Case studies

The learning objectives are intended to stimulate the students’ comprehension of the various challenges faced by Indian startups in the digital ecosystem. With the changing working dynamics in organizations around the globe, managers are expected to explore unconventional business models to facilitate operational growth. The case study is a valuable resource for graduate students to enhance and evolve their critical thinking and solution-oriented skills as forthcoming managers of digital businesses. Students should be able to analyze the case, respond to the questions and evaluate the consequences of workplace flexibility, moonlighting and its applicability in an organizational context. With the Indian Government introducing schemes such as the Digital India initiative and Startup India, it is predicted that numerous startups will opt for digital business standards and a remote work approach. The case bridges classroom theories and a real-life digital company to help students connect with emerging market scenarios.

During the digital era, India witnessed a shift in companies’ work culture, which amplified when COVID-19 hit the country. Organizations started to work remotely and experienced the numerous benefits it brought. The comfort of working from home was greater for digital businesses whose significant operations could be performed online. However, is it really that productive for digital companies to telecommute? The case illustrates how a digital company, Career Pandit, formed in 2018, unfurls and expands its business and further highlights the challenges the pandemic raised concerning people management. In addition to the discussion, the purpose of the case is to determine the implication of workplace flexibility and moonlighting and how Indian startups cope with the uncertain future challenges it brings.

Under graduate and postgraduate students.

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CSS 6: Human Resource Management.

The case depicts an opportunity for undergraduate and postgraduate students to be exposed to the basic digitization of supply chain management, technology adoption, change management and cost-benefit analysis concepts. The study aims to encourage them to use the data given in the case and exhibits to compare and contrast physical and digital supply chains (SC); design the digitized version of the traditional SC; examine the nitty-gritty of technology adoption in the SC context; develop the change management plans for the successful adoption and implementation of SC digitization; design the risk register and Explore the business process management; and conduct the return on investment analysis.

Amber Yen, Chief Operating Officer Apparel Sourcing at Ransys Partners Ltd (RSL), was presented with the task of reducing physical sample production cost and time without impeding order pipeline. RSL was experiencing significant capacity constrain during the COVID-19 crisis, failing to deliver physical samples to international brands. To win large export orders, RSL had to adopt a new innovative way to reduce the sample approval process while meeting customer requirements. Ms Yen wanted to convert the entire sample approval process into a digital mode. She was facing multiple challenges related to the design, implementation and adoption of the digital sample approval process to coordinate the entire SC. She had limited time and was grappling with other impending constraints such as increasing cost, intense competition, demanding customers, shortage of labor due to COVID-19, reducing the bottom line. It was her time to test the idiom “necessity is the mother of innovation”.

The target audience for this case is management or business school students. This case can be used to teach digitization of SC, operations management, organization behavior, digitization of enterprises, IT for business, new service development, supplier management technology adoption, and change management in management or business schools.

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CSS 9: Operations and Logistics.

The case has the following learning objectives: to understand the dilemmas that an emerging market MNC faces during pre-and post-acquisition scenarios; understand and appreciate the basic tensions that arise when two different companies with different cultural setups are integrated; understand the importance of creating a culture integration road map to leverage the synergies of two successful companies; and understand the role of leadership in leading and managing change.

Asian Paints Ltd. has been a market leader in the Indian paint market for over five decades (since 1967). Over the years, starting in 1978, the company has steadily spread its footprint in the international arena as well. As of 2017, Asian Paints was a leader in 10 overseas markets, one of the top 3 paint companies in the Middle East, the largest paint manufacturing company in South Asia, and served 60 markets across the world. The international business contributed to around 12% of the company’s group turnover. In line with its long-term vision and to consolidate its presence in emerging markets, the company acquired Causeway Paints, a leading paint company in Sri Lanka, in April 2017. Asian Paints had a presence in Sri Lanka since 1999. Mr. Jatin Upadhyay, International Business Unit Head for Asian Paints, had played significant roles in the past in such acquisitions and was well aware of the impending challenges that came with such acquisitions. How would the integration of the two distinct entities be made possible without losing the overarching objective? How would the transition be managed? How would the cultural transition take place? What and how would the role be handled by the General Manager (GM) of Causeway Lanka? How would the new organisational structure support the transition? The case illustrates the complex management challenges that arise when a leading enterprise from a different country (Asian Paints) acquires a leading company in a different country, in this case, Causeway Paints, Sri Lanka.

