Building positive relationships in the first 100 days

2019 ◽  
Vol 15 (5) ◽  
pp. 441-462
Author(s):  
Shontarius D. Aikens
Keyword(s):  
Organizational Behavior ◽  
Research Methodology ◽  
Work Experience ◽  
Relationship Building ◽  
Positive Relationships ◽  
Content Type ◽  
Academic Level ◽  
Member Exchange ◽  
Upper Level ◽  
And Gender

Research methodology The author used narrative research as a research methodology. Case overview/synopsis Winston Thompson is the new Residential Manager of Drayson Residential Complex at Sybel University. After meeting with staff in his area of responsibility and learning about the complexities of his new position, Winston needs to determine the best way to build positive relationships with each member of the leadership team in his complex. In this case, students are challenged to determine the best relationship building approach for each staff member using concepts from leader–member exchange theory while also taking into consideration issues of race, age and gender. Complexity academic level This case is written for undergraduates in either an upper level leadership or organizational behavior course. The case can be adapted for graduate courses and executive education depending upon the work experience of the individuals.

Breaking a promise never made: managing employee expectations at Rococo LLC

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yemisi F. Awotoye ◽  
Christopher C. Stevens
Keyword(s):  
Organizational Behavior ◽  
Work Environment ◽  
Work Experience ◽  
Theoretical Basis ◽  
Content Type ◽  
Telephone Interviews ◽  
Academic Level ◽  
The Usa ◽  
Perceptions And Expectations ◽  
The Impact

Theoretical basis The case primarily revolves around the establishment, alignment and maintenance of expectations within a work environment. Specifically, the case focuses on the challenges that were created by the expectations that Kofi Nyarkoh had of his employee, Kwame Owusu, and the expectations that Kwame in turn formed based on the process surrounding his employment relationship with Kofi. The case is intended to help students assess a business situation and define the perceptions and expectations of stakeholders; assess the impact of differences in perceptions and expectations on the attitudes, behaviors and motivation in the workplace and develop appropriate recommendations. Research methodology The case was written based on a combination of field and telephone interviews and other communication between one of the authors and Kofi. Case overview/synopsis The case presents the story of Rococo LLC's founder and one of his key employees. Both men were originally from Ghana. They met in the USA through a mutual friend, and Kofi hired him to work on a client site for Rococo LLC despite Kwame's insufficient work experience. Complexity academic level This case is intended for students of organizational behavior, human resource management and management both at advanced undergraduate and graduate levels.

Humans, monkeys, and diesel fumes; oh my!

2019 ◽  
Vol 15 (3) ◽  
pp. 162-170
Author(s):  
Katherine Karl ◽  
Nai Lamb ◽  
Olivia Young
Keyword(s):  
Business Ethics ◽  
Research Methodology ◽  
Human Subjects ◽  
Animal Testing ◽  
Content Type ◽  
Macaque Monkeys ◽  
Secondary Sources ◽  
Academic Level ◽  
Exhaust Fumes ◽  
Upper Level

Research methodology Information about Volkswagen’s human and animal testing was obtained from the secondary sources cited. Case overview/synopsis In 2014, Volkswagen (VW), BMW and Daimler funded an institute to conduct research to support their position that diesel engines are cleaner and safer than other fuel alternatives. One of the research studies conducted by the institute examined the effects of diesel fumes on humans and monkeys. Researchers put ten macaque monkeys in sealed rooms and pumped in exhaust fumes from a Volkswagen Beetle for four hours. For comparison, another group of monkeys was exposed to fumes from an older Ford pickup. The monkeys were later anesthetized and examined to see what the fumes did to their bodies. Other tests involved willing human subjects who were exposed to similar conditions. Complexity academic level This case is applicable to upper-level management or business ethics class.

Pyramid Globe Management Institute: working under a paternalistic leader

2020 ◽  
Vol 10 (3) ◽  
pp. 1-22
Author(s):  
Sanjay Singh
Keyword(s):  
Organizational Behavior ◽  
Leadership Behavior ◽  
Team Building ◽  
Development Program ◽  
Academic Program ◽  
Paternalistic Leadership ◽  
Mba Programs ◽  
Content Type ◽  
Academic Level

