Culture

Heiltsuk Economic Development Corporation: Balancing Politics, Business, and Culture Case Solution

Case Solution & Analysis for Heiltsuk Economic Development Corporation: Balancing Politics, Business, and Culture by Julian Harrison, Stefanie Beninger.

Complete Case details are given below :

Case Name :      Heiltsuk Economic Development Corporation: Balancing Politics, Business, and Culture
Authors :           Julian Harrison, Stefanie Beninger
Source :              Ivey Publishing
Case ID :           9B16M177 / W16679
Discipline :        General Management
Case Length :    12 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In March 2013, the chief executive development officer of the Heiltsuk Economic Development Corporation (HEDC) was preparing a report on the findings and recommendations of the organization’s seven-year history. The HEDC, the economic development arm of the Heiltsuk Nation, was not meeting its goals. The HEDC structure was based on the theory that economic development success in Aboriginal communities required a separation of business from political influence. Unfortunately, the HEDC had yielded little economic success to date. Further, it was not clear whether it had effectively brought about the desired separation of economics from politics. Similar concerns were expressed by the chief councilor of the Heiltsuk Tribal Council, the political governance structure responsible for administering, governing, and setting policy for the Heiltsuk Nation. There was hope that the report would bring clarity to what had gone wrong in the development process under the HEDC. Was the governance structure appropriate for the task the HEDC was supposed to fulfill, or were the roles and responsibilities not clearly defined? What was causing the myriad of communication issues? What should be done?
 
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Case Solution for Box. Inc.: Preserving Start-Up Culture in a Rapidly Growing Company

Complete Case details are given below :

Case Name :      Box. Inc.: Preserving Start-Up Culture in a Rapidly Growing Company
Authors :           Allan Cohen
Source :             Babson College
Case ID :            BAB723
Discipline :        General Management
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This is a case organized around the theme of preserving an entrepreneurial culture in the face of rapid growth, including over 800 employees and several offices. Founded by four friends, all still under age 30, the company has reached over $124 million in annual sales. As of January 23, 2015, when the company went public, its market valuation was over $1.5 billion. The company is particularly conscious of wanting to preserve the open, action-centered, fun culture that has been created. In some ways it is a highly representative Silicon Valley technology company, and the case tries to capture the flavor of such an organization. There is an excellent video available that was made for Inc. magazine when it named Box CEO Aaron Levie as entrepreneur of the year in 2013,[1] as well as several video interview clips done for the case with Dan Levin, COO.
 
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Case Solution for ABC Energy Limited: Culture and Formalization

Complete Case details are given below :
Case Name :      ABC Energy Limited: Culture and Formalization
Authors :           Pavitra Mishra, Rajen Gupta
Source :             Ivey Publishing
Case ID :            W11041
Discipline :        Entrepreneurship
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In September 2007, MNP Finance Limited joined ABCEL as an equity partner. In 2010, ABCEL operated in power generation and had plans to diversify into transmission and distribution. It aspired to be a world-class energy company with operations in India and neighbouring countries. Over the last few years, ABCEL had grown by investing in greenfield projects and by acquiring existing operations. The promoters of ABCEL had set a target of achieving a project portfolio of 30,000 MW by 2015, with the current portfolio being 8,655 MW. The chief executive officer of ABCEL wanted to discuss the following issues at the board meeting on July 31, 2010, with regard to the opportunities and challenges in the growing market: 1) the key organizational needs ABCEL might face in achieving its target by 2015 2) the present culture of ABCEL 3) the relationship between the culture and extent of formalization and hence the ramp-up of formalization ABCEL might require, and 4) the method of introducing this formalization.
 
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Case Solution for British Petroleum (PLC) and John Browne: A Culture of Risk Beyond Petroleum (A)

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Case Name :      British Petroleum (PLC) and John Browne: A Culture of Risk Beyond Petroleum (A)
Authors :           Murray J. Bryant, Trevor Hunter
Source :             Ivey Publishing
Case ID :            908M02
Discipline :        Organizational Behavior
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The year 2007 had to have been one of the worst in the history of British Petroleum plc (BP). In the span of four months, two separate independent reports (the first one commissioned by BP itself) had identified a deeply rooted “culture of risk” within BP where money and profits were valued above worker and environmental safety. These reports were in response to an explosion in 2005 at an oil refinery in Texas City, in the United States, which killed 15 people and injured more than 180, but the reports also referred to pipeline leaks in Alaska as well as other serious safety lapses throughout BP’s global operations. The Texas City explosion was the worst but not the first major incident at a BP facility, and the revelations in the reports severely damaged the credibility the so-called super-major oil company had earned over the last decade. The job of restoring investor and stakeholder confidence as well as the firm’s reputation fell to the BP board and its star group chief executive, Lord John Browne. The B case, examines the role played by the board with respect to the personal integrity of Lord Browne. The teaching objectives are to introduce students to examining the role of the board with respect to risk management as well as its social responsibilities to various stakeholders.
 
