Transforming an organization into a learning organization: Liberty Shoes Ltd, Karnal Unit

2018 ◽  
Vol 8 (1) ◽  
pp. 1-18
Author(s):  
D.P. Sahoo
Keyword(s):  
Learning Organization ◽  
Executive Director ◽  
Subject Area ◽  
Organization Culture ◽  
Leadership Roles ◽  
Contributing Factors ◽  
Mba Programs ◽  
Content Type ◽  
Executive Mba ◽  
Executive Mba Programs

Subject area Liberty Shoes Ltd, had been experiencing falling sales and decreased production as a result of frequent strikes by workers. By 2010, total sales had fallen to INR 300 crores (from INR 500 crores in 2005). In the Annual Board meeting in 2010, Mr Shammi Bansal, the Executive Director expressed his concerns and told the board members that “they must learn to survive or be extinct”. The case study discusses how The Executive Director turned the company around and how the organization became a “learning organization”. Study level/applicability MBA and Executive MBA programs. Case overview In 2004, Liberty Shoes Ltd, had a sales turnover of INR 500 crores. In the year 2006, this dropped to INR 300 crores as a result of regular staff strikes and low morale. However, by 2013, the company had registered sales of INR 800 crores and a growth rate of around 30 per cent on a year-to-year basis. With continued focused initiatives in the organization from 2010 the management aimed to reach a sales turnover of INR 1,000 crores by March, 2014. The contributing factors to this turnaround were the leadership roles which encouraged a learning organization culture with an emphasis placed on the importance of “communication”, “employee development” and “employee empowerment”. Expected learning outcomes Understand the role of a business leader in building a learning organization. Understand the factors contributing to the building of a culture of a learning organization. Understand the critical aspects and benefits to the organization from becoming a learning organization. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or [email protected] to request teaching notes. Subject code CSS: 6 Human resource management.

PUKAR: an “Alice” in Wonderland

2015 ◽  
Vol 5 (2) ◽  
pp. 1-14
Author(s):  
Shalini Rahul Tiwari ◽  
Rakesh Chopra
Keyword(s):  
Learning Outcomes ◽  
Subject Area ◽  
Content Type ◽  
Non Profit ◽  
Government Organization ◽  
Government Organizations ◽  
Alice In Wonderland ◽  
Executive Mba ◽  
Access To Knowledge

Subject area Social Entrepreneurship/management of non-profit organizations (and non-government organizations). Study level/applicability Undergraduate/MBA/Executive MBA. Case overview PUKAR is a niche non-government organization (NGO) working on a unique concept of “Right to Research”. It has several themes aimed at democratizing research and broadening access to knowledge among the disenfranchised or the weakly institutionalized groups. The resulting output is disseminated through media such as lectures, Web site, books and newsletters, thus initiating local, national and global debates about future of these groups. PUKAR conceptualizes all projects around this philosophy, which are supported by few specialized funding organizations. Funding organizations, on the other hand, are trying to support many causes aimed at improving the quality of life of citizens of various countries. Thus, PUKAR's growth is constrained by limited funds. Nevertheless, PUKAR has been able to create transformation in the lives of youth who carry out these projects. PUKAR, therefore, faces a continuous challenge of conceptualizing proposals that are meaningful and impactful for the society and to stay true to its core philosophy. Expected learning outcomes The expected learning outcomes include: to understand the nature of challenges (both strategic and operational) faced by a niche NGO; to analyze how the strategy of an NGO evolves with time; to analyze the impediments of growth for a niche NGO; and to analyze the strategic options for growth and sustenance of an NGO. 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.

