Performance

Case Solution for S. J. Lawson, Inc.-A Performance Measurement Behavioral Audit

Complete Case details are given below :

Case Name :      S. J. Lawson, Inc.-A Performance Measurement Behavioral Audit
Authors :           Mark E. Haskins
Source :             Darden School of Business
Case ID :           UV7038
Discipline :        Accounting
Case Length :    04 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
With the encouragement of its overseas parent company, Cochran Consumer Products Inc. (CCPI), the U.S.-based executive team at S. J. Lawson, Inc. (SJLI), was nearly ready to announce the new financial performance measurement focus and economic profit (EP) for the company’s product category managers. Currently, the SJLI executive team was finalizing plans for its initial announcement to the subsidiary’s five product category managers. The team had received some general guidance from headquarters but it had also been told that because it knew the category managers best, it should develop its own local strategy for introducing the initiative.
 
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Case Solution for DuPont Corporation: Sale of Performance Coatings

Complete Case details are given below :

Case Name :      DuPont Corporation: Sale of Performance Coatings
Authors :           Susan Chaplinsky, Felicia C. Marston, Brett Merker
Source :             Darden School of Business
Case ID :           UV6790
Discipline :        Finance
Case Length :    22 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2012, Ellen Kullman, CEO and chairman of DuPont, must decide whether to retain or sell the company’s Performance Coatings (DPC) division. This is an introductory case on valuing a leveraged buyout. The case focuses on a publicly listed corporation’s decision to divest a large division and asks students to compare the division’s value if it remains under DuPont’s control or is sold to an outside party. The transaction size of approximately $4 billion is too large for potential strategic buyers in the industry, making private equity (PE) firms the most likely bidders. The case provides a base-case adjusted present value (APV) model of DPC as a stand-alone company and gives students specific assignments to adjust it to reflect the division’s potential value under PE ownership (e.g., EBITDA growth, multiple arbitrage, and increased leverage). The case is designed to illustrate and discuss the differences between a public company’s valuation based on unlevered free cash flows and a PE sponsor’s valuation based on residual (levered) cash flows. This case has been successfully taught in a second-year elective course covering entrepreneurial finance and private equity and in an advanced undergraduate course on corporate finance. It is appropriate for use in classes on private equity, advanced corporate finance, or deal valuation.
 
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Case Solution for Performance Management System at Attock Refinery Limited

Complete Case details are given below :

Case Name :      Performance Management System at Attock Refinery Limited
Authors :           Sadia Nadeem, Ruhma Islam
Source :             Ivey Publishing
Case ID :           W15151
Discipline :        Organizational Behavior
Case Length :    18 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In November 2013, the senior manager of Human Resources at Attock Refinery Limited, headquartered in Morgah Rawalpindi, Pakistan, is considering whether to amend the current performance appraisal system to bring it in line with the goal of creating a performance-oriented culture in the company, which refines 70 per cent of the country’s crude oil. Significant changes had been made over the last 14 years, but the current performance management system is still not distinguishing between different categories of performers, and employees continue to complain that everyone gets more or less the same ratings and pay increments regardless of the amount or quality of the work they do. Should the weights for objective setting and competencies in the appraisal forms be adjusted? Should competencies be better defined and training sessions held on how to objectively evaluate them? Should there be more direction at all levels in setting specific, measurable, attainable, realistic and timely objectives? Considering the views of employees and managers in all departments, he must decide what, if any, changes should be made to promote the desired company culture.
 