Learning outcomes The present case study would help readers to understand paternalistic leadership behavior with its underlying theory. Readers would be able to appreciate the nature of experiences employees may have while working with a paternalistic leader high on authoritarianism. This case study would motivate readers to work out appropriate strategies for working under paternalistic bosses. The teaching note sensitizes readers about the complicated relationship between paternalistic leadership and culture. Case overview/synopsis Pyramid Globe Management Institute (PGMI) is struggling to generate revenue. PGMI founder, Tugmanshu Lakhani, has to find out new sources of revenue to keep the institute functioning. He constitutes a team of three professors for starting a new academic program with a foreign university. The initial success of the team brings favor from the founder but jealousy from the colleagues reeling under job threat. High authoritarianism and interference of the founder create a problematic situation for the three professors. When the new program starts showing promising results, the founder gets apprehensive about whether the new course may hurt the enrolment in the flagship program of the institute. The authoritarian and erratic behavior of the founder had a demotivating effect on the team working for the new program. Some team members resign under pressure while three professors stay to ensure the launch of the program. The professors have to resolve the conflict between their commitment toward PGMI in a troubled time and a career uncertainty if they continue working for it. Anticipating no change in the behavior of the founder and an uncertain future with PGMI, three professors quit after the start of the new program. The founder may continue losing committed employees if he is unable to balance his authoritarianism with benevolence and moral behavior. It will create more problems for PGMI in the future. Complexity academic level This case can be used in organizational behavior, leadership and team-building courses in the regular Master of Business Administration (MBA) programs. The case can further be used in the executive development program, especially for analyzing the leadership problem in higher education organizations. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management science.

Asian football: how corruption disrupted marketing value in the game’s largest fan market

2020 ◽  
Vol 16 (5) ◽  
pp. 585-614
Author(s):  
Muralee Das ◽  
Susan Myrden
Keyword(s):  
Organizational Behavior ◽  
Corporate Strategy ◽  
Personal Characteristics ◽  
Strong Impact ◽  
Strategic Decisions ◽  
Content Type ◽  
Governing Body ◽  
Upper Echelons Theory ◽  
Academic Level ◽  
The Impact

Theoretical basis This case is focused on the allegations of corrupt practices within the strategic leadership at the board level of an international sports organization – the Asian Football Confederation (AFC). The theoretical premise is that the practices and decisions of the AFC’s leadership will have a profound impact on the AFC’s performance. However, because the AFC is the continental governing body, the impact is theorized to be far larger, across an entire industry. In writing the case, the authors were guided by upper Echelons theory (UET) (Hambrick and Mason, 1984; Hambrick, 2007; Hambrick et al., 2015), which argues that an organization’s strategic direction is directly influenced by its leader’s values. The authors selected UET for the theoretical framework, as it considered a spectrum of factors from industry, leader characters (values), their choices and the results of their actions. Such a comprehensive theory aligned with the complexities of the AFC and its leadership. In constructing the case roadmap using UET, the authors first adopted an ethnographic methodology. This was motivated by the fact that one of the authors had been embedded for many years as part of the leadership team at the AFC. His career work notes based on direct interactions and observations of these leaders helped in two ways: to identify the complex set of personal characteristics of these leaders (i.e. background, their careers outside football and financial standing) as they originated from 47 different nationalities. UET refers to these as observable factors to better theorize the hidden intentions of their alleged corrupt behaviors. UET identifies this second set of non-observable factors as psychological factors. These two different sets of observations combined helped to theorize their drivers, intentions and strategic decisions (options). For the second methodology, the authors accessed archival, publicly available media news and reports to understand the consequences of their actions to the AFC and the Asian football industry. This completed the final parts of the UET framework (Yamak et al., 2014). Research methodology This case relied on information that was widely reported within international media, press announcements by various organizations, published decisions by tribunals and publicly available information on the AFC. All of the names and positions in this case are actual persons. Case overview/synopsis This case focuses on the role and influence of the AFC as the Asian football governing body. The AFC is a member of the world football governing body – FIFA. With a US$1bn budget, the AFC has a strong impact on the future of football among Asia’s three billion people. Unfortunately, the AFC has been unable to create the value in its sports events or properties that attracts fans and investors. Central to this problem is the issue of corruption and corruption allegations within the AFC, especially with regard to its leadership. This case, therefore, attempts to highlight the various issues, discusses the circumstances around these challenges and brings forth the complexities of leading a truly international organization across 47 countries. Such factors are then tied to the value of the organization’s products or services in the marketplace. Complexity academic level The case is written and designed for a graduate level (MBA) class or an upper level undergraduate class such as corporate strategy, leadership, international management, international marketing, contemporary issues in management, cross-cultural management, sports management and sports marketing. In general, the case will also be a good fit for courses that discuss leadership, organizational strategy, organizational structure, organizational ethics and organizational behavior.