The target audience for this case study is the students pursuing a post-graduate programme in management or an executive post-graduate programme in management. The case can also be used for management development programmes for experienced participants who are interested in understanding the possible scenarios that may arise after an acquisition when managing an international subsidiary in a different cultural setting.

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CSS 6: Human Resource Management.

This case aims to enhance students’ scholarship and understanding of performance management systems with respect to the formulation of key performance indicators (KPIs). Specifically, working through this case and the assignment questions, students will be able to:▪ critically analyse process-based and outcome-based performance indicators;▪ recommend the right mix of process- and the outcome-based KPIs;▪ apply the specific, measurable, aligned, realistic and time-bound (SMART) framework to the KPIs;▪ create SMART KPIs; and▪ propose when to involve team members in decision-making.

The Director of the Centre for Learning and Innovative Pedagogies (CLIP), Dr Tanushree Sharma, was in for a surprise when the Dean and the Advisor to the school expressed their dissatisfaction with her approach to framing performance indicators for the management of the Centre.

They categorically advised her to change her process-based orientation to an outcome-based one and create tangible ground-level outcomes. Their feedback made her realize why, in spite of having rolled out several initiatives, the Centre was struggling to demonstrate its impact on student learning and faculty development. It dawned on her that the Centre’s inability to showcase a tangible impact on the school could mar the collective hard toil of the team.

Accepting the feedback and recognizing the merit of designing outcome-based SMART performance indicators, she started working towards them. Although she was able to conceptualize a broad framework, she was uncertain about whether to include only outcome-based KPIs. She was also unsure whether to unilaterally create and assign the key responsibility areas (KRAs) and KPIs or co-create them with her team members. A confluence of factors weighed heavily on her mind – the pressure of limited time, remote working because of the pandemic, moderately experienced team members, voluntary team membership, lack of positional power and her limited organizational influence. With less than a month to the proposal submission, she had no time to waste.

The case is suitable for courses on performance management systems, human resources and leadership; however, it is particularly relevant to framing KRAs and KPIs, developing outcome-based KPIs and applying the SMART framework to developing KPIs. It can be used in both postgraduate and undergraduate programmes at business schools.

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CSS 6: Human Resource Management.

This case will help students to analyse and develop insights into the concepts of servant leadership; to analyse and develop insights into women’s empowerment and a process to achieve such empowerment; and to explore the social business models for scaling up.

The Lakhpati Kisan programme under the aegis of Tata Trusts focussed on empowering women marginal farmers in the tribal belts in India to significantly increase their income from 2015. Ganesh Neelam, Executive Director, Collectives for Integrated Livelihood Initiatives (CInI), a nodal agency of Tata Trusts, advocated various livelihood options in agriculture, livestock, non-timber forest resources and water conversation. Initially, CInI faced the challenge of getting the farmers to sign up for the programme due to lack of trust. CInI facilitators educated the farmers about the purpose of the initiative and the benefits they would accrue and built trust. CInI created awareness through knowledge-sharing sessions on best practices in agriculture. They formed self-help groups of farmers for decision-making and for easy access to capital. CInI established farmer producer organisations (FPOs) to bring in a business perspective among farmers. The farmers as Board members and executives ran the FPOs like commercial organisations. CInI built capabilities to create a sustainable and autonomous ecosystem that looked impressive. But still the programme was falling short of the desired target. The farmers were so far reluctant to move forward independently. Ganesh felt that the social business model that CInI had evolved needed a re-look to achieve a significant and lasting impact on the majority of the marginal farmers in India.

The case can be used in the organisation behaviour, human resource management courses and courses on social enterprises as part of the MBA or post-graduate management programme or in executive education programmes.

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CSS 6: Human Resource Management.

To understand a firm’s service concept and process; to explain the service design that differentiates itself by making trade-offs in operations and service offering; to identify the importance of deliberately designed interrelated systems and resources to achieve growth in services and to evaluate the fit of new design elements in the service offering.