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Case Solution for Sumeru Software Solutions: Creating a Culture of Serene Dynamism

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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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Case Solution for Bancolombia: Talent, Culture and Value Creation Management in Mergers

Complete Case details are given below :
Case Name :      Bancolombia: Talent, Culture and Value Creation Management in Mergers
Authors :           Juanita Cajiao
Source :             Ivey Publishing
Case ID :            W11579
Discipline :        Organizational Behavior
Case Length :    20 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case presents a review of the main facts related to the merger process experienced by three companies, Bancolombia, Conavi and Corfinsura, in the Colombian financial market during 2005 and 2006. The merger decision emerges from directors and senior executives visualizing an incoming significant market transformation – adjustment in industry regulation, improvement in international competence and consolidation of main players – and their further response in order to adapt to the new economic conditions. Considering the fact that the success rate of merger processes is not above 30 per cent, the sustained financial results achieved by Bancolombia from the very beginning of the integration process are robust indicators that invite exploration into what was done and how it was done.
 
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Case Solution for St. John the Compassionate Mission: Organizational Culture and Leadership

Complete Case details are given below :
Case Name :      St. John the Compassionate Mission: Organizational Culture and Leadership
Authors :           Colleen Sharen
Source :             Ivey Publishing
Case ID :            W14009
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In May 2013, the founder and executive director of the St. John the Compassionate Mission, a faith-based, non-profit social service organization located in Toronto, Ontario, Canada, needs to plan for his retirement. He has been the driving force behind the organization for the past 27 years, and it reflects his vision that meaningful work helps people get off welfare, attaining dignity and a sense of personal value in the process. To that end, the Mission provides opportunities for everyone in the community to work through employment in one of its two social enterprises – a thrift store and a bakery – or through volunteer opportunities. Because its organizational culture emphasizes collaboration and consultation not only with its staff leadership council and board of directors but also with all members of the community, its decision making has been fluid and in response to perceived needs rather than forward planning. Now he needs to ensure an effective succession that protects the organization’s culture, values and beliefs and ensures the safety of a vulnerable population.
 
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Case Solution for Goodjobz: Challenges in Creating a Giver Culture

Complete Case details are given below :
Case Name :      Goodjobz: Challenges in Creating a Giver Culture
Authors :           Atul Teckchandani, Nathaniel Fischer, Gregory LaRosa, Rebecca Monroy, Rishi Patel, Rana Toudiee, Aurelia Zylbermine
Source :             Ivey Publishing
Case ID :            W14411
Discipline :        Organizational Behavior
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
GoodJobz was a non-profit organization that funded its job training and education programs by re-selling donated goods through its retail stores. The organization helped train over 11,000 people in 2012 and hoped to double that number within five years. To do so, the vice-president of marketing and community development believed that the organization should adopt a “giver” culture. After making significant progress in instilling a giver culture within his own department, he shifted his focus to another department: Business Services. However, the vice-president of business services hindered any efforts to do so. The vice-president of marketing and community development was faced with the challenge of how to handle this crisis.
 
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Case Solution for Earthwear Face & Body: Communicating Corporate Culture (A)

Complete Case details are given below :
Case Name :      Earthwear Face & Body: Communicating Corporate Culture (A)
Authors :           Mary Weil, Julia Cutt
Source :             Ivey Publishing
Case ID :            W14508
Discipline :        Organizational Behavior
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
By the spring of 2014, the founder of EarthWear Face & Body is in desperate need of part-time employees to help run her successful skin care retail business, which she runs out of her home in North Battleford, Saskatchewan. After eight years of hard work, she has turned her part-time hobby making all-natural skin care products into a thriving business. She sells her products online, through retail stores, at craft and trade shows and at the Saskatoon Farmers’ Market. But her successful business has become too much work for her to manage on her own. A failed attempt to bring on a part-time employee made it clear that she needs to develop a targeted recruitment strategy. How can she effectively communicate her corporate culture to attract the best candidates?
 
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Case Solution for Juchheim: The Failthful Pursuit of Flavour, Culture and Family Values

Complete Case details are given below :
Case Name :      Juchheim: The Failthful Pursuit of Flavour, Culture and Family Values
Authors :           Venessa M. Strike, Takao Kawamoto
Source :             Ivey Publishing
Case ID :            W14675
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Juchheim Co. Ltd. was a confectionery family firm located in Japan. The chief executive officer and owner faced two important issues related to the future success of the firm: managing succession into the next generation and determining the company’s expansion strategy in the overseas market. Under the Japanese tradition of patriarchal primogeniture, the owner’s eldest son was the heir apparent and would take over the company. However, the market scenario had changed; new demographic and economic conditions had brought challenges that the company had never faced before.
 
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