Managing the women managers: a case study of paper bag makers

2015 ◽  
Vol 5 (2) ◽  
pp. 1-17
Author(s):  
Anupma Srivastava ◽  
Amita Marwha
Keyword(s):  
Women Workers ◽  
Human Resource ◽  
Informal Sector ◽  
Urban Poor ◽  
Subject Area ◽  
Point Of View ◽  
Content Type ◽  
The World ◽  
Management Students

Subject area Human resource management. Study level/applicability It is appropriate for graduate students majoring in human resource or business management. Students who are interested in studying Asian economies in the world, as they are the most growing economies in the world and at the same time have a shocking number of people employed in the informal sector. Case overview This case study talks about women workers who face a glass ceiling at the management level and deplorable working conditions at the informal level. This case involves women in the paper bag-making business, a part of the urban informal sector. The paper bag-making business provides employment and income generation for the urban poor. The focus in this study is on women production workers, rather than entrepreneurs or professional managers. Focus of the study will be on the change in the pattern of income distribution within the family-based household, the degree of bargaining power derived from productive work and income and impact of technology on the plight of unskilled women force and how technology and vocational training can lead to utilization of manpower being wasted because of lack of synergy between technology and the informal sector in India. Expected learning outcomes Four key points of selection, training, assessment and leadership all have been addressed in this case study, and the relevance of these points is important from the point of view of management students who have to understand the linkages and the hidden costs these informal sector occupations come with and then to device an appropriate strategy to bring and use these human resources to their full capacity by utilizing the existing resources instead of adding new ones, which in development economics is known as Solow residual. 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.

Decoding the strike at Bajaj Auto's Chakan plant: a negotiator's framework

2014 ◽  
Vol 4 (4) ◽  
pp. 1-6
Author(s):  
Kamal K. Jain
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Industrial Relations ◽  
Subject Area ◽  
Relative Strength ◽  
Point Of View ◽  
Content Type ◽  
Sequence Of Events ◽  
First Case

Subject area Negotiation, Human Resource Management. Study level/applicability Graduate and post graduate level course in Human Resource Management, Industrial Relations, and Negotiation. Case overview The present case unfolds sequence of events in the wake of collective bargaining between the union and the management of Bajaj Auto for settling the issue of wage revision. Since no agreement could be reached between both the parties, the workers' union called for a strike. This was the first case of strike in the plant in its 16 years of existence. Bajaj Auto is India's second-largest motorcycle manufacturer in the country, having its manufacturing plants at Chakan (Pune, Maharashtra), Pantnagar (Uttrakhand), Waluj in Aurangabad, Maharashtra. The Chakan plant, set up in 1999, has an installed capacity of over 3,000 units a day. The present case relates to workers' strike at its Chakan Plant which lasted for more than 50 days. The case is analysed from the negotiation point of view. Expected learning outcomes To understand basic principles/rules of negotiation; to explain the framework that can be used to assess the relative strength of power of the parties involved in negotiation; and to understand various power moves used by parties involved in negotiation. 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.

Does forecasting have all the answers? A case study of elections in India

2018 ◽  
Vol 8 (2) ◽  
pp. 1-23
Author(s):  
Devendra Dhagarra ◽  
Mohit Goswami ◽  
PRS Sarma
Keyword(s):  
Real Life ◽  
Uttar Pradesh ◽  
Subject Area ◽  
Management Problem ◽  
Content Type ◽  
Qualitative And Quantitative ◽  
Indian State ◽  
Real Life Situation ◽  
Management Students

Subject area Forecasting. Study level/applicability The case is intended for Postgraduate level management students. Case overview The purpose of this case study is to explain various forecasting techniques, their applicability and the importance of forecasting to the students. This case also explains the management situations where the application of one technique may not be sufficient, thereby explaining the importance of simultaneous usage of qualitative and quantitative techniques for making crucial decisions. The case is focused on the district of Etah of the state of Uttar Pradesh in India. The real-life situation of elections in this district of an Indian state has been taken to explain the critical nature of forecasting accuracy in a management situation where the manager has only one chance to execute his project. Discussion in this case is limited to explaining various techniques available for forecasting and their applications and does not provide a solution to a management problem. Expected learning outcomes The students are expected to understand various forecasting methods and the managerial situations where these can be applied. The case also explains situations where it becomes extremely important to have fairly accurate estimates of future requirements and the application of one technique may not be sufficient, thereby explaining the importance of simultaneous usage of qualitative and quantitative techniques for making crucial decisions. 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 9: Operations and Logistics.

