Solution

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 Research in Motion: Blackberry Blackout (B)
Complete Case details are given below :
Case Name :      Research in Motion: Blackberry Blackout (B)
Authors :           Jana Seijts, Paul Bigus
Source :             Ivey Publishing
Case ID :            W12912
Discipline :        Organizational Behavior
Case Length :    03 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Mike Lazaridis, co-CEO of Research in Motion (RIM), faced a situation of truly disastrous proportion. Earlier that week, service outages started occurring on RIM’s popular BlackBerry smartphone devices, affecting over 30 million BlackBerry users globally. For a total of three days, RIM engineers worked around the clock to fix the widespread technical problems. However, with the company providing only brief comments to the public, many consumers and industry officials became increasingly frustrated. With the worldwide release of the new Apple iPhone 4S just days away, Lazaridis was presented with the additional challenge of how and if RIM should respond publically to help restore consumer and market confidence.
 
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Case Solution for Research in Motion: Blackberry Blackout (A)
Complete Case details are given below :
Case Name :      Research in Motion: Blackberry Blackout (A)
Authors :           Jana Seijts, Paul Bigus
Source :             Ivey Publishing
Case ID :            W12911
Discipline :        Organizational Behavior
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Mike Lazaridis, co-CEO of Research in Motion (RIM), faced a situation of truly disastrous proportion. Earlier that week, service outages started occurring on RIM’s popular BlackBerry smartphone devices, affecting over 30 million BlackBerry users globally. For a total of three days, RIM engineers worked around the clock to fix the widespread technical problems. However, with the company providing only brief comments to the public, many consumers and industry officials became increasingly frustrated. With the worldwide release of the new Apple iPhone 4S just days away, Lazaridis was presented with the additional challenge of how and if RIM should respond publically to help restore consumer and market confidence.
 
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Case Solution for Netflix: The Public Relations Box Office Flop
Complete Case details are given below :
Case Name :      Netflix: The Public Relations Box Office Flop
Authors :           Jana Seijts, Paul Bigus
Source :             Ivey Publishing
Case ID :            W12918
Discipline :        Organizational Behavior
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On the morning of September 19, 2011, the chief executive officer (CEO) of the online movie provider Netflix Incorporated (Netflix) became witness to growing public discontent and media criticism. The previous evening the CEO had announced on the company blog that Netflix would be splitting into two separate entities. With the proposed change, the Netflix DVD-by-mail service would be spun-out and renamed Qwikster. The move would leave the Netflix brand to focus on offering online streamed entertainment. This was not the first time Netflix had caused large scale consumer frustration, as a few months earlier in July 2011, the company had announced it would be increasing rates as much as 60 per cent. The result was a loss of over one million Netflix subscribers by September 2011, representing the first time the company had ever lost subscribers from one quarter to the next. Although the split into two separate entities could be seen as a good business strategy, Netflix did not follow through with a well-developed communication plan. Moving forward, both Netflix and Qwikster had become symbolic of a bad two-headed monster movie, with Netflix management in desperate need to develop better communications with disgruntled consumers, or risk losing additional subscribers and lucrative profits to a number of growing competitors.
 
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Case Solution for Pak Elektron Limited: Converting Systems to ERP
Complete Case details are given below :
Case Name :      Pak Elektron Limited: Converting Systems to ERP
Authors :           Muntazar B. Ahmed
Source :             Ivey Publishing
Case ID :            W12945
Discipline :        Organizational Behavior
Case Length :    21 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Pak Elektron Limited was a prominent manufacturer of consumer home appliances, large distribution and power transformers, and switch gears for power companies in Pakistan. From 2007, the company had started the process of changing the information systems of the company. These systems had become outdated as Microsoft withdrew its support of Visual FoxPro, the platform on which all systems had been developed. The company decided that a Tier 1 ERP (enterprise resource planning) system with strength in manufacturing modules would be suitable. An ERP system was then selected and a firm was appointed as implementer in December 2009. The case describes the issues surrounding the implementation, including many unexpected events. It presents the situation as of the fourth quarter of 2011, after Phase 1 of the implementation had finished in December 2010 and the company had decided in March 2011 to dispense with the services of the consulting firm supporting the implementation. Pak Elektron Limited was facing a liquidity crisis and had to save costs even though there was insufficient corporate knowledge of ERP procedures. The staff was not comfortable with the ERP system and would not let go of the legacy systems and, as such, the project was in trouble.
 
