Manager

Case Solution for Cisco Switches in China: The Year of the Manager

Complete Case details are given below :

Case Name :      Cisco Switches in China: The Year of the Manager
Authors :           Lynn Isabella, Gerry Yemen
Source :             Darden School of Business
Case ID :           UV4292
Discipline :        General Management
Case Length :    27 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
Jan Gronski, managing director of the Cisco China Research and Development Center (CRDC), and Ivo Raznjevic, engineering director, set out to establish a new R&D facility in Shanghai, China. This case focuses on the building of a culture through human-resource practices while describing such steps as securing an appropriate building, assembling a workforce, seeking appropriate projects, developing managers, building teams, evaluating performance, protecting intellectual property, and managing growth. The case presents specific challenges that arise regarding talent management: How does a manager overcome dramatic cultural differences within a diverse workgroup? Should a local female employee be promoted from a test engineer to a development manager? How should Raznjevic help his newest manager through his first encounter with Cisco’s ranking system? What action, if any, should Raznjevic take regarding a senior engineer who sent out a controversial e-mail? This material highlights organizational culture and offers an opportunity for students to learn to recognize and manage difference. The case could be taught near the end of a term to serve as a review of organizational behavior at a graduate level or in an executive education program focusing on issues of team-building, growing managers from within, and related talent-management issues in a global context.
 
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Case Solution for Should the General Manager Be Fired?

Complete Case details are given below :

Case Name :      Should the General Manager Be Fired?
Authors :           MU Fengli, Tieying Huang, Jiao Li
Source :             Ivey Publishing
Case ID :            W14718
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In September 2008, the CEO of Rainbow Group, a Chinese group of companies specializing in environmental protection services, was in Beijing, China, thinking about his experience that evening. A few hours ago, eight senior executives from Rainbow Group’s subsidiary in Hangzhou had come to Beijing requesting that the CEO fire their general manager, who had been appointed by the CEO only six months ago. This manager had taken control of the Hangzhou subsidiary with ambitious efforts to implement lean management and better cost control, but had met resistance from the other managers. The CEO was reviewing this appointment and thinking hard. What was the problem? What should he do?
 
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Case Solution for Huo’s Group: A Professional Manager in a Family Firm in China

Complete Case details are given below :
Case Name :      Huo’s Group: A Professional Manager in a Family Firm in China
Authors :           Wang Ting, Paul W. Beamish, Liman Zhou, Luo Jingjing
Source :             Ivey Publishing
Case ID :            W14010
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In February 2012, a human resources appointment attracted wide attention from China’s domestic lubricating oil industry. The iconic general manager of Shell Tongyi (Beijing) Petroleum Chemical Co., Ltd. officially took the position as the chief executive officer (CEO) of Huo’s Group, thus returning to work for his former boss, the founder of the former Tongyi Lubricating Oil. Before the merger between Tongyi and Shell in 2006, the private entrepreneur and the professional manager had jointly created the well-known Tongyi Lubricating Oil and were renowned as “perfect partners” by many in the business media. In 2012, their hope was to achieve glory again on this wider business platform – Huo’s Group. Was this likely?
 
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Case Solution for Jindi Enterprises: Finding a New Sales Manager

Complete Case details are given below :
Case Name :      Jindi Enterprises: Finding a New Sales Manager
Authors :           June Cotte, Alan Wenchu Yang
Source :             Ivey Publishing
Case ID :            903A09
Discipline :        Strategy
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Jindi Enterprises is a manufacturer of heat exchanger units for residential and commercial markets in China. Recently, the company’s top sales representative, who is also the sales manager for one of the company’s provincial offices, quit and joined a competitor. A replacement must be found, but a delay in choosing a strategic direction is seriously complicating the hiring decision. The CEO must determine the corporate strategy and ensure that the hiring strategy reflects these changes.
 
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Case Solution for Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy (Brief Case)

Complete Case details are given below :
Case Name :      Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy (Brief Case)
Authors :           Christopher A. Bartlett, Benjamin H. Barlow
Source :             HBS Brief Cases
Case ID :            4199
Discipline :        General Management
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Clayton Industries, a sixty-year-old U.S.-based firm in the HVAC (heating, ventilation, and air conditioning) industry, with nearly $1 billion in revenues, has gradually built a presence in a number of countries, including several in Europe. Peter Arnell, previously Clayton’s successful country manager for the U.K., has been asked to take over the Italian subsidiary, which has recently been struggling on several fronts. Arnell must juggle the strategic objectives of his manager (the head of Clayton Europe) and of the firm’s Wisconsin-based CEO while overseeing the day-to-day activities of the business in this new setting. Many of Arnell’s challenges derive from his dual responsibilities of handling manufacturing as well as sales of Clayton products in his new home country.
 
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