Ajay Takeaway Foods LLP (Ajay Foods) is a food venture founded by Mr Jaideep Solanki and Mr Ajay Solanki and operates as a chain of quick service restaurants with a simple mission to sell food that is good, affordable and accessible to all. Ajay Foods serves only pure vegetarian and limited variants of burger, pizza and cold coffee. Ajay Foods rolled out 75 stores in just 18 months during the COVID 19 pandemic. Ajay Foods’ founders were contemplating on expanding menu. There was growing demand for food items such as samosa, wraps, sandwiches and French fries. One of the founders got into dilemma: How many items? and Which item(s) to add to the menu?

This case can be used at post-graduate level to teach basic frameworks of service concept and design. The case covers a range of topics such as service processes, service elements and product offerings in a service setting. It can be used effectively with MBAs and Hospitality Management program in courses that focus on Service Management, Service Operations or Service Marketing Strategy.

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CSS 9: Operations and Logistics.

The learning outcomes of this study are as follows:

1) illustrate the project management failures that contributed to the fire accident at Grenfell using a fishbone diagram;

2) identify and classify the power and influence of various stakeholders involved in a brownfield project using a relevant framework; and

3) elaborate the need for following effective stakeholder management processes and project leadership, especially in the context of a refurbishment/renovation project.

On 14th June 2017, the Grenfell Tower in North Kensington, West London, UK, caught fire. The fire raged for 60 h and around 72 people lost their lives. Many criticized the response of the London Fire Brigade (LFB) and their lack of preparedness to respond to such an emergency. There were calls for Dany Cotton, the Chief of LFB, to resign. However, there had been a major cladding-related refurbishment at Grenfell, and subsequent investigations revealed that the use of combustible materials, a lack of compliance with the fire-safety norms and a blatant disregard for resident safety had contributed to the fire. The tragedy was a cumulative outcome of failure on two counts: effective project management and stakeholder management during the process of refurbishment, especially in the context of a low-cost housing project. Given this situation, this case considers whether Dany Cotton should own up to her responsibility and resign from her position. In the process, the case considers Grenfell refurbishment from the theoretical lens of project management in the construction management scenario to understand the factors that could have led to an “avoidable” tragedy.

Postgraduate students of construction management; final year undergraduate engineering students who have a foundational course on project management; and architects.

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CSS 2: Built environment.

Supply Chain Management, Technology, Procurement, Supply Chain Finance

The key learning objectives are as follows: to gain critical insights into e-commerce supply chains of fashion garments; understand the importance of digitization to manage the risks due to supply chain disruptions; evaluate the role of digitization to improve supply chain performance; understand the importance of supply chain finance in maintaining a healthy buyer–supplier relationship; and appreciate the role of supply chain digitization to transform a regional supply chain into a global supply chain.

This case highlights the challenges faced by fashion garments industry due to fragmented nature of their supply chains, where the manufacturing base was in the east and most of the consumers in the west. Digitization can create a bridge to integrate these supply chains to drive out their inefficiency, fragility and vulnerability to disruptions.

The case could be discussed in 90 min of an Operations Management, Supply Chain Management and Technology Management class at MBA or Executive MBA level.

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CSS 9: Operations and Logistics.

This teaching case covers aspects of leadership development, strategy, change management, organisational behaviour, and people management. The case explores the following themes:

• Workplace transformation and culture: the challenges and opportunities of remote/hybrid work in large government enterprises and maintaining the culture when moving remote

• Leadership and change: the different perspectives that a leader can take into consideration when leading the business during turbulent and uncertain times and managing the change process in large organisations

• Strategic decision-making: the application of analytical skills by senior management when making strategic decisions in a business

Workplace transformation and culture: the challenges and opportunities of remote/hybrid work in large government enterprises and maintaining the culture when moving remote

Leadership and change: the different perspectives that a leader can take into consideration when leading the business during turbulent and uncertain times and managing the change process in large organisations

Strategic decision-making: the application of analytical skills by senior management when making strategic decisions in a business

The primary audience for this teaching case is management education programmes including: Master of Business Administration (MBA), Postgraduate Diploma (PGDip), specialist Masters in Management, and certain Executive Education programmes.

