Renewal of Fijian post and telecommunications: challenging the organizational change option

2011 ◽  
Vol 1 (1) ◽  
pp. 1-8
Author(s):  
Umesh Sharma
Keyword(s):  
Organizational Change ◽  
Public Sector ◽  
Learning Outcomes ◽  
Change Process ◽  
Subject Area ◽  
Content Type ◽  
Telecommunication Services ◽  
Corporate Entity ◽  
Set Up

Subject area Organizational change. Study level/applicability Undergraduate and Masters level management programmes, particularly in management accounting, public sector accounting or organizational change. Case overview This case study reflects organizational changes when Fijian Post and Telecom Company (FPTL) made a transition from a government department to a corporate entity. The focus of this case study is to examine some of the intra-organizational or micro-level changes that took place at the company. While the impetus for change may have originated in the Fiji Government's policies of public sector reform, the objective here is to outline the often slow pace of intra-organizational change within FPTL. Expected learning outcomes FPTL is a sole provider of postal and telecommunication services in Fiji. The organizational actors faced tensions and initially resisted the change to private business routines. However, with wider education and training on the change process, the resistance was reduced. At FPTL, a management team was set up to introduce commercial norms which were subsequently stabilized by the team through the ongoing process of educating employees on the benefits of changes and routinisation of new practices.The learning outcomes are to understand the difficulty of the change process and be aware of some of the resistance that may persist owing to cultural and political circumstance of a specific country. Supplementary materials Teaching note.

Gold Valley Chemical Corporation Dubai

2011 ◽  
Vol 1 (1) ◽  
pp. 1-4
Author(s):  
Gwendolyn Rodrigues
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
United Arab Emirate ◽  
New Products ◽  
Subject Area ◽  
Content Type ◽  
Chemical Corporation ◽  
Innovation And Change ◽  
Business And Management

Subject area Entrepreneurship, innovation, change management. Study level/applicability Undergraduate and Postgraduate Business and Management. Case overview This case study focuses on the development of a young entrepreneur in an indigenous industry in Dubai, United Arab Emirate. His entrepreneurial zeal resulted in the creation of a culture of innovation. His fascination for change spurred him to develop new products and he won accolades for innovation. Expected learning outcomes This case can be used to teach entrepreneurial development, innovation and change management. Supplementary materials Teaching notes are also available.

Customer centricity for growth – Yes Bank experience

2013 ◽  
Vol 3 (2) ◽  
pp. 1-16 ◽  
Author(s):  
Dhananjay Bapat ◽  
Asha Naik
Keyword(s):  
Financial Performance ◽  
Learning Outcomes ◽  
Customer Service ◽  
Subject Area ◽  
Executive Development ◽  
Content Type ◽  
Strong Focus ◽  
Customer Centricity ◽  
The Relationship

Subject area Marketing, strategy. Study level/applicability This case is suitable for post graduate and executive development students. Case overview The case provides perspectives of customer centric practices of Yes Bank which has the objective of becoming the best quality bank of the world in India. The case study outlines how Yes Bank has become the fastest growing bank by its strong focus on customers through its committed and innovative employees. The customer centricity develops strong existing relationships and focuses on providing exceptional customer service, leading to better financial performance. Expected learning outcomes These include: highlighting the characteristics of customer centric organizations; discussing how Yes Bank practised customer centricity despite the limitation of being a new bank with no experience; describing the key differentiators and comparing with those of other banks; and establishing the relationship between customer centric practices with financial performance. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

King's Biscuits Berhad: crafting the next move?

