Collins

Case Solution for Stone Finch, Inc.: Young Division, Old Division
Complete Case details are given below :
Case Name :      Stone Finch, Inc.: Young Division, Old Division
Authors :           Richard G. Hamermesh, Elizabeth Collins
Source :             HBS Brief Cases
Case ID :            3214
Discipline :        Organizational Behavior
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
CEO Jim Billings wants to attract energetic, entrepreneurial talent to Stone Finch, Inc., which comprises an older division that fabricates products like piping and tanks for water and wastewater processing plants, and a much newer division that develops biochemical solutions associated with water purification. To accelerate the company’s growth, Billings sets up subsidiaries to create cutting-edge technologies that can be brought to market by the biochemical solutions division. After a few years the subsidiaries have indeed produced innovative products and driven growth; however, problems are surfacing. Much of the investment in the subsidiaries has come from the old manufacturing-based “cash cow” division, which is now suffering from turnover, loss of morale, and loss of competitive position. Moreover, the solutions division — which has absorbed numerous employees who became wealthy by developing successful subsidiaries — is plagued by increasing polarization between the “haves” and the “have-nots.”
 
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Case Solution for RL Wolfe: Implementing Self-Directed Teams
Complete Case details are given below :
Case Name :      RL Wolfe: Implementing Self-Directed Teams
Authors :           David A. Garvin, Elizabeth Collins
Source :             HBS Brief Cases
Case ID :            4063
Discipline :        Organizational Behavior
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Key topics include team design, team management, job design, employee empowerment, implementing change, and high performance workforces. In 2004, John Amasi, the director of production for a manufacturer of plastic pipe, introduced the concept of self-directed teams into a newly rehabbed plant in Corpus Christi, Texas. This was a major departure for RL Wolfe, whose other plants were unionized and rigidly hierarchical. By 2007, Corpus Christi is significantly outperforming the other plants in productivity, and Amasi tours the plant to identify remaining barriers to even higher productivity. Although the tour makes clear that many things are going right, it also reveals specific elements of the SDT concept that are not working optimally; some of these are communicated from the perspective of the workers themselves. At the end of the case, as Amasi sketches out ideas for increasing productivity at Corpus Christi, he also considers how he can persuade the unionized workforces at the other Wolfe plants to accept the SDT model.
 
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Case Solution for Engstrom Auto Mirror Plant: Motivating in Good Times and Bad
Complete Case details are given below :
Case Name :      Engstrom Auto Mirror Plant: Motivating in Good Times and Bad
Authors :           Michael Beer, Elizabeth Collins
Source :             HBS Brief Cases
Case ID :            2175
Discipline :        Organizational Behavior
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In May 2007, the Engstrom Auto Mirrors plant, a relatively small supplier based in Indiana, faces a crisis. The business was in the second year of a downturn. Sales had started to decline in 2005; a year later, plant manager Ron Bent had been forced to lay off more than 20 percent of the work force. Plant productivity was dropping, employee morale was low, and product-quality issues had begun to surface. Relationships with key customers were at risk. Downturns were not new at Engstrom. When the plant had reached a similar crisis point years earlier, the institution of a Scanlon Plan, a company-wide employee incentive program, had proven critical in building morale, increasing productivity and product quality, and leading Engstrom into a turnaround. For several subsequent years, Engstrom workers had received regular Scanlon pay bonuses. But the bonuses had stopped in 2006, and now Ron Bent must determine how to get the plant back on track. Should he revise the Scanlon setup? Remove Scanlon and try another plan? Identify and change other organizational factors that may be sabotaging Scanlon?
 
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Case Solution for A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products
Complete Case details are given below :
Case Name :      A Day in the Life of Alex Sander: Driving in the Fast Lane at Landon Care Products
Authors :           Elizabeth Collins, Larry E. Greiner
Source :             HBS Brief Cases
Case ID :            2177
Discipline :        General Management
Case Length :    11 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Alex Sander is a new product manager whose drive and talents are attractive to management, but whose intolerant style has alienated employees. This tension is presented against the backdrop of a 360° performance review process. Sander works in the Toiletries Division of Landon Care Products, which has recently been acquired by a European beauty company. Sander is leading the launch of a European skin care product into the U.S. market, which requires working with a multinational product development team. Sander’s interactions with peers and direct reports in the case paint a picture of a tough, inflexible high achiever who uses temper as a management tool. At the end of the day, Sander’s supervisor Sam Glass will provide Sander with 360° performance feedback-the first time this process has been used at Landon. Sander remains skeptical about the value of the process and feedback, and of a long-term fit with the organization. On the other hand, Glass has a very high personal interest in keeping Sander at the company, but wonders how the organization can best develop and manage this star performer.
 
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Case Solution for Good Water and Good Plastic?
Complete Case details are given below :
Case Name :      Good Water and Good Plastic?
Authors :           Stephen Bowden, Kate Kearins, Eva Collins, Helen Tregidga
Source :             North American Case Research Association (NACRA)
Case ID :            NA0142
Discipline :        Entrepreneurship
Case Length :    11 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In June 2010, New Zealand “ecopreneur” Grant Hall needed to make some hard decisions regarding the future of his company, Good Water. He had started the company with the vision of wanting to sell water in bottles made from local biomass, with the used bottle waste separated, recycled, and transformed into plant containers. These would biodegrade to support new plant-life and eventually local biomass for further production of water bottles. A number of key partners had come together in the wider Good Water Project to develop a revolutionary square, biodegradable, plant-based plastic PLA bottle. These included an environmental trust, the Sir Peter Blake Trust, to which Good Water donated a small percentage of the sales revenue from each bottle. The Good Water Company, selling water in these bottles, had started making a small profit. Grant believed a tenfold increase in PLA bottle sales volume would result in PLA making up the required level of 3-4% of plastic bottles recycled. That level would mean PLA was likely to be separated in the waste stream in New Zealand, and allow his vision to become a reality. Grant had convinced one competitor to adopt the PLA bottle, but overall, PLA volume was still way too low. Grant had also just been told that the Good Water Company’s own sales volume did not justify shelf preference at a major supermarket chain – and he knew the business was not well-capitalized to take on a further investment in the bottled water industry that was dominated by two big players. He had called a meeting of his staff to discuss with them how to reconcile his environmental vision with a viable business model.

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