Yogen Früz: it's all about ü

2013 ◽  
Vol 3 (7) ◽  
pp. 1-9
Author(s):  
Adel Alsharji ◽  
Syed Zamberi Ahmad
Keyword(s):  
Swot Analysis ◽  
Subject Area ◽  
Process Models ◽  
Entrepreneurship Policy ◽  
Mena Region ◽  
Policy Makers ◽  
Content Type ◽  
The World ◽  
Frozen Yogurt

Subject area Entrepreneurship, entrepreneurialism, marketing strategy, strategic stakeholder engagement. Study level/applicability Entrepreneurship policy makers, post-graduate level, practitioners interested in MENA region. Case overview Yogen Früz is a leading frozen-yogurt franchising network started in 1986 in Ontario, Canada, as a small business adventure. It then grew to be the largest frozen-yogurt company in the world after acquiring many of its smaller competitors locally and internationally. In 2002, new key players entered the market and set new benchmarks in the frozen-yogurt industry, which led to Yogen Früz losing its dominance and closing many shops. This case study is written to show how Yogen Früz, the world's largest frozen-yogurt chain, was outperformed by new, small-sized rivals in the industry. This case explains the successful strategic move made by Yogen Früz to adopt a rebranding strategy and reintroduce itself with a totally new brand image. Yogen Früz specializes in frozen yogurt and now has more than 100 flavors and 1,300 outlets around the world. Expected learning outcomes This case study will expose students to a strategically successful example of expansion and critical thinking beyond the daily operation of a business. The students will be able to apply business process models, SWOT analysis. 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.

Implications for recruitment in a multinational organization: a case study of human resource management in the United Arab Emirates

2011 ◽  
Vol 1 (4) ◽  
pp. 1-14 ◽  
Author(s):  
Linzi Kemp
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
United Arab Emirates ◽  
Subject Area ◽  
Multinational Organization ◽  
Content Type ◽  
The Government ◽  
Cross Cultural Management

TitleImplications for recruitment in a multinational organization: a case study of human resource management in the United Arab Emirates.Subject areaThe case study aims to investigate human resource management issues of national importance, and specific recruitment issues important to the company.Study level/applicabilityStudents studying, e.g. Human Resource Management/Developing Human Resources as courses within an undergraduate business degree program. The audience is also targeted through courses that include the study of cross cultural management/diversity.Case overviewAn industrial organization in the United Arab Emirates has a multinational workforce, where many employees are recruited from overseas. The recruitment process necessitates liaison with recruitment agencies at a distance, and locally with the government labor office.Expected learning outcomesStudents will be able to: analyze that companies exist in an external environment that impacts on their internal policies; describe the importance of quality assurance to the HR function in an organization; and explain how the HR department works closely with all departments in an organization.Supplementary materialsTeaching notes.

scholarly journals Training and development at BPOLAND

2012 ◽  
Vol 2 (8) ◽  
pp. 1-13 ◽  
Author(s):  
Malik Ashish ◽  
Fitzgerald Martin
Keyword(s):  
Learning Outcomes ◽  
Human Resource Development ◽  
Human Resource ◽  
Resource Development ◽  
Subject Area ◽  
Content Type ◽  
Development Management ◽  
Organisational Capabilities ◽  
And Training

Subject area Human resource development/management and change management. Study level/applicability The case is suitable for final year undergraduate human resource development/management or specialist HRM Master's programs (strategic HRM/HRD). Case overview The case study highlights the challenges of managing change and growth in India's dynamic business process outsourcing sector. The choice of a large and complex organisation brings to the fore the complexity of decision making and how various factors shape the development of critical organisational capabilities and training provision. Expected learning outcomes Depending on the level of the class and the emphasis, one or more of the following learning outcomes can be achieved from this case study. Following thecase analysis, students should be able to: discuss the key challenges faced by BPOLAND; identify and analyse the various influences of internal and external factors on training provision; understand the importance of forging partnerships with key functional groups for shaping training and organisational capabilities; analyse the dynamic interactions between the various factors and training provision; analyse the relationship between BPOLAND's competitive strategy and its training choices (make versus buy); evaluate the role of training in developing organisational capabilities; and strategise a way forward for the person responsible for learning and development. Supplementary materials Teaching notes are available; please contact your librarian for access.