2011 ◽  
Vol 1 (1) ◽  
pp. 1-4 ◽  
Author(s):  
Boon-In Tan ◽  
Garry Wei-Han Tan ◽  
Keng-Boon Ooi
Keyword(s):  
Learning Outcomes ◽  
Real Life ◽  
Subject Area ◽  
Product Lines ◽  
Content Type ◽  
Marketing Environment ◽  
Future Challenges ◽  
Real Practice ◽  
Study Student

Subject area Management, marketing and branding and strategy. Study level/applicability Undergraduate and postgraduate management courses. Case overview This is a real-life case involving a confectionery manufacturer in Malaysia where it has grown over the years. As the market becomes more competitive, more challenges are confronting the company. Although there is still profit to be made, the margin is declining. Hence, the management of King's Biscuits Berhad must embark on the marketing environment scanning to prepare the company for future challenges and to ensure continued existence. As in the case of most strategy cases, little guidance was available for the students to reflect upon. Expected learning outcomes With the completion of this case study; student will be able to familiarize with the exercise of marketing environment scanning, determine the branding, product lines and positioning issues, adopt the marketing mix concept into real practice, and have the opportunity to visualize a true business scenario and simulate their minds and thinking towards managing a business. Supplementary materials Teaching note.

Public private partnership in Delhi Tourism – a case study of Delhi Tourism and Transport Development Corporation (DTTDC)

2015 ◽  
Vol 5 (4) ◽  
pp. 1-19
Author(s):  
Yukti Sharma ◽  
Reshma Nasreen
Keyword(s):  
Public Sector ◽  
National Income ◽  
Subject Area ◽  
Public Private Partnership ◽  
Tourism Industry ◽  
Clear Understanding ◽  
Private Partnership ◽  
Content Type ◽  
Tourism Sector

Subject area Management Strategy. Study level/applicability Management Graduates and Post-Graduates. Case overview Today, tourism is one of the fastest growing industries throughout the world. The tourism industry plays a very crucial role in the country’s economy, as it not only contributes towards the national income but also brings beneficial spillover directly or indirectly on the other industries. Tourism is the most important source of income for many emerging countries. India, a newly emerging economy, also depends, to a great extent, on tourist income. However, this sector continues to not make optimal contribution in India. In today’s competitive arena, the state tourism corporations must use all possible means to maximise growth and profitability through pegging up the rate of tourist arrivals. There is a general agreement in the tourism industry at the theoretical level about the imperative of a public – private partnership (PPP) in serving this objective. PPP aims to synergise the efforts of the two components in the general development of society and increase in competitiveness. The public–private partnership in tourism industry is at an emerging stage and could be developed in various ways. This case study highlights the key learning from Delhi Tourism’s experience on how PPP can be implemented in the tourism sector. This case study discusses an opportunity for Delhi Tourism which can alter the landscape of the tourism industry of India and also the rejuvenation of Delhi Tourism, a public sector corporation, through PPP. Expected learning outcomes The case will give a clear understanding of the dynamics and environmental factors governing a mixed economy like India. The reasons for the PPP can be analysed through the case. Students can understand the strategic choice of taking a private partner by a public sector in a very dynamic industry, i.e. the tourism sector. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Delhi traffic police: social media for better traffic management

2016 ◽  
Vol 6 (1) ◽  
pp. 1-17
Author(s):  
Anjali Singh
Keyword(s):  
Social Media ◽  
Learning Outcomes ◽  
Traffic Management ◽  
New Technology ◽  
Subject Area ◽  
Content Type ◽  
Traffic Police ◽  
The Social ◽  
Use Of Social Media

Subject area Social media. Study level/applicability Under graduate/Easy. Case overview The case study presents a discussion on how the Delhi Traffic Police has used social media, Facebook in particular, to collaborate with the commuters on Delhi road to improve its traffic management. This case study can be as an example to illustrate the use of social media by a government department, to address operational and resources limitations. The case traces the start and evolution of the Delhi Traffic Police’s journey on the social media as the department responds to the inputs from the commuters on its Facebook page. Expected learning outcomes The case study is an illustration of a non-traditional application of a new technology by a non-business organization, the challenges it faces in its adoption and the solutions it provides. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 8: Marketing

