Ivey Publishing

Organization Theory & Design

Daft, R.L.,11/e (United States, South-Western/Cengage Learning, 2013)
Prepared By CaseMate Editor,
Chapter and Title Chapter Matches: Case Information
Chapter 1:
Organizations and Organization Theory

Anne Snowdon, Alexander Smith, Heidi Cramm

Product Number: 9B14M025
Publication Date: 4/7/2014
Revision Date: 4/4/2014
Length: 20 pages

In January 2005, the vice-president of International Affairs at the Hospital for Sick Children in Toronto, Ontario, must decide how to respond to a request for proposal from the Hamad Medical Corporation of Qatar. In order to reach its global mission of “Healthier Children, A Better World,” the Toronto hospital, which had an international reputation for excellence in pediatric medicine, had established an arm called SickKids International. In addition, it was anxious to find new ways to recover from an operating deficit caused by the aftershock of the SARS outbreak. Hamad Medical Corporation, a major state hospital medical supplier in Qatar, was looking for international centres that would want to partner with it in the development of what it hoped would become the best children's hospital in the Middle East. The vice-president understood the enormous benefits that the partnership had to offer but recognized the need for a comprehensive strategy to mitigate all of the associated risks, such as the difference in cultures between Canada and Qatar, the pressure on the Toronto hospital’s staff to make the project successful and the uncertain political and business environment in the Middle East. Should she recommend to her executive team that they go ahead with their first international request for proposal?

Teaching Note: 8B14M025 (6 pages)
Industry: Health Care Services
Issues: Globalization; health care; cross-cultural; leading change; Canada; Qatar
Difficulty: 4 - Undergraduate/MBA

Verity Hawarden, Margaret Sutherland, Mandla Adonisi

Product Number: 9B12C006
Publication Date: 3/13/2012
Revision Date: 5/8/2012
Length: 15 pages

This case focuses on organizational transformation in an accounting firm in South Africa. It describes how the impact of both globalization and the transformation that the country had undergone since the advent of democracy in 1994 steered StratAFin Inc. towards a process of building a new identity. The firm’s senior management realized the need for transformation based on the many new challenges in the changing environment. Change was experienced at many levels within the organization: from the construction of a new building as a symbol of change, to corporatizing and growing the firm, changing the management structure, investing heavily in technology and human capital development, focusing on continuous improvement, and driving major diversity transformation. The case offers insights into the many drivers that had to be considered in the process, how the organization had to manage resistance to change and the need for flexibility during the process, and the importance of measurement of the many dimensions of the transformation process. The case concludes with the challenge of how the firm’s leadership could ensure that the continuing transformation maintained its momentum.

Teaching Note: 8B12C006 (9 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Change Management; Organizational Design; Transformation; Organizational Behaviour; Accounting; Diversity; South Africa; GIBS
Difficulty: 5 - MBA/Postgraduate

Mitch Rothstein, Lily Jiao Li

Product Number: 9B09C005
Publication Date: 3/31/2009
Length: 9 pages

Beijing EAPs Consulting Inc. (BEC) is a rapidly growing consulting company whose number of employees has increased from six to 16 in just one year. BEC has adopted a new project management system, using project managers to coordinate several employees from various departments. Due to the heavy workload, most employees must work on multiple projects. Collaboration between projects and department managers is not very smooth. The chief executive officer must decide how he can improve the collaboration efforts across the company's different departments.

Teaching Note: 8B09C05 (4 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: China; Organizational Change; Communications; Project Management; Organizational Structure
Difficulty: 2 - Intro/Undergraduate

Jean-Louis Schaan, Ramasastry Chandrasekhar

Product Number: 9B07M056
Publication Date: 10/24/2007
Length: 13 pages

The president of Asian Paints Ltd., India's largest paint manufacturer, was wondering how he could improve the way the company's International Business division was managing its team of 120 global managers. The company had operations throughout Asia in various locations such as China, Singapore and Thailand; throughout Africa in countries such as Oman, Egypt and Mauritius; and in the Americas in Jamaica. The team of global management was critical to the success of the company's globalization endeavour, which was expected to gather momentum once the ongoing consolidation was complete. The president must decide how to structure the management of this global team.

Teaching Note: 8B07M56 (8 pages)
Industry: Manufacturing
Issues: Global Manager; Growth; Management Systems; Organizational Structure
Difficulty: 4 - Undergraduate/MBA

Chapter 2:
Strategy, Organization Design, and Effectiveness

Gita Surie

Product Number: 9B11M083
Publication Date: 9/22/2011
Length: 20 pages

Ocimum Biosolutions, a start-up Indian bioinformatics venture in 2000, had established a presence in Europe and the United States by 2010. The contract research outsourcing industry was expected to continue to grow, as large pharmaceutical companies in industrialized countries were outsourcing work at all stages of the drug development lifecycle — from discovery research to clinical trials designed to accelerate drug development as established drugs came off patent. The current challenges for Ocimum were continued growth and the ability to manage expansion while balancing risk. Anu Acharya, Ocimum’s CEO, was considering possible solutions.

Teaching Note: 8B11M083 (7 pages)
Industry: Health Care Services
Issues: Globalization; Biotechnology; Foreign Entry Strategy; Organizational Structure; Offshoring; United States and India
Difficulty: 5 - MBA/Postgraduate

David Wood, Ken Mark

Product Number: 9B11D005
Publication Date: 4/1/2011
Revision Date: 1/21/2013
Length: 14 pages

In October 2008, the president of Millbrook Estate Homes Ltd. is trying to determine if his firm should take on a new development called Whistle Hill Estates. Millbrook began as a builder of modest homes on a large scale, but the Whistle Hill opportunity would involve developing high-end custom homes.

The president’s decision will have a significant effect on Millbrook’s future strategy. Millbrook can stay within its comfort zone and continue building large numbers of entry-level or mid-level homes, purchasing supplies in bulk, and negotiating volume discounts with the trades, or the company can choose to move into the high-end custom home segment, in which it will have to manage more complex designs, source custom materials, and provide a greater level of customer service to clients. In the second option, Millbrook has the opportunity to earn higher profits per house built. If the president wants Millbrook to expand into the custom home segment, he needs to consider what changes will be necessary to position the Whistle Hill opportunity for success.

