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Performance Management System at Attock Refinery Limited
Sadia Nadeem; Ruhma IslamCaso IVEY-9B15C015-EDirección estratégica, Liderazgo y Dirección de personasIn November 2013, the senior manager of Human Resources at Attock Refinery Limited, headquartered in Morgah Rawalpindi, Pakistan, is considering whether to amend the current performance appraisal system to bring it in line with the goal of creating a performance-oriented culture in the company, which refines 70 per cent of the country’s crude oil. Significant changes had been made over the last 14 years, but the current performance management sys...Desde 8,20 €
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Pak Sweets: Managing a Diverse Workforce
Maria Khan; Zunaira Saqib; Nataliya Farrukh; Fatima Tanvir; Kahaf PashaCaso IVEY-9B16C017-EDirección estratégica, Liderazgo y Dirección de personasIn 2014, the chief executive officer (CEO) and owner of Pak Sweets was worried about diversity issues in his organization. The sweets-making factory, once a one-room business and now a full-fledged factory in Rawalpindi, Pakistan, was highly dependent on blue-collar workers. Each production process required workers with diverse skills, so the company hired employees from different provinces of Pakistan, representing multiple ethnicities. The ethn...Desde 8,20 €
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Seeking Skills, Finding Barriers: Vocational Training in Punjab (Sequel)
Khwaja, Asim; Datla, AnjaniCaso HBS-KS1262-EEconomíaSupplement to case KS1261. In March 2012, a flagship vocational program in Punjab, Pakistan-the Punjab Skills Development Fund (PSDF)-hit a roadblock. After months of planning, a pilot phase of training courses was launched in four of Punjab's poorest districts. The classes filled up, but the researchers in charge of evaluating PSDF's programs were worried. Earlier research indicated that a large portion of the target population-including a large...Desde 8,20 €
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Pak Arab Refinery Limited (PARCO) - Management of Circular Debt
Muntazar Bashir AhmedCaso IVEY-9B11M047-EDirección estratégica, FinanzasThis case describes how significant debt was built up in Pakistan among the private- and public-sector energy and power-generation companies, which were some of the country’s largest organizations. An unexpected slowdown in recovery of payments created debt that affected corporate business operations and the Pakistani economy as a whole. The case discusses the energy and power sectors, along with the reasons for the circular debt. The Pakistani g...Desde 8,20 €
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Pak Elektron Limited: Converting Systems to ERP
Muntazar Bashir AhmedCaso IVEY-9B12E002-EDirección estratégica, Liderazgo y Dirección de personas, Tecnologías de la informaciónPak Elektron Limited was a prominent manufacturer of consumer home appliances, large distribution and power transformers, and switch gears for power companies in Pakistan. From 2007, the company had started the process of changing the information systems of the company. These systems had become outdated as Microsoft withdrew its support of Visual FoxPro, the platform on which all systems had been developed. The company decided that a Tier 1 ERP (...Desde 8,20 €
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Callmate Telips (A) - Choice of Accounting Policy
Muntazar Bashir AhmedCaso IVEY-9B08N028-EDirección estratégica, FinanzasCallmate Telips Telecom Limited (Callmate) was in the telecommunications business, an industry in which the regulatory controls were gradually being undone by the government of Pakistan as part of an economic deregulation program. Callmate was the pioneer in the payphones and prepaid calling card industries in Pakistan. The events in the case demonstrate that the company strategy, as well as aggressive share price management, could be dangerous i...Desde 8,20 €
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Fauzia Kehar: Redefining Norms in a Conservative Culture
Alison Konrad; Lindsay BirbragerCaso IVEY-9B18C030-EDirección estratégica, Liderazgo y Dirección de personasFauzia Kehar was a woman working in the male-dominated legal profession in Pakistan. She had overcome many barriers to achieve outstanding career success in Pakistan—a male-dominated environment with conservative laws and culture. Her impressive educational background and work experience led to her rapid progression to the role of head of Legal, Gulf Cluster, at Citibank NA in Dubai. After more than 20 years working as a lawyer, Fauzia had reache...Desde 8,20 €
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Inundation: The Slow-Moving Crisis of Pakistan's 2010 Floods (A)
Howitt, Arnold; Tannenwald, DavidCaso HBS-HKS794-EIn summer 2010, unusually intense monsoon rains in Pakistan triggered slow-moving floods that inundated a fifth of the country and displaced millions of people. This case describes how Pakistan's government responded to this disaster and highlights the performance of the country's nascent emergency management agency, the National Disaster Management Authority. It also explores the integration of international assistance, with a particular focus o...Desde 8,20 €
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Seeking Skills, Finding Barriers: Vocational Training in Punjab
Datla, Anjani; Khwaja, AsimCaso HBS-KS1261-EEconomíaIn March 2012, a flagship vocational program in Punjab, Pakistan-the Punjab Skills Development Fund (PSDF)-hit a roadblock. After months of planning, a pilot phase of training courses was launched in four of Punjab's poorest districts. The classes filled up, but the researchers in charge of evaluating PSDF's programs were worried. Earlier research indicated that a large portion of the target population-including a large number of women-were inter...Desde 8,20 €
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Management Costs at CHIP: A Way Forward for a Pakistani NGO
Zunaira Saqib; Nabiha KhattakCaso IVEY-9B15M046-EDirección estratégicaThe three founding members of the Civil Society Human and Institutional Development Programme (CHIP), a Pakistani not-for-profit organization, need to determine how to satisfy management and operational costs. CHIP is a mainstream development organization in Pakistan, with a focus on Human and Institutional Development. CHIP became successful by maintaining high standards of management practices. Such standards require regular financial support t...Desde 8,20 €