boxes & Bins, Inc.

Case Solution & Analysis for Katherine Schuler at Boxes & Bins, Inc. by Linda A. Hill, James Kindley.

Complete Case details are given below :

Case Name :      Katherine Schuler at Boxes & Bins, Inc.
Authors :           Linda A. Hill, James Kindley
Source :             HBS Brief Cases
Case ID :           916501
Discipline :        Organizational Behavior
Case Length :    08 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
This case is about Katherine Schuler, soon to become senior vice president of marketing at a fast-growing retail organization, Boxes & Bins (B&B). Part of Schuler’s success has been due to her “fit” into a company with clear values and principles. In particular, B&B always put its employees first, and eschewed debt in order to grow only as the company could afford it. Several years ago, the founders sold most of their stock to a private-equity firm, the Weichel Group, which leveraged B&B heavily in order to accelerate the opening of more stores and to pay off the founders. Even after a recent IPO, the Weichel Group remained a major shareholder, and it urged B&B to hire two senior managers from large discount retailers to run operations and merchandising. Schuler’s move into her new role could lead to her becoming B&B’s president if she is successful. Schuler understands that B&B needs to grow, and wants to help it do so, but is uncertain about the plans for how that growth will occur. She wants B&B to acknowledge its key success factors to date because she believes that doing so will help it move to a new future. Yet she knows that changing B&B may be impossible-therefore, leaving might be her best option.
 
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Case Solution for Performance Management System at Attock Refinery Limited

Complete Case details are given below :

Case Name :      Performance Management System at Attock Refinery Limited
Authors :           Sadia Nadeem, Ruhma Islam
Source :             Ivey Publishing
Case ID :           W15151
Discipline :        Organizational Behavior
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In November 2013, the senior manager of Human Resources at Attock Refinery Limited, headquartered in Morgah Rawalpindi, Pakistan, is considering whether to amend the current performance appraisal system to bring it in line with the goal of creating a performance-oriented culture in the company, which refines 70 per cent of the country’s crude oil. Significant changes had been made over the last 14 years, but the current performance management system is still not distinguishing between different categories of performers, and employees continue to complain that everyone gets more or less the same ratings and pay increments regardless of the amount or quality of the work they do. Should the weights for objective setting and competencies in the appraisal forms be adjusted? Should competencies be better defined and training sessions held on how to objectively evaluate them? Should there be more direction at all levels in setting specific, measurable, attainable, realistic and timely objectives? Considering the views of employees and managers in all departments, he must decide what, if any, changes should be made to promote the desired company culture.
 
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Case Solution for Friends of Western Buddhist Order – Windhorse: Evolution

Complete Case details are given below :

Case Name :      Friends of Western Buddhist Order – Windhorse: Evolution
Authors :           Himanshu Dhaka, Rajen Gupta, Tanuja Sharma
Source :             Ivey Publishing
Case ID :           W14778
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Friends of Western Buddhist Order, an organization dedicated to spreading the teachings of Buddha in modern context, started a giftware company called Windhorse, with a two-part vision of making work a context for spiritual growth and raising money for charity. After operating for more than 20 years, Windhorse experienced challenges in keeping up with its rapid business growth. To bridge this gap, the company recruited non-Buddhists to the organization; however, many of the Buddhist members felt that the purpose and meaning that had bonded the members to the organization was fading. As a result, an increasing number of Buddhists started leaving the organization, while many new members were unwilling to work for the low remuneration. Was it viable for such a value-based organization to continue to pursue financial prosperity?
 
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Case Solution for Xiamen Airlines: Pay for Performance

Complete Case details are given below :

Case Name :      Xiamen Airlines: Pay for Performance
Authors :           Wenhua Wu, Ann Peng, Gerard Seijts
Source :             Ivey Publishing
Case ID :           W15163
Discipline :        Organizational Behavior
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On June 6, 2014, the deputy general manager of the human resources department of Xiamen Airlines, based in Xiamen, Fujian Province, China, discussed his company’s “best practices” at China’s first national forum on aviation security. Since 2009, a significant reform in the company’s pilot compensation system had aimed to promote a stronger linkage between their pay and performance. Initial outcomes had been positive, with improved productivity and job satisfaction. Yet, there were ongoing challenges in recruiting and retaining pilots due to increasing shortages of qualified personnel in the domestic and global aviation labour market and greater competition from both state-owned and new private airline companies in China. How could Xiamen Airlines become an employer of choice? Was the high compensation sustainable if the industry became less profitable? What else could the company offer to retain talented pilots?
 
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Case Solution for Malkinson Printing Company: The Evolution of a Family Business

Complete Case details are given below :

Case Name :      Malkinson Printing Company: The Evolution of a Family Business
Authors :           Stuart Rosenberg
Source :             North American Case Research Association (NACRA)
Case ID :            NA0347
Discipline :        Organizational Behavior
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Matt Decker, the former president of Malkinson Printing Company, a family-owned private printing company in Milwaukee, Wisconsin, needed to decide whether to return to the company after quitting more than two years earlier. Matt had been one of the three family members in the fourth generation of Malkinson Printing ownership, along with Brad Malkinson and Ron Malkinson. Matt’s exit from Malkinson Printing came during a period when the business had begun to struggle for the first time in its history. The company had always been a successful one, growing with each of its previous generations of ownership, but the printing industry had changed dramatically by the beginning of the twenty-first century. The advent of computer graphics and desktop publishing placed companies like Malkinson at a competitive disadvantage and its owners faced the challenge of sustaining its market. The dynamics of the technological changes that were taking place dovetailed with a fracturing of the family dynamics at Malkinson Printing. Whereas their predecessors had generally agreed on company strategy, the three members of the fourth generation of Malkinson ownership did not get along. Matt had walked out when Brad secretly sold his stake in the business, which left Ron with a 75 percent share of the ownership. Matt was working as a salesman for another printing firm in October 2003 when Ron asked if he would come back. Matt had been critical to the success of Malkinson Printing Company, and Ron said he needed him to help save the business. This case is suitable for courses in family business management or for courses in small business management where family business issues are addressed. It can be especially useful as an introductory case or a second case on family business.
 
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Case Solution for Tata Motors: Compensation Restructuring

Complete Case details are given below :

Case Name :      Tata Motors: Compensation Restructuring
Authors :           Zubin R. Mulla, Vineet Soni, Tanushree Mishra
Source :             Ivey Publishing
Case ID :            W15144
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The head of Performance and Rewards at Tata Motors Limited (TML) was reviewing the reports before him and deliberating their implications. The company had just embarked on a major initiative to identify employees’ concerns and the results were not good. Employees across all levels, including senior leadership, were unclear about their compensation. The employees were not the only ones who were puzzled; even the recruitment team at TML had no clear basis for determining and comparing the salaries of new recruits. It was obvious that something needed to be done. Should it be a major restructuring of the compensation or could the matter be solved by simply educating the employees? Should the company remove some of the components from its compensation structure and make it simpler? If so, which components could be dropped and which should be retained?
 
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