NCR hospital: turnaround dilemmas of a leader

2017 ◽  
Vol 7 (3) ◽  
pp. 1-24
Author(s):  
Richa Awasthy ◽  
Rajen K. Gupta
Keyword(s):  
Human Resource Management ◽  
Learning Outcomes ◽  
Human Resource ◽  
Family Business ◽  
Subject Area ◽  
Early Years ◽  
Change Initiatives ◽  
Content Type ◽  
Specialty Hospital ◽  
Employee Attrition

Subject area Organizational diagnosis. The case addresses the issue of an outsider at a senior position in a family-run business. Study level/applicability MBA. Case overview NCR-Delhi is a multi-specialty hospital in Delhi and is essentially a family-run business. Though it had done well in the early years since its inception, it had been plagued by many problems and had undergone many changes in management and processes. An outsider joined it as the Facility Director (FD) two years ago. In these two years, he introduced multi-directional changes. However, he has not been able to achieve a complete turnaround of the hospital. The major issues facing him are financial, operational and personnel-related issues. The hospital is currently in a major financial crisis, which has been causing delays in disbursement of salaries and creating resource crunches in daily operations. Most of the patients are government empanelled patients, and collection of payments from such patients usually takes at least three months. Employee attrition and customer satisfaction are also continuing challenges. Other issues include lack of proper support and interference from top management. The FD has been showing considerable prowess and capability in leading the organization, but has not been able to achieve the desired results owing to the above factors. Expected learning outcomes To understand the frameworks and process of organizational diagnosis; to understand the influence of change initiatives on organizational culture; and to understand the complexity of family business and what happens when an outsider leader joins family business. 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.

KTS Saving and Credit Society: managing communication

2016 ◽  
Vol 6 (2) ◽  
pp. 1-13
Author(s):  
Anne Christine Wanjiru Kabui
Keyword(s):  
Organizational Change ◽  
Resource Management ◽  
Human Resource Management ◽  
Learning Outcomes ◽  
Human Resource ◽  
Subject Area ◽  
Critical Function ◽  
Content Type ◽  
Post Graduate

Subject area Management. Study level/applicability Undergraduate and Post Graduate. Case overview Communication is a critical function of management, as it allows all stakeholders in an organization effectively and appropriately express their views in turn enabling the organization accurately execute its mandate and meet its objectives and those of its stakeholders. Expected learning outcomes The student should be able to describe communication as a function of management, evaluate the process of communication, differentiate forms of communication, identify the networks of communication, examine the barriers of communication and role of managers in using communication to achieve organizational change. 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.

Overcoming the HR challenge: a case of merger of Kotak Mahindra Bank and ING Vysya Bank

2017 ◽  
Vol 7 (2) ◽  
pp. 1-16
Author(s):  
Neena Rohit Jain ◽  
Dinesh Jaisinghani
Keyword(s):  
Mergers And Acquisitions ◽  
Organizational Behavior ◽  
Learning Outcomes ◽  
Human Resource ◽  
Banking Industry ◽  
Industry Structure ◽  
Subject Area ◽  
Current Case ◽  
Content Type ◽  
Merger Process

Subject area Human Resources and Organizational Behavior – dealing with the HR issues in mergers and acquisitions (M&As). Study level/applicability MBA and other similar programs at the post-graduation level. Case overview The current case deals with human resource (HR) issues in the merger of Kotak Mahindra Bank (KMB) and ING Vysya Bank (IVB). The case discusses various aspects of the merger process and focuses on the key challenges that firms face while integrating the employees of the merged entities. The case also highlights the steps taken by KMB to ensure that the merger process is smooth and employees are adequately motivated. The case also discusses the process adopted by the merged entity to efficiently integrate the employees. Expected learning outcomes The case can be a part of an organizational behavior course and a banking course. The current case allows students to make decisions while dealing with situations pertaining to employees’ integration in an M&A deal. The major expected learning outcomes of the current case include being able to: understand industry structure using the Indian banking industry as a case in point; identify the major challenges in any M&A deal; list down key HR issues in any merger activity; analyse strategies that can be adopted to deal with HR challenges; and construct a plan of action for integrating employees in a merged entity. 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.

Are we ready?

