Performance

Case Solution for Motivated Reasoning, Leadership and Team Performance
Complete Case details are given below :
Case Name :      Motivated Reasoning, Leadership and Team Performance
Authors :           Syed Salman Ahmad, Sheetanshu Mishra, Santosh Kumar
Source :             Ivey Publishing
Case ID :            W13185
Discipline :        General Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case revolves around the experiences of an MBA student at an Indian business school. The student is dynamic, capable and intent on high achievement, but his pursuit of recognition eventually hampers his and his team’s learning and performance. The case is based on an event that happens within a course on organizational behaviour where the student makes a major mistake in his analysis of a case due to his need to demonstrate his competence and validate himself. This hurts his and his team’s performance on an assigned task. After the event, the student and his team members reflect on the events that led to this mistake. They also take the Myers-Briggs Type Indicator (MBTI) and the Fundamental Interpersonal Relations Orientation – Behavior (FIRO-B) assessments to determine their personality preferences and interpersonal needs that might have influenced the team’s functioning.
 
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Case Solution for Worldwide Equipment (China) Ltd.: A Sales Performance Dilemma
Complete Case details are given below :
Case Name :      Worldwide Equipment (China) Ltd.: A Sales Performance Dilemma
Authors :           June Cotte, Alan Wenchu Yang
Source :             Ivey Publishing
Case ID :            902A28
Discipline :        Marketing
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Worldwide Equipment Ltd. is one of the world’s largest manufacturers of heating, ventilating, and air-conditioning equipment. The Beijing regional sales manager has just heard that the sales performance of his office ranked the lowest among the sales offices in China. As a result, the Beijing sales force will not receive their year-end bonuses unless the situation can be turned around quickly. The regional sales manager must determine whether the sales management process or a recent new hire on the sales force, whose hiring was strongly suggested by the manager’s boss, are to blame for the poor sales performance and how to keep the situation from recurring.
 
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Case Solution for High Performance Tire
Complete Case details are given below :
Case Name :      High Performance Tire
Authors :           Dan Thompson
Source :             Ivey Publishing
Case ID :            906B24
Discipline :        Accounting
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Jenny Chen, CA, CFA, CMC has been hired by Jane Wallace of High Performance Tire. Jane, who inherited the firm from her parents, had successfully run the company for many years. When she transferred the responsibility to her son William in 2001, he began to make several changes in order to expand the number of outlets, diversify the product offering, and cut costs in the company. In 2004, the company was having difficulties and Jane decided to become more involved in the family business once again. Jenny’s task is to review and analyze the company operations and make recommendations.
 
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Case Solution for Performance Management at Vitality Health Enterprises, Inc.
Complete Case details are given below :
Case Name :      Performance Management at Vitality Health Enterprises, Inc.
Authors :           John B. Bingham, Michael Beer
Source :             HBS Brief Cases
Case ID :            913501
Discipline :        Human Resource Management
Case Length :    14 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Vitality Health Enterprises, a medium-sized firm that manufactures health and personal care products, has experienced six straight quarters of strong revenue growth. James Hoffman, the new Senior Vice President of Human Resources, fears that the chain of success is shifting the company’s focus away from effective performance management. Recently, Vitality has been faced with increasing turnover among the company’s talented research scientists that may be due to a performance management system that leaves top performing employees slighted by the practice of uniform ratings. In an effort to retain top employees, the company institutes a forced distribution model of performance rankings, moving from an absolute ranking system to a relative one. Hoffman and his performance management evaluation team must assess the practical and strategic effectiveness of the new system and present their findings and recommendations to the Board.
 
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Case Solution for WeaveTech: High Performance Change
Complete Case details are given below :
Case Name :      WeaveTech: High Performance Change
Authors :           Michael Beer, Paul Swiercz
Source :             HBS Brief Cases
Case ID :            914553
Discipline :        Human Resource Management
Case Length :    12 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
WeaveTech, formerly Johnson-Ware, is a clothing company that produces jackets, coats, overalls, coveralls, and fire resistant clothing for the military. A private equity firm renamed the company after it acquired Johnson-Ware several years ago. WeaveTech now faces a changing market, and its new CEO is planning to change its strategy. As part of this strategy, the CEO wants to cut the number of WeaveTech managers by 20%. He asks Frank Jennings, WeaveTeach’s VP for Human Resources, to recommend how to do so. Jennings has done his best to balance these changes with the company’s long history, its small-town culture, and its high-performance culture. The case presents information on the implicit lifetime employment contract, a significant change in strategic direction, and a problematic performance appraisal system. Jennings finds the decision to reduce headcount to be challenging. Is it ethical to discharge high-performing managers? Is the new strategy sound? How should Jennings respond to the managerial reduction mandate, and what should he recommend to the board?
 
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