Team

Case Solution for Leo Burnett Co. Ltd.: Virtual Team Management

Complete Case details are given below :
Case Name :      Leo Burnett Co. Ltd.: Virtual Team Management
Authors :           Joerg Dietz, Fernando Olivera, Elizabeth O’Neil
Source :             Ivey Publishing
Case ID :            903M52
Discipline :        Organizational Behavior
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Leo Burnett Co. Ltd. is a global advertising agency. The company is working with one of its largest clients to launch a new line of hair care products into the Canadian and Taiwanese test markets in preparation for a global rollout. Normally, after a brand launching, the global brand center turns over the responsibility for the brand and future campaigns to the local market offices. In this case, however, the brand launch was not successful. Team communications and team dynamics broke down in recent months and the relationships are strained. Further complicating matters are a number of client and agency staffing changes that could jeopardize the stability of the team and the agency-client relationship. The global account director must decide whether to proceed with the expected decision to modify the global team structure to give one of the teams more autonomy or whether to maintain greater centralized control over the team. She must also recommend how to move forward with the brand and determine what changes in team structure or management are necessary.
 
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Case Solution for Team Collapse at Richard, Wood and Hulme LLP

Complete Case details are given below :
Case Name :      Team Collapse at Richard, Wood and Hulme LLP
Authors :           Gerard Seijts, Leah Noble
Source :             Ivey Publishing
Case ID :            W12631
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A senior associate at Richard, Wood and Hulme LLP (RWH) was amazed at the speed with which the audit team for an important client for the firm was rapidly falling apart. Two members had just been fired presumably because they did not pass their chartered accounting qualification examination; team morale had become non-existent; there were difficulties in completing the engagement due to lack of preparation from both the RWH and the client; there was a question about the commitment of particular individuals; and with the audit falling behind schedule, the senior associate perceived an absence of strong leadership from the partners of the firm. The senior associate did not understand why the team had been so unfocused from the start of the engagement as prior years’ engagements had been quite successful. He was not sure how to proceed. What would he tell the client? What should he do to keep this audit on track and keep the team together?
 
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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 SkillsForTomorrow: A Management Team in Crisis

Complete Case details are given below :
Case Name :      SkillsForTomorrow: A Management Team in Crisis
Authors :           Steven D. Charlier, Martin M. Brennan
Source :             Ivey Publishing
Case ID :            W13331
Discipline :        Organizational Behavior
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A management consultant has been hired to fix the morale issues at a branch of SkillsForTomorrow (SFT) in Pennsylvania, United States. SFT is a government-sponsored organization tasked with helping at-risk young adults gain vocational training toward preparing them for a successful career in one of several areas, including automotive and machine repair, construction, health care and information technology. The program provides support to students beyond technical training, including the development of interpersonal skills, problem-solving skills and skills in effectively conducting a job search and interview – all towards the goal of graduating individuals that are prepared to live independently and become productive citizens (and taxpayers). Several factors are influencing the morale of the SFT management team, some of which point directly to the sponsor of the consulting project, the executive director at SFT Harrisburg. The consultant must identify the root causes of the management discord and derive a solution that can help solve the various issues. The consultant will need to consider the political and interpersonal aspects of the consulting relationship between herself and the executive director.
 
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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 Military Arsenal Systems: Preparing to Lead a Team (A)

Complete Case details are given below :
Case Name :      Military Arsenal Systems: Preparing to Lead a Team (A)
Authors :           Lyn Purdy, Ken Mark
Source :             Ivey Publishing
Case ID :            W14584
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In March 2010, a newly promoted engineering area manager at Military Arsenal Systems, a Vancouver-based defence contractor, has just become team leader for a key program at the firm. His biggest challenge is how to lead his team, given that he is dealing with a range of personalities and the fact that he was a peer before he became their leader. How can he prove himself to be an effective leader not only to his team but to senior management? Can he rally the team quickly enough to meet the stringent deadlines for supplying the sophisticated armoured vehicles contracted by the U.S. Army for its mission in Afghanistan?
 
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Case Solution for The University of Wyoming Men’s Basketball Team

Complete Case details are given below :
Case Name :      The University of Wyoming Men’s Basketball Team
Authors :           John G. Wilson, Craig Sorochuk
Source :             Ivey Publishing
Case ID :            W11334
Discipline :        Marketing
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
At the University of Wyoming, home games played by the men’s basketball team generated significant revenues for the Athletics Department through ticket and concession sales. With the 2009-2010 season ending, it was time to forecast revenues for the upcoming season. Even though ticket prices were already set, providing a revenue forecast was difficult, as the schedule of home games for the 2010-2011 season was not yet known, and both ticket and concession sales for each game were uncertain.
 
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Case Solution for Medisys Corp.: The IntensCare Product Development Team

Complete Case details are given below :
Case Name :      Medisys Corp.: The IntensCare Product Development Team
Authors :           Anne Donnellon, Joshua D. Margolis
Source :             HBS Brief Cases
Case ID :            4059
Discipline :        Organizational Behavior
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Key topics include designing teams, managing teams, managing conflict, group dynamics, project management, product development, interdepartmental relations, and organizational change. MediSys, a U.S.-based medical equipment maker, has been developing IntensCare, a new medical system for monitoring intensive-care patients. MediSys has invested heavily in IntensCare, which is eagerly awaited by the market. The product development team, representing several functional areas of the company, has been working on the product for six months but is now running into significant problems with the product design, the schedule, and their own group dynamics. Recently, pressure increased when they learned that two more powerful competitors had begun work on their own products for this market. Several team members are concerned about meeting the team’s targets. Struggling especially hard to overcome the various problems is the marketing manager who has profit-and-loss responsibility for IntensCare.
 
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Case Solution for Radial Bearing Team: A Manufacturing Group’s Transformation to Self-Directed Work Teams

Complete Case details are given below :
Case Name :      Radial Bearing Team: A Manufacturing Group’s Transformation to Self-Directed Work Teams
Authors :           Sean Wirth, Joseph K Kavanaugh, Victor Sower
Source :             North American Case Research Association (NACRA)
Case ID :            NA0298
Discipline :        Operations Management
Case Length :    24 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case focuses on a major manufacturing division ($1.2 billion sales; 5500 employees) of a global oilfield services company as it converts from a departmental organization with a “traditional” machine shop hierarchy to a team-based environment. During the conversion, roles and responsibilities change from a traditional foreman structure to a Self-Directed Work Team (SDWT) structure for the Radial Bearing Team. Individual behaviors and the dynamics of change influence how the team copes with new responsibilities, authority and problem solving as together, they manage equipment utilization and the day-to-day workflow, and control quality. Some dysfunction arises as the leaders of this organization manage the change process while trying to support the new roles and ideas. The team is successful, but everyone has to encourage innovation while adapting to the changing environment. The case also highlights specific techniques the team adopts for monitoring its performance as it assumes responsibility and accountability for quality improvement. Management had challenged the unit’s leadership to produce results that justified the implementation of Self-Directed Work Teams (SDWTs). Now, George Smiley, the machine shop manager, and Shane Husky, the internal OD specialist, had to present evidence to help management decide if expansion of the SDWT program was warranted and the best practices learned from the RBT experience that would contribute to future success.

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