Centre

Case Solution for Babeeze in Arms Doula Centre

Complete Case details are given below :

Case Name :      Babeeze in Arms Doula Centre
Authors :           Matthew Thomson, Aimee Dinnin
Source :             Ivey Publishing
Case ID :            909A24
Discipline :        Entrepreneurship
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Babeeze in Arms Doula Centre, a small London, Ontario-based business, offers services to women during pregnancy, labour and after childbirth. As a certified doula, the sole proprietor provides emotional and physical support to mother and complements the medical care provided by doctors and midwives. Along with two other doulas and an instructor, the proprietor offers labour services, postpartum services and childbirth education classes. She has a solid reputation in the community for providing excellent care. The proprietor is heavily involved as an active doula, but she would like to step back from practice to focus on improving community awareness of doulas and advocating for more options and better care for mothers and babies. She is interested in opening a private birth centre, which would be an alternative venue for women to give birth and a new facility from which to offer Babeeze’s services and classes.
 
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Case Solution for Dovercourt Recreation Centre – Healing a Rift

Complete Case details are given below :
Case Name :      Dovercourt Recreation Centre – Healing a Rift
Authors :           Mary Weil, Chen Rao
Source :             Ivey Publishing
Case ID :            W14374
Discipline :        Organizational Behavior
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In July 2001, the newly elected president of the board of directors at Dovercourt Recreation Centre in Ottawa, Ontario, faces a dilemma. The facility’s executive director has suggested that in light of a poor performance review, his only option might be to resign. He is revered by his staff and the community for his passionate advocacy of outreach to disadvantaged and marginalized populations and has a successful track record in running the organization and popularizing its programs throughout the city. However, he is under great stress because his informal management style does not fit well with the board’s need for specific monthly accounting. The new president was recruited to improve unproductive board meetings, but he has quickly realized the root issue is the escalating tension between the executive director and the board. Confident that he can use his consulting background to deliver a solution to the conflict that threatens to undermine the centre’s strong reputation, he needs a plan and must act on it decisively and immediately.
 
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Case Solution for Ontario Science Centre: Agents of Change and Beyond

Complete Case details are given below :
Case Name :      Ontario Science Centre: Agents of Change and Beyond
Authors :           Charlene Zietsma, Jordan Mitchell
Source :             Ivey Publishing
Case ID :            905M49
Discipline :        Strategy
Case Length :    24 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In June 2005, the Ontario Science Centre (OSC) was in the midst of the Agents of Change renewal plan–a $45 million, five-year project aimed at refreshing a third of the center’s exhibit halls. With more than 600 exhibits in 11,000 square meters of exhibit space, the OSC has been communicating science and technological ideas in an interactive way since it opened in 1969. Throughout its history, the OSC has conceived, designed, and built its own exhibits. In the mid-1980s, this led to consulting, selling, and renting out its exhibit design and construction to other science centers around the world. Funded 50% by the Ontario government, the OSC faced the challenge of raising private funds and generating enough earned revenues to cover its operating expenses and continue innovating and renewing its facilities. To avoid getting stuck in the status quo once the Agents of Change renewal plan was complete, the OSC’s chief executive officer and her management team set high goals: to double the visitor count and generate $10 million in operating profit by 2010. The CEO must determine how to reach these goals while maintaining its primary mission.
 
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Case Solution for Newfoundland Centre for the Arts

Complete Case details are given below :
Case Name :      Newfoundland Centre for the Arts
Authors :           Charlene Zietsma, Gillian Rowe
Source :             Ivey Publishing
Case ID :            905M38
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Newfoundland Centre for the Arts (NCA) was a theatre, dance and visual arts organization with a long history of promoting indigenous Newfoundland and Labrador arts. The center was a democratic, member-driven organization, and stakeholders disagreed over aspects of the center’s mandate and operations. NCA had also experienced financial difficulties, including a crisis in 2002 that almost resulted in closure. Funding came through, and the general manager undertook a strategic review of the organization. She must now present her recommendations to ensure the long term viability and success of NCA to the board of directors.
 
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Case Solution for Aurora Cultural Centre

Complete Case details are given below :
Case Name :      Aurora Cultural Centre
Authors :           Charlene Zietsma, Geoffrey Kistruck
Source :             Ivey Publishing
Case ID :            905M50
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Aurora Cultural Centre’s mission is to foster a more just community, globally and locally, by providing community education on diversity and cross-cultural awareness, global development issues, and immigration/refugee issues. The centre also provide housing and settlement services to new immigrants and refugees. The organization has been facing budget deficits, administrative overload, board member turnover and staff problems. A recently appointed member of the board is preparing to lead a board strategy retreat and must make recommendations on improvements to the agency’s financial performance and must determine how she can convince the board members that the situation is serious and requires immediate action.
 
