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Case Solution for Tracy Chan: “We Need to Talk”

Complete Case details are given below :

Case Name : Tracy Chan: “We Need to Talk”

Authors : Paul Bigus, Jana Seijts

Source : Ivey Publishing

Case ID : W11157

Discipline : Organizational Behavior

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Tracy Chan, managing director of the Student Learning and Writing Services (SLWS) at St. Charles University in Calgary Alberta was faced with a difficult situation. Her newest employee Michael Hinske, had just emailed her a list of faculty members he had contacted to educate on the SLWS graduate writing initiatives. Chan quickly noticed that the faculty names were contacts that had already been initiated. There was no indication that Hinske had made any attempt to discuss the program with other faculties on campus. Since joining the team six months earlier Hinske’s mandate for the academic year was to create a series of workshops and liaison with different faculties on campus. Due to restructuring the funding request for the position originally made by Chan was resubmitted under Nicole Duncan, the associate director of the Faculty Educational Development Office (FEDO). The result was the approval of a position that would see the SLSW receive a staff member four days per week and one day per week in the FEDO. Duncan wanted to have a direct role in the recruiting since she was to be responsible for the overseeing of the budget for the initiative. She called Chan to inform her that a resume from Michael Hinske had been sent directly to her and that it should be included in the pile if potential candidates. After the interview process Duncan stated that the best candidate for the position was Hinske. Chan stated her hesitation with the candidate given that he lacked any formal training in writing theory and the disciplines of writing at the university level. However, Duncan stated that she wanted the job filled before she went on vacation and Hinske should be given the job. Problems started when Hinske asked for other team member’s presentations and curriculum material. Over the next two months Chan and other staff members noticed that Hinske seemed distant.

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Case Solution for Platmin Mining: Managing Your Stakeholders in Developing Economies

Complete Case details are given below :

Case Name : Platmin Mining: Managing Your Stakeholders in Developing Economies

Authors : Albert Wocke, Robert Grosse

Source : Ivey Publishing

Case ID : W11237

Discipline : Organizational Behavior

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case deals with the problems that Platmin faces as it heads toward full production at a new open-cast mine in the Pilanesberg area in South Africa. Platmin is caught in a very difficult situation that is affecting the viability of the operation: the main issue is the timing of the production – investment in mining is typically heavy in the beginning, but when the mine starts producing, payback of loans is usually substantial. Any delay in production has an exaggerated effect on the payback period and, by extension, the viability of the mine. The second major issue is the economic downturn, which has seen the price of platinum decline substantially; however, this may benefit Platmin because it is a low-cost producer, and the downturn has led to some competitors leaving the industry or mothballing operations that are not viable at the current platinum price. On the other hand, while Platmin is seeing a shakeup in the industry, it is experiencing pressures on its margins, and this also has an effect on its capital funding.

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Case Solution for A Zero Wage Increase Again?

Complete Case details are given below :

Case Name : A Zero Wage Increase Again?

Authors : Karen MacMillan

Source : Ivey Publishing

Case ID : W11154

Discipline : Organizational Behavior

Case Length : 05 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The owner of a large hardware, furniture and building centre faced a dilemma regarding how to manage the upcoming wage review process. After two consecutive years of frozen wages, employees were impatient for financial progress, but there was no spare money in the budget. It was possible to pump savings from upcoming process improvement initiatives into wage increases. However, the owner had limited motivation to channel hard-won funds to underperforming employees. On the other hand, he was eager to reward the people who added value. A plan that rewarded only some employees could result in an angry backlash. He had to decide whether he wanted to divert the savings into compensation, and if so, he needed an effective distribution plan.

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Case Solution for Domino’s Pizza

Complete Case details are given below :

Case Name : Domino’s Pizza

Authors : Jana Seijts, Paul Bigus

Source : Ivey Publishing

Case ID : W11159

Discipline : Organizational Behavior

Case Length : 04 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The vice-president of communications for Domino’s Pizza International (Domino’s), faced a significant threat to his company’s reputation involving negative social media exposure. A video had been posted online two days earlier via YouTube by a Domino’s employee, and showed two Domino’s employees at a North Carolina franchise tampering with customers’ pizza and sandwich orders. The employee stuck cheese up his nose, and sneezed on the food prior to boxing it up and could be overheard in the video gleefully admitting the orders would soon be delivered to unsuspecting customers. The video went viral; it had been reposted to Twitter and Facebook, and received almost a million views and various comments on YouTube. The video was also receiving attention from both local and national media channels. The senior executive team of Domino’s was meeting with the vice-president in a matter of hours, and Domino’s social media team would need to devise a plan to respond to the viral video to protect Domino’s strong brand image before it was too late.

