This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Ivey Business School (Canada)
-
ReedTrek Manufacturing (A)
Jane M. Howell; Ken MarkCase IVEY-9B12C051-ELeadership and People Management, StrategyThe newly-promoted international operations director for ReedTrek Manufacturing, is trying to diagnose the issues at his company's under-performing China plant. While the operations director originally believed the loss-making operations suffered from technical issues, his visit to the plant suggests to him that there are leadership and management issues.Starting at €8.20
-
Air Canada: Defined Benefit Pension Plans
Darren Henderson; Christine I. Wiedman; Pricilla CheungCase IVEY-9B11B016-EAccounting and ControlAn investor was reviewing his investment in Air Canada to decide whether or not to sell his shares in the company. Recent weakness in the airline industry and a three-day strike by service staff had caused the investor to reevaluate Air Canada’s long-term prospects. In particular, the investor wanted to consider the company’s pension plans in his analysis. A proposal to move new hires to defined contribution from defined benefit pension plans was...Starting at €8.20
-
Ford Motor Company: Accounting for Deferred Taxes
Darren Henderson; Christine LiuCase IVEY-9B11B023-EAccounting and ControlFord Motor Company is considering whether to reverse the valuation allowance it has recorded over its deferred tax assets. Due to substantial losses from 2006 to 2008, Ford has $10.3 billion of tax loss carryforwards in addition to other deferred tax assets; however, due to uncertainty, Ford has not recorded the value of those deferred tax assets on its balance sheet. To improve business conditions over 2009 and 2010, Ford must now decide whether...Starting at €8.20
-
Accounting for Faulty Ignition Switches at General Motors Company
Darren Henderson; Julia CuttCase IVEY-9B14B014-EAccounting and ControlOn January 31, 2014, the chief executive officer (CEO) of General Motors (GM), a major automaker located in Detroit, Michigan, must decide whether to issue a recall based on a defect that had been found through an internal safety committee investigation. The ignition switch of certain GM small car models manufactured between 2005 and 2007 was prone to being nudged out of the run position, causing the driver to lose control as the engine would swi...Starting at €8.20
-
Career Coaching: General Manager Role
Jane M. Howell; Ken MarkCase IVEY-9B11C005-ELeadership and People ManagementThis role-play case follows the Performance Coaching case involving Darcy Gallagher. You are the new general manager of the Elmwood Group and four weeks ago you conducted a performance review with your direct report, Darcy Gallagher, who is a sales manager, and outlined three leadership gaps that Gallagher needed to address. The purpose of this new meeting is to discuss Gallagher’s career aspirations at Elmwood Group. In advance of your meeting, ...Starting at €8.20
-
ReedTrek Manufacturing (B)
Jane M. Howell; Ken MarkCase IVEY-9B12C052-ELeadership and People Management, StrategyThis is a supplement to ReedTrek Manufacturing (A) 9B12C051.Starting at €5.74
-
Coaching for Exceptional Performance Workshop: Associate, Capital Markets, Robert Woo
Jane M. Howell; Ken MarkCase IVEY-9B11C026-ELeadership and People Management, StrategyThis is role play #2 (Robert Woo) for Coaching for Performance Management: Asia Edition (#9B11C024).Starting at €8.20
-
Coaching for Exceptional Performance Workshop: Senior Associate, Institutional Investor Relations, Kelly Tan
Jane M. Howell; Ken MarkCase IVEY-9B11C030-ELeadership and People Management, StrategyThis is role play #6 (Kelly Tan) for Coaching for Performance Management: Asia Edition (#9B11C024).Starting at €8.20
-
Why Canada Should Adopt Mandatory Say-On-Pay
David Fraser; Darren HendersonArticle IVEY-9B14TA05-EStrategySay-on-pay votes give shareholders a valuable opportunity to express their views on executive compensation. The goal of say-on-pay is to increase the accountability, transparency and performance linkage of executive pay and improve communication between shareholders and boards of directors. Among major Western nations, Canada is an outlier in not having adopted mandatory say-on-pay. About 60 per cent of Canada’s 100 largest companies have adopted...Starting at €8.20
-
Mission Hills: Taking the Next Step
Jane M. Howell; Ken MarkCase IVEY-9B12C030-ELeadership and People Management, StrategyThe chief executive officer of Mission Hills, a Chinese golf course operator, is thinking about how to expand his resort operations into Hainan Island, a few hundred kilometres away. He is wondering what his organization needs, from a human resources standpoint, to be able to develop another five-star resort. Mission Hills is a top golf course brand in China employing 7,000 people in its Shenzhen and Dongguan facilities. The expansion to Hainan I...Starting at €8.20