Organizational Behavior

Case Solution for Momentum and Metropolitan’s Merger: Authentic Transformational Leadership

Complete Case details are given below :

Case Name :      Momentum and Metropolitan’s Merger: Authentic Transformational Leadership
Authors :           Caren Scheepers, Sonja Swart
Source :             Ivey Publishing
Case ID :            W15045
Discipline :        Organizational Behavior
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The merger of Momentum and Metropolitan into MMI Holdings Limited, one of South Africa’s largest insurers, played out against the setting of South Africa’s volatile currency and post-apartheid environment, with sensitive employees and a Competition Tribunal that prohibited the retrenchment of around 2,000 employees. The two companies with very different cultures were merged, with only one of the CEOs attaining the Group CEO position. The leaders’ clear vision and focus on change management enabled a successful merger process. How can the Group CEO derive synergies and grow capital from the integration’s next phase to prevent MMI from becoming another merger that fails to provide returns for shareholders?
 
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Case Solution for Indian Overseas Bank: Triggering Change

Complete Case details are given below :

Case Name :      Indian Overseas Bank: Triggering Change
Authors :           Shoma Mukherji, Neera Jain
Source :             Ivey Publishing
Case ID :            W14708
Discipline :        Organizational Behavior
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Several experts had drawn attention to a peculiar problem existing in public-sector banks in India. There seemed to be two distinct generations: experienced employees who would be superannuated in the next four to five years; and newer employees who had come on board in the last four to five years. Though these young employees were academically sound, they lacked competence acquired through experience and thus were hesitant in taking on responsibilities. The older generation was slowly withdrawing. Management at Indian Overseas Bank (IOB) knew that in order to improve motivation and encourage higher productivity, the company had to trigger change and transform the mindsets of its employees.Harnessing the energies of young members of the marketing team, IOB ran a unique campaign involving all employees called Rang De Basanti. Initial results were encouraging. However, two problems continued to arise: the underperformance of one particular region and the problem of keeping up the momentum and sustaining the change.
 
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Case Solution for Should the General Manager Be Fired?

Complete Case details are given below :

Case Name :      Should the General Manager Be Fired?
Authors :           MU Fengli, Tieying Huang, Jiao Li
Source :             Ivey Publishing
Case ID :            W14718
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In September 2008, the CEO of Rainbow Group, a Chinese group of companies specializing in environmental protection services, was in Beijing, China, thinking about his experience that evening. A few hours ago, eight senior executives from Rainbow Group’s subsidiary in Hangzhou had come to Beijing requesting that the CEO fire their general manager, who had been appointed by the CEO only six months ago. This manager had taken control of the Hangzhou subsidiary with ambitious efforts to implement lean management and better cost control, but had met resistance from the other managers. The CEO was reviewing this appointment and thinking hard. What was the problem? What should he do?
 
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Case Solution for Technology Driven Transformation at Comair Limited

Complete Case details are given below :

Case Name :      Technology Driven Transformation at Comair Limited
Authors :           Caren Scheepers, Maxine Jaffit, Jabu Maphalala
Source :             Ivey Publishing
Case ID :            W15070
Discipline :        Organizational Behavior
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Comair Limited was South Africa’s largest private airline and consisted of British Airways SA and the low-cost airline kulula.com. After acquiring more fuel-efficient aircraft, Comair decided to adopt Sabre, a reservation and scheduling technology platform. Initially, some Comair executives thought that the Sabre implementation was an IT project, but they soon realized that all employees were affected and that a culture change was required to successfully implement the new standardized way of working. An organizational transformation company was hired and “Operation Crossover” was created as a reference point for employees and metaphor for change in order to enable the change process, starting with a change readiness assessment and culture change roadmap. How could Comair’s CEO capitalize on the positive changes from this project and maintain the profitability and growth of the last 68 years?
 
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Case Solution for Alaska Airlines: Navigating Change

Complete Case details are given below :

Case Name :      Alaska Airlines: Navigating Change
Authors :           Bruce J. Avolio, Chelley Patterson, Bradford Baker
Source :             Ivey Publishing
Case ID :            W14722
Discipline :        Organizational Behavior
Case Length :    22 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Alaska Airlines has recently recovered from a period of operational instability, yet its executives worry the airline is draining its reserves of customer loyalty and goodwill, due to losses over the past two years and variability in its statistics for on-time flights and mishandled baggage. After focusing many resources on operations in an effort to regain stability, the senior executives wonder whether the organization could endure if performance were to slip again. Is remaining status quo good enough, or should the airline’s leadership take action to transform the performance culture?
 
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Case Solution for New Holland Tractors India: Community Management and Employee Relations

Complete Case details are given below :

Case Name :      New Holland Tractors India: Community Management and Employee Relations
Authors :           Subrat Kumar, Asha Bhandarker
Source :             Ivey Publishing
Case ID :            W14748
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
As a leading name in the Indian tractor industry, New Holland Tractors India (CNH) is known for its participative employee culture and holds the distinction of having no employee union organization to date, a feat generally unheard of in this industry in India. Thanks to its excellent community-management policies, CNH has derived certain indirect benefits in the form of increased workplace productivity and improved employee behaviours. The company wants to roll out some aggressive plans for growth, but off late, a series of altercations between its blue-collar and white-collar employees threatens to disturb workplace harmony. In terms of its human resource policies, CNH’s management team must decide whether to maintain the status quo or put some new strategies in place.
 
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Case Solution for Faith and Work: Hobby Lobby and AutoZone

Complete Case details are given below :
Case Name :      Faith and Work: Hobby Lobby and AutoZone
Authors :           Timothy Ewest, David M Miller, Kacee Garner, Holly Huser
Source :             Ivey Publishing
Case ID :            W14680
Discipline :        Organizational Behavior
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Religion in the workplace is of growing interest as more individuals desire to express their spirituality and incorporate their whole selves there. Expression can take a variety of forms as employees and employers attempt to integrate their personal beliefs into their daily work.<br><br>This case considers two organizational sides of integrating faith into the workplace: the employee and employer perspectives. The first part of the case takes the perspective of the owner of Hobby Lobby, a privately held arts and crafts company whose founder has always endeavoured to incorporate his Christian beliefs within business practices. The company must react to changes imposed by the Affordable Care Act of 2010 that it perceives as contrary to its values. The second part of the case considers religious discrimination experienced by an employee of AutoZone, a distributor and retailer of automobile parts. What is the place of religion in the workplace? How important is it for organizations to adapt to various forms of religious expression?
 
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