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Case Solution for Sumeru Software Solutions: Creating a Culture of Serene Dynamism

Complete Case details are given below :

Case Name : Sumeru Software Solutions: Creating a Culture of Serene Dynamism

Authors : Amit Gupta, Kshitij Saxena

Source : Ivey Publishing

Case ID : W11326

Discipline : Organizational Behavior

Case Length : 23 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Sumeru Software Solutions was a software-development-consultancy organization headquartered in Bangalore, India, with offices in Washington D.C., Dubai and London. It began operations in July 2001 as a single project with two employees, and grew to an organization with approximately 200 employees over a period of 10 years. The founding objective of Sumeru Software Solutions was to support Art of Living’s (AOL) social development initiatives through profits earned from delivering high quality services. The Art of Living (AOL) was founded in 1981 by Sri Sri Ravi Shankarji as a not-for-profit, educational and humanitarian non-governmental organization engaged in stress-management and service initiatives. Art of Living offered stress-elimination programs, which included breathing techniques, meditation and yoga that were intended to help individuals get rid of stress and experience inner peace. Sumeru had developed a unique culture that combined corporate culture with the Art of Living principles of Seva, Satsang, Sadhana and smiling even in the face of adversity. The organizational culture was based on the AOL values of a stress free mind. In line with the AOL principles, the four pillars of Sumeru culture were ethics, caring, sharing and trust. It purported to follow a peaceful yet aggressive way of doing business called “Serene Dynamism.” Sumeru tried to balance happiness, productivity and profitability. Harish Ramachandran, CEO of Sumeru Software Solutions, had created an enterprise that was different from other IT organizations. He was wondering how he would sustain the culture of the organization and make Sumeru a high performance company over the next 10 years as it expanded its business and hired new employees.

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Case Solution for Bunny Butcher: PETA Protests Donna Karan New York

Complete Case details are given below :

Case Name : Bunny Butcher: PETA Protests Donna Karan New York

Authors : Michael Sider, Paul Bigus

Source : Ivey Publishing

Case ID : W11330

Discipline : Organizational Behavior

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

November 29, 2010 was “Cyber Monday,” one of the busiest online shopping days of the year, with the potential to approach $1 billion in online sales in North America. The chief designer of fashion company Donna Karan New York (DKNY) was facing a difficult situation. On this particular Cyber Monday, activists for the animal-rights group People for the Ethical Treatment of Animals (PETA) had posted simultaneous messages on DKNY’s Facebook page. Anyone viewing the page could not fail to discern the message, “DK Bunny Butcher.” This action by PETA was the culmination of several years, beginning in 2005, of attempting to convince DKNY to stop using fur in its collections. This November 29 message was a sharp reminder to both DKNY and its Cyber Monday customers that, to this point, the company had refused to stop including fur. This message was available to be viewed by DKNY’s over 200,000 fans as well as the millions of online Cyber Monday shoppers. The chief designer was unsure how to respond: on one hand was the desire to clearly explain the use of fur, on the other was to avoid escalating the publicity surrounding the matter. She needed an immediate strategy that would retain her brand’s image and protect future sales.

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Case Solution for BP and the Gulf of Mexico Oil Spill

Complete Case details are given below :

Case Name : BP and the Gulf of Mexico Oil Spill

Authors : Michael A. Roberto

Source : Ivey Publishing

Case ID : W11366

Discipline : Organizational Behavior

Case Length : 19 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

On the night of April 20, 2010, a series of explosions rocked the Deepwater Horizon oil rig in the Gulf of Mexico. Gas in the Macondo well had surged upward unexpectedly, causing a mix of drilling mud and seawater to spew uncontrollably into the air much like a volcanic eruption. Eleven crew members died during the explosion. The nation mourned their loss, and people watched as BP struggled to contain the environmental damage. Millions of barrels of oil spilled into the Gulf of Mexico in the weeks that followed. The federal government relied on BP to manage the accident’s aftermath, in part because government officials lacked the expertise required to stop the spill. Meanwhile, BP downplayed their responsibility for the failure. As the firm failed repeatedly to stop the spill, the public became angry. This industrial disaster became the largest offshore oil spill in U.S. history. Drawing on the Presidential Commission’s investigation, as well as numerous journalistic accounts, the case provides a detailed description of the events leading up to this catastrophic accident. Readers examine the key decisions that BP and its partners made as they drilled this well. They discover the alternative choices that could have been made and learn about the disagreements that took place (as well as those that failed to surface). Moreover, the case provides an opportunity to examine how BP’s history and organizational culture shaped the way those decisions were made. The case describes how Tony Hayward and his predecessor, John Browne, led the firm and shaped the culture during the past two decades. In addition, the case explains how the regulatory environment and political forces shaped decision-making in the oil industry. The case concludes by examining the aftermath of the accident, particularly the public relations miscues that BP experienced as it tried to manage the crisis.

