An unforgettable journey: a story of corporate‐social transformation of Huntsman Tioxide (Malaysia)

2011 ◽  
Vol 1 (4) ◽  
pp. 1-37
Author(s):  
Nik Maheran Nik Muhammad ◽  
Marhaini Hassan ◽  
Suryani Awang ◽  
Anidzan Ariffin
Keyword(s):  
Decision Making ◽  
Leadership Style ◽  
Social Transformation ◽  
Success Factors ◽  
Subject Area ◽  
Content Type ◽  
Postgraduate Students ◽  
The Right ◽  
Corporate Social

TitleAn unforgettable journey: a story of corporate‐social transformation of Huntsman Tioxide (Malaysia)Subject areaLeadership style and organizational change.Study level/applicabilityThe case study level is rated medium to difficult depending on the depth of the analysis undertaken. Managers and executives who undergo training in leadership related issues will benefit from the case study through development of analytical‐ and decision‐making skills. In addition, this case study is written for high level managers and postgraduate students in business courses.Case overviewThis case study revolves around a man whose name is Rozano Saad. He was a man with strong will, imagination, and ready to explore the new world of Huntsman Tioxide. To him, development of people was necessary. Development of people is the process of getting people to progress from dependent to socially and economically self‐reliant. This man with positive views saw difficulties with enthusiasm and noted obstacles as opportunities. He was brave enough to go that extra mile into moulding the organization in the “right pattern.” He was an optimistic angel who was sent to the bleak area of Teluk Kalong, though others might just pack their bags and leave. He was eager for improvement and never stopped looking for ways to make the situation better.Expected learning outcomesThe target users of the case study are expected to:Identify the critical success factors (CSFs) of successful leader. Examine the leadership and decision making styles employed by the leader. Develop the competencies or capabilities of a leader. Determine programmes or initiatives and strategies used by the leader in transforming the organization. Apply the lesson learnt of a successful leader to their organization.Supplementary materialsTeaching notes.

My experience of laptop purchase

2016 ◽  
Vol 6 (2) ◽  
pp. 1-13
Author(s):  
Sabita Mahapatra ◽  
Saumya Sharma
Keyword(s):  
Decision Making ◽  
Consumer Behaviour ◽  
Subject Area ◽  
Sales Representative ◽  
Consumer Decision Making ◽  
Consumer Decision ◽  
Content Type ◽  
Postgraduate Students ◽  
Introductory Session ◽  
Post Purchase

Subject area Marketing/Consumer behaviour. Study level/applicability The case can be used for the postgraduate students and executives in a first-year Marketing Management class for an introductory session on understanding consumer decision in a business-to-consumer context. The case can be also used in a second-year elective course on Consumer Behaviour for the topic on consumer decision-making journey and managing customer experience through service excellence. This case would be most befitting to be used for the first introductory session of 75 minutes to give an overview on consumer behaviour. Case overview The dismal failure of Natasha’s desktop while preparing an important presentation due for submission compels Natasha (the protagonist) to make up her mind to buy a laptop. After consulting her friends and relatives, followed with intense search from different retail stores, Natasha finally decides to buy a Sony laptop from a multi-brand retail outlet with a price discount and freebies. Finally, when Natasha settled down to work on her new laptop on her pending presentation, she confronts some problem. Unable to identify the problem, she contacted the store sales representative to resolve the problem. However, the representative’s ineffectiveness in addressing the problem and promptly delivering the service leaves Natasha in a state of uncertainty and confusion. She seemed to be in a fix and undecided, wondering whether she should immediately rush to the repair centre with her desktop to fix the problem for the time being or she should leave the laptop and wait till the problem gets resolved. Expected learning outcomes The case aims to provide interesting inputs on various phases of consumer decision-making journey and appropriate marketing strategy for each phase. The objective is to make students appreciate how poor after-sales service results in post-purchase dissonance and conflict in the consumer's mind. The case provides an opportunity for students to come up with possible solutions to resolve the post-purchase dissonance and conflict and share their views or ideas of how a seller can create a lasting impression in the mind of the buyer. 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

Rapid benchmarking: the case of a multinational dairy company

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rubab Malik ◽  
Robin Mann ◽  
Rebecca Knapman
Keyword(s):  
Best Practices ◽  
Best Practice ◽  
Success Factors ◽  
Structured Interviews ◽  
Rapid Improvement ◽  
Content Type ◽  
Team Members ◽  
Internal Benchmarking ◽  
The Right