100% Great Songs, reverse positioning of Delta FM Radio, Indonesia

2013 ◽  
Vol 3 (6) ◽  
pp. 1-11
Author(s):  
Amalia E. Maulana ◽  
Pandu Jati Kuncoro ◽  
Lexi Z. Hikmah
Keyword(s):  
Learning Outcomes ◽  
Market Segmentation ◽  
Emerging Market ◽  
Subject Area ◽  
Content Type ◽  
The Core ◽  
Fm Radio ◽  
The Difference ◽  
The Impact

Subject area Reverse positioning, market segmentation, customer-centric organization. Study level/applicability Postgraduate program; Master in strategic marketing and Master in business administration. Case overview Declining radio listenership is triggered by lack of attention of the radio managers to the desires of radio listeners. Delta FM radio, as part of Masima Media Group, is a radio that realized the need for revitalization. They changed their target audience and positioning to regain its former glory. Delta FM radio get back to the core benefit with the tagline: “100% Great Songs”. Shifting from highlighting the emotional benefits to functional benefits and to cut a variety of benefits is called “reverse positioning”. Expected learning outcomes The objective of this case study is to give deeper comprehension a new concept called reverse positioning or reverse branding. It is an example of the dynamic of hyper competition in media market in practice, in the emerging market such as Indonesia. It provides clear picture of the difference between listener oriented vs advertiser oriented company and the impact of the imbalance portion between them. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals Transformational change process in a large corporation – case of a prominent Indian public sector undertaking

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anu Singh Lather ◽  
Shilpa Jain ◽  
Yogesh Verma
Keyword(s):  
Public Sector ◽  
Change Management ◽  
Change Process ◽  
Transformational Change ◽  
Transformation Process ◽  
Leadership Role ◽  
Content Type ◽  
High Performing ◽  
The Future

Purpose This study aims to discuss what prompted this organization to embark on the journey of transformational change, challenges faced strategies adopted to overcome challenges, leadership role and outcomes. Design/methodology/approach The descriptive approach is used to comprehend the transformational change process in this gigantic public sector undertaking (PSU). To have an idea of the effectiveness of the change process, the pre- and post-change performance of the company was taken into account through collection and analysis of physical and financial parameters. However, focus of this paper is concentrated on the transformation process and its chronological sequence only. Human resource productivity trend and organization development interventions adopted over the years were also observed along with conducting a sentiment analysis of the employees who lived through this entire change process in the organization. Findings The case study describes how this Indian PSU went through the process of transformational change management and leaves the reader to assess the degree and extent of success of the approach and strategy of the company in this regard. There may be many what-if situations and contingencies in this case for readers to explore for suggestions and solutions and finding new possibilities. Originality/value Change management is not a new exercise for the Indian corporate sector. What makes this case unique is the pro-active action initiated by a traditional high-performing and well-protected PSU to anticipate the future challenges and initiate action to overcome these. Change agents must “rewire” the plane while it is flying if the organization hopes to survive and perhaps prosper in the future. This case study is a first-hand account of the change process happening in a gigantic Indian PSU with Maharatna status.

Achieving success in the Digital Equalizer Program through project management

2018 ◽  
Vol 8 (2) ◽  
pp. 1-32 ◽  
Author(s):  
Subrat Sarkar ◽  
Sanjay Mohapatra ◽  
Sarmistha Pattanayak
Keyword(s):  
Project Management ◽  
Learning Outcomes ◽  
Primary Schools ◽  
Positive Impact ◽  
Management Approach ◽  
Total System ◽  
Digital Learning ◽  
Content Type ◽  
Set Up