Teaching Note: 8B11D005 (8 pages)
Industry: Construction
Issues: Organizational Structure; Strategic Change; Process Design/Change; Operations Management; Real Estate Development
Difficulty: 4 - Undergraduate/MBA

Anil Nair

Product Number: 9B09M019
Publication Date: 5/22/2009
Revision Date: 5/4/2017
Length: 18 pages

IMAX was involved in several aspects of the large-format film business: production, distribution, theatre operations, system development and leasing. The case illustrates IMAX's use of its unique capabilities to pursue a focused differentiation strategy. IMAX was initially focused on large format films that were educational yet entertaining, and the theatres were located in institutions such as museums, aquariums and national parks. However, IMAX found that its growth and profitability were constrained by its niche strategy. In response, IMAX sought to grow by expanding into multiplexes. Additionally, IMAX expanded its film portfolio by converting Hollywood movies, such as Harry Potter and Superman, into the large film format. This shift in strategy was supported by the development of two technological capabilities - DMR for conversion of standard 35 mm film into large format, and DMX to convert standard multiplexes to IMAX systems. The shift in strategy was partially successful, but carried the risk of IMAX losing its unique reputation.

Teaching Note: 8B09M19 (11 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Business Policy; Strategic Positioning; Industry Analysis; Corporate Strategy
Difficulty: 4 - Undergraduate/MBA

Tom A. Poynter, Paul W. Beamish

Product Number: 9B08M037
Publication Date: 4/15/2008
Revision Date: 5/18/2017
Length: 12 pages

Victoria Heavy Equipment (Victoria) was a family owned and managed firm which had been led by an ambitious, entrepreneurial chief executive officer who now wanted to take a less active role in the business. Victoria had been through two reorganizations in recent years, which contributed to organizational and strategic issues which would need to be addressed by a new president.

Teaching Note: 8B08M37 (7 pages)
Industry: Manufacturing
Issues: Growth Strategy; Organizational Structure; Leadership; Decentralization
Difficulty: 4 - Undergraduate/MBA

Chapter 3:
Fundamentals of Organization Structure

Veena Vohra, Manjari Srivastava, Sharon Pande

Product Number: 9B13C047
Publication Date: 3/26/2014
Revision Date: 3/25/2014
Length: 17 pages

Sogeti, a global leader in providing technological services chooses to invest in a social collaboration platform for its employees with a view towards bringing about business transformation. Partnering with IBM, the company launched “TeamPark.” After the implementation, the company’s central challenge was to encourage employee engagement levels and how to increase utilization of the platform. A further issue: Should the platform be opened up to clients and other stakeholders? There was a lot of deliberation around the way the community should be created – should it be restricted or open? If the company decided to open its information-sharing platform with its clients, how should it manage the issues of security and trust?

Teaching Note: 8B13C047 (11 pages)
Industry: Information, Media & Telecommunications
Issues: Social collaboration; intelligent organization; innovation; global
Difficulty: 5 - MBA/Postgraduate

Gang Chen, Liang Xu

Product Number: 9B12D023
Publication Date: 12/6/2012
Revision Date: 12/4/2012
Length: 15 pages

AWARD WINNING CASE - This case won the Emerging Global Chines Competitors, 2013 European Foundation for Management Development (EFMD) Case Writing Competition. 7 Days Inn, a leading hotel group in China, was established in 2005 and was listed on the New York Stock Exchange in 2009. It now operates more than 1,000 hotels in 168 major Chinese cities and has enrolled more than 30 million customers in its membership club. Its success is largely due to its innovative business model and operations strategy, which includes designing product services with the vertical cutting approach, enhancing customer loyalty through a membership system and direct sales, managing a hotel chain with different governance structures and expanding a hotel chain with an innovative franchised-and-managed model. In particular, the case introduces the company’s shepherd management philosophy. However, as the company expands, it has become difficult for headquarters to manage and supervise all the hotels. In addition, the resignation rate of hotel managers has gone up to 30 per cent in the past few years. What should 7 Days Inn do to deal with these challenges? Does the company need to break the rules again and innovate its business model, operations strategy or operating model — or all of them?

Teaching Note: 8B12D023 (12 pages)
Industry: Accommodation & Food Services
Issues: Hotel management; business model innovation; China
Difficulty: 4 - Undergraduate/MBA

Rod E. White, Andreas Schotter

Product Number: 9B06M084
Publication Date: 1/9/2007
Revision Date: 9/21/2009
Length: 19 pages

Over the past two years, ING Insurance Asia/Pacific had successfully implemented a new organizational and operational framework called Towards Performance Excellence (TPE), which was developed with inputs from functional heads, senior management and staff at the business unit level. TPE detailed and organized everything ING Asia/Pacific needed to execute its strategy effectively. TPE divided ING's business processes into six core categories: portfolio, marketing, organizational, operational, reputation and financial. Each category included aspects of execution known as drivers, which required managers to identify specific objectives and key performance indicators (KPIs) for each driver or sub-driver. The case includes many original exhibits and is ideally taught as the follow up case of the ING Insurance Asia/Pacific, Ivey product #9B06M083 or as a standalone case, which illustrates a real example of regional versus local organizational management.

Teaching Note: 8B06M83 (12 pages)
Industry: Finance and Insurance
Issues: Organizational Design; Organizational Structure; International Management
Difficulty: 4 - Undergraduate/MBA

Chapter 4:
The External Environment

Sarah Bickert, Volker Diestegge, Thorsten Knauer, Katja Möslang, Andrea Schroer, Friedrich Sommer

Product Number: 9B13M083
Publication Date: 9/25/2013
Revision Date: 9/24/2013
Length: 15 pages

The publisher Random House, a fully owned subsidiary of the German family company Bertelsmann SE & Co. KgaA, faces significant changes in its markets and internal structure. While printed books have been the company’s core competence from its earliest years, with the advent of the Internet, customers, especially in the West, are beginning to prefer electronic books. Will printed books be completely replaced by digital ones, or will e-books remain a niche market? How will this development affect production, distribution and marketing? Will Random House be able to compete for authors and sales with such online e-book giants as Amazon? The imminent merger with the U.K. publishing house Penguin also provides an opportunity and incentive to expand Random House’s operations into China as part of the internationalization strategy of the parent company. A post-merger integration plan must be established since the two publishers’ regional presences and product offerings are in part complementary. How can the new Penguin Random House strengthen its position as the world’s biggest and most successful publisher?