Quality Tailors, Textiles and Embroidery (QTTE)

2011 ◽  
Vol 1 (4) ◽  
pp. 1-11
Author(s):  
Diana Kao ◽  
James Higginson
Keyword(s):  
Subject Area ◽  
Organization Culture ◽  
Short Term ◽  
Time Line ◽  
Content Type ◽  
Key Issues ◽  
Pros And Cons ◽  
University Level ◽  
Owned Company ◽  
And Control

TitleQuality Tailors, Textiles and Embroidery (QTTE).Subject areaInternational business, emerging markets, strategy.Study level/applicabilityYear 3 and 4 university level.Case overviewKevin, an Indian citizen living in Oman, is the founder and president of Quality Tailors, Textiles, and Embroidery (QTTE). He is faced with a number of questions, including whether or not to establish a new division, in what direction to take the three existing divisions, and how to work with an organization culture that is resistant to change and reluctant to make decisions without his involvement. Perhaps, most pressing is the fact that the company's sponsor is demanding increased payments, since under Omani law, a foreign‐owned company must have an Omani sponsor who is entitled to a share of the profits and, in the extreme, can take over ownership and control of the business.Expected learning outcomesUpon completing this case, students will practice: identifying and using proper tools (5‐forces, SWOT, VRINE) to analyze the external and internal environments of the company; identifying key issues in the case, both long‐ and short‐term; identifying feasible alternatives and evaluating each alternatives for its feasibility, pros, and cons; and proposing an implementation plan with a time line.Supplementary materialsTeaching notes.

The Dimensions of Learning Organization Questionnaire (DLOQ)

2011 ◽  
Vol 32 (5/6) ◽  
pp. 661-676 ◽  
Author(s):  
Mohammad Sadegh Sharifirad
Keyword(s):  
Learning Organization ◽  
Organization Culture ◽  
Self Report ◽  
Service Firms ◽  
Manufacturing Companies ◽  
Validity And Reliability ◽  
Cross Sectional ◽  
Content Type ◽  
Dimensions Of Learning ◽  
Iranian Context

PurposeThe purpose of this research is to assess the validity and reliability of the measurement scores related to the learning organization culture, the Dimensions of Learning Organization Questionnaire (DLOQ), in an Iranian context. This research can contribute to the growing literature of learning in organizations.Design/ methodology/approachThe data were collected through distributing questionnaires to 54 service firms and manufacturing companies in ten major cities of Iran during the third quarter of 2010. Rigorous translation procedures, including both forward and backward processes, have been used to guarantee the relevance of this instrumentation in different cultural contexts. Confirmatory factor analysis, simple item‐internal consistency estimates, and item inter‐correlation analysis were performed to test the validity of DLOQ.Research limitations/implicationsThere are five positional limitations. First, this study relies on self‐report and different perceptions of questions can bring about percept‐percept bias. Second, the nature of this research is cross‐sectional which may cause causality among variables. Third, the various organizational levels in the questionnaire can render some misinterpretations while answering the questions. Furthermore, the length of the original questionnaire (43 questions) could cause lack of concentration and boredom, which in turn, can impact the results. Last, two constructs related to performance (knowledge and financial performance) in the questionnaire were omitted.Originality/valueThis study confirms, according to some statistical results, that the Iranian version of DLOQ has produced reliable measurement scores with the construct validity sufficient to measure the learning organization culture in the Iranian context.

Private label outsourcing at MegaTex – necessity, accessory or a parasite?

2016 ◽  
Vol 6 (3) ◽  
pp. 1-20
Author(s):  
Sushil S. Chaurasia ◽  
Rani Poojitha Devi Kolati
Keyword(s):  
Marketing Strategy ◽  
Learning Outcomes ◽  
Brand Management ◽  
Subject Area ◽  
Private Label ◽  
Strategic Choices ◽  
Content Type ◽  
Executive Mba ◽  
The Subject ◽  
E Mail