PurposeThe purpose of the study is to investigate and document a new approach to best practice benchmarking called rapid benchmarking. Rapid benchmarking is defined by the authors as an approach to dramatically shorten the typical length of time to conduct a successful best practice benchmarking project.Design/methodology/approachThe methodology involved a case study exploration of a multinational dairy company's best practice benchmarking approach using structured interviews and data collection to examine the speed and results achieved through its benchmarking approach and whether it was justified in naming it as rapid benchmarking. A comparison of the speed of the dairy company's approach was undertaken against 24 other organisations that had utilised the same benchmarking methodology (TRADE Best Practice Benchmarking). In addition, a literature review was undertaken to search for other cases of rapid benchmarking and compare rapid benchmarking with other rapid improvement approaches.FindingsThe findings revealed that the approach used by the dairy company was unique, with best practices being identified and action plans signed off for deployment within a five-day period (far quicker than the average time of 211 days reported by other organisations). Key success factors for rapid benchmarking were found to be allocating five dedicated days for the benchmarking team to spend on the project, identifying the right team members for the project, obtaining sponsorship support for the project and providing intensive facilitation support through a benchmarking facilitator.Research limitations/implicationsOnly one company was found to use a rapid benchmarking approach; therefore, the findings are from one case study. The depth of analysis presented was restricted due to commercial sensitivity.Practical implicationsThe rapid benchmarking approach is likely to be of great interest to practitioners, providing them with a new way of finding solutions and best practices to address challenges that need to be solved quickly or with minimal expense. For organisations that have been using benchmarking for many years, the research will enable them to re-evaluate their own benchmarking approach and consider if rapid benchmarking could be used for some projects, particularly for internal benchmarking where it is easier to apply.Originality/valueThis research is the first to identify and document a rapid benchmarking approach and the first to provide a detailed analysis of the length of time it takes to undertake best practice benchmarking projects (and each stage of a benchmarking project).

Mydin transformation focus: leadership and organizational change

2011 ◽  
Vol 1 (3) ◽  
pp. 1-16 ◽  
Author(s):  
Nik Maheran Nik Muhammad ◽  
Filzah Md Isa ◽  
Siti Norezam Othman
Keyword(s):  
Decision Making ◽  
Organizational Change ◽  
Success Factors ◽  
List Type ◽  
Business Leader ◽  
Content Type ◽  
Retail Business ◽  
Decision Making Styles ◽  
Leadership And Organizational Change

Mydin transformation focus: leadership and organizational change. Subject area – Leadership and organizational change. Study level/applicability – Undergraduate and Master's degrees in Business and Management. Managers and executives undergoing training in leadership-related issues will also benefit from the case study through development of analytical and decision-making skills. Case overview – The case study highlights a successful retail business leader who has been directly involved in the transformation of his family business from a mere merchandiser to hypermarket owner. For more than five decades of developing and cultivating his leadership skills, business competencies and continuous learning, he successfully competes with foreign giant retailers. To comprehend the transformation process undergone by his business, the case study captures the development phases of the organizational changes and the leader's leadership and decision-making styles from the early establishment of the company until becoming a local giant retailer, that is chosen as a ”value for money” merchandiser by the customers. Expected learning outcomes – The target users of the case study are expected to: Identify the critical success factors of successful leader. Examine the leadership and decision-making styles employed by the leader. Develop the competencies or capabilities of a retail business leader. Determine programmes or initiatives and strategies used by the leader in transforming the business organization. Apply the lesson learnt of a successful leader to their organization.

scholarly journals Critical success factors for facility management employer’s information requirements (EIR) for BIM

Facilities ◽  
2019 ◽  
Vol 37 (1/2) ◽  
pp. 103-118 ◽  
Author(s):  
Simon Ashworth ◽  
Matthew Tucker ◽  
Carsten K. Druhmann
Keyword(s):  
Information Needs ◽  
Success Factors ◽  
Facility Management ◽  
Guidance Document ◽  
Structured Interviews ◽  
Information Requirements ◽  
Content Type ◽  
Starting Point ◽  
The Right