Teaching Note: 8B13M083 (10 pages)
Industry: Information, Media & Telecommunications
Issues: Publishing; e-books; internationalization; strategic positioning; Germany; United States
Difficulty: 4 - Undergraduate/MBA

Amita Mital, Sanjay Dhir, Sonjoy Mohanty

Product Number: 9B13M073
Publication Date: 7/31/2013
Revision Date: 8/1/2013
Length: 18 pages

Educomp Solutions Ltd. was established in 1994 with the aim of providing for a customer’s entire education lifecycle, from pre-school to higher education/vocational training, and appropriating value from the same customer multiple times. This strategy, over a period of 17 years, enabled Educomp to become the largest player in the education technology sector in India. Educomp took the organic route to growth, which it achieved largely through acquisitions and alliances. Its flagship brand, SmartClass, brought technology into the classroom with a vast repository of digital modules on every subject. However, in 2012 the government of India proposed changes in its education policy that — along with the country’s economic uncertainty — threatened to erode the competitive advantage that ESL had gained over the years. The CEO of Educomp wondered how he could maintain his organization’s leadership position. He was contemplating a three-pronged strategy that involved 1) expanding into the untapped Indian rural market segment with school learning solutions; 2) creating a virtual learning solution that included open-source content for students; and 3) investing further in research and development in order to develop innovative products to penetrate the Indian education market.

Teaching Note: 8B13M073 (14 pages)
Industry: Educational Services
Issues: Competitive analysis; change trajectory; strategic positioning; core competency; India
Difficulty: 5 - MBA/Postgraduate

Colleen Sharen

Product Number: 9B08C016
Publication Date: 8/11/2008
Revision Date: 5/6/2014
Length: 10 pages

The human resources manager at the Alice Saddy Association (Alice Saddy), a non-profit agency in London, Ontario, Canada, supporting people with developmental disabilities who lived independently rather than in group homes, informed the executive director that some of the support workers believed that the current organizational structure caused confusion, slowed decision making and created potential risk for the people served by Alice Saddy. The executive director agreed that there were some problems related to the structure of the organization. However, the structure reflected the mission of Alice Saddy and changes were likely to be resisted by the management team for that reason. The executive director had to decide how to proceed.

Teaching Note: 8B08C16 (8 pages)
Industry: Social Advocacy Organizations
Issues: Organizational Structure; Corporate Culture; Mission Statements; Organizational Change
Difficulty: 4 - Undergraduate/MBA

Chapter 5:
Interorganizational Relationships

Albert Wöcke

Product Number: 9B13M076
Publication Date: 8/7/2013
Revision Date: 8/6/2013
Length: 13 pages

A retired Swiss banker has decided to bring primary healthcare to Africa by using a cooperative business model that brings together complementary firms. The model has proven successful in the United Arab Emirates, Zambia and Ghana. He now faces the decision of whether to expand into new African countries, and if so, which countries to enter, how to select partners and how to recruit country managers. The case also illustrates the challenges and misconceptions of doing business in Africa.

Teaching Note: 8B13M076 (9 pages)
Industry: Health Care Services
Issues: Start-up; cooperative; Africa
Difficulty: 5 - MBA/Postgraduate

Phillip C. Nell, Anne K. Hoenen

Product Number: 9B11M090
Publication Date: 10/14/2011
Length: 12 pages

Palm Inc. was the “founder” of an entire industry. In the mid-1990s, the firm developed the first successful hand-held on the market. It became the uncontested leader within the young and extremely dynamic industry within a short time, both with regard to hardware as well as software. By 2010, however, Palm was not in good shape. The new product, a top-notch smart phone, was not very successful and there were signs of Palm’s bankruptcy on the horizon. Palm had been the leader in the market of hand-held computers with high market share and profitability, and a brand name recognition level of which many other firms could only dream. What had happened to Palm?

Teaching Note: 8B11M090 (10 pages)
Industry: Information, Media & Telecommunications
Issues: Industry Analysis; Strategic Change; Technological Change; Competitive Dynamics; Smartphones; United States
Difficulty: 4 - Undergraduate/MBA

Marcus M. Larsen, Torben Pedersen, Dmitrij Slepniov

Product Number: 9B10M094
Publication Date: 12/1/2010
Revision Date: 5/10/2017
Length: 16 pages

The last year's rather adventurous journey from 2004 to 2009 had taught the fifth-largest toy-maker in the world - the LEGO Group - the importance of managing the global supply chain effectively. In order to survive the largest internal financial crisis in its roughly 70 years of existence, the management had, among many initiatives, decided to offshore and outsource a major chunk of its production to Flextronics. In this pursuit of rapid cost-cutting sourcing advantages, the LEGO Group planned to license out as much as 80 per cent of its production besides closing down major parts of the production in high cost countries. Confident with the prospects of the new partnership, the company signed a long-term contract with Flextronics. This decision eventually proved itself to have been too hasty, however. Merely three years after the contracts were signed, LEGO management announced that it would phase out the entire sourcing collaboration with Flextronics. This sudden change in its sourcing strategy posed LEGO management with a number of caveats. Despite the bright forecasts, the collaboration did not fulfill the initial expectations, and the company needed to understand why this had happened. Secondly, what could LEGO management have done differently?

Teaching Note: 8B10M94 (13 pages)
Industry: Manufacturing
Issues: Outsourcing; Management Control; Global Strategy; Supply Chain Management
Difficulty: 4 - Undergraduate/MBA

Aloysius Newenham-Kahindi, Paul W. Beamish

Product Number: 9B10M020
Publication Date: 10/20/2010
Revision Date: 11/19/2014
Length: 15 pages

This case examines the giant Canadian mining corporation, Barrick Gold Corporation (Barrick), (called Africa Barrick Gold plc since 2009), and the way it engages in sustainable community developments that surround its mining activities in Tanzania. Following recent organized tensions and heightened criticism from local communities, media, international social lobbyists and local not-for-profit organizations (NFOs), Barrick has attempted to deal with the local communities in a responsible manner. At issue for senior management was whether there was much more that it could reasonably do to resolve the tensions.

The case considers: how MNEs seek social license and local legitimacy; the relevance of hybrid institutional infrastructures; the evolving global roles for MNEs and their subsidiaries. The case is appropriate for use in courses in international management, global corporations and society, and international development and sustainable value creation.

Teaching Note: 8B10M20 (18 pages)
Industry: Mining, Quarrying, and Oil and Gas Extraction
Issues: Subsidiaries; Business and Society; Corporate Social Responsibility; Cross Sector Social Partnership; Government Relations
Difficulty: 5 - MBA/Postgraduate

Chapter 6:
Designing Organizations for the International Environment

José Luis Rivas, Luis Arciniega

Product Number: 9B13M042
Publication Date: 4/5/2013
Revision Date: 3/3/2016
Length: 16 pages

AWARD WINNING CASE - Latin American Business Cases Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition. A Mexican appliance manufacturer, MABE, has evolved quickly after selling nearly half its stake to a large multinational company in the early 1990s. The manufacturer was then able to dominate the Mexican appliances market and venture into other Latin American countries. Just before the 2008 financial crisis, the manufacturer formed a joint venture with a Spanish company and entered the Russian market, but it was not successful. The manufacturer faced a dilemma: Should it leave the Russian joint venture with its Spanish partner and refocus on other emerging markets? Should it acquire a local manufacturer? Should it remain as it was?