2018 ◽  
Vol 8 (3) ◽  
pp. 1-17
Author(s):  
Archana Shrivastava ◽  
Asha Naik
Keyword(s):  
Organizational Change ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Organizational Transformation ◽  
Business Environment ◽  
Subject Area ◽  
Content Type ◽  
Internal Capacity

Subject area Human Resource Management and Business Strategy. Study level/applicability Postgraduate. Case overview The case provides a holistic perspective of organizational transformation, management of change impact on employees and leader behavior. The challenge at Govind Milk and Milk Products Pvt. Ltd. a mid-size company, in the dairy industry was to transform itself into a pan India and global company from a regional organization. The case study outlines how the organization took on the transformation journey under a strong leadership and managed change by focusing on creating a brand, implementing technology and creating a culture of meritocracy. Having made the successful transition from being a family run business to a professionally managed company and having built significant internal capacity the big question is – Can the company strive and thrive in the VUCA business environment? Expected learning outcomes To highlight the process and management of organizational change. To highlight the role of leadership in the process of organizational change. To understand how the environmental factors or the VUCA environment impacts the performance of an organization. To highlight internal capacity building as a strategy to deal with the VUCA environment. 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.

Outdoor experiential training as a catalyst for success

2012 ◽  
Vol 2 (5) ◽  
pp. 1-7
Author(s):  
Alok Kumar Goel ◽  
Geeta Rana ◽  
Chitra Krishnan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Training ◽  
Subject Area ◽  
Socialization Process ◽  
Experiential Training ◽  
Content Type ◽  
Team Spirit ◽  
Hr Managers

Subject area Human resource management, Training and development, Competency development and team spirit. Study level/applicability The case is intended for MBA/PGDM level students as part of a human resource management curriculum. The case is more diagnostic in nature and should be discussed in the same spirit. The case is suitable for developing conceptual thinking and community orientation of professionals aspiring or pursuing a career in the area of human resource management. Case overview The case examines the imperatives behind Sterling Tools Limited (STL), a leading fasteners manufacturing Indian company's decision and strategy adopted to inculcate team spirit through outdoor experiential training (OET). The case explores in detail the process undertaken to execute the OET at STL. The case also briefly mentions the tangible benefits of OEL. The case is structured to enable readers to: understand the basic objectives of OET; understand the innovative approach adopted by STL; and understand how an organization responds to changes and challenges in the external environment. Expected learning outcomes This case is structured to enable students to: understand the meaning and significance of outdoor experiential training (OET); analyze the challenges faced by HR managers in modern day organizations; learn the conceptual framework and understand the principles of OET; examine the measures that can be taken by management to ensure a smooth induction and socialization process of employees; and understand the need of inculcating team spirit among employees. Supplementary materials Teaching notes are available.

Resource cell for juvenile justice: challenges of motivation of social workers

2020 ◽  
Vol 10 (1) ◽  
pp. 1-18
Author(s):  
Mihir Ajgaonkar ◽  
Keith D’Souza ◽  
K. P. Asha Mukundan
Keyword(s):  
Resource Management ◽  
Juvenile Justice ◽  
Human Resource Management ◽  
Social Integration ◽  
Social Workers ◽  
Learning Outcomes ◽  
Human Resource ◽  
Employee Motivation ◽  
Content Type ◽  
The Social

Learning outcomes The learning outcomes are as follows: understanding issues involved in the employee motivation, particularly those engaged in social change and development in emerging economies; develop insights into how to motivate team members by drawing on relevant theories of motivation; and orient students towards the application of these theories in the organization. Case overview/synopsis Resource cell for juvenile justice (RCJJ) was initiated as a field action project at the centre for criminology and justice, Tata Institute of Social Sciences with the objective of working on issues of children with a special focus on juveniles in conflict with law (JCL). RCJJ aimed at highlighting the socio-legal issues of juvenile children who were in conflict of law providing aid to these children and their families, and working towards their eventual social reintegration. RCJJ also trained stakeholders in the juvenile justice system and facilitated rehabilitation and social integration of JCLs as directed by the juvenile justice boards (JJBs). RCJJ had teams at six places within India. These teams worked with various government institutions, parents and JCLs to eventually effect change in the conditions of JCLs. The social workers engaged by RCJJ had a challenging task of facilitating social integration of the children, in coordination with the police, JJBs, families and lawyers. They had to actively manage help desks at the judicial observation homes where JCLs were housed. The social workers were under great stress because of antagonism from lawyers and police. The JJBs were prejudiced against them for being “outside watchdogs”. This resulted in high demotivation and attrition among employees. Jyoti Mhatre, project manager, interviewed past and present field workers to gauge the extent and reasons for demotivation. This intervention highlighted the positive and negative aspects of the organizational culture and the stress points that were causing demotivation. The situation was alarming and Jyoti had to develop an action plan to improve the motivation of the social workers to bring down the attrition. Complexity academic level Courses in human resource management, organizational behaviour and general management as part of masters-level programmes in business administration and management, and executive development programmes on employee motivation for middle/senior management. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human resource management.