This case deals with a public-sector entity that collects taxation revenue for the South African government. In 2020, the operations of this public entity are severely affected by the Covid-19 pandemic. The mandatory shift of the workforce from in-office to a remote work-from-home set-up, results in the entity switching to a hybrid work model in order to achieve its goals as an essential service. Protagonist Dr Zanele Twazi, executive head of the public entity's research department, is tasked by the commissioner to conduct a review on the hybrid work model. As the commissioner is also in the process of reviving the organisational culture to regain public trust following multiple corruption scandals, the pandemic adds to this pressure. Dr Twazi must share employee feedback on the remote work option. Meanwhile, the leadership team has to decide if the work model will serve this public entity in achieving its strategy, and from an organisational culture viewpoint, if it is the best fit for the future.

The key learnings from this case include the following:

• Organisational work model: A suitable work model is dependent on the organisational mandate as well as its culture.

• Culture and organisational goals: An organisational work model additionally impacts the future sustainability of the organisation and its ability to achieve its short- and long-term goals.

• Change management framework: For teams to effectively adapt to a hybrid work model, managers have to be empowered to lead and be able to facilitate the change.

Organisational work model: A suitable work model is dependent on the organisational mandate as well as its culture.

Culture and organisational goals: An organisational work model additionally impacts the future sustainability of the organisation and its ability to achieve its short- and long-term goals.

Change management framework: For teams to effectively adapt to a hybrid work model, managers have to be empowered to lead and be able to facilitate the change.

This comprehensive case has been written for an undergraduate-level course on general management and a post-graduate-level course on organizational behavior and strategic management. After working through the case and conducting an in-depth discussion of the assignment questions, students will be able to do the following: 1. perform a comprehensive assessment of the institute’s internal context to measure its resources and preparedness to deal with COVID-19; 2. apply organizational change frameworks (to understand the trigger of the change, type of change and change process); 3. qualitatively analyze the dynamic capabilities and resources available to reopen the institute; and 4. suggest ways to institutionalize agility in the organization to improve the preparations and future responses to student management on campus based on a thorough analysis.

Founded in 1996, the Indian Managerial Studies Institute, Indore, has emerged as a leader in management education by appropriately weaving the pertinent roles of industry, government and PSUs into a common thread. With the onset of COVID-19 in March 2020, IMSI Indore began to respond to educational and administrative challenges by building on resilient strategies. Two decision-making situations cropped up as the situation improved and again converged to the more lethal second wave in March 2021. Dr Hemant Vishwas, Dean of IMSI Indore, needed to determine whether the institute should continue with the reduced employee and hybrid classroom model or reopen with full-fledged operations for the following academic year.

This comprehensive case has been written considering the teaching pedagogy for an undergraduate-level course on organizational behavior (organizational development and change module) and a post-graduate-level course on organizational behavior and strategic management. This case is suitable for courses on organizational development, change and strategy implementation. Organizational behavior and organizational development and change can be used to understand the core concepts of the change content and process, i.e. the scope and scale of the change. The case also touches on inducing a dynamic change in response to the pandemic in an educational setting, teaching the concepts of dynamic capabilities. It is also expected to be useful for teaching courses related to operations strategies in educational services for executive degree programs and faculty development workshops.

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CSS 6: Human Resource Management.

After studying the case, the students will be able to: 1. understand the business and existing HR practices at Precision Engineering; 2. evaluate the factors affecting business that may require the company to formalise its HR practices; 3. create recruitment and selection-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals; 4. create training needs identification and evaluation practices for HR 2.0 using appropriate models and theory to aid the company meet its business goals; and 5. create performance planning and review-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals. The case helps students objectively assess HR practices related to three core verticals – recruitment and selection; training; and performance management systems. It also enables them to reassess these practices with the help of specific metrics and models.