Ancient routes, new dream: the Silk Roads and China's Belt and Road Initiative

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fengqi Qian
Keyword(s):  
Soft Power ◽  
World Heritage ◽  
The State ◽  
Point Of View ◽  
Belt And Road Initiative ◽  
Content Type ◽  
Role Of The State ◽  
The World ◽  
Belt And Road

PurposeThe paper aims to contribute to the current research on China's Belt and Road Initiative (BRI) from a historical point of view. The paper investigates why the history of the Silk Roads is important to the BRI, what is in the guiding thought underpinning China's Silk Roads narrative and how this narrative is presented transnationally, through an insightful analysis of the Communist Party of China's (CPC) view of the Silk Roads history, as well as its perception of the connections between the Silk Roads history and the BRI.Design/methodology/approachThe paper sits in the interface between history, heritage and state power. The argument is framed in concepts of historical constructionism and soft power. It is based on the discourse analysis of China's official narrative of Silk Roads and a case study of the planning for the World Heritage nomination of the Maritime Silk Routes (MSR) (China section). The case study is conducted through a qualitative analysis of academic publications, media reports and programs, official speeches and documents that are available to the public in hardcopy or on the Internet.FindingsThe paper reveals the relationship between the state-endorsed Silk Roads narrative and the BRI. The paper argues that the state-backed Silk Roads narrative as well as the planning for the World Heritage nomination of the MSR (China section) is guided by the Chinese Communist Party's perception of the BRI. In this respect, the Silk Roads-associated history, heritage and memory are shaped and deployed to serve as a convenient platform for the promotion of the BRI. The Party leaders' perception of the BRI is in large part about the revival of China's past glory, its national rejuvenation and the demonstration of China's soft power.Originality/valueThe paper contributes to the existing literature on the BRI through its enquiries into how the CPC reconcile nationalist ambitions with notions of peace, harmony and cosmopolitanism and how CPC's view of the Silk Roads history shapes its vision of the BRI. The paper examines the role of the state in the construction and articulation of the Silk Roads-associated history, heritage and memory. It investigates how China's official interpretation of the Silk Road heritage serves China's BRI.

Evolution dynamics of digital HR system at Pak Elektron Ltd (PEL)

2018 ◽  
Vol 8 (1) ◽  
pp. 1-23
Author(s):  
Shumaila Naz ◽  
Shabnam Khan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Development ◽  
Human Resource ◽  
Large Scale ◽  
Subject Area ◽  
Administrative System ◽  
Content Type ◽  
Evolutionary Story

Subject area Human resource management and organizational change. Study level/applicability Students on an introductory course on Human Resource Management or a specialization course of HRM such as change management and organizational development. This case study can be taught at the MBA level. Case overview This case study can serve as the base for understanding and identifying the various characteristics that relate to revolutionizing HR functions with the help of digitalization. It can also be elaborated further to include the challenges that a company has to face after it decides to establish IT software based on operations. This case is an evolutionary story of a large-scale Pakistani company, Pak Electron Ltd. (PEL) which has been in operation for almost 60 years. The top management decided to move from a traditional administrative system towards setting up an HR department for the first time. The case states the salient features of the traditional administrative system, issues faced by the company in the setup of a new HR system and digital HR system along with the employees’ views and perceptions on these systems. Expected learning outcomes Students are expected to learn the following: the various characteristics of a paper-file based traditional administrative system; the various features of an IT-based modern HR system; the decision background and basis for making the switch to the new contemporary HR system; and the reaction of employees against changes in organizational systems. 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: 6: Human Resource Management.

Automating attendance recording of contingent labours at a large construction site

2012 ◽  
Vol 2 (8) ◽  
pp. 1-9
Author(s):  
Saroj Koul
Keyword(s):  
Power Plant ◽  
Radio Frequency Identification ◽  
Power Plants ◽  
Subject Area ◽  
Management Control ◽  
Class Discussion ◽  
Construction Site ◽  
Large Power ◽  
Content Type

Subject area Operations and human resourcing. Study level/applicability This case study is intended for use in graduate, executive level management and doctoral programs. The case study illustrates a combined IT and HR driven participative management control system in a flexible organization structure. It is intended for a class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Case overview The case describes the situation of managing unskilled workforces (≥14,000 workers) during the construction phase of the 4 × 250MW power plants both for purposes of turnout as well as due compensation, in the event of an accident. The approved labour forces appointed for 45 × 8 h. Man-days after a rigorous fitness test and approvals of the safety officer are allocated housing and other necessary amenities and a commensurate compensation system. Expected learning outcomes These include: illustrating typical organizational responsibility structure at a construction site of a large power plant; illustrating the planning and administrative control mechanism in implementing strategy at a construction site of a large power plant; offering students the opportunity to understand and view a typical operational (project) structure; allowing students to speculate adaptations in the wake of an ever-changing business and company environment; and providing an opportunity to introduce a power scenario in India, Indian labour laws and radio frequency identification technology and to relate this to the case in context. Supplementary materials Teaching notes are available; please consult your librarian for access.