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Case Solution for 2b Design: A Creative Social Business in Lebanon

Complete Case details are given below :

Case Name : 2b Design: A Creative Social Business in Lebanon

Authors : Alexandra Tarazi, Dima Jamali

Source : Ivey Publishing

Case ID : W11392

Discipline : Organizational Behavior

Case Length : 09 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The year 2006 marked the beginning of 2b Design, a social business, established in Lebanon, and specialized in creating handmade furniture and decorative pieces. Raja Moubarak and his wife, Benedicte de Blavous, crafted their business venture around a focused social mission namely, preserving disappearing art, architecture and heritage through artistic creations and employing marginalized people particularly the handicapped and the unemployable. By collecting and using wrought iron and wooden pieces, found in scrap yards, from old Lebanese homes dating back to the Ottoman Empire, 2b Design managed to preserve a heritage that was increasingly at risk of extinction while touching and improving troubled lives and maximizing positive environmental impact and externalities through recycling and reusing scrap material. 2b Design’s mission was eloquently articulated as to “restore the unseen beauty of the broken.” By the broken, it referred to the Middle East’s disappearing traditional heritage and to those people whose socioeconomic status or disabilities hindered them from leading a decent life. 2b Design’s vision was to replicate the same concept in different countries beyond the borders of Lebanon. The founders were keen on exploring various channels that would gradually scale the impact of their business while meeting the dual challenge of long-term sustainability and transforming lives.

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Case Solution for Passing the Baton: Role Transition of B. K. Jhawar

Complete Case details are given below :

Case Name : Passing the Baton: Role Transition of B. K. Jhawar

Authors : K. Ramachandran, Alexander Mathew

Source : Ivey Publishing

Case ID : W11395

Discipline : Organizational Behavior

Case Length : 08 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Most family businesses do not last for long. Only one third are able to survive the transition from first to second generation. A critical issue in the perpetuation of family businesses is the management of succession. Most successions primarily fail because the first generation founders find it difficult to let go or disengage from the business as they approach the age of retirement. As a result, they fail to prepare the next generation of successors for the leadership role. The founders often fail to plan for succession due to a number of different reasons such as a lack of other interests outside of work, psychological identity with the firm, and fears of aging or death. Due to these reasons, the founder’s retirement from the business is frequently portrayed as a negative event. Succession, in turn, is often seen as a phase of crisis and upheaval, which a business must overcome. However, this need not necessarily be the case. Retirement could provide a new, even more exciting, phase of life, while succession could be viewed as a strategic opportunity to revive the business. This case involves an accomplished business leader, B.K. Jhawar (BK), founder of Usha Martin Group (UMG), who successfully managed the twin challenges of retirement and succession. By the time he reached the age of retirement, BK had built up a social venture (KGVK) as his second and endless career option. Before completely disengaging from the business and transitioning to his new role full time, BK prepared the second generation for business leadership and effectively passed on the baton.

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Case Solution for Ensuring Family and Business Continuity at India’s GMR Group

Complete Case details are given below :

Case Name : Ensuring Family and Business Continuity at India’s GMR Group

Authors : K. Ramachandran, John Ward, Sachin Waikar, Rachna Jha

Source : Ivey Publishing

Case ID : W11509

Discipline : Organizational Behavior

Case Length : 16 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Most family businesses do not survive beyond two or three generations. One of the main reasons for the short life span of family businesses is due to the lack of governance mechanisms in the family. With better family governance, business development becomes a more enjoyable journey and ensures continuity of the business across generations. This case is about an Indian family business, GMR Group, which was established a quarter century ago, and by 2010 became one of the major diversified infrastructure organizations in the country with large-scale interests in infrastructure (energy, roads and airports) and manufacturing (agri-business, mainly sugar). Since its founding, the Group has come a long way, from an independent proprietary enterprise to a family-owned holding corporation with several companies under its control, along with external stakeholders. The growth of the group has been led by the entrepreneurial zeal and organizational capabilities of its founder G.M Rao. Having seen many family businesses breaking up for want of adequate governance mechanisms, Rao led the way for the writing of his family’s constitution with the help of several experts. The entire family spent many hours, and after several rounds of iteration created and signed a constitution in 2007. The writing process of the constitution, and the policies and processes developed were optimal for maximizing GMR’s performance and the family’s well-being in current and future generations. The case captures the essential processes and output of writing a family constitution.

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