Case Study: Henrico County, Virginia: Succession Management: A Developmental Approach

2004 ◽  
Vol 33 (4) ◽  
pp. 475-486 ◽  
Author(s):  
Sheryn R. Holinsworth
Keyword(s):  
Developmental Approach ◽  
Succession Management ◽  
Henrico County

In the uncertain world of Qontrac International: navigating through family, growth and succession management challenges

2018 ◽  
Vol 8 (4) ◽  
pp. 1-31
Author(s):  
Diantha D’Costa ◽  
Virginia Bodolica ◽  
Martin Spraggon
Keyword(s):  
Decision Making ◽  
Learning Outcomes ◽  
Family Business ◽  
Management Style ◽  
Managerial Decision ◽  
Succession Management ◽  
Managerial Decision Making ◽  
Content Type ◽  
Family Growth

Learning outcomes Upon completion of this case study analysis, the course audience is expected to achieve four learning outcomes. In particular, students should be able to conduct a comprehensive organizational diagnosis to uncover the peculiarities of managing a family business; analyze the specific challenges faced by family-owned enterprises in the context of emerging markets; evaluate the succession management practices in family organizations and design a profile of a successful successor; assess the effectiveness of managerial decision-making and provide recommendations for securing the sustainability of a family firm. Case overview/synopsis This case study unveils the tumultuous story of Vishwanath Shetty, an ambitious entrepreneur who transformed his small venture into a profitable family business with operations in Middle East, Asia and Africa. Since the early establishment of Qontrac International in 1989, he relied on the ownership and management participation of several members of his and his wife’s families. Over the years, Vishwanath was successful in pursuing a strategy of continuous growth and geographic diversification by taking advantage of the business opportunities in several regions and opening up branches in Oman, the United Arab Emirates (UAE), Ghana and India. Yet, almost three decades after its launch, the company was confronted with a number of family, growth and succession management challenges that endangered its survival in the long run. The Shetty family experienced a serious rift due to financial reasons, the performance of the two branches managed by siblings declined, and the old firm structure and management style did not fit well with the newly enlarged and geographically dispersed Qontrac International. To deal with these organizational issues, Vishwanath was faced with an additional dilemma of securing the support of a suitable intra-family candidate who could join the family business and become his successor. By describing the strategic events and family dynamics that shaped the evolution of Qontrac International over time, the case provides an opportunity to assess the effectiveness of managerial decision-making in the context of family firms and provide viable recommendations for ensuring firm survival and longevity. Complexity academic level Upper-level undergraduate audience Graduate audience (in Master of Global Entrepreneurial Management program). 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 Strategy.

Planning for SSO Control: Henrico County, VA -- Case Study

2001 ◽  
Author(s):  
Fu-hsiung Lai ◽  
Ralph E. Claytor ◽  
Richard Field
Keyword(s):  
Henrico County

scholarly journals Advisors’ Perceptions of the Value of Advising Students During the COVID-19 Pandemic: A Case Study at a South African University

2021 ◽  
Vol 9 (2) ◽  
pp. 65-83
Author(s):  
Raazia Moosa
Keyword(s):  
South African ◽  
Social Inequalities ◽  
Holistic Approach ◽  
Shared Responsibility ◽  
Central Research ◽  
Developmental Approach ◽  
Peer Advisors ◽  
Access To Data ◽  
Remote Learning

Traditional advising responsibilities are shifting to include a holistic, learning-based and developmental approach that favours advising of the entire university experience. A dearth of systematic empirical evidence exists on advisors’ perceptions of the value of advising students during the COVID-19 pandemic in the South African context. The purpose of this study is to elucidate advisors’ perceptions of the complexity and challenges inherent in their responsibilities during the pandemic. This case study draws on a qualitative research design; it is based on semi-structured in-depth interviews undertaken with nine advisors in 2020. The central research questions posed in this study are: how do advisors describe their perceptions of their responsibilities within the COVID-19 pandemic, and how might these contribute to future practices? The findings indicate that advising during the pandemic has transcended the typical transactional dissemination of information to include addressing contextual environmental and resource challenges, social justice imperatives, emergency remote learning, asynchronous advising challenges and data-informed advising. These responsibilities have encompassed a holistic approach to advising and to getting to know students as ‘whole people’. Adjustments and transitions to emergency remote learning have highlighted social inequalities in access to data, to internet and electricity connectivity, which have served as impediments to students’ learning, and to educational experiences. Some home environments were not conducive to studying but necessitated doing household chores and herding cattle. The findings also indicate that an institution’s advising delivery model should enhance advisors’ abilities to perform their responsibilities. A network of cascaded responsibilities that incorporates greater involvement of lecturers in advising could contribute to a shared responsibility between lecturers and central, faculty and peer advisors. Insights gained may lead to a more nuanced understanding of advisors’ responsibilities as they relate to student learning and to the overall educational experience to promote retention and student success in a post-pandemic era.

A developmental approach to ancient innovation

2014 ◽  
Vol 22 (1) ◽  
pp. 64-92 ◽  
Author(s):  
Carl Knappett ◽  
Sander van der Leeuw
Keyword(s):  
Bronze Age ◽  
Multiple Scales ◽  
Community Organization ◽  
Thick Description ◽  
Developmental Approach ◽  
Theoretical Perspectives ◽  
Stable Trajectory ◽  
The Bronze Age ◽  
Meso Scale

In this paper, we view creativity through the lens of innovation, a concept familiar to archaeologists across a range of contexts and theoretical perspectives. Most attempts to understand ancient innovation thus far, we argue, have been limited by their lack of capacity to cope with the multiple scales of innovation: Those that track widespread changes, like the beginnings of metallurgy, fail to account for the changes experiences by individual craftspeople; those that do justice to the details of the micro-scale, with ‘thick’ description, cannot well explain the regional adoption of new practices. Here we develop an intermediary position, at the meso-scale, which we hope can serve to integrate these different scales. It is based on the notions that all innovation entails learning (and hence cognitive transformations) and that learning is very often supported at this meso-scale, through ‘communities of practice’. Drawing on the ethno-archaeological literature in particular, we emphasise how learning is a process of embodied cognition. Our archaeological case study is then drawn from the Bronze Age east Mediterranean, where a striking innovation in pottery making — the use of rotative kinetic energy via the potter’s wheel — sees a very uneven uptake from region to region over the course of many centuries. We propose certain differences in community organization from one region to another that might account for such variation in the adoption of an innovation, with the island of Crete in particular seeing a much more stable trajectory of adoption than many of its neighbouring areas.

scholarly journals Coaching Model of Performance Appraisal: A Local Case Study

1970 ◽  
Author(s):  
Lichelle Mayer ◽  
Paul Hursthouse
Keyword(s):  
Performance Appraisal ◽  
Key Management ◽  
Management Tool ◽  
Development Communication ◽  
Appraisal System ◽  
Developmental Approach ◽  
Coaching Model ◽  
Appraisal Process ◽  
Local Case

The performance appraisal process is viewed by many as a key management tool that can enhance the development, communication, and implementation of an organisation's strategy, yet critics still debate the benefits. This paper uses a case study to explore the perceptions of staff of changing from a "Traditional" to a "Developmental" approach of performance appraisal.The case organisation updated their performance appraisal system by utilising technology, refocusing the performance appraisal competency areas and increasing the frequency of the appraisal process. The changes reflect the emerging trends of the performance appraisal process.Exploratory research was undertaken to determine whether these changes were viewed by staff and management as a positive improvement and whether the change supported contemporary performance appraisal initiatives commented upon within the literature.

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