Pricing and scholarship optimization at waypoint adventure

2020 ◽  
Vol 16 (4) ◽  
pp. 475-495
Author(s):  
Benjamin Marcus
Keyword(s):  
Operations Management ◽  
Optimization Techniques ◽  
Content Type ◽  
Non Profit ◽  
Participant Engagement ◽  
Academic Level ◽  
The Disabled ◽  
Upper Level ◽  
Instructor's Manual ◽  
Revenue And Pricing Management

Theoretical basis This case can be used to develop students’ understanding of optimization and the development of a linear programing (LP) model and solution. The instructor’s manual provides one possible solution based on the LP tools available in excel. Research methodology This case is based on real events at waypoint adventure and is derived from the authors’ experience consulting with this organization as they sought to improve pricing and scholarship management. Case overview/synopsis A young non-profit organization serving the disabled community in Boston sought growth but lacked clarity and consistency in their program pricing and scholarship structures. The case analysis centers on revising program prices to achieve specific cost and revenue requirements and determining a scholarship policy that will maximize participation in their outdoor adventure programing for the upcoming year. This case allows the exploration of optimization with an atypical objective, as the organization seeks to maximize participant engagement rather than profit. Complexity academic level The target audience includes upper-level undergraduate and MBA or early graduate-level students studying the optimization techniques of operations management, revenue and pricing management or marketing. The case would also be useful for discussing the challenges faced by non-profits and the non-traditional objectives that can arise for these organizations.

Opportunity recognition in a declining industry: the consultant's role

2015 ◽  
Vol 11 (2) ◽  
pp. 217-224
Author(s):  
Gina Vega ◽  
Earl Simendinger
Keyword(s):  
Small Business ◽  
Organizational Behavior ◽  
Undergraduate Students ◽  
Research Methodology ◽  
Business Management ◽  
Opportunity Recognition ◽  
Furniture Industry ◽  
Content Type ◽  
Management Consultant ◽  
Small Business Management

Synopsis Carl Woods, a management consultant, experiences a series of frustrating events when trying to replace the mesh sling to a patio chair. Eventually, he realizes that he could organize a coopetitive relationship among the various outdoor furniture companies, each of which provided only a portion of the service he needed. The case tracks Carl's recognition of the opportunity presented by a hole in the market and the consultant's role in the development of coopetition in the Florida outdoor furniture industry. Students are asked to assist Carl in performing the consulting role by developing solutions to the problems that have arisen within the coopetitive group. Research methodology This case has been field researched. Relevant courses and levels The case is suitable for undergraduate students in basic entrepreneurship, small business management, or organizational behavior.

Guess who’s coming to deliver? Tough decisions about race in the workplace

2019 ◽  
Vol 15 (5) ◽  
pp. 416-440
Author(s):  
Katina Williams Thompson ◽  
Susan Dustin
Keyword(s):  
Organizational Behavior ◽  
Theoretical Basis ◽  
Process Model ◽  
American People ◽  
African American People ◽  
Content Type ◽  
Stakeholder Perspectives ◽  
Academic Level ◽  
Home Improvement ◽  
The Media

Theoretical basis The authors used Sue’s (2010) microaggression process model and Freeman et al.’s (2010) stakeholder theory as a theoretical basis for this case. Research methodology Information for the case was gathered from publicly available sources. No formal data collection efforts were undertaken. Case overview/synopsis Guess Who’s Coming to Deliver is a case that examines an event that occurred at Lowe’s Home Improvement Warehouse in late July and early August of 2015. A customer who had purchased some products from Lowe’s requested that only White delivery people were dispatched to her home because she did not allow African–American people in her house. The case is factual and was written from information that was publicly available in the media. The case is designed to help instructors facilitate a meaningful classroom discussion about microaggressions from the different stakeholder perspectives. Complexity academic level The case is relevant for undergraduate and graduate organizational behavior and human resource management courses.