Subject area The subject area is marketing strategy. Study level/applicability The case is well suited for MBA and executive MBA class on retailing management, strategic management, marketing strategy and brand management. Case overview Retailers see private label as a strategic weapon against brand manufacturer to increase store profitability, but looking at the private label from brand manufacturer’s perspective, determinants and strategic choices are even more complex than that of a retailer. The case is about MegaTex Ltd.’s strategic call for private label production opportunity by Maximus Fashion and Retail Limited. The case discusses the dilemma of MegaTex for manufacturing private label in spite of having their own brand in competition. The case compels to drive strategic questions such as in what circumstances brand manufacturers should concentrate on manufacturing their own brand or should they concentrate on both private label and their brand? Or, as an alternative, should they purely dedicate themselves in manufacturing private label and stop manufacturing their own brand? Expected learning outcomes Participants will be able to understand the concept and economics of private label. Participants will be able to understand the determinants and strategic choices for private label from retailer’s and manufacturer’s perspective. Participants will be able to understand the rationale for which brand manufacturer opts for manufacturing private label in spite of having its own brand in competition. Participants will be able to identify the situations under which a brand manufacturer should concentrate on manufacturing his/her own brand or both private label and his/her brand. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes. Subject code CSS 11: Strategy.

scholarly journals Executive MBA programs: what do students perceive as value for their practices?

2012 ◽  
Vol 16 (2) ◽  
pp. 308-326 ◽  
Author(s):  
Ana Claudia Souza Vazquez ◽  
Roberto Lima Ruas
Keyword(s):  
Management Education ◽  
Learning Opportunities ◽  
Active Engagement ◽  
Mba Programs ◽  
Group Activities ◽  
Mba Students ◽  
Executive Mba ◽  
Executive Mba Programs ◽  
Pedagogical Planning ◽  
Education Process

This paper explores MBA students' perceptions about their learning process and the outcomes of development of capabilities and competences. A qualitative exploratory study was conducted between 2004 and 2008 with 160 students enrolled in 6 different MBA programs in Brazil. The data were collected at group activities using a questionnaire to lead the participants to identify the contents and experiences from their MBA's that were associated with the development of capabilities and competences relevant to practice. Examining the current literature and its indications of a myriad of pedagogical approaches, we discuss the MBA educators' pedagogical planning for developing capacities and competences without considering which knowledge is valued as relevant by students. Our results identified three aspects as the most relevant in MBA students' learning experiences: (a) openness to exploit new ways of interpreting the world; (b) development of specific capabilities; and (c) development of relational competence. The main contribution of our study is to highlight the students' active engagement in the learning opportunities created by MBA educators and their outcomes. Based on the evidence, we argue that the pedagogical planning developed by educators should consider MBA students as the protagonist of their management education process.

Marico – competing with an innovative business model

2018 ◽  
Vol 8 (2) ◽  
pp. 1-20
Author(s):  
Sumit Mitra ◽  
Ranjith V.K.
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Product Innovation ◽  
Business Models ◽  
Subject Area ◽  
Sustainable Competitive Advantage ◽  
Strategy Formulation ◽  
Content Type ◽  
Innovative Company ◽  
Executive Mba

Subject area Strategic Management. Study level/applicability MBA, Executive MBA. Case overview This case deals with Harsh Mariwalla’s struggle to develop an innovative company from scratch. The journey of innovation is not an easy one. Marico was forced to compete with multinationals in many markets where it operated. Constant pressure from rivals has made the company develop a new innovative business model, which is expected to generate profitability and sustainable competitive advantage. Expected learning outcomes Students will be able to appreciate the business models, understand the competitive moves by rivals, understand strategy formulation and implementation, understand product innovation and competitive advantage and understand the ability to tackle competition with innovation. 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.

