Organizational Behavior

Case Solution for StratAFin Inc.: Auditing Change
Complete Case details are given below :
Case Name :      StratAFin Inc.: Auditing Change
Authors :           Verity Hawarden, Margaret Sutherland, Mandla Adonisi
Source :             Ivey Publishing
Case ID :            W12790
Discipline :        Organizational Behavior
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case focuses on organizational transformation in an accounting firm in South Africa. The case describes how the impact of both globalization and the transformation that the country had undergone since the advent of democracy in 1994 steered StratAFin Inc. towards a process of building a new identity. The case describes how senior management realized the need for transformation based on the many new challenges that were being faced in the changing environment. Change was experienced at many levels within the organization: from the construction of a new building as a symbol of the change to corporatizing and growing the firm, changing the management structure, investing heavily in technology and human capital development, focusing on continuous improvement and driving major diversity transformation. The case offers insights into the many change drivers that had to be considered in the process, how the organization had to manage any resistance to change and the resultant need for flexibility during the process, and the importance of measurement of the many dimensions within a transformation process. The case concludes with the challenge of how the firm’s leadership could ensure that the continuing transformation maintained its momentum.
 
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Case Solution for Clarke: Transformation for Environmental Sustainability
Complete Case details are given below :
Case Name :      Clarke: Transformation for Environmental Sustainability
Authors :           Chris Laszlo, Katey McCabe, Eric Ahearn, Indrajeet Ghatge
Source :             Ivey Publishing
Case ID :            W12820
Discipline :        Organizational Behavior
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A company seen as having a core business that is environmentally harmful by its very nature – in this case selling pesticides – faces unique challenges in its transformation to a sustainable enterprise. Even when innovation leads to new green products, processes, technologies and business models, the leadership of the company must cope with the daunting task of engaging employees and customers in the idea that green can be effective and profitable.
 
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Case Solution for Transforming ICRISAT: The Leadership of Dr. William Dar
Complete Case details are given below :
Case Name :      Transforming ICRISAT: The Leadership of Dr. William Dar
Authors :           Sunita Mehta, Surya Kant Sharma
Source :             Ivey Publishing
Case ID :            W12845
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case focuses on an agricultural institute, ICRISAT (International Crops Research Institute for the Semi Arid Tropics), a part of international agricultural research consortium, CGIAR. Since its inception in 1972, ICRISAT has been a premier agricultural research institute with enormous international and national funding. Mismanagement and indifferent attitude of senior leadership at the top had resulted in multiple crises in organizational functioning and reduced funding by the donors. In addition to this, ICRISAT had to cope with an unfortunate chain of changes in leadership. ICRISAT had to undergo a difficult period of management changes and decline in the morale of the staff. The institute was facing daunting challenges when Dr. William Dar joined the institute as the director general. The case describes the various issues faced by Dar when he took over the reins of ICRISAT. The case also discusses his previous stints in various designations and the style of leadership displayed by him during those tenures. The case concludes by presenting the problem of revival of ICRISAT.
 
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Case Solution for Family Business Succession in Asia
Complete Case details are given below :
Case Name :      Family Business Succession in Asia
Authors :           Marleen Dieleman, Jonathan Ho Wye Kit
Source :             Ivey Publishing
Case ID :            W12853
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Wang Group was created by Alfred Wang in Hong Kong after fleeing China during the turbulence that marked the beginning of the communist regime. After successfully building up the diversified trading business and expanding to various other Asian countries, in 1995, the business was taken over by his second son, Charles Wang, a charismatic leader. Charles wished to create a more sustainable family business, tuned in to today’s global trends, and run by non-family members. To this end, Charles hired an outside CEO to implement his vision after implementing a far-reaching corporate change program. The global economic crisis that started in 2008, however, caught the company halfway through the reorganization, and brought losses and the departure of the newly hired CEO. Charles Wang had no other option than to again take up the top job himself, and had to reconsider the path towards a sustainable future for the family firm.
 
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Case Solution for Lan-Ray Global Payment Services
Complete Case details are given below :
Case Name :      Lan-Ray Global Payment Services
Authors :           Wee Yong Yeo
Source :             Ivey Publishing
Case ID :            W12900
Discipline :        Organizational Behavior
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Lan-Ray in Singapore attempted to break into the prepaid cash card (PCC) business in China. Equity funds were sourced to acquire Protection Communications Network (PCN), a payment intermediary in Quanzhou, China, with a vast payment network, which could be instrumental to the success of the PCC business. However, PCN would need to demonstrate profitability before they could obtain the licence to run the PCC business. Together, Lan-Ray and PCN ventured into the mobile phone campus e-card business, which was initially assessed to be able to help PCN achieve profitability in the short run. However, the campus e-card business did not prove to be as profitable as expected. At the same time, the acquisition of PCN by Lan-Ray hit a road block as PCN was unwilling to transfer shares to Lan-Ray.
 