A deliberately emergent strategy – a key to successful city branding

2015 ◽  
Vol 8 (2) ◽  
pp. 90-102 ◽  
Author(s):  
Janne Lindstedt
Keyword(s):  
Place Branding ◽  
Place Identity ◽  
Point Of View ◽  
City Branding ◽  
Content Type ◽  
Emergent Strategy ◽  
Branding Strategies ◽  
Local Stakeholders ◽  
Place Brand

Purpose – The paper aims to address a neglected issue in the literature on place brand co-creation, namely, the strategic planning of the branding process. Furthermore, the paper demonstrates the benefits of a deliberately emergent strategy. Design/methodology/approach – A qualitative case study focusing on Turku, Finland, supports the development of the argument. In this study, branding of Turku is examined both during the European Capital of Culture 2011 (ECoC) project and after it. Findings – The contribution of the ECoC 2011 project – which was widely perceived as a success – to Turku’s brand was based on a deliberately emergent strategy. Afterwards, the local government has, however, chosen a different approach to branding. Research limitations/implications – Given the increasing popularity of brand thinking among practitioners all over the world, it would be meaningful for scholars to pay more attention to the application of brand co-creation in place branding strategies. Practical implications – The deliberately emergent branding strategy could be considered an approach to applying the idea of brand co-creation in practice. It enables local stakeholders to make their voices heard and results in increased credibility of a branding process. Originality/value – Place brand co-creation has not yet been examined from strategic planning’s point of view. The need for this kind of examination is apparent, because branding strategies have traditionally been based on the idea of static place identity. The Turku case helps to propose a solution in terms of the notion of deliberately emergent branding.

Student leadership programme: igniting the young minds

2022 ◽  
Vol 12 (1) ◽  
pp. 1-20
Author(s):  
Mihir Ajgaonkar
Keyword(s):  
Leadership Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Urban Poor ◽  
Career Guidance ◽  
Ground Level ◽  
The Other ◽  
Ethical Behaviour ◽  
Content Type

Learning outcomes This case will help students to understand the following: Develop a basic understanding of competency building processes. Learn about the mentoring process and its application in leadership development. Develop awareness about the methodology for assessment of the effectiveness of training. Case overview/synopsis Dr A. R. K. Pillai founded the Indian Leprosy Foundation in 1970 in response to the national call by late Mrs Indira Gandhi, prime minister of India, to the public-spirited people to take up leprosy eradication. It collaborated with international agencies to reduce leprosy drastically in India from four million, in 1982 to around a hundred thousand cases in 2006. In 2006, the Indian Leprosy Foundation was renamed as Indian Development Foundation (IDF) as the trustees decided to expand the work of IDF in the areas of health, children’s education and women’s empowerment. Dr Narayan Iyer, Chief Executive Officer (CEO) of IDF initiated a leadership development intervention called the Students’ leadership programme (SLP) for children in the age group of 12 to 14, from the urban poor households in 2014. It was a structured mentoring programme spanning over three months in collaboration with the schools. It aimed at incubating skills in the areas of leadership, teamwork, personality, behavioural traits and provided career guidance. It had a humble beginning in 2014 with a coverage of 50 students. Initially, IDF welcomed executives from the corporate sector as mentors. As there was a need to rapidly expand the scope of SLP to the other cities of India, IDF tied up with the graduate colleges and invited the students to be the mentors. The other objective behind this move was to create social awareness among the students from more affluent strata of society. IDF was able to dramatically increase the participation of the students through SLP by approximately up to 100,000 by 2020. However, rapid progress threw up multiple challenges. The teachers complained about the non-availability of the students for regular classes to teach the syllabus as the students were busy with SLP. The schools forced IDF to shorten the duration of SLP to two months. Also, many undergraduate mentors were unable to coach the participants due to lack of maturity and found wanting to strike a rapport with them. There was a shortage of corporate executives who volunteered for the mentoring, due to work pressures. Dr Narayan, CEO & National Coordinator and Ms Mallika Ramchandran, the project head of SLP at IDF, were worried about the desired impact of SLP on the participants and its sustainability due to these challenges. So, with the support of Dr Narayan, she initiated a detailed survey to assess the ground-level impact of SLP. The objective was to get clarity about what was working for SLP and what aspects needed to improve, to make the programme more effective. Overall feedback from the survey was very positive. The mothers had seen very positive changes in the participants’ behaviour post-SLP. The teachers had specific concerns about the effectiveness of undergraduate mentors. The need for a refresher course to inculcate ethical behaviour and the inadequacy of the two-month duration of the SLP to reinforce values were highlighted. Respondents also voiced the requirement to build responsible citizenship behaviours among the participants. Mallika was all for preparing a model to further enhance the effectiveness of SLP. Dr Narayan and Mallika embraced the challenge and they were raring to go to develop SLP as a cutting-edge leadership programme and to take it to new heights. Complexity academic level This case can be used in courses on human resource management in postgraduate and graduate management programmes. It can also be used in the general and development management courses and during executive education programmes to teach methodologies for evaluating the effectiveness of the training interventions, with emphasis on the voluntary sector. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

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