Identifying Corporate Social Responsibility (CSR) Curricula of Leading U.S. Executive MBA Programs

2015 ◽  
pp. 179-195 ◽  
Author(s):  
Robin James Mayes ◽  
Pamela Scott Bracey ◽  
Mariya Gavrilova Aguilar ◽  
Jeff M. Allen
Keyword(s):  
Higher Education ◽  
Qualitative Content Analysis ◽  
The United States ◽  
Master Of Business Administration ◽  
Mba Programs ◽  
Csr Strategies ◽  
Law And Ethics ◽  
Executive Mba ◽  
Executive Mba Programs ◽  
Corporate Social

Our society has witnessed large enterprises collapse from a disregard for Corporate Social Responsibilities (CSR) and illegal and unethical comportments. This chapter provides an understanding of the basic concepts of CSR in the context of lawful and ethical responsibilities, while recognizing the power of CSR branding. Moreover, in accordance with the theory that higher education can elevate the importance of CSR strategies, it reports the results from a qualitative content analysis study identifying explicit and implicit inclusions of CSR, law, and ethics in course titles and descriptions from 20 leading Executive Master of Business Administration (MBA) programs at institutions of higher education in the United States. The results report that while law and ethics are commonly part of the reviewed Executive MBA programs, CSR has minimal representation in these programs.

The transformation process of AGD, Argentina

2011 ◽  
Vol 1 (1) ◽  
pp. 1-12
Author(s):  
Andres Hatum
Keyword(s):  
Organisational Change ◽  
Cost Effective ◽  
Subject Area ◽  
Transformation Process ◽  
Mba Programs ◽  
Content Type ◽  
Oil Processing ◽  
Transformational Process ◽  
Oil Export ◽  
The Right

Subject area Strategic and organisational change, adaptation responses under competitive pressure and uncertainty and transformational process. Study level/applicability For Executive MBAs or MBA programs. Case overview Founded in 1948 by Adrian Urquía, Aceitera General Deheza (AGD) transformed itself from a small oil-processing factory into the biggest indigenous firm in the industry. Nowadays AGD is a leading edible oil export company and also one of the frontrunners on the retail market for bottled oil with several successful brands. It ranked 40th among the 1,000 top companies in terms of turnover in Argentina in 1999 (Revista Mercado, 1999), and it is considered the fifth most important exporter in the country (Revista Mercado, 1999).After the changes the country went through in the 1990s, the company was able to adapt and thrive in an industry in which most indigenous businesses did not manage to survive. Nevertheless, the roots of AGD's success do not date from the 1990s but long before, in their thinking ahead about ways of improving technology, scale and cost-effective measures – a trio of decisions that would prove to be the right combination for survival and success. Expected learning outcomes An understanding of the process of business transformation: type and pace of change. The study of the transformation process of a firm will be complemented conceptually with the understanding of the adaptation process under the Argentinean context characterised by uncertainty. Students will also examine organisational flexibility. Defining organisational flexibility, the determinants of whether a firm is flexible or not and why we can consider AGD as a flexible firm. Supplementary materials Teaching note.

Universities as inclusive learning organizations for women?

2018 ◽  
Vol 25 (1) ◽  
pp. 29-39 ◽  
Author(s):  
Patricia Gouthro ◽  
Nancy Taber ◽  
Amanda Brazil
Keyword(s):  
Higher Education ◽  
Learning Organization ◽  
Learning Organizations ◽  
Education Sector ◽  
Leadership Roles ◽  
Content Type ◽  
Inclusive Learning ◽  
Academic Faculty ◽  
Critical Feminist ◽  
The Impact

Purpose The purpose of this paper is to explore the concept of the learning organization, first discussed by Senge (1990), to determine if it can work as a model in the higher education sector. Design/methodology/approach Using a critical feminist framework, this paper assesses the possibilities and challenges of viewing universities as inclusive learning organizations, with a particular focus on women in academic faculty and leadership roles. Findings It argues that, ultimately, the impact of neoliberal values and underlying systemic structures that privilege male scholars need to be challenged through shifts in policies and practices to address ongoing issues of gender inequality in higher education. Originality/value The paper draws attention to the need to bring a critical feminist lens to an analysis of the concept of the learning organization if it is to be perceived as having merit in the higher education sector.

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