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54 items were found using the following search criteria
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Cane Mutiny: Managing a Graying Workforce (HBR Case Study and Commentary)
Geissler, Cornelia; Herrmann, Norbert; Kamerick, Eileen A.; Martina, Dietmar; Bovbjerg, Barbara D.Article HBS-R0510A-ELeadership and People ManagementFrank Heberer, a human resources manager at Medignostics, has proposed a long-term HR strategy for the German midsize pharmaceutical company. All his research points to trouble on the horizon: In just 25 years, more than a quarter of the country's population will be over age 65. What will happen to the firm when workers start retiring in droves? How will it attract smart new hires from a much smaller talent pool? But the executive team is focused...Starting at €8.20
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Reign of Zero Tolerance (HBR Case Study and Commentary)
Gerson, Ben; Parker, Janet; Volokh, Eugene; Halloran, Jean; Cherkasky, Michael G.Article HBS-R0611A-ELeadership and People ManagementSimon Pemberton, a materials chemist at Applied Devices, is escorted by security guards to the company parking lot, where an HR manager tells him he's fired. Until that moment, things seemed to be going well. Simon had known, of course, about AD's zero-tolerance program, but it hadn't occurred to him that he'd violated it--particularly since his unauthorized e-mailing and Internet use were meant to serve the goal of scientific inquiry. Don Hardee...Starting at €8.20
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Privatization of the Tiger Leaping Guest House in Nanjing, PRC
Stephen GraingerCase IVEY-9B10C029-EEntrepreneurshipThe Liang family, experienced family hoteliers in China, had to leave the mainland under the pressure of the forces of Chairman Mao and the Communist Party of China in 1949. They resettled in Taiwan, resumed their hospitality business and now, two generations later, have returned to Nanjing to find that their family’s old guest house has been allowed to run down and deteriorate as a Chinese state-owned enterprise (SoE). They repurchase the old gu...Starting at €8.20
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Hebei Dawu Group: Building the First Family Business Constitution in China
Yuping DuCase IVEY-9B11M038-EEntrepreneurship, StrategyThis case examines the family business constitution created by Dawu Group’s founder, Sun Dawu. It was the only such system in China to date, and made it possible for the group to survive near-fatal challenges. The case starts with problems Sun Dawu encountered, such as a salary-rise request from a recently elected board member; managers’ doubts about the constitution system; and the suspicion of external experts and journalists regarding the grou...Starting at €8.20
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L’Oseraie — Turnaround Challenge
Justin Paul; Marc Chaix; Shruti GuptaCase IVEY-9B11C018-EEntrepreneurship, Leadership and People Management, StrategyThis case deals with the challenges faced at L’Oseraie, a nursing home located in the northeast of France. The director of L’Oseraie had to meet her new boss and brief him on the organization’s challenges while offering suggestions. A key obstacle involved employee motivation and engagement, particularly after a recent absenteeism episode. Furthermore, the lack of health care staff in France meant that employees might need to be sourced from abro...Starting at €8.20
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Asis Electronics
Henry W. Lane; David T.A. WesleyCase IVEY-9B11M057-EStrategyThe controller for Asis Electronics, a subsidiary of a European-based corporation, was concerned that Asis might have overcharged the U.S. Ministry of Defense in a contract for transmitters. However, Asis’s chief financial officer did not address the matter when he learned of it. After being asked to sign an annual compliance document related to anti-corruption practices, the controller needed to decide whether or not to report the irregularities...Starting at €8.20
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International Farm Equipment Co.
Henry W. Lane; David T.A. WesleyCase IVEY-9B11M056-EStrategyIn 1995, the United Nations began to ease sanctions on Iraq in what was known as the “Oil for Food” program. One of the first companies to return to Iraq under the UN program was U.S.-based International Farm Equipment Co. (IFE). IFE had been an important supplier of agricultural equipment to Iraq until the Gulf War in 1990. Shortly after IFE established its Iraq office upon returning, the Iraqi Ministry of Agriculture demanded a direct payment o...Starting at €8.20
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HR as Transformation Partner in Maruti Suzuki India Ltd.
Anita Ollapally; Asha BhandarkerCase IVEY-9B11C022-ELeadership and People Management, StrategyThe Indian business landscape is marked by uncertainty, turbulence, hyper-competition, and non-linear growth, as exemplified by the automobile sector. Increasing competition from foreign automobile organizations and homegrown ones such as Tata Motors are posing a threat to the market leader, Maruti Suzuki India Ltd. A fierce battle for market share is ensuing among these automobile giants. However, Maruti Suzuki has succeeded in maintaining its l...Starting at €8.20
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Religion in the Workplace: Tyson Foods, Inc.
Alexandra Roth; David T.A. WesleyCase IVEY-9B11C032-ELeadership and People ManagementThe case discusses an American food processor that embraced faith in the workplace, which helped to increase employee satisfaction and reduce turnover. Recently, Tyson Foods had sought to broaden its religious accommodation to reflect the changing demographics of its employees. At the time of the case, Christian fundamentalism was the predominant religion of Tyson and many employees and community members reacted negatively to the company’s effort...Starting at €8.20
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Religion in the Workplace: The British Airways Cross Controversy
Alexandra Roth; David T.A. WesleyCase IVEY-9B11C031-ELeadership and People Management, StrategyBritish Airways took a strictly secular approach to religion in the workplace, banning any outward symbols of faith. This policy extended to the wearing of jewellery with religious symbolism. One employee who originally complied with the ban protested after she found out that the company had made accommodations to other faiths, such as allowing Sikhs to wear turbans. She then decided to wear a cross pendant in protest of the company’s perceived d...Starting at €8.20