Getting back on track: change management at AfrobitLink Ltd

2017 ◽  
Vol 13 (1) ◽  
pp. 120-151
Author(s):  
Olugbenga Adeyinka ◽  
Mary Kuchta Foster
Keyword(s):  
Change Management ◽  
Organizational Behavior ◽  
Attribution Theory ◽  
International Management ◽  
Rapid Expansion ◽  
Field Analysis ◽  
Graduate Courses ◽  
Content Type ◽  
Upper Level ◽  
Management Theories

Synopsis AfrobitLink Ltd was an information technology (IT) firm with headquarters in Lagos, Nigeria. AfrobitLink started as a very small IT firm with less than two dozen staff. Within a few years of its founding, AfrobitLink established itself as a dependable organization known for delivering high-quality IT services. However, starting in 2004, AfrobitLink experienced rapid growth as it expanded to serve the telecommunications firms taking advantage of the deregulated market. This rapid expansion resulted in many challenges for AfrobitLink. The firm rapidly expanded into all 36 states in Nigeria, hiring a manager to oversee the company’s operations in each of the states. Poor hiring practices, inadequate training, excessive spans of control, low accountability, a subjective reward system, and other cultural issues, such as a relaxed attitude to time, resulted in low motivation, high employee turnover, poor customer service, and financial losses. By 2013, the firm was operating at a loss and its reputation was in shambles. Generally, the culture was toxic: employees did not identify with the firm or care about its goals, there were no performance standards, employees were not held accountable, self-interest and discrimination prevailed. The organization was in a downward spiral. Consultants were hired to help sort out the firm’s problems but these efforts yielded few results. Ken Wilson, the founder’s son, was hired in 2014 as VP of Administration to help get the firm back on track. As a change agent, Ken had to decide how to address the issues facing the firm and how to achieve profitable growth. Research methodology Primary sources included interviews with the company CEO, his wife, his son, and a volunteer staff member. Secondary sources included the company website. The names of the people and the firm in the case have been changed to provide anonymity. Relevant courses and levels This case is intended for use in graduate courses (although it can also be used in upper level undergraduate courses) in change management/organization development, organizational behavior, leadership, or international management. For graduate courses, students may focus on application or integration of several theories or concepts. For upper level undergraduate courses, students may focus on application of a single theory or concept. Below are suggested texts or readings for each type of student by subject. Theoretical bases Change management theories (e.g. Lewin’s force field analysis (Schein, 1996), Kotter’s eight-step change management process (Kotter, 2007), The change kaleidoscope approach (Balogun and Hailey, 2008)), social identity theory (Tajfel, 1981), attribution theory (Kelley, 1972), leadership theories (e.g. Hersey and Blanchard, 1969), intercultural/international management theories (e.g. Hofstede, 1980, 1991).

AmNet

2020 ◽  
Vol 16 (2) ◽  
pp. 215-226
Author(s):  
Timothy Harper ◽  
Barbara Norelli ◽  
Melanie Brandston ◽  
Mary Taber
Keyword(s):  
Organizational Behavior ◽  
Organizational Development ◽  
Organizational Design ◽  
Organizational Level ◽  
Content Type ◽  
Individual Level ◽  
Mba Students ◽  
Organizational Challenges ◽  
Academic Level ◽  
Level Of Analysis

Purpose Micro organizational behavior – an individual level of analysis (i.e. motivation, personality, attitudes, learning, etc.). Meso organizational behavior – team/group level of analysis (i.e. communication, team dynamics, power, politics, etc.). Macro organizational behavior – an organizational level of analysis (i.e. strategy, structure, culture, control, etc.). Marketplace or external environment (PESTEL analysis). Research methodology The research was conducted by a consultant in the role of a participant-observer. Case overview/synopsis The focus of the case is a disguised nonprofit organization, the American-Netherlands Foundation (AmNet), based in Chicago. The organization faced leadership and organizational challenges related to conflicting strategic and operational priorities among the board of trustees, the president and staff. An unexpected contribution of $750,000 increased the salience of these differences. The case provides students an excellent opportunity to apply their analytical skills and knowledge gained in a management and business course. Complexity academic level Organizational behavior; organizational design; organizational development; and organizational theory. Levels – upper-level undergraduate through first-year MBA students.

Building, leading, and sustaining a cultural enterprise: Martin Guitar in 2019

2019 ◽  
Vol 15 (4) ◽  
pp. 306-336
Author(s):  
Roland J. Kushner
Keyword(s):  
Family Business ◽  
Management Practices ◽  
Public Information ◽  
Secondary Data ◽  
Primary Data ◽  
Content Type ◽  
Academic Level ◽  
Fourth Decade ◽  
Upper Level ◽  
Owned Company

Theoretical basis The case includes theoretical references to family business, organizational culture, resource-based value and leadership. Research methodology The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants. Case overview/synopsis In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment. Complexity academic level The case is designed for a management course for upper-level undergraduates.

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