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Case Solution for Xiamen Airlines: Pay for Performance

Complete Case details are given below :

Case Name :      Xiamen Airlines: Pay for Performance
Authors :           Wenhua Wu, Ann Peng, Gerard Seijts
Source :             Ivey Publishing
Case ID :           W15163
Discipline :        Organizational Behavior
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On June 6, 2014, the deputy general manager of the human resources department of Xiamen Airlines, based in Xiamen, Fujian Province, China, discussed his company’s “best practices” at China’s first national forum on aviation security. Since 2009, a significant reform in the company’s pilot compensation system had aimed to promote a stronger linkage between their pay and performance. Initial outcomes had been positive, with improved productivity and job satisfaction. Yet, there were ongoing challenges in recruiting and retaining pilots due to increasing shortages of qualified personnel in the domestic and global aviation labour market and greater competition from both state-owned and new private airline companies in China. How could Xiamen Airlines become an employer of choice? Was the high compensation sustainable if the industry became less profitable? What else could the company offer to retain talented pilots?
 
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Case Solution for Performance Management at the National Institute of Management (Central India Campus) (B)

Complete Case details are given below :

Case Name :      Performance Management at the National Institute of Management (Central India Campus) (B)
Authors :           Ranjeet Nambudiri, K.R. Jayasimha
Source :             Ivey Publishing
Case ID :            909C09
Discipline :        Human Resource Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes existing performance management systems at a leading business school in India, the National Institute of Management (Central India campus) (NIM (CI campus)). The institution, which ranked among the top 20 business schools in India, is facing critical issues of attracting and retaining faculty members. The director of NIM (CI campus) has implemented a unit based performance measurement and incentive system that has worked favorably and enabled the institute to recruit top academicians. However, the management committee believes that the system has outlived its utility and desires to replace it with more robust systems that are less vulnerable to misuse. The faculty members, however, support retention of the existing system. The key teaching objective of this case is to understand performance management systems from perspectives of different stakeholders and develop a framework that meets all objectives of performance management. The case enables users to understand all steps in performance management and examine shortcomings at each stage. The role of incentive systems both as a tool to enhance individual performance and as a management control mechanism is also discussed. The case provides users an opportunity to evaluate the strategic significance of performance management. The case is to be used along with Performance Management at the National Institute of Management (Central India Campus) (A).
 
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Case Solution for Performance Management at the National Institute of Management (Central India Campus) (A)

Complete Case details are given below :

Case Name :      Performance Management at the National Institute of Management (Central India Campus) (A)
Authors :           Ranjeet Nambudiri, K.R. Jayasimha
Source :             Ivey Publishing
Case ID :            908C20
Discipline :        Human Resource Management
Case Length :    25 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case describes existing performance management systems at a leading business school in India, the National Institute of Management – Central India campus (NIM CI campus). The institution, which is ranked among the top 20 business schools in India, is facing critical issues of attracting and retaining faculty members. The director of the NIM CI campus has implemented a unit based performance measurement and incentive system, which has worked favorably and enabled the institute to recruit top academicians. However, the management committee believes that the system has outlived its utility and desires to replace it with more robust systems that are less vulnerable to misuse. The faculty members, however, support retention of the existing system. The key teaching objective of this case is to understand performance management systems from the perspectives of different stakeholders and develop a framework that meets all objectives of performance management. The case enables users to understand all steps in performance management and examine shortcomings at each stage. The role of incentive systems, both as a tool to enhance individual performance and as a management control mechanism, is also discussed. The case provides users an opportunity to evaluate the strategic significance of performance management.
 
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Case Solution for Internal Competition – A Curse for Team Performance

Complete Case details are given below :
Case Name :      Internal Competition – A Curse for Team Performance
Authors :           V Padhmanabhan
Source :             Ivey Publishing
Case ID :            W12003
Discipline :        Organizational Behavior
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
FIS Consulting Services was a business process outsourcing company specializing in consulting and financial advisory for global clients. This case deals with an offshore project team in the United States that was characterized by intra-group competitiveness, poor leadership and resource sharing, poor coordination, and limited cooperation. At the outset, the team developed a one-sided focus on achieving a high performance appraisal rating rather than completing the project as a team. The team underwent an inadequate group development process, which was manifested in the team’s immaturity. Poor leadership and lack of behavioural norms led the team to move forward with conflicting beliefs, structural inadequacy, lack of guidance, and low cohesiveness. These factors led to a decline in the team’s performance and stood as obstacles to the project’s progress. Furthermore, these events damaged the reputation of the firm. The human resources manager needed to take urgent measures to save the project team.
 
