Multinational

Case Solution for Recruiting for a Multinational Enterprise in China

Complete Case details are given below :

Case Name : Recruiting for a Multinational Enterprise in China

Authors : Sara Preusse, Diana Krause

Source : Ivey Publishing

Case ID : W12047

Discipline : International Business

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The CEO of a multinational company wanted a new human resource team that operated in Guangzhou (China) to recruit and select 85 individuals for different positions throughout the enterprise. These positions included finance managers, production managers, security guides, workers for the factories, secretaries and interns. The members of the human resource team that dealt with these tasks were highly diverse in terms of their educational background (e.g., marketing, law, human resource, public relations, general business administration) and countries of origin (e.g., Canada, China, Germany). The team had to deal with a series of challenges in order for the project to be successful. These issues included a decision about task-specific job requirements, methods to assess these job requirements, strategies for recruitment, methods for personnel selection and final decision making. The team also had to deal with diversity within the team, and cross-cultural issues as well as with the leadership behavior of its CEO.

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Case Solution for Development of a Multinational Personnel Selection System

Complete Case details are given below :

Case Name : Development of a Multinational Personnel Selection System

Authors : Diana Krause, Reiner Piske

Source : Ivey Publishing

Case ID : 907C41

Discipline : Human Resource Management

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The owner of a company with production plants in various regions in the world wants to standardize the methods of personnel selection for the Asian-Pacific region (APAC). A new system of personnel selection has to be developed for middle management positions in APAC. The owner delegates this task to a cross-functional, multinational project team that operates in Hong Kong headed by a human resources (HR) executive and expatriate from Germany. In terms of the new personnel selection system, he has two opposing goals in mind: the new personnel selection system should be highly specific for a particular country and simultaneously valid for different countries. A series of issues must be resolved in order for the project to be successful. Some of these issues are related to the personnel selection system; the job requirements to be assessed, the modules it must include, the stages and methods of each module, and the implementation of the system across countries in APAC. Other issues are interpersonal, such as the cultural differences and the heterogeneous perspectives that exist among the team members, and a conflict between the HR executive and the owner.

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Case Solution for Mabe: Learning to be a Multinational

Complete Case details are given below :

Case Name : Mabe: Learning to be a Multinational

Authors : Jose Luis Rivas, Luis Arciniega

Source : Ivey Publishing

Case ID : W13095

Discipline : Strategy

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

A Mexican appliance manufacturer, MABE, has evolved quickly after selling nearly half its stake to a large multinational company in the early 1990s. The manufacturer was then able to dominate the Mexican appliances market and venture into other Latin American countries. Just before the 2008 financial crisis, the manufacturer formed a joint venture with a Spanish company and entered the Russian market, but it was not successful. The manufacturer faced a dilemma: Should it leave the Russian joint venture with its Spanish partner and refocus on other emerging markets? Should it acquire a local manufacturer? Should it remain as it was?

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Case Solution for Human Resource Management in Multinational Banks in Tanzania

Complete Case details are given below :

Case Name : Human Resource Management in Multinational Banks in Tanzania

Authors : Paul W. Beamish, Aloysius Newenham-Kahindi

Source : Ivey Publishing

Case ID : 907C40

Discipline : General Management

Case Length : 18 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case examines how the best practices of two banks were organized and managed to provide financial services to a small niche of foreign customers in the mining, tourism and construction sectors in Tanzania. The two banks claimed to be similar in many ways. They both were from countries whose economies were run broadly on neo-liberal lines, in that there was little state intervention in either economy, however, differences existed with respect to how they managed their operations. The case is ideally suited to illustrate the on-going tension and different types of best practices in cross-market integration. It provides opportunities to explore the challenges faced by multinational company banks in managing global workforces, the evolution of the banking sector, and the influence of technology in shaping work in organizations.

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Case Solution for The IOI Group: Creating a Malaysian Palm Oil Multinational

Complete Case details are given below :

Case Name : The IOI Group: Creating a Malaysian Palm Oil Multinational

Authors : Marleen Dieleman, Megha Mittal

Source : Ivey Publishing

Case ID : 910M68

Discipline : General Management

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case discusses the story of the IOI Group, one of the largest palm oil players in Malaysia, which has seen rapid growth in the past two decades. Family-controlled since 1982, the IOI Group’s main businesses initially were property and palm plantations. As a relative latecomer in the palm oil industry, it grew both organically and through acquisitions, and, in 2010, had sales of about US$4.3 billion and employed 30,000 people. Over the years, the IOI Group moved away from producing crude palm oil (CPO), a key commodity, and pursued a strategy of vertical integration by moving into downstream activities such as food ingredients manufacturing and oleochemicals. This transformed IOI from a Malaysian plantation company to a global ingredients manufacturer, making IOI a good example of a so-called “emerging market multinational.” The case takes the point of view of the second generation family leader who is currently in charge of the downstream businesses, and discusses three challenges he faces in IOI’s transformation process: 1) the issue of optimizing and integrating the global value chain; 2) the most suitable way to coordinate a multinational company with substantial global sales and operations; and 3) adaptation to changing needs of global customers. All this is supported by extensive information on the changing dynamics in the palm oil industry, where emerging market players are moving up the value chain, snapping up manufacturing assets from global fast-moving consumer goods companies, such as Unilever, while the latter increasingly focus on branded goods and seek to exit the lower margin and capital intensive manufacturing of ingredients. Students are asked to analyze the changing industry dynamics and provide recommendations given the goal to make IOI a leading palm oil player.

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