Organizational

Case Solution for Organizational Transformation in a Taiwanese Company

Complete Case details are given below :

Case Name :      Organizational Transformation in a Taiwanese Company
Authors :           Anne Marie Francesco, Chang-I Bonnie Chen
Source :             Ivey Publishing
Case ID :            99C035
Discipline :        Human Resource Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A senior human resources manager at the YUAN Group, a medium-size, multi-industry company, is reflecting on her first year on the job. She had implemented many new human resources systems, involving salary surveys, performance evaluations, bonus sharing and benefits, but these changes were not always received enthusiastically by the top management team and other employees. This case illustrates the effects of trying to implement large numbers of human resources system changes rapidly in a traditional organization.
 
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Case Solution for Addrec Solutions: Building Organizational Capabilities for Growth

Complete Case details are given below :
Case Name :      Addrec Solutions: Building Organizational Capabilities for Growth
Authors :           Anamika Sinha, Biju Varkkey
Source :             Ivey Publishing
Case ID :            W14689
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
AddRec Solutions Pvt. Ltd (AddRec), a recruitment process outsourcing firm, had had a successful year in 2011 and the founder had big plans for 2012. He dreamed of three-fold growth in the next five years without adding any new branches or losing the firm’s boutique positioning. Yet he faced more than a few challenges. Competition in the sector was increasing, not only from other vendors but also from the internal human resource departments of some of AddRec’s clients. The founder’s personal charisma, relationship management abilities and direct involvement had been instrumental in AddRec’s growth thus far, but it remained to be seen whether the company, at this point in its evolution, was ready for the next growth phase. Further, his team had a set of capabilities that would need to be aligned with the growth he envisioned. Had the time come for him to distinguish between the strategic and operational roles in the organization?
 
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Case Solution for Defence Research and Development Canada – Toronto (A): The Organizational Alignment Program

Complete Case details are given below :
Case Name :      Defence Research and Development Canada – Toronto (A): The Organizational Alignment Program
Authors :           Gerard Seijts, Helen Wojcinski
Source :             Ivey Publishing
Case ID :            W12595
Discipline :        Organizational Behavior
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The world had changed as a result of the terrorist attacks on September 11, 2001. Canada was engaged in the Afghanistan War, and the first casualties were being felt. It was November 28, 2005, as Rene LaRose, the director general of Defence Research and Development Canada (DRDC) Toronto, sat in his office preparing for an all-staff briefing the following day. He knew that for his research institute to remain relevant and be a major contributor to the emerging needs of the Canadian Forces and national security in this rapidly changing landscape, a major transformation of his centre was required. The Canadian Forces was undergoing its own metamorphosis under its new Chief of Defence Staff, General Rick Hillier, and DRDC Toronto needed to be in synch with this development. LaRose had spent several years trying to convey the message that profound changes at DRDC Toronto were needed – changes that were as much cultural as they were structural. The sense of urgency was now acute with Canada at war, and DRDC Toronto was poised to embark on a major organizational alignment program.
 
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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 Coloplast A/S – Organizational Challenges in Offshoring

Complete Case details are given below :
Case Name :      Coloplast A/S – Organizational Challenges in Offshoring
Authors :           Torben Pedersen, Jacob Pyndt, Bo Nielsen
Source :             Ivey Publishing
Case ID :            908M31
Discipline :        Operations Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Coloplast’s future global manufacturing strategy was based on relocation of volume production of mature product lines to low cost countries like Hungary and China, whereas most creative and innovative activities (pilot production, ramp-up and range care) were held captive in Denmark. The large scale project of offshoring, first volume production and later perhaps other activities, to Tatabanya, Hungary constituted a major shift in the operational strategy for Coloplast, which resulted in a series of organizational and managerial challenges. An important feature of the case is the surprise to the management team of how challenging it was to globalize the operations despite Coloplast’s international experience operating a network of subsidiaries in more than 26 countries. The management team learned a lesson of how important it is to have the structure, the organization and the mindset in place when offshoring production. Sourcing internationally is obviously very different from selling internationally as it involves the entire organization. The learning process of the management team and the challenges they faced is unfolded in this case.
 
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Case Solution for Managing Pibrex Russia (B): Developing Organizational Strategies to Ensure Sustainable Profitability

Complete Case details are given below :
Case Name :      Managing Pibrex Russia (B): Developing Organizational Strategies to Ensure Sustainable Profitability
Authors :           Rachel Doern, Carl Fey
Source :             Ivey Publishing
Case ID :            901M21
Discipline :        Strategy
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Pibrex is one of the world’s largest developers of petrochemical-based polymers for the plastics market. This case illustrates what the management team has done to begin a turnaround of the firm and also highlights the many problems that remain. In particular, the company must reassess its management strategies and take steps to maintain its competitive position.
 
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Case Solution for Trojan Technologies, Inc.: Organizational Structuring for Growth and Customer Service

Complete Case details are given below :
Case Name :      Trojan Technologies, Inc.: Organizational Structuring for Growth and Customer Service
Authors :           John H. Eggers, Greg Upton
Source :             Ivey Publishing
Case ID :            99M019
Discipline :        General Management
Case Length :    08 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A group of Trojan Technologies, Inc. employees grappled with the issue of how to structure the business to interact effectively with its customers and manage the company’s dramatic growth. The London, Ontario manufacturer of ultraviolet water disinfecting systems believed that strong customer service was key to its recent and projected growth and had come to the realization that changes would have to be made to continue to achieve both simultaneously. The group hoped to develop a structure to address these issues. The executive vice president was to lead the development and implementation of the new structure. The transition to the new structure was to coincide with the new fiscal year.
 
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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 CH2M HILL: Reinventing Organizational Careers

Complete Case details are given below :
Case Name :      CH2M HILL: Reinventing Organizational Careers
Authors :           Karen Newman
Source :             North American Case Research Association (NACRA)
Case ID :            NA0219
Discipline :        Organizational Behavior
Case Length :    23 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case addresses one over-arching problem – a broken career development system – and two concrete manifestations (symptoms) of the problem at CH2M HILL, an employee-owned engineering services firm. The first manifestation of the problem was unusually high voluntary turnover, at least by CH2M HILL’s standards, among newer employees. The second was a lack of qualified internal candidates for top jobs. The voluntary turnover problem was the most immediate issue. Exit survey data and engagement survey data pointed to a lack of advancement opportunity as the main reason for high voluntary turnover among new employees. The second problem was less acute but still serious. Though CH2M HILL thought of itself as a career employer, fewer than 25 percent of top managers in early 2012 had been promoted from within. Internal candidates were not filling positions near the top and some top positions were vacant for months because the right person could not be found for the position, inside or outside the company. Both problems suggest the larger issue needs to be addressed -organizational careers need to be reinvented in the firm. Jan Walstrom, Chief Learning Officer, had been charged with rebuilding CH2M HILL’s career development systems and processes. It fell to her to determine what steps she could take to solve the over-arching career development challenge while addressing the two concrete manifestations in the short run.

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