Organizational Behavior

Case Solution for Lee and Li, Attorneys-at-Law and the Embezzlement of NT$3 Billion by Eddie Liu (B)

Complete Case details are given below :

Case Name : Lee and Li, Attorneys-at-Law and the Embezzlement of NT$3 Billion by Eddie Liu (B)

Authors : Yeong-Yuh Chiang, W. Glenn Rowe

Source : Ivey Publishing

Case ID : 908M80

Discipline : Organizational Behavior

Case Length : 06 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Dr. C.V. Chen learned that one of Lee and Li’s senior legal assistants had illegally sold a client’s shares in a Taiwanese company and sneaked out of Taiwan with over NT$3 billion. Lee and Li took several actions to minimize the impact of the situation on the firm, its clients and its employees. Now Chen began to review the events and the actions taken. Although he knew that the worst was behind, he also knew that a great deal of work needed to be done in order to ensure the reputation of the firm would remain intact in the future.

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Case Solution for Lee and Li, Attorneys-at-Law and the Embezzlement of NT$3 Billion by Eddie Liu (A)

Complete Case details are given below :

Case Name : Lee and Li, Attorneys-at-Law and the Embezzlement of NT$3 Billion by Eddie Liu (A)

Authors : W. Glenn Rowe, Yeong-Yuh Chiang

Source : Ivey Publishing

Case ID : 908M79

Discipline : Organizational Behavior

Case Length : 09 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Dr. C.V. Chen received news that one of Lee and Li’s senior assistants had found a loophole in a power of attorney from one of the firm’s clients, SanDisk Corporation (SanDisk), that had allowed him to illegally sell the client’s shares in a Taiwanese company and to sneak out of Taiwan with over NT$3 billion. Unfortunately, Lee and Li had no insurance to cover this embezzlement. Chen knew that the three senior partners needed to develop a plan of action to save the law firm, take care of the lawyers and other employees, maintain the reputation of the firm within Taiwan and abroad intact, do what was best for SanDisk and Lee and Li, and keep the more than 12,000 clients from deserting the firm.

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Case Solution for Ho Tak Kee Book Co. Ltd. – A Third Generation at a Crossroads (B)

Complete Case details are given below :

Case Name : Ho Tak Kee Book Co. Ltd. – A Third Generation at a Crossroads (B)

Authors : Kevin Au, Barbara Li

Source : Ivey Publishing

Case ID : 909M33

Discipline : Organizational Behavior

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Ho Tak Kee, originally a professional publisher and printer that started back in the 1950s in Hong Kong, faced static performance for decades. This forced the founder and grandfather of the family to decide to close down the printing department. This decision pushed his youngest son, On-ping, to a critical point resolving whether and how to continue the family business. Under pressure, On-ping turned to his son John for support but the request put John in a difficult position of choosing between a professional career and the family business. As a young man without much life and work experience, John had to go through a personal development process to shape up as a leader to be able to make the family business thrive again and keep the family together, while formulating his entrepreneurial vision for the future of the business and family. Case (A) runs from John’s point of view as his is making his decision and is intended to stimulate students to look at a family business from a third generation’s perspective. Case (B) starts with John’s decision to join Ho Tak Kee.

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Case Solution for Ho Tak Kee Book Co. Ltd. – A Third Generation at a Crossroads (A)

Complete Case details are given below :

Case Name : Ho Tak Kee Book Co. Ltd. – A Third Generation at a Crossroads (A)

Authors : Kevin Au, Barbara Li

Source : Ivey Publishing

Case ID : 909M32

Discipline : Organizational Behavior

Case Length : 07 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Ho Tak Kee was originally a professional publisher and printer that started in the 1950s in Hong Kong. Having faced static performance for decades, the founder and grandfather of the family decided to close the printing department. This pushed his youngest son, On-ping, to a critical decision: whether and how to continue the family business. Under pressure, On-ping turned to his son John for support but the request put John in a difficult position of choosing between a professional career and the family business. As a young man without much life and work experience, John had to go through a personal development process to shape up as a leader in order to make the family business thrive again and keep the family together. Case (A) is from John’s point of view as he is making his decision and is intended to stimulate students to look at a family business from a third generation’s perspective. Case (B) starts with John’s decision to join Ho Tak Kee.