Group medical Takaful for Universiti Utara Malaysia (UUM) staff in 2011

2015 ◽  
Vol 5 (4) ◽  
pp. 1-10
Author(s):  
Chee Chee Lim ◽  
Shahrul Nizam Ahmad
Keyword(s):  
Health Insurance ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Subject Area ◽  
Employee Benefits ◽  
Content Type ◽  
Advantages And Disadvantages ◽  
Insurance Programme ◽  
Universiti Utara Malaysia

Subject area Human resource management; Employee benefits management. Study level/applicability It can be used at undergraduate or postgraduate level for students at institutions of higher learning taking courses related to employee benefits management or human resource management. Case overview The case is about the intention of Universiti Utara Malaysia (UUM) in purchasing health insurance for its employees in early 2011. For this purpose, a tender for group medical Takaful for UUM staff was placed in two major Malaysian newspapers on 20 February 2011. Then, after the tender closing date, a report was prepared and sent to the bursar of UUM, En Amron, on 28 April 2011. Ten companies had submitted their tenders; thus, En Amron had to identify the optimal group medical Takaful offered by the tenderers, so that he could put forward his recommendation to UUM tender committee board for its consideration and approval before the matter was brought to higher authorities for endorsement and implementation. Expected learning outcomes This teaching case will enable students to explain the reasons why an employer provides health insurance, to evaluate the advantages and disadvantages of providing health insurance programme as non-contributory and contributory plans, to conduct company and plan assessment in making decision to purchase group medical Takaful and to evaluate either to purchase group health insurance directly from life insurer or to engage insurance broker. 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.

“Eldorado” family: the survival and succession plan

2013 ◽  
Vol 3 (1) ◽  
pp. 1-8
Author(s):  
Sandra Jennina Sanchez Perdomo ◽  
Mario Andres Manzi Puertas
Keyword(s):  
Learning Outcomes ◽  
Latin American ◽  
Family Business ◽  
Personal Characteristics ◽  
Subject Area ◽  
Family Ownership ◽  
Content Type ◽  
Succession Plan ◽  
The Family ◽  
Family Harmony

Subject area Entrepreneurship and family business. Study level/applicability The case is suitable for BA and MBA levels and for courses focusing on family businesses, entrepreneurship, or small and medium-sized enterprises. Case overview The Gomez family is the owner of Colchones Eldorado, a Colombian mattress company, in business for more than 50 years. Its founder and CEO Gumercindo Gomez, 75 years old, had no succession plan but he wanted to ensure the future of his business. Given the urgency of this situation and the complexity of the family structure, Martha Gomez, General Manager, hired a consultant to design the succession plan. To prepare this plan, the consultant must take into account: the preservation of stock ownership within the family, the company's sustainability under the new CEO family member, and the assurance of the family harmony. Expected learning outcomes These include: understanding the characteristics of a family business in the Latin American context; recognizing the stages of the family ownership; and identifying personal characteristics and roles of family members in order to design the basis of the succession plan. 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.