PurposeThis paper aims to describe the development and testing of an employer’s information requirements (EIR) template and guidance document designed to meet client and facility management (FM) needs in the building information modelling (BIM) process.Design/methodology/approachA qualitative design approach was used and triangulation of methods which included a focus group with the British Institute of Facilities Management (BIFM), semi-structured interviews with the case study Glasgow Life Burrell Renaissance Project who trialled the EIR and peer-reviews and interviews with BIM/CAFM experts from the BIM Academy and FM180.FindingsSpecific guidance to help clients and facility managers prepare key BIM documents like the EIR are needed. They are aware of industry BIM standards and guidance but often not in detail. The Glasgow Life case study illustrated the EIR as a useful collaboration-tool to bring together stakeholders in early planning stages to understand client information needs.Social implicationsAssets and buildings account for most of the energy and material use in society. A well-structured EIR will help ensure the right information is available to enable optimisation of running costs and utility-use over their whole life, thus contributing to long-term sustainability.Originality/valueThis paper provides a new EIR template and guidance document ideal for practitioners in industry as a practical starting point to plan the client information requirements for BIM projects. It can be downloaded atwww.bifm.org.uk/bifm/knowledge.

The perception of employer value propositions and the contrast between Dutch and Chinese graduates: A case study of TNT

2011 ◽  
Vol 1 (1) ◽  
pp. 1-9
Author(s):  
Stephanie Jones ◽  
Ahmad Ahmad
Keyword(s):  
Subject Area ◽  
Cultural Norms ◽  
Cultural Backgrounds ◽  
Business Leadership ◽  
Content Type ◽  
Wide Range ◽  
Value Propositions ◽  
Corporate Social

Subject area HRM; recruitment; managing cultural expectations in business; leadership. Study level/applicability Undergraduate management courses; MBA and MSc. Case overview This case focuses on recruitment problems in Europe with an Asian dimension. A young Dutch and a young Chinese graduate are considering a career with postal, courier and logistics firm TNT – what are their concerns as graduating students in looking for a job? From the opposite perspective, the case considers how employers attract graduate recruits. The case encourages students of a wide range of cultural backgrounds to question if they are following their cultural norms, or their own personal needs, regardless of their culture. It introduces students to the concept of perceptions of employer value propositions (EVPs) and how employers can “market” themselves to employees. The case is appropriate for courses in leadership, human resource management, corporate social responsibility (CSR), managing culture, also job hunting and career workshops. Expected learning outcomes This case is aimed at projecting the importance of career choice criteria from both graduate and employer perspectives. The case examines issues of national culture and associated differences in employee and organizational expectations. The case also examines the role of CSR in attracting employees; and the particular concerns of Generation Y employees. Supplementary materials Teaching note.

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.

Choosing action plans for strategic manufacturing objectives using AHP

2019 ◽  
Vol 30 (1) ◽  
pp. 180-194 ◽  
Author(s):  
Andrea Chiarini
Keyword(s):  
Decision Making ◽  
Action Plan ◽  
Decision Making Process ◽  
Action Plans ◽  
Manufacturing Strategy ◽  
Analytic Hierarchy ◽  
Managerial Style ◽  
Content Type ◽  
The Right

Purpose The purpose of this paper is to investigate whether the analytic hierarchy process (AHP) methodology can help in the decision-making process of choosing action plans linked to manufacturing strategy. The research also analyses the path which some managers followed for defining and selecting the action plans as well as the organisational obstacles and pitfalls the managers encountered. Design/methodology/approach The authors conducted an exploratory case study in a medium-sized Italian manufacturing company. The authors collected, coded and discussed data from the AHP implementation. Furthermore, during the observation of how the managers dealt with the decision-making path, the authors collected, coded and discussed the qualitative data. Findings Results showed that AHP made the decision-making process of choosing between alternative plans more objective. However, the authors observed obstacles and pitfalls mainly linked to organisational aspects such as creating team and staff’s awareness, involvement and commitment as well as staff’s skills. Other interesting findings are linked to the creation of managers’ consensus and the top manager’s managerial style and how the latter could affect the AHP consistency ratio. Research limitations/implications This research is based on a case study. The findings need to be tested by other scholars and practitioners in different organisations. Moreover, issues such as management consensus and negotiation in manufacturing organisations and managerial style need further research. Practical implications AHP methodology can help practitioners who are dealing with the deployment of strategic manufacturing objectives and who are trying to employ methods for choosing the right action plan. Besides, practitioners are aware of specific organisational obstacles and pitfalls encountered on the strategic deployment path. Originality/value This paper proposes for the first time the use of the AHP methodology for choosing between action plans derived from strategic manufacturing objectives.

