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Case Solution for Driving Innovation at PAR Springer-Miller (A)

Complete Case details are given below :

Case Name : Driving Innovation at PAR Springer-Miller (A)

Authors : Susan Fleming, Alyssa W. Goldman

Source : Ivey Publishing

Case ID : W14132

Discipline : Organizational Behavior

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In fall 2009, the new president and chief executive officer of PAR Springer-Miller Systems, based in Stowe, Vermont, is tasked with leading the most significant innovation effort the company has undertaken since its founding in 1984. The company is a leading provider of property management, point-of-sale and spa management systems for high-end hotels, resorts, spas and casinos worldwide, but its legacy products are based on outdated technology and subject to increasing customer complaints; at the same time, the global recession has negatively affected the high-end market. In his first year, the new president has made significant progress in restructuring the organization and shifting its culture to a more entrepreneurial one. He is ready to begin the development of an entirely new product but has to decide on strategy, in particular deciding on the best market on which to focus the new software product and then mapping out a plan to execute its development and launch. How can he elicit a radical innovation from a team of management and employees so culturally rooted in their past accomplishments and legacy products? Should he look for a technology partner and develop the new product in a different location? Can the legacy products be kept up and running long enough for the new product to generate sufficient sales that they can be retired? These are the issues that must be addressed or the company may well face a dire future.

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Case Solution for IBM India: Localizing a Global Model of Corporate Citizenship

Complete Case details are given below :

Case Name : IBM India: Localizing a Global Model of Corporate Citizenship

Authors : Vidhi Chaudhri, Asha Kaul

Source : Ivey Publishing

Case ID : W14169

Discipline : Organizational Behavior

Case Length : 10 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In 1999, IBM India became a wholly owned subsidiary of IBM Corporation and established a presence in 14 cities across the country. True to its integrated philosophy of corporate citizenship, as the parent company expanded business operations to growth markets around the world, it rolled out citizenship initiatives in those markets. In 2011, IBM International Foundation awarded a grant of US$100,000 to IBM India for Smarter Villages, an India-specific project whose goal was to bring rural Indian villages to technological parity with cities by setting up supply chains and introducing micro financing and other services to create opportunities for an increase in farmer incomes. IBM India management hoped that, if successful, the project could be embedded in the organizational fabric of the global company and thus would reflect its own responsible leadership. The question was whether it would be possible to inculcate a spirit of stakeholder engagement and inspire volunteerism among the company’s young workforce.

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Case Solution for Recruitment at China Sunwah Bank: Guanxi versus Talent

Complete Case details are given below :

Case Name : Recruitment at China Sunwah Bank: Guanxi versus Talent

Authors : Stephen Grainger

Source : Ivey Publishing

Case ID : W14180

Discipline : Organizational Behavior

Case Length : 05 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The human resources department at China Sunwah Bank had to decide on 22 new appointments – only 12 of which were officially advertised – to Sunwah Bank’s 28 branches. More than 4,000 applications had been received and the final list of candidates based on merit had been reduced to 48. The department members had spent many hours reading applications and conducting interviews; however, some members had been coping with specific endorsements for certain applicants from government officials, friends, former teachers and bank managers in a system known as “guanxi,” which was based on a reciprocal exchange of favours that bound individuals together. The challenge was how to choose the most qualified and talented recruits for the new positions at Sunwah Bank, keeping in mind the guanxi-based requests for favours from important stakeholders and friends – including some who had granted significant favours to Sunwah Bank executives in the past. The choice would require sensitivity and cultural awareness. Who would the department hire and why?

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Case Solution for Nedbank: Transformational Leadership in Sustainable Turnaround

Complete Case details are given below :

Case Name : Nedbank: Transformational Leadership in Sustainable Turnaround

Authors : Caren Scheepers, Jabu Maphalala, Chantel van der Westhuizen

Source : Ivey Publishing

Case ID : W14219

Discipline : Organizational Behavior

Case Length : 14 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In 2013, the chief executive officer of South Africa’s fourth largest bank, the Nedbank Group Limited, is considering the past and future of his organization. The company is in the process of transformation from a low point in 2003 of poor staff morale and falling share prices, with the threat of losing its licence because of poor capital liquidity, to the best bank in Africa, winning praise for its efforts in environmental sustainability and promoting the post-Apartheid government’s broad-based black economic empowerment policy. Through acquisitions and joint ventures, the company is expanding into neighbouring countries with the result that, after a period of retrenchment, the number of branches and staff has grown. Clearly, his and his predecessor’s clear vision, measurement and focus on culture have enabled the turnaround and subsequent organizational transformation. Yet, in the midst of the global financial crisis, the company is facing increasing competition not only from other banks throughout Africa but from telecommunications companies and retailers that operate financial services. The question now is: Can these transformation efforts be sustained?