This case can be taught on its own, or in combination with Mabe: Learning to Be a Multinational (B) 9B15M121.

Teaching Note: 8B13M042 (6 pages)
Industry: Manufacturing
Issues: Joint ventures; Internationalization; Latin America; Russia
Difficulty: 4 - Undergraduate/MBA

Helena Barnard, Bryan Muir

Product Number: 9B10M031
Publication Date: 8/20/2010
Length: 15 pages

The South-African founder of Yola, a San Francisco-based company that provides simple website creation software, has developed a vibrant business that went from eight to more than 40 employees in only a year. He has secured two rounds of funding from a South African venture capitalist, and the growth in the Yola user base has been exceeding that predicted in the business plan. Yet the business faces multiple challenges. There are offices in both Cape Town (because of both personal ties and a substantial cost advantage) and San Francisco (because of the need to be connected to the heart of the industry), but managing across a 10-hour time difference is challenging. The rapid growth in employees is also placing demands on the company in terms of integrating people into the culture, and in finding an appropriate organization structure. The business model for online offerings is also not yet established, and Yola has to deal with substantial complexity in terms of its revenue models. In addition, the market place is heating up, and Yola may be losing its relative position in the market place.The case maps the challenges of managing a successful company in an emerging and fast-growing industry, and specifically focuses on the integrated decisions that an entrepreneur has to take.

Teaching Note: 8B10M31 (8 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Location Strategy; Competition; Startups; Organizational Structure; GIBS
Difficulty: 5 - MBA/Postgraduate

Torben Pedersen, Jacob Pyndt, Bo Bernhard Nielsen

Product Number: 9B08M031
Publication Date: 7/25/2008
Length: 16 pages

Coloplast's future global manufacturing strategy was based on relocation of volume production of mature product lines to low cost countries like Hungary and China, whereas most creative and innovative activities (pilot production, ramp-up and range care) were retained in Denmark. The large scale project of offshoring, first volume production and later perhaps other activities, to Tatabanya, Hungary constituted a major shift in the operational strategy for Coloplast, which resulted in a series of organizational and managerial challenges. An important feature of the case is the surprise to the management team of how challenging it was to globalize the operations despite Coloplast's international experience operating a network of subsidiaries in more than 26 countries. The management team learned how important it is to have the structure, the organization and the mindset in place when offshoring production. Sourcing internationally is very different from selling internationally as it involves the entire organization. The learning process of the management team and the challenges they faced is unfolded in this case.

Teaching Note: 8B08M31 (16 pages)
Industry: Manufacturing
Issues: Operations Management; Human Resources Management; Centralization; Management Science and Info. Systems; Management Information Systems; Organizational Behaviour; International Management; Change Management; Value Chain
Difficulty: 4 - Undergraduate/MBA

Michael N. Young, Dong Liu

Product Number: 9B07M013
Publication Date: 10/4/2007
Revision Date: 5/23/2017
Length: 16 pages

Disney began internationalizing its theme park operations with the opening of Tokyo Disneyland in 1983, which is regarded as one of the most successful amusement parks in the world. Disney attempted to replicate this success in France, which is the largest consumer of Disney products outside of the United States. In 1992, they opened Disneyland Resort Paris, which is largely regarded to be much less successful than the park in Japan. This case explores Disney's efforts to open its third park outside the United States; Hong Kong Disneyland. It begins by discussing the experience of Tokyo and Paris Disneylands, and then discusses the opening of Hong Kong Disneyland, including the structure of the deal, and how the operations, human resources management and marketing were tailored to fit the Chinese cultural environment. The case also discusses the tourism industry in Hong Kong and the particular problems that were encountered during the first year of operations. The stage is set for students to discuss whether Disney's strategic assets have a good semantic fit with Chinese culture.

Teaching Note: 8B07M13 (5 pages)
Industry: Arts, Entertainment, Sports and Recreation
Issues: Industry Positioning; Cross Cultural Management; International Expansion; Competitive Dynamics
Difficulty: 4 - Undergraduate/MBA

Chapter 7:
Manufacturing and Service Technologies

Jamie Anderson, Subramanian Chidambaran, Vaibhav Khandekar

Product Number: 9B12M026
Publication Date: 5/9/2012
Revision Date: 6/25/2012
Length: 20 pages

The Siemens Kalwa factory in Mumbai, also referred to as Kalwa Works (KW), started in 1973 with the production of motors and later diversified to produce switchgears and switchboards. By 2009, 40 per cent of all Siemens India employees were working in Kalwa and contributing 45 per cent of the total Siemens India production. Kalwa had become the most important business centre for Siemens India.

In October 2006, Siemens AG decided to implement lean manufacturing in the Kalwa factory as part of a worldwide rollout of the Siemens Production System in all its medium-voltage facilities. The implementations were expected to bring drastic improvements in labour productivity, lower inventory levels, and higher throughput to improve the factories’ financial performance. The lean program promised that the factory’s current realized capacity of 4,000 panels per year could be increased by approximately 50 per cent to 6,000 panels per year in the medium term within two years, and to about 12,000 panels within the next four to five years.

While the benefits of successful implementation were attractive, the company faced several challenges, including restructuring the organization, getting staff on board to accept and facilitate the change, and handling resistance from internal and external stakeholders. This case provides an opportunity to analyze and discuss lean implementation issues for a global multinational firm in the Indian context.

Teaching Note: 8B12M026 (9 pages)
Industry: Manufacturing
Issues: Lean Manufacturing Implementation; Organizational Change; Change Management; Factory; India
Difficulty: 4 - Undergraduate/MBA

Deborah Compeau, Eugenia Huang

Product Number: 9B10E003
Publication Date: 5/21/2010
Length: 18 pages

The president of Unimicron must evaluate the degree to which the company's information systems support its business strategy. The case provides an extensive review of the company's history, its strategy and its key competitive and organizational moves. The case reviews the way in which information systems are used in the company, and challenges students to assess the degree of fit between strategy, organization and technology.