The UAE Islamic Bank

2011 ◽  
Vol 1 (1) ◽  
pp. 1-4
Author(s):  
Hela Miniaoui
Keyword(s):  
Decision Making ◽  
Learning Outcomes ◽  
Financial Analysis ◽  
Subject Area ◽  
Financial Instruments ◽  
Content Type ◽  
Financial Decision Making ◽  
Islamic Bank ◽  
Financial Decision ◽  
The Right

Subject area Islamic financial instruments, financial analysis, financial decision making. Study level/applicability Undergraduate Finance and Business. Case overview This case highlights the financial decision making by the UAE Islamic Bank, regarding an investment with Towers company. It focuses on considering the appropriate Islamic mode of financing and computing the relevant financial ratios to make the right decision. Expected learning outcomes This case can be used to teach Islamic financial instruments, financial analysis and financial decision making. Supplementary materials A teaching note is available on request.

e-Internships: prevalence, characteristics and role of student perspectives

2014 ◽  
Vol 24 (4) ◽  
pp. 457-473 ◽  
Author(s):  
Debora Jeske ◽  
Carolyn Axtell
Keyword(s):  
Prior Knowledge ◽  
Success Factors ◽  
Virtual Work ◽  
Student Survey ◽  
Content Type ◽  
New Findings ◽  
Potential Factors ◽  
The Right

Purpose – The purpose of this paper is to discuss the emergence of a new form of internship (virtual or e-internships), which poses particular challenges for the interns, the supervisors and organizations alike. The authors present results regarding the prevalence and characteristics of e-internships, including a brief e-internship description for demonstrative purposes. Then use the findings of a student survey to outline the role of students’ past internship experience and prior knowledge as potential factors that influence acceptance of e-internships. Design/methodology/approach – The case study was based on an interview with an e-intern and the analysis of student awareness, prior experience and knowledge was based on the analysis of a student survey. Findings – The paper summarizes preliminary research that confirms the emergence of e-internships in several countries. It also outlines the characteristics of these new internships and outlines how e-internships compare to traditional internships, thus providing an insight for practitioners and managers. The case study and student survey outline the role of previous internships and prior knowledge as potential influences on self-selection and interest in e-internships. The paper further discusses some of the practical issues. Research limitations/implications – This paper outlines a number of new findings about the e-internships and represents only a first step into the right direction. The success factors and conditions for these internships are currently largely unknown. Originality/value – This paper provides information about e-internships using available statistics, a case study and survey results. The paper outlines relevant research avenues for researchers in the area of virtual work and personnel management, e-collaboration, communication studies and multimedia effectiveness.

Launch and closure of an Indian cement plant

2011 ◽  
Vol 1 (1) ◽  
pp. 1-11
Author(s):  
Margie Parikh
Keyword(s):  
Decision Making ◽  
Real Life ◽  
Subject Area ◽  
Content Type ◽  
Anchoring Bias ◽  
New Business ◽  
Subject Areas ◽  
Senior Officers

Subject area Decision making, behavioural decision making, heuristics, optimistic bias, confirmatory bias, anchoring bias, ready mix cement (RMC) business in India. Study level/applicability Post graduate management course, executive training program in the subject areas. Case overview Arco is a Projects and Infrastructure-sector company. Some of its key officials, believing that entering the RMC can be beneficial for Arco, plan entry into the manufacturing of RMC but order a feasibility report. The report confirms the hunch and Arco starts the business under the aegis of its associate, EG Ltd (EGL) which is into equipment rental business. At this time a new dimension of reality opens up but the senior officers refuse to accept a revised proposal which is adjusted to the new realities. After a few months and some losses, EGL closes down the RMC plant and rents it out. Expected learning outcomes This case study is developed with a purpose to provide a basis to discuss how decisions are taken in real life and how various behavioural elements affect the quality of decisions that affect not only the decision makers but many others and their organizations. Focus is especially on prejudice, heuristics and bias that creep into important organizational decisions such as venturing into new business. Supplementary materials Teaching note.

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