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Case Solution for Constructing the Medupi Power Station
Complete Case details are given below :
Case Name :      Constructing the Medupi Power Station
Authors :           Caren Scheepers, Schalk Marais
Source :             Ivey Publishing
Case ID :            W12940
Discipline :        Organizational Behavior
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Medupi, rising from the dry Limpopo Province bush veld, was the first baseload project built in South Africa in 20 years. It would be the largest dry-cooled coal-fired power station in the world and was developed by Eskom, which generated 90 per cent of Southern Africa’s power, at an estimated cost of R125 billion. In spite of the worldwide concern about greener energy, coal remains the most popular power station fuel for South Africa, due to the country’s vast resources of 224 million tonnes annually. The new capacity Medupi would offer was sorely needed. Regular and nationwide load shedding, due to a shortage of capacity, affected the entire country during 2007 and 2008 and all businesses were asked to turn off non-essential lighting and equipment, even during the day. It had been no mean feat to keep to a project schedule that involved various suppliers providing different packages at different dates and also required accommodating several interfaces during both the design and implementation of the work on site. Due to the massive scale of the project as well as the highly specialized civil engineering required for different sections of Medupi’s construction, three companies joined forces to tackle the job, namely Murray & Roberts, Aveng and Concor. Murray & Roberts appointed Coenie Vermaak as project director at Medupi and at 34 the youngest project director in the group. The managers of the joint venture realized quickly that this would be “a project like no other.” The three companies’ different ways of working necessitated much more integrated coordination. For instance, employees from the different parent organizations had different job descriptions, were numerated differently, had different benefits, structures, processes and cultures.
 
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Case Solution for Research in Motion: Sincerely, a RIM Employee (B)
Complete Case details are given below :
Case Name :      Research in Motion: Sincerely, a RIM Employee (B)
Authors :           Jana Seijts, Paul Bigus
Source :             Ivey Publishing
Case ID :            W12915
Discipline :        Organizational Behavior
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On June 30, 2011, Research in Motion (RIM) co-CEOs, Jim Balsillie and Mike Lazaridis, unexpectedly found themselves facing serious public scrutiny, not from competitors, market analysts or consumers, but from one of their own senior executives. In an attempt to have their voice heard, an anonymous senior level RIM employee addressed an open letter to both Balsillie and Lazaridis, however the letter was sent to the online technology news provider Boy Genius Report (BGR). Upon BGR verifying the identity of the source RIM employee, the full contents of the letter were featured in an online BGR article, which quickly spread into mainstream media. The contents of the detailed open letter, provided various candid criticism of RIM leadership, product development and employee culture. In addition, the employee also offered personal insight and outlined specific actions necessary for RIM to improve and expressed their desire to see the company regain its once dominant position as an industry leader. In a year during which RIM already faced pressures from a dwindling market share, failed product attempts and a sinking stock price, Balsillie and Lazaridis needed to figure out how to respond to the claims of the letter publically, but more importantly how to communicate to RIM employees internally.
 
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Case Solution for Research in Motion: Sincerely, a RIM Employee (A)
Complete Case details are given below :
Case Name :      Research in Motion: Sincerely, a RIM Employee (A)
Authors :           Jana Seijts, Paul Bigus
Source :             Ivey Publishing
Case ID :            W12914
Discipline :        Organizational Behavior
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On June 30, 2011, Research in Motion (RIM) co-CEOs, Jim Balsillie and Mike Lazaridis, unexpectedly found themselves facing serious public scrutiny, not from competitors, market analysts or consumers, but from one of their own senior executives. In an attempt to have their voice heard, an anonymous senior level RIM employee addressed an open letter to both Balsillie and Lazaridis, however the letter was sent to the online technology news provider Boy Genius Report (BGR). Upon BGR verifying the identity of the source RIM employee, the full contents of the letter were featured in an online BGR article, which quickly spread into mainstream media. The contents of the detailed open letter, provided various candid criticism of RIM leadership, product development and employee culture. In addition, the employee also offered personal insight and outlined specific actions necessary for RIM to improve and expressed their desire to see the company regain its once dominant position as an industry leader. In a year during which RIM already faced pressures from a dwindling market share, failed product attempts and a sinking stock price, Balsillie and Lazaridis needed to figure out how to respond to the claims of the letter publically, but more importantly how to communicate to RIM employees internally.
 
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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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