Precision Engineering was a manufacturer of machined metal components in the Indian automotive components industry. It had been a family-run business since its inception in 1995. Precision was awarded the prestigious Automotive Component Manufacturers of India award in 2020 for excellence in HR. Ms Sakshi Kapoor, General Manager of Innovation, was ecstatic at the receipt of this award. She, however, was thoughtful about the informal human resource (HR) practices at the company. The top management had announced an aggressive growth plan and advised Ms Kapoor to leverage HR practices to facilitate these plans. Recruitment and selection, employee training and performance management systems needed to be formalised on a priority basis to strategically aid the future business agenda at Precision. Ms Kapoor faced the challenge of preparing the roadmap of HR 2.0 while preserving the employee-centric beliefs at Precision. The case initiates a discussion to achieve this goal by adopting suitable HR metrics and models.

It should be taught in the core course on Human Resource Management for first-year Masters in Business Administration (MBA) students. Alternatively, it could be used in elective courses such as Strategic Human Resource Management, Training and Development and Performance Management Systems for second-year MBA students.

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CSS 6: Human Resource Management.

The aim of the case is to understand the performance management system of academic staff members in higher education institution. Furthermore, students would be able to compare two performance appraisal policies and analyze which one could better serve the purpose considering the context of educational institution. The case would help students understand the performance dynamics of the academic staff and how the performance management system in place affect employees.

The case study presents a troubling situation faced by Asim Khan, a newly appointed director of the Midland University, regarding retention of the faculty. Upon joining Midland, Khan noticed a trend that faculty who was serving the university from many years are leaving the organization one after the other. He decided to revise the faculty policies that he believed was the root cause of faculty turnover in Midland. He formulated a committee to review the existing policies and revamp if required. The committee identified some flaws in the faculty appraisal policy in place at that time and formulated a new one with the consultation of top management. However, when the new appraisal policy was presented to the faculty, few faculty members raised their eyes over a few aspects of the proposed policy. As the new academic year was approaching, Khan had to make an important decision after critically analyzing the pros and cons of both policies that which of the two should be followed for the upcoming year’s appraisals.

The case can potentially be used in the post-graduate courses in MBA programs offering a major in human resource management.

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CSS 6: Human resource management.

After completing the case, the students shall be able to do the following:▪ explain the key features and roles associated with non-governmental organizations (NGOs; comprehension);▪ describe major activities/programs run by Kilkaari-Bachpan Ki (knowledge);▪ describe the challenges faced by not-for-profit, non-governmental and voluntary organizations operating at a local level (knowledge);▪ developing TOWS matrix for Kilkaari’s strengths, weaknesses, threats and opportunities to provide strategies for making the necessary change (analysis);▪ explain the change management strategies used by Kilkaari during COVID-19 using Kurt Lewin’s model (analysis); and▪ develop recommendations for the problems faced by Kilkaari (evaluation).

As a result of the global COVID-19 pandemic, the entire world was left in shambles. The epidemic has had a profound impact on the way organizations used to function. It compelled all sectors and companies to change their working methods and move closer to virtual conceptions. Organizations that were able to adapt to the new environment have thrived, while the rest have struggled and continue to struggle. In today’s world, embracing virtual scenarios is more about perseverance and consistency than it is about making a conscious decision. Organizations such as NGOs have limited financial and non-financial means to adapt to such changes, and some of them were unable to suffice during the tough times.Despite this, the current case study focuses on the NGOs’ path during the pandemic: Kilkaari-Bachpan Ki. The NGO’s primary objective is to provide underprivileged children with free access to education. The current scenario illustrates how the Kilkaarians (team members of Kilkaari) modified their behavior in response to the crisis. To be used in an organizational behavior course, the case is intended for management students. Kurt Lewin’s model of change, which includes unfreezing, mobility and refreezing, can be understood by students. For this research, the authors use a case-study approach to explore how the organization responded when faced with a crisis.

This case is suitable for undergraduate students learning organizational behavior course, strategic management and also relevant to social work courses (social entrepreneurship/NGOs).

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CSS 6: Human resource management.

At the end of the case students will be able to:

1. Relate risk as one of the 12 principles in project management contemplated in the international standards of the PMBOK Seventh Edition guide.

2. Determine high-level risks by articulating the WBS and RBS of a construction project.

3. Perform a qualitative and quantitative analysis of the probability and impact of risks through the heat map tool and the Expected Monetary Value (EMV) technique.