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Case Solution for Margaret Jefferson: Performance Issue at a Performing Arts Company A

Complete Case details are given below :
Case Name :      Margaret Jefferson: Performance Issue at a Performing Arts Company A
Authors :           Lyn Purdy, James O Brien
Source :             Ivey Publishing
Case ID :            W12021
Discipline :        Organizational Behavior
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case series describes a general manager’s decision of whether to fire an employee at a performing arts company. The scope of the case includes the organization of the company, the decision to hire the employee, his performance, and the decision to end the employment relationship. The general manager’s selection practices are described, and two role-playing exercises are included.
 
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Case Solution for Performance Evaluation at Bank of Maharashtra

Complete Case details are given below :
Case Name :      Performance Evaluation at Bank of Maharashtra
Authors :           Asmita Chitnis, Omkarprasad S. Vaidya, Darroch A. Robertson
Source :             Ivey Publishing
Case ID :            W14204
Discipline :        Operations Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2013, the general manager of the Planning Division of the Bank of Maharashtra in Pune, India, is considering how best to analyze the performance of the bank’s 1,728 branches in 28 states and two union territories and its staff of nearly 14,000 people. Such a process would help develop a comprehensive yearly plan by setting realistic targets for each of the bank branches, which have a wide variety of operating conditions. With its market share falling and increasing competition from major players in both the private and public sectors, the bank must take proactive steps to develop a strategy for expansion. The general manager meets a business school graduate who suggests using performance evaluation and benchmarking tools that will not only help evaluate performance in terms of an efficiency score but also indicate possible potential improvements. Should the general manager trust that the young analyst can pinpoint why some branches are not meeting their targets and suggest how their performance can be improved, or should he hire a more experienced consultant?
 
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Case Solution for Collision Course: Selling European High Performance Motorcycles in Japan

Complete Case details are given below :
Case Name :      Collision Course: Selling European High Performance Motorcycles in Japan
Authors :           Jeff Hicks, Derek Lehmberg
Source :             Ivey Publishing
Case ID :            W12842
Discipline :        General Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In 2006, the Japan subsidiary of Tommasi Motorcycles, an Italian manufacturer of high-end motorcycles, was implementing a new customer data application to help its motorcycle dealerships increase the effectiveness of their sales and marketing activities. Horizon LLP, a consulting firm, was Tommasi’s global implementation partner for the application. To identify any dealer concerns regarding the new system, Tommasi Japan had brought in additional consultants from Horizon to conduct a series of interviews with the dealers. As the consultants soon discovered, the dealers’ concerns with Tomassi went far beyond the new application. An unannounced visit by an influential dealer set all the players on a collision course, and soon exposed their widely differing views and a number of fundamental problems in the relationship between Tommasi Motorcycles Japan and its dealer network.The case begins with a series of separate dialogues involving the director of sales and marketing, Nobu Katoh; the expat president of Tommasi Motorcycles Japan, Fambio Bonardi; Koji Saito, an influential owner of multiple dealerships; and two consultants from Horizon, both of whom are non-Japanese. When they meet in the board room of Tommasi Motorcycles Japan, the ensuing conversation reveals a number of issues: opportunistic behaviour by the bilingual Katoh, who plays the role of translator – and also gatekeeper – between the dealers and Tommasi’s Japanese National Office by limiting, filtering and shaping communications in both directions; a limited understanding of local market conditions by expat Tommasi management who rotate in and out of their positions every three years; frustration on the part of business-savvy dealers; and naiveté on the part of the consultants, who did not see the social hierarchies at work, nor realize that their cultural and language fluency, which had in past projects always been an asset, could also be a threat.
 
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