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Case Solution for Dr. Amita Joshi at Samuel Drugs Limited

Complete Case details are given below :

Case Name : Dr. Amita Joshi at Samuel Drugs Limited

Authors : Anup K. Singh, Abhinav Gupta

Source : Ivey Publishing

Case ID : W11007

Discipline : Organizational Behavior

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case describes the successful journey of Dr. Amita Joshi in a medium-sized pharmaceuticals organization, Samuel Drugs, in India, which was facing serious performance problems. Joshi realized that the organization had strong manufacturing capability; however, it lacked marketing excellence and badly needed someone who could be tasked with making the company marketing-oriented. Joshi selected, out of turn, a young general manager of sales, Rajesh Mishra, as director of marketing. He proved to be an excellent choice and performed very well in his new role. Samuel Drugs had three subsidiaries, and one of them, Eastern Pharmaceuticals Limited (EPL), required a managing director, and Mishra was selected. He also continued to perform his previous role of director of marketing. Then conflict ensued between Joshi and Mishra. This case reveals the important roles of communication, coordination, multiple and diverse stakeholders, and organizational conflict in determining organizational effectiveness. This case also highlights the point that managers need to tackle both formal and informal aspects of an organization, rational and social sides of organizational life, and changing dynamics of relationships and networks.”

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Case Solution for Tracy Chan: “We Need to Talk”

Complete Case details are given below :

Case Name : Tracy Chan: “We Need to Talk”

Authors : Paul Bigus, Jana Seijts

Source : Ivey Publishing

Case ID : W11157

Discipline : Organizational Behavior

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Tracy Chan, managing director of the Student Learning and Writing Services (SLWS) at St. Charles University in Calgary Alberta was faced with a difficult situation. Her newest employee Michael Hinske, had just emailed her a list of faculty members he had contacted to educate on the SLWS graduate writing initiatives. Chan quickly noticed that the faculty names were contacts that had already been initiated. There was no indication that Hinske had made any attempt to discuss the program with other faculties on campus. Since joining the team six months earlier Hinske’s mandate for the academic year was to create a series of workshops and liaison with different faculties on campus. Due to restructuring the funding request for the position originally made by Chan was resubmitted under Nicole Duncan, the associate director of the Faculty Educational Development Office (FEDO). The result was the approval of a position that would see the SLSW receive a staff member four days per week and one day per week in the FEDO. Duncan wanted to have a direct role in the recruiting since she was to be responsible for the overseeing of the budget for the initiative. She called Chan to inform her that a resume from Michael Hinske had been sent directly to her and that it should be included in the pile if potential candidates. After the interview process Duncan stated that the best candidate for the position was Hinske. Chan stated her hesitation with the candidate given that he lacked any formal training in writing theory and the disciplines of writing at the university level. However, Duncan stated that she wanted the job filled before she went on vacation and Hinske should be given the job. Problems started when Hinske asked for other team member’s presentations and curriculum material. Over the next two months Chan and other staff members noticed that Hinske seemed distant.

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Case Solution for Platmin Mining: Managing Your Stakeholders in Developing Economies

Complete Case details are given below :

Case Name : Platmin Mining: Managing Your Stakeholders in Developing Economies

Authors : Albert Wocke, Robert Grosse

Source : Ivey Publishing

Case ID : W11237

Discipline : Organizational Behavior

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case deals with the problems that Platmin faces as it heads toward full production at a new open-cast mine in the Pilanesberg area in South Africa. Platmin is caught in a very difficult situation that is affecting the viability of the operation: the main issue is the timing of the production – investment in mining is typically heavy in the beginning, but when the mine starts producing, payback of loans is usually substantial. Any delay in production has an exaggerated effect on the payback period and, by extension, the viability of the mine. The second major issue is the economic downturn, which has seen the price of platinum decline substantially; however, this may benefit Platmin because it is a low-cost producer, and the downturn has led to some competitors leaving the industry or mothballing operations that are not viable at the current platinum price. On the other hand, while Platmin is seeing a shakeup in the industry, it is experiencing pressures on its margins, and this also has an effect on its capital funding.