4. Propose the different response strategies contemplated in the risk management through the formulation of a response and contingency plan.

MORESA S.A.S was a family company founded in 1994, whose value proposition focused on construction and permanent advice for the execution of innovative and contemporary projects with more than 27 years of experience in the city of San José de Cucuta, department of Norte de Santander, Colombia. The objective of the case is to Relate risk as one of the 12 principles in project management contemplated in the international standards of the PMBOK Seventh Edition guide; Determine high-level risks by articulating the WBS and RBS of a construction project; Perform a qualitative and quantitative analysis of the probability and impact of risks through the heat map tool and the Expected Monetary Value (EMV) technique and propose the different response strategies contemplated in the risk management through the formulation of a response and contingency plan. The teaching case is designed for academic programs in areas of knowledge of civil engineering, architecture and at postgraduate level such as: Master’s in civil engineering, Master’s in risk management, Master in project management or MBA. For this case, an expert judgment was developed with professionals belonging to different areas of knowledge. Likewise, secondary information was collected from the organization's strategic documents and the analogous estimation through the historical records of the project portfolio developed by the construction company. Finally, the case, classified in the Built Environment, a challenge that project managers must face in VUCA environment through risk management.

The teaching case is designed for academic programs in areas of knowledge of civil engineering, architecture and at postgraduate level such as: Master’s in civil engineering, Master’s in risk management, Master’s in project management or MBA. In the modules of risk management, project management, international standards, the case guides the applicability of methods and artifacts used in risk management considering the process identification, quantitative, qualitative analysis, and development of response strategies and contingency plans.

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CSS 2: Built Environment.

The case primarily focused on a real-life problem and shows that existing operations management tools can be used to solve a complex problem. Through this case, the participants will learn the application of the factor loading method and aggregate planning.

This case revolves around the Modi Agro Pvt. Ltd, a mango procurement and distribution business established in 1994 by Mr Dhanush Modi in Mumbai, India. Mr Mahendra Modi, son of the company owner, observed that the different seasons of cultivation and varied customer demands lead to changing workforce requirements during the procurement process. In addition, the production quality, variety, available resources, procurement location and cost play a significant role in establishing a long-term relationship with the customers. This case highlights the problem faced by Mahendra in determining an appropriate location among all available options for mango procurement and the optimal workforce for each month to meet the varying customers’ demands.

The case can be used as teaching material for participants of the course Service Operations Management, Operations Management, Decision Analysis and Quantitative Techniques

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CSS 9: Operations and logistics.

1. To understand the importance of creating and implementing a vision for enhancing gender diversity and inclusion relevant to the manufacturing and engineering sector in an emerging market.

2. To develop insights into the vision and characteristics of an inclusive leader.

3. To evaluate the strategies and organizational levers that created and nurtured a climate of gender diversity and inclusion in Cummins India.

4. To identify organizational levers that will enable the sustenance and institutionalization of a climate of inclusion.

This case study traces a 16-year journey of diversity and inclusion at Cummins India, a subsidiary of the Fortune 500 manufacturing organization Cummins Inc. headquartered in the US. Initially spearheaded by Anant Talaulicar, and then continued by Ashwath Ram, gender D&I initiative at Cummins India has made significant strides. Talaulicar had an opportunity to immerse himself in the ethos of the parent company before joining the Indian subsidiary.

In India during the early 2000s the external environment was characterized by rapid technological and regulatory changes and increasing complexity. To make matters more difficult, the internal culture was steeped in a traditional manufacturing mindset marked by dismal female participation rate and an over-representation of locals with similar beliefs and value systems.

Given the mammoth task already taken up by Talaulicar by improving the diversity numbers from 3% to 33%, Ram had big shoes to fill. On one hand, he had to drive the business amidst uncertain market conditions; on the other hand, he had to carry on a legacy. Given that he himself had a lived experience of Cummins global values, he knew D&I was an integral part of the Cummins way of life. His familiarity with the socio-cultural challenges of the country coupled with his drive to continue and rejuvenate the D&I agenda, brought some interesting, yet challenging, questions for him. With the internal and external pressures looming large before him, could he institutionalize a climate of inclusion that could serve as a strategic lever to place the company on the path of growth, vibrancy and economic prosperity?