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Case Solution for AGV: Crisis at the Top

Complete Case details are given below :

Case Name : AGV: Crisis at the Top

Authors : Agarwal Rajiv, Keith D’Souza, Arun Jacob Kumbluvelil

Source : Ivey Publishing

Case ID : W14217

Discipline : Organizational Behavior

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

A newly appointed state program manager for a non-governmental organization (NGO) has been given the responsibility of managing several health centres in rural India. The state program manager quickly found that his new business environment was full of interpersonal difficulties and unprofessional conduct, which were threatening to derail the organization’s goals. Despite being a newcomer to a well-established and structured NGO, the manager knew that he would have to find a way to persuade his staff to work as a team and to focus on the tasks at hand: the question was, how?

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Case Solution for Should London Police Arrest Prostitutes or Help Them?

Complete Case details are given below :

Case Name : Should London Police Arrest Prostitutes or Help Them?

Authors : Jeannette Eberhard, Ann C. Frost

Source : Ivey Publishing

Case ID : W14284

Discipline : Organizational Behavior

Case Length : 09 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In 2005, the police service in London, Ontario is faced with growing complaints about street-level prostitution in a neighbourhood trying to make an economic recovery. At the time, all Canadians are following the shocking case of Robert Pickton, a serial killer charged with the murder of over 20 prostitutes in Vancouver. The deputy chief asks the superintendent of Operations to devise a plan to deal with the local issue, including current news reports about the failure to solve a 10-year-old murder of a street worker. The latter recommends assigning an officer to begin a proactive approach to prostitution by monitoring and helping women to get free of the drug addictions that have led them into the business instead of arresting them. Is the superintendent overreacting to public pressure and sensational reports of events in Vancouver? Is this really a job for police? Can they sell this plan to their chief?

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Case Solution for Eyes of Janus: Evaluating Learning and Development at Tata Motors

Complete Case details are given below :

Case Name : Eyes of Janus: Evaluating Learning and Development at Tata Motors

Authors : Debolina Dutta, Matthew J. Manimala

Source : Ivey Publishing

Case ID : W14308

Discipline : Organizational Behavior

Case Length : 13 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Tata Motors, a leading automobile manufacturer in India, pro-actively responded to the changing competitive environment and redesigned its human capital strategy. As part of the new strategy, huge investments were made in revamping the learning and development function for Tata Motors employees. Multiple initiatives were launched to promote a learning culture, which also earned the company international recognition in the learning and development community. The challenge for Tata Motors is to evaluate the effectiveness of these initiatives in terms of their relative advantages and their ability to develop a learning culture in the organization. Effectively capturing and measuring these parameters is crucial for justifying future investments in learning and development.

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Case Solution for Dovercourt Recreation Centre – Healing a Rift

Complete Case details are given below :

Case Name : Dovercourt Recreation Centre – Healing a Rift

Authors : Mary Weil, Chen Rao

Source : Ivey Publishing

Case ID : W14374

Discipline : Organizational Behavior

Case Length : 05 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In July 2001, the newly elected president of the board of directors at Dovercourt Recreation Centre in Ottawa, Ontario, faces a dilemma. The facility’s executive director has suggested that in light of a poor performance review, his only option might be to resign. He is revered by his staff and the community for his passionate advocacy of outreach to disadvantaged and marginalized populations and has a successful track record in running the organization and popularizing its programs throughout the city. However, he is under great stress because his informal management style does not fit well with the board’s need for specific monthly accounting. The new president was recruited to improve unproductive board meetings, but he has quickly realized the root issue is the escalating tension between the executive director and the board. Confident that he can use his consulting background to deliver a solution to the conflict that threatens to undermine the centre’s strong reputation, he needs a plan and must act on it decisively and immediately.

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Case Solution for Asian Paints: Gaining Competitive Advantage Through Employee “Engage-meant”

Complete Case details are given below :

Case Name : Asian Paints: Gaining Competitive Advantage Through Employee “Engage-meant”

Authors : Upasna A. Agarwal, Rajen Gupta

Source : Ivey Publishing

Case ID : W14360

Discipline : Organizational Behavior

Case Length : 12 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The national head of sales for consumer business for one of India’s largest paint companies was anxious and concerned about the plummeting levels of employee engagement at his company. He was also aware of an increasing number of complaints about employee’s attitudes and their approach towards both work and the organization from people in senior management. As a seasoned business manager, he knew that he needed to understand and address the gaps between the employee’s expectations and the needs of the organization.

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