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Case Solution for A Zero Wage Increase Again?

Complete Case details are given below :

Case Name : A Zero Wage Increase Again?

Authors : Karen MacMillan

Source : Ivey Publishing

Case ID : W11154

Discipline : Organizational Behavior

Case Length : 05 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The owner of a large hardware, furniture and building centre faced a dilemma regarding how to manage the upcoming wage review process. After two consecutive years of frozen wages, employees were impatient for financial progress, but there was no spare money in the budget. It was possible to pump savings from upcoming process improvement initiatives into wage increases. However, the owner had limited motivation to channel hard-won funds to underperforming employees. On the other hand, he was eager to reward the people who added value. A plan that rewarded only some employees could result in an angry backlash. He had to decide whether he wanted to divert the savings into compensation, and if so, he needed an effective distribution plan.

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Case Solution for Domino’s Pizza

Complete Case details are given below :

Case Name : Domino’s Pizza

Authors : Jana Seijts, Paul Bigus

Source : Ivey Publishing

Case ID : W11159

Discipline : Organizational Behavior

Case Length : 04 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The vice-president of communications for Domino’s Pizza International (Domino’s), faced a significant threat to his company’s reputation involving negative social media exposure. A video had been posted online two days earlier via YouTube by a Domino’s employee, and showed two Domino’s employees at a North Carolina franchise tampering with customers’ pizza and sandwich orders. The employee stuck cheese up his nose, and sneezed on the food prior to boxing it up and could be overheard in the video gleefully admitting the orders would soon be delivered to unsuspecting customers. The video went viral; it had been reposted to Twitter and Facebook, and received almost a million views and various comments on YouTube. The video was also receiving attention from both local and national media channels. The senior executive team of Domino’s was meeting with the vice-president in a matter of hours, and Domino’s social media team would need to devise a plan to respond to the viral video to protect Domino’s strong brand image before it was too late.

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Case Solution for Sumeru Software Solutions: Creating a Culture of Serene Dynamism

Complete Case details are given below :

Case Name : Sumeru Software Solutions: Creating a Culture of Serene Dynamism

Authors : Amit Gupta, Kshitij Saxena

Source : Ivey Publishing

Case ID : W11326

Discipline : Organizational Behavior

Case Length : 23 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Sumeru Software Solutions was a software-development-consultancy organization headquartered in Bangalore, India, with offices in Washington D.C., Dubai and London. It began operations in July 2001 as a single project with two employees, and grew to an organization with approximately 200 employees over a period of 10 years. The founding objective of Sumeru Software Solutions was to support Art of Living’s (AOL) social development initiatives through profits earned from delivering high quality services. The Art of Living (AOL) was founded in 1981 by Sri Sri Ravi Shankarji as a not-for-profit, educational and humanitarian non-governmental organization engaged in stress-management and service initiatives. Art of Living offered stress-elimination programs, which included breathing techniques, meditation and yoga that were intended to help individuals get rid of stress and experience inner peace. Sumeru had developed a unique culture that combined corporate culture with the Art of Living principles of Seva, Satsang, Sadhana and smiling even in the face of adversity. The organizational culture was based on the AOL values of a stress free mind. In line with the AOL principles, the four pillars of Sumeru culture were ethics, caring, sharing and trust. It purported to follow a peaceful yet aggressive way of doing business called “Serene Dynamism.” Sumeru tried to balance happiness, productivity and profitability. Harish Ramachandran, CEO of Sumeru Software Solutions, had created an enterprise that was different from other IT organizations. He was wondering how he would sustain the culture of the organization and make Sumeru a high performance company over the next 10 years as it expanded its business and hired new employees.

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