Through qualitative research conducted by the authors, this case study brought out learnings pertaining to linkage of leadership in creating a climate of inclusion and expansion of talent diversity through a set of people strategies and HR practices. The contribution of this case study is primarily to theory and practice in the field of Human Resource Management, D&I as well as in developing inclusive leadership.

MBA programs and leadership development programs

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CSS 6: Human Resource Management.

This case study provides students/managers an opportunity to learn about:▪ Learning objective 1: Critically analyse reasons for the disgruntlement of delivery partners of Zomato.▪ Learning objective 2: Evaluate Zomato’s moral obligations to gig workers in the absence of government regulations.▪ Learning objective 3: Analyse the drivers of well-being affecting e-commerce delivery partners.▪ Learning objective 4: Evaluate the welfare schemes undertaken by Zomato for its delivery partners and infer well-being measures that can be adopted to improve worker engagement.

The focus of this case was the crisis at Zomato as a result of the protests by gig workers engaged as delivery partners at the company. This case discussed the CEO’s dilemma in resolving the crisis. Zomato's business model was discussed to provide students an overview of the dynamics and challenges of online food delivery business; the company’s initiatives to enhance the robustness of its business model and the resulting media backlash questioning some of these initiatives that could endanger the lives of its delivery partners. In addition, this case explored the lack of regulatory provisions for gig workers in India. Finally, the options available to the protagonist to mitigate the crisis were discussed. The focal point was the well-being initiatives that the protagonist could consider implementing to address the concerns voiced by the delivery partners and encourage them to engage in Zomato's business with positivity.

The case is best suited for postgraduate and executive students studying Human Resources subjects in Commerce and Business Management streams.

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CSS 6: Human Resource Management.

The learning outcomes are as follows: to decipher the role of technology in the supply chain management (SCM); to understand the importance of supply chain integration with various stakeholders in the supply chain in increasing efficiency and effectiveness; and to comprehend the challenges in the implementation of technology in SCM.

This case study presents Haryana’s challenges in implementing the digitization of the supply of food grains to the public. Mr Srinivas, a consultant to the Department of Food and Public Distribution, is required to suggest the future roadmap while accounting for the challenges faced in the digitization of the distribution of grains to the public in the state of Haryana. The students are expected to use the information given in the case and exhibits to discuss and critically think about the various stakeholders involved when change initiatives are implemented on an organizational level and recommend solutions based on the voices of various internal stakeholders.

Postgraduate/Masters in Business Administration/Masters in Management.

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CSS 9: Operations and Logistics.

The case is particularly well suited to courses in marketing, promotion, integrated marketing communication, or marketing for small and medium enterprises.

This teaching case is aimed at postgraduate students in management or business programmes.

This case focusses on the growth direction and product promotion decisions of Debbie Ncube, cofounder and managing director of Eden All Natural (Eden) - an award-winning small enterprise that competes in the peanut butter category - in 2021. Conservative with the use of the company’s financial resources, Ncube has to reconsider Eden’s reliance on word-of-mouth, social media, and network marketing for promoting her range of natural peanut and other nut-based products. The case requires students to identify and evaluate the growth options available to Eden, to consider the strategy decisions around product line management and brand development, and to explore the role of packaging in effective product promotion.

To develop strategic product-market growth options (using the market diversification matrix) for a growing enterprise

To recommend what product line management and brand development strategies can be employed as the product mix gets bigger

To explore how packaging could continue to be leveraged to grow sales

It is well suited for short courses focussed on brand equity or marketing.

This teaching case is specifically aimed at postgraduate students completing a management diploma or a professional development course.

