Organizational Behavior

Case Solution for Huo’s Group: A Professional Manager in a Family Firm in China

Complete Case details are given below :

Case Name : Huo’s Group: A Professional Manager in a Family Firm in China

Authors : Wang Ting, Paul W. Beamish, Liman Zhou, Luo Jingjing

Source : Ivey Publishing

Case ID : W14010

Discipline : Organizational Behavior

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In February 2012, a human resources appointment attracted wide attention from China’s domestic lubricating oil industry. The iconic general manager of Shell Tongyi (Beijing) Petroleum Chemical Co., Ltd. officially took the position as the chief executive officer (CEO) of Huo’s Group, thus returning to work for his former boss, the founder of the former Tongyi Lubricating Oil. Before the merger between Tongyi and Shell in 2006, the private entrepreneur and the professional manager had jointly created the well-known Tongyi Lubricating Oil and were renowned as “perfect partners” by many in the business media. In 2012, their hope was to achieve glory again on this wider business platform – Huo’s Group. Was this likely?

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Case Solution for Infosys: Peer Review at Board Level

Complete Case details are given below :

Case Name : Infosys: Peer Review at Board Level

Authors : Yaqi Shi, Ramasastry Chandrasekhar

Source : Ivey Publishing

Case ID : W14015

Discipline : Organizational Behavior

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Having positioned itself from the beginning as a global enterprise in information technology, Infosys benchmarked its governance practices with the best in the world right from the start, focusing on the importance of performance appraisal at all levels, including that of the board. Indeed, Infosys broke fresh ground when it introduced a model of Peer Review at the board level wherein each board member would annually review the performance of every other individual member of the board. Launched as the personal initiative of the chairman of the board and chief mentor – who also designed its process framework – the Peer Review was meant to raise the stature of corporate governance at Infosys. More than seven years later, Infosys launched Board Review, a more common form of performance appraisal wherein each individual member of the board would annually review the performance of the board as a whole during the previous year. As he re-examined Peer Review in light of this new model of appraisal, the chairman of the board had to decide if Peer Review was serving its purpose, if it was damaging to boardroom collegiality, and how to institutionalize performance appraisal processes before he retired.

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Case Solution for Amisha Gupta’s First Year at Work

Complete Case details are given below :

Case Name : Amisha Gupta’s First Year at Work

Authors : Srinivasan Tatachari

Source : Ivey Publishing

Case ID : W14030

Discipline : Organizational Behavior

Case Length : 07 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case traces the various events that happen in the organizational journey of a newcomer to the corporate world. It is based on the real-life incidents of a new employee in a leading information technology (IT) services company, Xciting, in India. Xciting is one of India’s top IT and IT-enabled services companies, with offices around the globe. With revenues in excess of $6 billion in 2010 and a global headcount of around 100,000, Xciting is a popular and reputable company in the global software services industry.The case covers the initial year of the employee’s work with Xciting, following college graduation. She undergoes a training period with examinations in order to determine an appropriate work domain and relocation destination within India. She experiences organizational culture shock and location anxiety, and must respond to difficult co-workers and cancelled projects. In September 2011, with the first yearly review approaching, she reflects on her journey at Xciting and has to decide on what she wants to do with her career. Is there a mismatch between her expectations and those of Xciting?

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Case Solution for Invictus: Introducing Leadership Competencies, Character and Commitment

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Case Name : Invictus: Introducing Leadership Competencies, Character and Commitment

Authors : Gerard Seijts, Jeffrey Gandz, Mary M. Crossan

Source : Ivey Publishing

Case ID : W14042

Discipline : Organizational Behavior

Case Length : 05 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Business schools have done an admirable job of teaching competencies, and many business organizations have defined the framework of competencies that are required to be successful in the institution. However, much less attention has been spent on leadership character and the importance of commitment to the leadership role. There is no consistent understanding among executives about what character means, despite a concurrence that it is important. The movie Invictus portrays Nelson Mandela in his first year as the first black president of the newly desegregated South Africa as he persuades not only both black and white populations to support the national rugby team in its effort to win the World Cup but also the players themselves. It provides a truly brilliant illustration of not only the competencies required to lead but also the leadership character and commitment that are needed to lead during trying times.

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Case Solution for Sogeti TeamPark – Designing Intelligent Organizations for the Future

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Case Name : Sogeti TeamPark – Designing Intelligent Organizations for the Future

Authors : Veena Vohra, Manjari Srivastava, Sharon Pande

Source : Ivey Publishing

Case ID : W13649

Discipline : Organizational Behavior

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Sogeti, a global leader in providing technological services chooses to invest in a social collaboration platform for its employees with a view towards bringing about business transformation. Partnering with IBM, the company launched “TeamPark.” After the implementation, the company’s central challenge was to encourage employee engagement levels and how to increase utilization of the platform. A further issue: Should the platform be opened up to clients and other stakeholders? There was a lot of deliberation around the way the community should be created – should it be restricted or open? If the company decided to open its information-sharing platform with its clients, how should it manage the issues of security and trust?