Teaching Note: 8B10E03 (6 pages)
Industry: Manufacturing
Issues: Management Information Systems; Information Systems; CNCCU/Ivey
Difficulty: 4 - Undergraduate/MBA

Bob Travica

Product Number: 9B10E004
Publication Date: 4/21/2010
Length: 14 pages

Protegra is a small company established in 1998 in Winnipeg, Manitoba. The company specializes in the area of computer software development and business performance consulting. Protegra features a unique organizational design, characterized by a lack of hierarchy and a collegial, professional culture centred on employee and customer values. Various information systems support Protegra's design. In the process of expanding into foreign markets and enlarging staff, Protegra has been concerned with preserving its way.

Teaching Note: 8B10E04 (8 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Managing Growth; Organizational Change; Information Systems; Consulting
Difficulty: 5 - MBA/Postgraduate

Chapter 8:
Using Information Technology for Control and Coordination

Frances Leung, Murat Kristal

Product Number: 9B13E030
Publication Date: 11/29/2013
Revision Date: 3/31/2014
Length: 19 pages

Caterpillar Tunnelling Canada Corporation, a Toronto-based subsidiary of the U.S. company Caterpillar Inc., specializes in the custom design and manufacture of tunnelling boring machines used in the construction of transportation and utility tunnels such as subway, sewage and telecom cable tunnels. After the acquisition by Caterpillar, the company was chosen as one of the sites to undergo enterprise resource planning (ERP) transformation. After over a year of localization effort to adapt the corporate ERP template to the subsidiary’s business processes, the project was called off due to both the strained local resources and the significant gap between the parent company’s repetitive manufacturing model and the subsidiary’s concurrent engineering/project-based model. Moreover, the lack of executive buy-in and a mandate in establishing company-wide performance metrics and consistency in business semantics led to sporadic user adoption of business intelligence tools and the creation of sometimes irreconcilable reporting. The business resource manager and head of finance has to rethink the management of business intelligence technologies and come up with a strategy to achieve coherent data analytics for effective business decision making.

Teaching Note: 8B13E030 (9 pages)
Industry: Manufacturing
Issues: Enterprise resource planning; business intelligence; data analytics; Canada
Difficulty: 4 - Undergraduate/MBA

Shih-Fen Chen, Anne Wu

Product Number: 9B13B002
Publication Date: 2/15/2013
Revision Date: 2/15/2013
Length: 20 pages

3L Electronic Corp. (3L), a leading manufacturer of high-end transformers in Taiwan, has implemented the balance scorecard to improve company-wide performance. After 3L had missed its targets for three successive quarters, the general manager realized that the reasons for the gap between the actual performance and the budgeted performance were internal rather than external. The managerial issues faced by the company before the introduction of the balanced scorecard had not been completely addressed because of shortcomings in its initial execution at both the department and personal level. Of most concern is how to link balanced scorecard to employee bonus in such a large organization with multiple layers of structure.

Teaching Note: 8B13B002 (7 pages)
Industry: Manufacturing
Issues: Balance Scorecard; Accounting Control; Performance Evaluation; Employee Bonus; Taiwan
Difficulty: 5 - MBA/Postgraduate

Murthy VVNS Chebiyyam, Kul Bhushan C. Saxena

Product Number: 9B12E010
Publication Date: 12/4/2012
Revision Date: 12/3/2012
Length: 15 pages

Simbhaoli Sugars Limited has deployed a new system of communication services through Voice Web, a mobile-based Internet technology, in rural areas for better engagement with the farmers who supply sugarcane to the SSL factory. The importance of perceived value of services to the end-users and the need to involve all stakeholders during the innovation set-up process are explained. Critical aspects of the service innovation concept are used to analyse the issues observed during the pilot deployment of Simbhaoli Sugars Limited’s new communication services.

Teaching Note: 8B12E010 (10 pages)
Industry: Manufacturing
Issues: Service innovation; technology acceptance; mobile communications; sugar industry; India
Difficulty: 5 - MBA/Postgraduate

Owen Hall, Andrea Scott, Mark Chun

Product Number: 9B10E013
Publication Date: 10/13/2010
Length: 4 pages

WoodSynergy Inc. had become a midsize player in the fine woods supplier industry. The firm purchased stock woods from a number of producers and processed them to meet specific customer specifications. WoodSynergy had recently launched a number of IT-based supply chain management initiatives and was interested in assessing the current progress. The senior management at WoodSynergy had long felt that efficiency improvements to the firm's supply chain could be made through increased information integration. This case introduces the student or student teams to the growing role of information technology in supply chain management.

Teaching Note: 8B10E13 (5 pages)
Industry: Manufacturing
Issues: Supply Chain Strategy; Supply Chain Management; Information Technology
Difficulty: 4 - Undergraduate/MBA

Deborah Compeau, Jordan Mitchell, Gyorgy Drotos, Emma Incze, Gyorgy Vas

Product Number: 9B07E021
Publication Date: 5/7/2008
Revision Date: 11/28/2008
Length: 23 pages

The director of information technology (IT) at Ritcher, a major Hungarian pharmaceutical company with operations throughout Eastern Europe, is planning for the IT department for the near future. The three main considerations for the coming year are: Is the current IT structure appropriate to meet the growing demands of the organization? To what extent should IT affiliates be centrally controlled? How can IT best serve the rest of the company?

Teaching Note: 8B07E21 (11 pages)
Issues: Information Systems; Enterprise Resource Planning; Corporate Governance; Organizational Structure
Difficulty: 4 - Undergraduate/MBA

Chapter 9:
Organization Size, Life Cycle, and Decline

Marina Apaydin, Hend Mostafa, Mariam Mohamed Sherin, Mariam Ali Mobarak, Amal Mohsen Fahmy, Dina Sameh Labib

Product Number: 9B13M097
Publication Date: 3/31/2014
Revision Date: 3/31/2014
Length: 14 pages

This case and the three others in this series (9B13M098, 9B13M099 and 9B14M023) can be used together or on a standalone basis.

This case series features a female Egyptian entrepreneur who faces the challenge of developing her self-titled jewellery brand. The issues are strategic in nature and typical of a growing business. Following the successful establishment of her company, she faces issues related to rapid growth; she is a “one-woman show” who controls everything in the company including marketing, operations, human resources and finance. Although she enjoyed a successful start, the tremendous growth of her company has culminated in management difficulties. Thus, she is considering how to transform her business from an entrepreneurial firm to a structured organization.