Soliton Technologies – financing growth in uncertain times

2012 ◽  
Vol 2 (6) ◽  
pp. 1-18
Author(s):  
Rajan A. Thillai
Keyword(s):  
Venture Capital ◽  
Learning Outcomes ◽  
Family Business ◽  
Private Equity ◽  
Business Models ◽  
Global Financial Crisis ◽  
Early Stage ◽  
The United States ◽  
Subject Area ◽  
Content Type

Subject area Venture capital and private equity. Study level/applicability This case is suitable for II MBA/Executive MBA (venture capital and private equity/entrepreneurship/business models/managing family business) courses. Case overview Soliton is a technology and software services company with operations in India and the USA providing machine vision products and virtual instrumentation services. Soliton was started by Ganesh Devaraj in 1998 after his return from the United States after higher studies. Ganesh hails from a business family in Coimbatore that had interests in the textile spinning sector. The family had been in the textile business since the early 1940s and had revenues of Rs 400 million and employed about 700 people. Ganesh, not wanting to continue in the traditional family business, ventured into the technology sector using his academic and professional experience. His family was supportive of his venture and funded his company for the first two years of operation and for scaling up operations. Ganesh is now evaluating various sources of raising additional capital at a time when there was general slowdown in the automobile sector as a result of the global financial crisis. Expected learning outcomes The goal of this case study is to illustrate the complexities that exist in financing growth of companies in uncertain times. This following are the expected learning outcomes: discuss and understand the nuances between different sources of early stage funding: personal wealth, family, and angels; compare and contrast the differences between family funding and venture funding; and highlight the benefits and limitations of family funding. Supplementary materials Teaching notes are available.

scholarly journals Indian Railways: rail ways for Indians

2016 ◽  
Vol 6 (1) ◽  
pp. 1-30
Author(s):  
Gopalakrishnan Narayanamurthy ◽  
Vijay Pereira
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Resource Planning ◽  
Maximum Efficiency ◽  
Erp Implementation ◽  
Change Initiatives ◽  
Content Type ◽  
Hr Practices

Subject area Human Resource Management and Public Sector Management. Study level/applicability The target audiences for the case study are BSc, MSc and MBA students and management trainees and executives who are interested in learning the human resource (HR) practices, policies and strategies adopted by the world’s largest commercial employer to ensure complete satisfaction and contentment of their employees and their employee’s family which, in turn, motivates them to contribute more efficiently and effectively for the organisation. Even senior management teams could be targeted in executive education programmes as this case discusses time-tested HR practices, policies and strategies which have been sparsely discussed so far and hence can be expected to provide insights to senior corporate managers. Case overview India has and is undergoing sweeping economic changes lately. There are several organisations that have supported this positive change. Of these, one such organisation, which shouldered the infrastructural burden of the transportation sector in India’s growth story, was the 160-year-old Indian Railways (IR), the world’s largest commercial employer. IR’s profit over the past few years was a far cry from its loss-making days, which tempted the government of India to consider privatisation in 2001. The transformational turnaround would not have been possible but for IR’s employees. After celebrating IR’s 160th anniversary in 2013, the case organisation wished to revisit its HR practices to understand its recent economic transformations and to strategise how they can improve and sustain maximum efficiency in future. The objective of this case study is to understand the “people side” of IR by explaining its current HR practices and to investigate and identify changes over the years so that changes then can be implemented in the context of HR practices for the future. Hence, the case attempts to explain the role of HR management in IR’s turnaround strategies. Resistance exhibited by IR staff towards its recent initiative of enterprise resource planning (ERP) implementation across India due to fear of job losses and insecurity is also discussed in the case. Teaching note for this case study explains existing people management frameworks published in the research literature to class participants by applying it to the case company. In addition, the teaching note also discusses how chief personnel officers (CPOs) of IR can pursue the change initiatives among the employees with least resistance. Changes/initiatives that can be imbibed by the CPOs in the existing HR practices to overcome the resistance exerted by the employees and to improve the existing system are also discussed. Expected learning outcomes This case study’s primary objective is to provide a comprehensive understanding of the HR practices being followed in IR, the world’s largest commercial employer. The case also attempts to assess the ERP system initiative by IR and analyse how it can be imbibed into the existing IR’s HR system. In short, the case study attempts to answer the following assignment questions which form the learning objectives of this case study: What are the HR practices that are being followed in the world’s largest commercial employer? How are the HR practices followed helpful in the retention of employees? How can IR pursue the change initiatives, especially ERP implementation, among the employees without any resistance? What are the changes/initiatives that can be imbibed in the HR practices to improve the existing system? 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.

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.

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