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Case Solution for Driving Innovation at PAR Springer-Miller (A)

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Case Name : Driving Innovation at PAR Springer-Miller (A)

Authors : Susan Fleming, Alyssa W. Goldman

Source : Ivey Publishing

Case ID : W14132

Discipline : Organizational Behavior

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In fall 2009, the new president and chief executive officer of PAR Springer-Miller Systems, based in Stowe, Vermont, is tasked with leading the most significant innovation effort the company has undertaken since its founding in 1984. The company is a leading provider of property management, point-of-sale and spa management systems for high-end hotels, resorts, spas and casinos worldwide, but its legacy products are based on outdated technology and subject to increasing customer complaints; at the same time, the global recession has negatively affected the high-end market. In his first year, the new president has made significant progress in restructuring the organization and shifting its culture to a more entrepreneurial one. He is ready to begin the development of an entirely new product but has to decide on strategy, in particular deciding on the best market on which to focus the new software product and then mapping out a plan to execute its development and launch. How can he elicit a radical innovation from a team of management and employees so culturally rooted in their past accomplishments and legacy products? Should he look for a technology partner and develop the new product in a different location? Can the legacy products be kept up and running long enough for the new product to generate sufficient sales that they can be retired? These are the issues that must be addressed or the company may well face a dire future.

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Case Solution for IBM India: Localizing a Global Model of Corporate Citizenship

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Case Name : IBM India: Localizing a Global Model of Corporate Citizenship

Authors : Vidhi Chaudhri, Asha Kaul

Source : Ivey Publishing

Case ID : W14169

Discipline : Organizational Behavior

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In 1999, IBM India became a wholly owned subsidiary of IBM Corporation and established a presence in 14 cities across the country. True to its integrated philosophy of corporate citizenship, as the parent company expanded business operations to growth markets around the world, it rolled out citizenship initiatives in those markets. In 2011, IBM International Foundation awarded a grant of US$100,000 to IBM India for Smarter Villages, an India-specific project whose goal was to bring rural Indian villages to technological parity with cities by setting up supply chains and introducing micro financing and other services to create opportunities for an increase in farmer incomes. IBM India management hoped that, if successful, the project could be embedded in the organizational fabric of the global company and thus would reflect its own responsible leadership. The question was whether it would be possible to inculcate a spirit of stakeholder engagement and inspire volunteerism among the company’s young workforce.

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Case Solution for Recruitment at China Sunwah Bank: Guanxi versus Talent

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Case Name : Recruitment at China Sunwah Bank: Guanxi versus Talent

Authors : Stephen Grainger

Source : Ivey Publishing

Case ID : W14180

Discipline : Organizational Behavior

Case Length : 05 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The human resources department at China Sunwah Bank had to decide on 22 new appointments – only 12 of which were officially advertised – to Sunwah Bank’s 28 branches. More than 4,000 applications had been received and the final list of candidates based on merit had been reduced to 48. The department members had spent many hours reading applications and conducting interviews; however, some members had been coping with specific endorsements for certain applicants from government officials, friends, former teachers and bank managers in a system known as “guanxi,” which was based on a reciprocal exchange of favours that bound individuals together. The challenge was how to choose the most qualified and talented recruits for the new positions at Sunwah Bank, keeping in mind the guanxi-based requests for favours from important stakeholders and friends – including some who had granted significant favours to Sunwah Bank executives in the past. The choice would require sensitivity and cultural awareness. Who would the department hire and why?

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Case Solution for Nedbank: Transformational Leadership in Sustainable Turnaround

Complete Case details are given below :

Case Name : Nedbank: Transformational Leadership in Sustainable Turnaround

Authors : Caren Scheepers, Jabu Maphalala, Chantel van der Westhuizen

Source : Ivey Publishing

Case ID : W14219

Discipline : Organizational Behavior

Case Length : 14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In 2013, the chief executive officer of South Africa’s fourth largest bank, the Nedbank Group Limited, is considering the past and future of his organization. The company is in the process of transformation from a low point in 2003 of poor staff morale and falling share prices, with the threat of losing its licence because of poor capital liquidity, to the best bank in Africa, winning praise for its efforts in environmental sustainability and promoting the post-Apartheid government’s broad-based black economic empowerment policy. Through acquisitions and joint ventures, the company is expanding into neighbouring countries with the result that, after a period of retrenchment, the number of branches and staff has grown. Clearly, his and his predecessor’s clear vision, measurement and focus on culture have enabled the turnaround and subsequent organizational transformation. Yet, in the midst of the global financial crisis, the company is facing increasing competition not only from other banks throughout Africa but from telecommunications companies and retailers that operate financial services. The question now is: Can these transformation efforts be sustained?

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