Teaching Note: 8B13M097 (7 pages)
Industry: Other Services
Issues: Internationalization; institutionalization; local strategy; female entrepreneurship; marketing; Egypt
Difficulty: 4 - Undergraduate/MBA

Adam J. Mills, Jan Kietzmann

Product Number: 9B13M064
Publication Date: 6/18/2013
Revision Date: 3/30/2016
Length: 9 pages

The founder of a non-profit organization that ran a cross-country ball hockey tournament in support of Food Banks Canada had to discuss the future of the organization with his team as it headed into its third year of operations. Foremost in his mind were questions about whether to continue Five Hole for Food as it had run for the first two years — organized exclusively on social media, managed completely by volunteers and funded by sponsorship donations — or else restructure it as a more formal organization, either independently or under the corporate social responsibility umbrella of a large corporation. The founder also faced serious challenges in assembling and organizing his management and operations teams: as the organization continued to grow, relying only on volunteer labour was going to become increasingly problematic. But if he started hiring and paying people for their time, would that change the organic nature of Five Hole for Food’s culture? He also wondered whether he should start to formalize the structure of the organization more, so it was less dependent on him as an individual. Could Five Hole for Food, which had raised over 50,000 pounds of food in its first two seasons, ever continue without him at the helm?

Teaching Note: 8B13M064 (13 pages)
Industry: Social Advocacy Organizations
Issues: Business growth; social media; startups; non-profit management; Canada
Difficulty: 4 - Undergraduate/MBA

Pavitra Mishra, Rajen Gupta

Product Number: 9B11C009
Publication Date: 3/23/2011
Length: 14 pages

AWARD-WINNING CASE: Adjudged third-best case at the ISB Case Competition 2010 held in partnership with the Richard Ivey School of Business and the Association of Indian Management Schools and sponsored by the Chartered Institute of Management Accountants.

ABC Energy Limited (ABCEL) was created in March 2007 by ABC Infra Private Limited and XYG Private Limited. In September 2007, MNP Finance Limited joined ABCEL as an equity partner. In 2010, ABCEL operated in power generation and had plans to diversify into transmission and distribution. It aspired to be a world-class energy company with operations in India and neighbouring countries. ABCEL had grown by investing in greenfield projects and acquiring existing operations. The promoters of ABCEL had set a target of achieving a project portfolio of 30,000 megawatts by 2015, up from the current portfolio of 8,655 megawatts. The chief executive officer of ABCEL wanted to discuss the following issues at the board meeting on July 31, 2010, with regard to the opportunities and challenges in the growing market: 1) the key organizational needs that ABCEL might have in achieving its target by 2015, 2) the present culture of ABCEL, 3) the relationship between the culture and extent of formalization and hence the ramp-up of formalization that ABCEL might require, and 4) the method of introducing this formalization.

Teaching Note: 8B11C009 (11 pages)
Industry: Utilities
Issues: Formalization; Organizational Culture; Growth Strategy; Power Generation; India; Ivey/ISB
Difficulty: 5 - MBA/Postgraduate

Chapter 10:
Organizational Culture and Ethical Values

Daniel Galindau, Won-Yong Oh

Product Number: 9B14M037
Publication Date: 5/2/2014
Revision Date: 4/23/2014
Length: 8 pages

In 2012, the general manager at the Seoul location of a European manufacturing company faces an ethical dilemma involving bribery and “facilitation” payments. A key decision maker in a local construction company’s purchasing department has asked for a “facilitation” payment as a necessary condition for securing an order. If the expatriate manager decides to pay the money, he will secure an order that will lift his company to a new level of success for years to come. If he decides not to pay, the order and all the company has worked for over the last year will be lost. The expatriate manager must decide whether or not the payment would violate laws internationally, locally and in his home country. What are the real risks? Who can help him answer the many questions he has regarding this local practice?

Teaching Note: 8B14M037 (8 pages)
Industry: Manufacturing
Issues: Ethics; decision making; bribery; facilitation payment; South Korea
Difficulty: 4 - Undergraduate/MBA

Sheila Puffer, David T.A. Wesley

Product Number: 9B12M021
Publication Date: 2/29/2012
Revision Date: 2/28/2012
Length: 9 pages

The case takes place in Peru in the aftermath of the worst mercury spill in history, by a transportation contractor for Newmont Mining Corporation. BHP Billiton, which has no connection to Newmont but is affected by increased hostility toward mining companies, enters into an agreement with Oxfam to conduct training on sustainability and “the impacts of large-scale infrastructure projects on communities.” Executives from the company’s various international business units are selected to participate in the program, to be held each year in Orissa, India. One of the first managers selected to attend the program is the general manager for BHP Billiton’s Tintaya copper mine in Peru. The case discusses the process, objectives, and outcome of the resulting dialogue between BHP Billiton and local indigenous residents.

Teaching Note: 8B12M021 (6 pages)
Issues: Ethics; Corporate Social Responsibility; Globalization; Developing Countries; Mining, Peru; Northeastern, Indigenous Peoples
Difficulty: 4 - Undergraduate/MBA

Seijiro Takeshita, Christopher Williams

Product Number: 9B12M012
Publication Date: 2/24/2012
Revision Date: 2/24/2012
Length: 13 pages

The newly appointed president and chief operating officer of Olympus Corporation of Japan was called to an emergency board meeting. The purpose of the meeting was to discuss governance issues regarding corporate mergers and acquisitions. However, it would be no ordinary meeting. Since assuming the role of president in April 2011, the president had discovered evidence of corporate fraud on a large scale. He had commissioned an external auditor report that showed a significant loss of shareholder value. His call for changes to be made to the Japanese board of directors had been met by resistance. How should he plan for the meeting? What could he expect? What position should he take? How should he influence decisions regarding the company’s immediate problems and its longer-term corporate governance?

Teaching Note: 8B12M012 (10 pages)
Industry: Manufacturing
Issues: Corporate Governance; Fraud; Crisis; Japan
Difficulty: 4 - Undergraduate/MBA

Amit Gupta, Kshitij Saxena

Product Number: 9B11C036
Publication Date: 10/6/2011
Revision Date: 2/22/2012
Length: 23 pages

Sumeru Software Solutions was a software development consultancy firm headquartered in Bangalore, India, with offices in Washington, D.C., Dubai, and London. It began operations in July 2001 as a single project with two employees, and grew over 10 years into an organization with approximately 200 employees. The founding objective of Sumeru Software Solutions was to support Art of Living’s social development initiatives through profits earned from delivering high-quality services. Art of Living (AOL) was founded in 1981 by Sri Sri Ravi Shankarji as a not-for-profit, educational, humanitarian non-governmental organization engaged in stress-management programs, including yoga and meditation. Sumeru had developed a unique culture that combined corporate culture with the Art of Living principles of Seva, Satsang, Sadhana, and positivity even in the face of adversity. In line with the AOL principles, the four pillars of Sumeru culture were ethics, caring, sharing and trust. It purported to follow a peaceful yet aggressive way of doing business called “Serene Dynamism.” Harish Ramachandran, CEO of Sumeru Software Solutions, had created an enterprise that was different from other IT organizations. He was wondering how he would sustain the culture of the organization and make Sumeru a high-performing company over the next 10 years as it expanded its business and hired new employees.

