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Case Solution for Performance Management at the National Institute of Management (Central India Campus) (B)

Complete Case details are given below :

Case Name :      Performance Management at the National Institute of Management (Central India Campus) (B)
Authors :           Ranjeet Nambudiri, K.R. Jayasimha
Source :             Ivey Publishing
Case ID :            909C09
Discipline :        Human Resource Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes existing performance management systems at a leading business school in India, the National Institute of Management (Central India campus) (NIM (CI campus)). The institution, which ranked among the top 20 business schools in India, is facing critical issues of attracting and retaining faculty members. The director of NIM (CI campus) has implemented a unit based performance measurement and incentive system that has worked favorably and enabled the institute to recruit top academicians. However, the management committee believes that the system has outlived its utility and desires to replace it with more robust systems that are less vulnerable to misuse. The faculty members, however, support retention of the existing system. The key teaching objective of this case is to understand performance management systems from perspectives of different stakeholders and develop a framework that meets all objectives of performance management. The case enables users to understand all steps in performance management and examine shortcomings at each stage. The role of incentive systems both as a tool to enhance individual performance and as a management control mechanism is also discussed. The case provides users an opportunity to evaluate the strategic significance of performance management. The case is to be used along with Performance Management at the National Institute of Management (Central India Campus) (A).
 
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Case Solution for Performance Management at the National Institute of Management (Central India Campus) (A)

Complete Case details are given below :

Case Name :      Performance Management at the National Institute of Management (Central India Campus) (A)
Authors :           Ranjeet Nambudiri, K.R. Jayasimha
Source :             Ivey Publishing
Case ID :            908C20
Discipline :        Human Resource Management
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes existing performance management systems at a leading business school in India, the National Institute of Management – Central India campus (NIM CI campus). The institution, which is ranked among the top 20 business schools in India, is facing critical issues of attracting and retaining faculty members. The director of the NIM CI campus has implemented a unit based performance measurement and incentive system, which has worked favorably and enabled the institute to recruit top academicians. However, the management committee believes that the system has outlived its utility and desires to replace it with more robust systems that are less vulnerable to misuse. The faculty members, however, support retention of the existing system. The key teaching objective of this case is to understand performance management systems from the perspectives of different stakeholders and develop a framework that meets all objectives of performance management. The case enables users to understand all steps in performance management and examine shortcomings at each stage. The role of incentive systems, both as a tool to enhance individual performance and as a management control mechanism, is also discussed. The case provides users an opportunity to evaluate the strategic significance of performance management.
 
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Case Solution for Convocation at the National Institute of Management’s Central India Campus (A)

Complete Case details are given below :
Case Name :      Convocation at the National Institute of Management’s Central India Campus (A)
Authors :           Srinivasan Maheswaran, Jitendra R. Sharma, John S. Haywood-Farmer
Source :             Ivey Publishing
Case ID :            W13039
Discipline :        Operations Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The (A) case involves managing the planning and execution of the first convocation held at one of the campuses of a business school in Nagpur, India, at fairly short notice. The school’s chairperson of post-graduate studies in management programs has been appointed as the chief co-ordinator of the event. Leveraging his operations-management background and working in collaboration with other faculty, he sets about identifying the required activities and their precedence relationships in order to ascertain the time required to complete these activities.
 
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Case Solution for East Central Ohio Freight

Complete Case details are given below :
Case Name :      East Central Ohio Freight
Authors :           David W. Rosenthal
Source :             North American Case Research Association (NACRA)
Case ID :            NA0009
Discipline :        Marketing
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In July of 2007 the management of East Central Ohio Freight (ECOF) met to decide whether to increase the company’s efforts in the volume less than truckload (VLTL) freight market. While the company’s limited experience in the VLTL business had been positive to date, expansion would require considerable capital expenditure and expansion of the work force to meet the anticipated demand. Times were difficult in the trucking business and there were no guarantees that the company would be able to generate new business sufficient to support the necessary commitment of resources.

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Case Solution for Can Growth Entrepreneurship Take Root in Denmark’s Central Region?

Complete Case details are given below :
Case Name :      Can Growth Entrepreneurship Take Root in Denmark’s Central Region?
Authors :           Daniel J. Isenberg
Source:              Babson College
Case ID:             BAB707
Discipline :        Entrepreneurship
Case Length :    17 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Bent Mikkelsen is executive director of economic development for Denmark’s second largest region, MidJutland (Central Denmark Region).. As the case opens, he is contemplating comments he has read suggesting that one of the main programs within his entrepreneurship responsibilities, the Growth House program, may not be working as well as he and others had hoped. This is the core program in his entrepreneurship development responsibilities, and a flagship program developed for the regions by the federal Danish Business Authority. The case describes Denmark’s entrepreneurship and innovation policies, as well as its accomplishments, at least in terms of achieving top rankings in entrepreneurship policies by the Organisation for Economic Co-operation and Development and the European Union. Whereas more high-growth venture activity has evolved in Copenhagen, no one in Denmark claims that this is sufficient, and serious doubt that this success can be replicated in the other four regions, including MidJutland. Should every region be a locus of high-growth entrepreneurship, when talented entrepreneurs are moving to Copenhagen for its concentration of resources? Despite the fact that historically, numerous global ventures have emerged from the Central Denmark region, it appears that these older-generation entrepreneurs are not very involved in stimulating entrepreneurship among the current generation. Mikkelsen must decide if and how to tap into the expertise of the successful global Danish firms in entrepreneurial development in the region, increase the rate and effectiveness of angel investing in new ventures, and position the Growth House program better so as to accelerate private sector investment. He also wonders if the existing social and economic development programs are actually deterring risk-taking, and whether it might be time for regional authorities to stop playing such an active role.

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