Subject area The case deals with project management principles that are required for implementing a social project in India. Study level/applicability The study has been carried out at primary schools in an underdeveloped state, namely, Odisha, in India. Case overview The case illustrates a project management approach for improving primary education in a government set up. The bureaucracy set up in education in a state like Odisha, India, needs to undergo radical changes. To be effective, an education system requires an optimal integration of the three main components, namely, people, infrastructure (this includes technology) and pedagogical processes. Using a public–private partnership model, American India Foundation (AIF) through its Digital Equalizer (DE) Program has been able to make a positive impact in an underdeveloped tribal dominated district like Keonjhar. The case study also illustrates the detailed execution plan predicated on total system planning, required to achieve this amount of success. The case study also explains how to measure success through different metrics where intervention has to be at multiple levels. The learning from the case study can also be adopted for designing an implementation strategy in other states. Expected learning outcomes Expected learning outcomes are as follows: how to approach implementation of technology-based intervention with involvement of all stakeholders; learn project management techniques related to digital learning model implementation; understand the DE methodology; and understand the challenges faced while implementing the DE Program. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 7: Management Science.

OSCAR Foundation: empowering lives through football

2016 ◽  
Vol 6 (3) ◽  
pp. 1-32
Author(s):  
Elsa Varghese ◽  
Meena Galliara ◽  
Manjari Srivastava
Keyword(s):  
Learning Outcomes ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Subject Area ◽  
Social Entrepreneur ◽  
Dropping Out ◽  
Content Type ◽  
Non Profit ◽  
Social Venture ◽  
Set Up

Subject area Social entrepreneurship, Social enterprise. Study level/applicability Masters Programme in Social Entrepreneurship, Social Work, Business Administration; Management Development Programme for Social Entreprenuers. Case overview Organisation for Social Change, Awareness and Responsibility (OSCAR) Foundation is a non-profit organisation registered in 2010 under the Bombay Public Trust Act, 1950. Born and raised in the slum colony of Ambedkar Nagar, Cuffe Parade, Ashok, the founder, grew up seeing his friends becoming a victim to many socially inappropriate behaviours due to dropping out of school. Inspired by the thought of breaking this vicious cycle, Ashok used football as a mechanism to instil essential life skills among children and youth and encouraged them to continue their education. The success of his pilot motivated him to set up OSCAR. Presently, through its various programmes, the organisation has reached out to more than 3,000 marginalised children and 500 youths and aims to reach out to 20,000 children by 2020. The case highlights the struggles of Ashok’s entrepreneurial journey and maps the new challenges in scaling up his enterprise. Expected learning outcomes The expected learning outcomes are as follows: to identify the characteristics of a social entrepreneur and ascertain the leadership skills required by a social entrepreneur; to scrutinise the life cycle of a social enterprise and develop insights to examine the unique risks and challenges faced at the start-up phase of the social enterprise; and to enhance the understanding of interrelationship between passion, mission focus and challenges to attain financial sustainability for a social venture. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

Due diligence: Plantation Shutters®, South Africa

2017 ◽  
Vol 7 (2) ◽  
pp. 1-19
Author(s):  
Margie Sutherland ◽  
Hayley Pearson ◽  
Greg Fisher
Keyword(s):  
South Africa ◽  
Decision Making ◽  
Learning Outcomes ◽  
Subject Area ◽  
Management Competencies ◽  
Content Type ◽  
General Management ◽  
Sales Company ◽  
Decision Making Processes

Subject area Company turnaround, General Management. Study level/applicability Executive education, MBA. Case overview This is a four-part case study in which the case of a company turnaround emerges as the students work through a series of decision-making processes. In teaching the case, the students would only be given Part A to begin with, about which they need to make decisions as to what they would do, as preparation for the first part of the lecture. After that has been discussed, they are provided with the second part which tells them what in fact happened in the situation and leads them to the next decision point, and so on. The case deals with an entrepreneur hearing about a business that has gone insolvent; it then tracks the process from investigating the small manufacturing and sales company through the various stages of its subsequent remarkable turnaround to the point where the protagonist was voted Entrepreneur of the Year in South Africa. It covers the period 2007 to 2012 and includes the annual financial statements. Expected learning outcomes Following are the expected learning outcomes: an understanding of the broad range of management competencies; an understanding of how to turnaround a small organisation; and to experience group-based decision-making. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

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