Teaching Note: 8B11C036 (15 pages)
Industry: Information, Media & Telecommunications
Issues: Corporate Culture; Corporate Social Responsibility; Management Philosophy; Value-based Management; Work-life Balance; India; IIM-Bangalore/Ivey
Difficulty: 4 - Undergraduate/MBA

Gerard Seijts, Ivy Kyei-Poku

Product Number: 9B08C007
Publication Date: 4/1/2008
Length: 15 pages

The case explains the ordeal of the newly appointed manager of planning and reporting at Connectco, an outbound call centre in Ontario, Canada, who suspected wrong-doing early on at work. After his fears were confirmed, he was very uncomfortable with the situation he found himself in. However, he had to make a choice about how he would respond. This case also portrays, among other things, how young professionals find themselves in situations that create moral distress when they are aware of unethical conduct but feel constrained from taking action to correct it.

Teaching Note: 8B08C07 (6 pages)
Industry: Administrative, Support, Waste Management and Remediation Services
Issues: Ethical Issues; Leadership; Whistleblower; Accountability
Difficulty: 4 - Undergraduate/MBA

Chapter 11:
Innovation and Change

Margaret Sutherland, Tashmia Ismail

Product Number: 9B14M026
Publication Date: 5/12/2014
Revision Date: 5/12/2014
Length: 11 pages

SABMiller, the world’s second largest brewer, has developed a business model in Mozambique that represents a radical departure from the firm’s traditional approach to beer production. Despite this multinational’s well-developed global supply chains and heavily centralized processes, it has disrupted both established processes and products and has, instead, innovated to produce a cassava-based beer in an effort to serve the low-income consumers who comprise the bulk of the African economic pyramid. In a marked departure from corporate best practices, the manufacturing process begins outside of the brewery and in the vicinity of the scattered and rural cassava farming plots.

Teaching Note: 8B14M026 (23 pages)
Industry: Manufacturing
Issues: Innovation; low income markets; bottom of pyramid; Mozambique
Difficulty: 5 - MBA/Postgraduate

Susan Fleming, Alyssa W. Goldman

Product Number: 9B14C022
Publication Date: 5/2/2014
Revision Date: 4/23/2014
Length: 12 pages

In fall 2009, the new president and chief executive officer of PAR Springer-Miller Systems, based in Stowe, Vermont, is tasked with leading the most significant innovation effort the company has undertaken since its founding in 1984. The company is a leading provider of property management, point-of-sale and spa management systems for high-end hotels, resorts, spas and casinos worldwide, but its legacy products are based on outdated technology and subject to increasing customer complaints; at the same time, the global recession has negatively affected the high-end market. In his first year, the new president has made significant progress in restructuring the organization and shifting its culture to a more entrepreneurial one. He is ready to begin the development of an entirely new product but has to decide on strategy, in particular deciding on the best market on which to focus the new software product and then mapping out a plan to execute its development and launch. How can he elicit a radical innovation from a team of management and employees so culturally rooted in their past accomplishments and legacy products? Should he look for a technology partner and develop the new product in a different location? Can the legacy products be kept up and running long enough for the new product to generate sufficient sales that they can be retired? These are the issues that must be addressed or the company may well face a dire future.

See B Case 9B14C023.

Teaching Note: 8B14C022 (16 pages)
Industry: Professional, Scientific, and Technical Services
Issues: Innovation; technology; hospitality; leading culture change; United States
Difficulty: 4 - Undergraduate/MBA

Dante Pirouz, Kelly Huang (Arman)

Product Number: 9B14A008
Publication Date: 3/13/2014
Revision Date: 3/13/2014
Length: 8 pages

Since 1996, Indigo Books and Music had grown to become essentially a book retail monopoly in Canada. But the global recession had hit the company hard, and the chief executive officer (CEO) was focused on creating innovation at every level of the national operation. The hope was that Indigo would eventually be able to compete internationally with giants such as Amazon.com and Barnes & Nobles. How to stabilize the company's financials while at the same time creating and promoting creative product lines that customers would crave was the critical question that the CEO had to answer if her company was to thrive in the future.

Teaching Note: 8B14A008 (3 pages)
Industry: Retail Trade
Issues: Retailing; finance; books; Canada
Difficulty: 4 - Undergraduate/MBA

Jean-Louis Schaan, Ken Mark

Product Number: 9B13M087
Publication Date: 9/16/2013
Revision Date: 9/16/2013
Length: 15 pages

In 2009, after six years of operation and two negative audits, the president of the Canada Border Services Agency is thinking about initiating a reorganization to improve the way the agency is operated. Formed in 2003 from three government departments, the agency has been responsible for a range of activities represented by 90 acts and regulations that cover, for example, border security, immigration, food and plant inspection, intelligence and tax collection. Since its founding, the agency has grown substantially in the number of employees, who are spread out across the country in eight regions; some of them are in unions that are expert in the use of the news media to protect their members’ interests. The lack of up-to-date communication equipment and the complexity of the organizational structure have resulted in an increased response time to matters that need immediate attention both within Canada and with international partners. No attempt has been made to streamline processes; every major initiative thus far has been focused on ensuring that nothing from the current workload gets dropped, processes remain intact and stronger controls are put in place. The president’s challenge is to determine how to initiate anticipatory change. He has a limited term and needs to prepare a detailed action plan if he wants the changes to take effect before he leaves.

Teaching Note: 8B13M087 (10 pages)
Industry: Public Administration
Issues: Reorganization; change management; public service; leadership; government; Canada
Difficulty: 4 - Undergraduate/MBA

David Wood, V. Joseph Compeau

Product Number: 9B11D002
Publication Date: 10/26/2011
Revision Date: 10/19/2012
Length: 5 pages

In March 2005, the president of Digital Extremes in London, Ontario, had just received the latest industry data. The new Xbox 360 was a success and the president knew that Digital Extremes would have to add significant resources and fundamentally change its operations in order to focus on the growing console market rather than on PC gaming. However, given only three months before game development would begin for the next new console, the Playstation 3, the president was unsure of what changes would be possible.