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Case Solution for Defence Research and Development Canada – Toronto (A): The Organizational Alignment Program
Complete Case details are given below :
Case Name :      Defence Research and Development Canada – Toronto (A): The Organizational Alignment Program
Authors :           Gerard Seijts, Helen Wojcinski
Source :             Ivey Publishing
Case ID :            W12595
Discipline :        Organizational Behavior
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The world had changed as a result of the terrorist attacks on September 11, 2001. Canada was engaged in the Afghanistan War, and the first casualties were being felt. It was November 28, 2005, as Rene LaRose, the director general of Defence Research and Development Canada (DRDC) Toronto, sat in his office preparing for an all-staff briefing the following day. He knew that for his research institute to remain relevant and be a major contributor to the emerging needs of the Canadian Forces and national security in this rapidly changing landscape, a major transformation of his centre was required. The Canadian Forces was undergoing its own metamorphosis under its new Chief of Defence Staff, General Rick Hillier, and DRDC Toronto needed to be in synch with this development. LaRose had spent several years trying to convey the message that profound changes at DRDC Toronto were needed – changes that were as much cultural as they were structural. The sense of urgency was now acute with Canada at war, and DRDC Toronto was poised to embark on a major organizational alignment program.
 
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Case Solution for Research in Motion: Blackberry Blackout (B)
Complete Case details are given below :
Case Name :      Research in Motion: Blackberry Blackout (B)
Authors :           Jana Seijts, Paul Bigus
Source :             Ivey Publishing
Case ID :            W12912
Discipline :        Organizational Behavior
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Mike Lazaridis, co-CEO of Research in Motion (RIM), faced a situation of truly disastrous proportion. Earlier that week, service outages started occurring on RIM’s popular BlackBerry smartphone devices, affecting over 30 million BlackBerry users globally. For a total of three days, RIM engineers worked around the clock to fix the widespread technical problems. However, with the company providing only brief comments to the public, many consumers and industry officials became increasingly frustrated. With the worldwide release of the new Apple iPhone 4S just days away, Lazaridis was presented with the additional challenge of how and if RIM should respond publically to help restore consumer and market confidence.
 
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Case Solution for Research in Motion: Blackberry Blackout (A)
Complete Case details are given below :
Case Name :      Research in Motion: Blackberry Blackout (A)
Authors :           Jana Seijts, Paul Bigus
Source :             Ivey Publishing
Case ID :            W12911
Discipline :        Organizational Behavior
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Mike Lazaridis, co-CEO of Research in Motion (RIM), faced a situation of truly disastrous proportion. Earlier that week, service outages started occurring on RIM’s popular BlackBerry smartphone devices, affecting over 30 million BlackBerry users globally. For a total of three days, RIM engineers worked around the clock to fix the widespread technical problems. However, with the company providing only brief comments to the public, many consumers and industry officials became increasingly frustrated. With the worldwide release of the new Apple iPhone 4S just days away, Lazaridis was presented with the additional challenge of how and if RIM should respond publically to help restore consumer and market confidence.
 
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Case Solution for Netflix: The Public Relations Box Office Flop
Complete Case details are given below :
Case Name :      Netflix: The Public Relations Box Office Flop
Authors :           Jana Seijts, Paul Bigus
Source :             Ivey Publishing
Case ID :            W12918
Discipline :        Organizational Behavior
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On the morning of September 19, 2011, the chief executive officer (CEO) of the online movie provider Netflix Incorporated (Netflix) became witness to growing public discontent and media criticism. The previous evening the CEO had announced on the company blog that Netflix would be splitting into two separate entities. With the proposed change, the Netflix DVD-by-mail service would be spun-out and renamed Qwikster. The move would leave the Netflix brand to focus on offering online streamed entertainment. This was not the first time Netflix had caused large scale consumer frustration, as a few months earlier in July 2011, the company had announced it would be increasing rates as much as 60 per cent. The result was a loss of over one million Netflix subscribers by September 2011, representing the first time the company had ever lost subscribers from one quarter to the next. Although the split into two separate entities could be seen as a good business strategy, Netflix did not follow through with a well-developed communication plan. Moving forward, both Netflix and Qwikster had become symbolic of a bad two-headed monster movie, with Netflix management in desperate need to develop better communications with disgruntled consumers, or risk losing additional subscribers and lucrative profits to a number of growing competitors.
 
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Case Solution for Pak Elektron Limited: Converting Systems to ERP
Complete Case details are given below :
Case Name :      Pak Elektron Limited: Converting Systems to ERP
Authors :           Muntazar B. Ahmed
Source :             Ivey Publishing
Case ID :            W12945
Discipline :        Organizational Behavior
Case Length :    21 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Pak Elektron Limited was a prominent manufacturer of consumer home appliances, large distribution and power transformers, and switch gears for power companies in Pakistan. From 2007, the company had started the process of changing the information systems of the company. These systems had become outdated as Microsoft withdrew its support of Visual FoxPro, the platform on which all systems had been developed. The company decided that a Tier 1 ERP (enterprise resource planning) system with strength in manufacturing modules would be suitable. An ERP system was then selected and a firm was appointed as implementer in December 2009. The case describes the issues surrounding the implementation, including many unexpected events. It presents the situation as of the fourth quarter of 2011, after Phase 1 of the implementation had finished in December 2010 and the company had decided in March 2011 to dispense with the services of the consulting firm supporting the implementation. Pak Elektron Limited was facing a liquidity crisis and had to save costs even though there was insufficient corporate knowledge of ERP procedures. The staff was not comfortable with the ERP system and would not let go of the legacy systems and, as such, the project was in trouble.
 
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