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Case Solution for Tom Baker Cancer Centre

Complete Case details are given below :
Case Name :      Tom Baker Cancer Centre
Authors :           Murray J. Bryant, Eileen Pepler
Source :             Ivey Publishing
Case ID :            907M78
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The director for the Tom Baker Cancer Centre (TBCC) and vice-president of the Alberta Cancer Board (ACB) took a moment to reflect on the past six months. He had assumed the leadership of the TBCC in December 2006. Alberta Health & Wellness had created an ambitious provincial vision for cancer in which the director would play a key role. The director recognized that it would be difficult to gain buy-in from the different stakeholders because they were used to a different way of operating. Before moving forward, the director wanted to have several discussions with ACB, his management team and the front-line staff, and present to them some preliminary objectives.
 
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Case Solution for Juno Beach Centre

Complete Case details are given below :
Case Name :      Juno Beach Centre
Authors :           James H. Tiessen
Source :             Ivey Publishing
Case ID :            909M55
Discipline :        General Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case describes the creation of the Juno Beach Centre in France, located where Canadian troops hit the Normandy beach on D-Day. The centre honors and explains Canada’s role in the Second World War. It also has a section on contemporary Canadian culture and society. Canadian D-Day veterans, with help from the next generation, formed the Juno Beach Centre Association (JBCA) in the 1990s to raise funds for a museum that would highlight the country’s contribution to the Allies winning the Second World War. The many donations from individuals would not be enough. Canadian governments and corporations stated their support and goodwill, but had yet to make significant financial commitments.
 
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Case Solution for Miracle Mind Hypnosis Centre – The London Practice

Complete Case details are given below :
Case Name :      Miracle Mind Hypnosis Centre – The London Practice
Authors :           Julie Harvey Gosse, Elizabeth M.A. Grasby
Source :             Ivey Publishing
Case ID :            W10592
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The proprietor of Miracle Mind Hypnosis Centre had decided to move her hypnosis practice from a smaller centre to London, Ontario, to be closer to family and to take advantage of a larger potential market for her business. She was unsure in which direction to take the business in its new location. Should she expand the business? Purchase office space in London or run the practice from home? Take on a partner? With the prospect of retirement imminent, perhaps she should sell the practice altogether.
 
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Case Solution for Organizational Transformation at the Centre for Addiction and Mental Health

Complete Case details are given below :
Case Name :      Organizational Transformation at the Centre for Addiction and Mental Health
Authors :           Anne Snowdon, Karin Schnarr, Alexander Kunsch
Source :             Ivey Publishing
Case ID :            W14304
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 1997, the Ontario Health Services Restructuring Committee mandated the merger of four facilities that treated patients with mental health and addiction issues to create what was later named the Centre for Addiction and Mental Health. This new centre, to be situated in Toronto, would provide support and clinical care to those suffering from illnesses such as schizophrenia, anxiety and mood disorders, as well as substance addictions. In 1999, the newly appointed chief executive officer and his management team have to present their recommendations to the board of trustees for implementing this complex merger. The plan will need to recognize and address significant infrastructure, strategic, organizational and stakeholder challenges. The merger will be a large change for vulnerable patient populations and their families, as well as the staff at the four merging organizations and the neighbourhoods bordering the new facility.
 
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Case Solution for Centre Corporate Abbott, Building A

Complete Case details are given below :
Case Name :      Centre Corporate Abbott, Building A
Authors :           Chuck Grace, Fraser Sager
Source :             Ivey Publishing
Case ID :            W13449
Discipline :        Finance
Case Length :    24 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The morning of October 9, 2012 found the portfolio manager for the Thackery Real Estate Fund (TREF) lost in thought. TREF was a large investment fund that specialized in commercial and industrial real estate. While TREF had a number of investors, there was one large institutional investor, and it had asked for an update on the fund by week’s end. Weighing on the portfolio manager’s mind was a particular industrial park in Montreal, Quebec known as the Centre Corporate Abbott. He was focused specifically on a proposed investment that required $20 million to purchase a completed, tenanted building known as Building A. In 2008, the portfolio manager had bought two other adjacent properties for $17 million from the same developer. In making his decision, he knew that the economic news across the globe was not rosy. In Canada and Quebec, the manufacturing sector had still not overcome the challenges of 2008’s Great Recession. For Quebec in particular, it also looked like the voters might be leaning towards another separatist government and news of corruption in the construction sector had become daily fodder. The portfolio manager wondered whether he should follow through with the investment and, if he did, how he would explain his recommendation to his investors as early as Friday.
 
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