Teaching Note: 8B11D002 (9 pages)
Industry: Information, Media & Telecommunications
Issues: Evaluating Roles; Creativity and Structure; Video Games; Technology; Canada
Difficulty: 4 - Undergraduate/MBA

Chapter 12:
Decision-Making Processes

Glenn Brophey, Cristobal Sanchez-Rodriguez , Derek Stacey, David Hemsworth

Product Number: 9B11E010
Publication Date: 10/25/2011
Revision Date: 12/10/2012
Length: 14 pages

In market-leading firms, software development is often undertaken by in-house teams to address specific information systems (IS) needs — in part because nothing that fits specific needs is commercially available. These projects often end up taking longer than planned and exceeding ever-growing budgets.

In this case, in-house software development of an information system for Canadian Shield Insurance was finally nearing completion (over budget and behind schedule), and the beta-testing phase and some initial training sessions had begun. Not all the first impressions were positive, so when the director became aware of a recently introduced commercial offering that seemed like a very attractive alternative, he faced a dilemma: should he abandon the developed project, which amounted to five years of work and over $1 million, for a different system that might be a better option? The protagonist in the case had done a preliminary functional comparison of the in-house information system and the commercial offering, and he recognized that the new alternative might hold some significant advantages for the firm. The potential negative implications for his career and the careers of the people he worked alongside during the development project caused him to think about whether or not he should be informing others within the firm about the commercial alternative and, if he did, what position he should take.

Teaching Note: 8B11E010 (11 pages)
Industry: Finance and Insurance
Issues: Information Technology Strategy; Business Process Re-engineering; Balanced Scorecard; Software Development
Difficulty: 4 - Undergraduate/MBA

Karen MacMillan

Product Number: 9B11C034
Publication Date: 9/7/2011
Revision Date: 10/10/2018
Length: 5 pages

The owner of a large hardware, furniture, and building centre faced a dilemma regarding how to manage the upcoming wage review process. After two consecutive years of frozen wages, employees were impatient for financial progress, but there was no extra money in the budget. It was possible to pump savings from upcoming process improvement initiatives into wage increases. However, the owner had limited motivation to channel hard-won funds to underperforming employees. On the other hand, he was eager to reward the people who added value. Yet a plan that rewarded only some employees could result in an angry backlash. He had to decide if he wanted to divert the savings into compensation and, if so, he needed an effective distribution plan.

Teaching Note: 8B11C034 (8 pages)
Industry: Retail Trade
Issues: Motivation; Compensation; Organizational Justice; Bounded Rationality
Difficulty: 4 - Undergraduate/MBA

Mario Koster, Rob Alkema, Christopher Williams

Product Number: 9B10M073
Publication Date: 9/23/2010
Revision Date: 5/4/2017
Length: 17 pages

Starbucks enjoyed tremendous growth over the previous two decades. In 2007, it had a global reach of over 17,000 stores in 56 countries. Between 2007 and 2009, however, Starbucks' relentless march was slowed by three forces: increasingly intense competition, rising coffee bean prices and a global economic recession. In order to remain profitable, the company started to scale back its overseas operations. In 2010, Starbucks was faced with a critical strategic decision: Should the company resume its international expansion and once again intensify its commitments in overseas markets? If so, what approach should the company take? Had the pace of Starbucks' internationalization (i.e. the rate of opening new stores abroad), the rhythm of its internationalization (i.e. the regularity by which stores were opened abroad) and geographical scope of its internationalization (i.e. number of new countries entered) had an impact on the company's performance in previous years? Could Starbucks learn from its prior internationalization within the coffee industry in order to guide its future international strategy?

Teaching Note: 8B10M73 (10 pages)
Issues: Decision Making; International Strategy; Market Entry; Internationalization
Difficulty: 4 - Undergraduate/MBA

Murray J. Bryant, Eileen Pepler

Product Number: 9B07M078
Publication Date: 9/18/2008
Length: 17 pages

The director for the Tom Baker Cancer Centre (TBCC) and vice-president of the Alberta Cancer Board (ACB) took a moment to reflect on the past six months. He had assumed the leadership of the TBCC in December 2006. Alberta Health & Wellness had created an ambitious provincial vision for cancer in which the director would play a key role. The director recognized that it would be difficult to gain buy-in from the different stakeholders because they were used to a different way of operating. Before moving forward, the director wanted to have several discussions with ACB, his management team and the front-line staff, and present to them some preliminary objectives.

Teaching Note: 8B07M78 (6 pages)
Industry: Health Care Services
Issues: Health; Change Management; Evidence-based Decision Making
Difficulty: 5 - MBA/Postgraduate

Chapter 13:
Conflict, Power, and Politics

Padhmanabhan Vijayaraghavan

Product Number: 9B10C030
Publication Date: 3/29/2011
Length: 5 pages

This case depicts how executives who are holding power in an organization can create chaos due to interpersonal conflict. Rao and Naik, two senior executives at TKC Consulting in India, scapegoated an innocent subordinate during the course of their rivalry. Their actions, not befitting the positions they held, created confusion and misunderstanding in the organization. The chairman of the company understood that their selfish, power-hungry actions could not be explicitly pointed out, as this would merely result in a cycle of blame. Yet he also knew that if the conflict was not addressed immediately, it would cause more discord within the organization.

Teaching Note: 8B10C030 (10 pages)
Industry: Finance and Insurance
Issues: Organizational Structure; Organizational Behaviour; Management Communication; Conflict Management; India
Difficulty: 4 - Undergraduate/MBA

W. Glenn Rowe, Unnat Kohli

Product Number: 9B08M096
Publication Date: 3/31/2009
Length: 8 pages

The vice-president of corporate and institutional banking at Victory Bank Limited (VBL) finds himself in a political imbroglio. He needs to respond to the request by VBL's head of retail and private banking to join his team, even though the vice-president shares an excellent relationship with his current boss and is a star performer within the organization. The vice-president needs to decide his next steps: whether to accept that new role or to decline it. Students will come to understand how they can get caught in political battles and how best to manage the politics within the organization. Students will also learn to think their way through the various options faced when tackling similar situations.

Teaching Note: 8B08M96 (2 pages)
Industry: Finance and Insurance
Issues: Managing Upward; Managing Politics in a Large Organization; Career Management
Difficulty: 3 - Undergraduate