Inverroche, one of South Africa’s first artisianl gins, faces an interesting brand dilemma. By the end of 2016 through a distribution agreement with a large wholesaler, it secures a national footprint and becomes available at all leading retailers, resturants, and bars. The product’s immense growth trajectory attracts the attention of the global drinks conglomerates who see an opportunity to secure market share in the lucrative craft gin segment of the market. Founder Lorna Scott grapples with whether she has made the right choice to sell a majority share of her beloved brand to the global house of brands, Pernod Ricard. In this case, she meets with her sales team to debrief the situation as well as have a heart-to-heart with Alex Farnell, general manager of sales and marketing. The case looks at the Inverroche brand in detail, what it represents, and why it resonates so intrinsically with consumers. However, Scott and Farnell differ in opinion on the strategic objectives of the brand. Farnell seems to think that the sale to Pernod will not harm the brand, but Scott is torn. How does a niche artisinal brand scale? Can a brand remain authentic when it does scale? Is there any commercial sense in remaining artisinal? Is an artisinal brand’s brand equity compromised when it is sold to a corporate house of brands? All of these questions relate to whether a brand can remain authenthically artisinal amidst a corporate acquisition.

To identify the challenges of growing an artisinal brand

To identify the challenges of achieving scale as well as the marketing and commercial costs and profits scale represents

To identify how to build a brand that resonates with consumers

To critically assess the link between brand building, distribution, and availability

To analyse the impact of brand architecture on brand equity

The case is particularly well suited to entrepreneurship, marketing, technology, innovation, or strategy courses.

This teaching case is aimed at postgraduate students in management or business programmes.

This case follows the Kenyan healthcare tech company Savannah Informatics as they contemplate how the company will continue to grow in a post-pandemic world. Savannah is the market leader in electronic claims validation solutions for the Kenyan healthcare system. Their flagship product, the digital platform Slade 360, allows health insurers, healthcare providers, and patients to share claims information for health services in real time, drastically reducing payment transfer times, incidents of fraud, and account errors. The Covid-19 pandemic and the subsequent lockdown mandates from the Kenyan government have reduced short-term revenues by driving down hospital visits for citizens overall, but they have also created a demand for telemedicine and more online healthcare solutions. CEO John Muthee and his co-founders are left to consider their options for growing Savannah Informatics: expanding into new markets, creating more solutions for their insurance and provider customers in Kenya, or diversifying.

Identify the key challenges facing Savannah

Analyse the organisation using the 5Cs model (company, customers, competitors, collaborators and context) and VRIO (value, rarity, imitability, and organisation) analysis

Assess the growth opportunities available to Savannah and make recommendations

This teaching case is well suited for short courses focussed on brand equity or marketing. It explores the following themes:

Premium brand equity: managing the brand in different markets, and the process involved in finding the right partners who care about the brand.

Market entry and penetration: strategies for growing in a market, testing a new market, and identifying the right products for a specific market.

Product expansion: the considerations that need to be made when a company is expanding its brand into new markets.

This teaching case is specifically aimed at postgraduate students completing a management diploma or a professional development course.

This case is about a premium confectionery brand Wedgewood. The company started in KwaZulu-Natal, South Africa in 1999, with founder Gilly Walters’ handcrafted nougat aimed at a high-income target market. The retail product went on to be sold in stores nationwide. The company has since diversified its product range and tested markets both locally and abroad, with varying levels of success. In early 2020, Paul Walters, CEO, is considering options for the company. While his brother, Jon Walters, head of production and product development, is keen to increase global exports, Paul is less sure. The brand has been developed over the years and the product line expanded to consist of nougat, energy bars, and biscuits. While considering international markets, Paul must keep tabs on how to align the various brands in the process, and limit any potential damage to the brand equity to a minimum. With the company poised for exponential growth entering new international markets, Paul must consider the best expansion strategy. With business growth will they be able to maintain the core values of the business and the brand? Wedgewood will also need to think about staffing resources that would be required should they take on a massive international expansion.

To analyse how a small family-owned business is able to achieve sustainable growth and expand its footprint

To evaluate which business model creates the best platform for the expansion of a premium niche brand

To create a branding strategy for international brand expansion

The learning outcomes of this study are as follows: ■ understand organizational turnaround and its sustainability;■ applying the understanding of turnarounds to distinguish between operational and strategic levers of a turnaround strategy; ■ analyze and evaluate past and present turnarounds from a sustainability perspective; and ■ formulate managerial actions to make turnaround sustainable.

Braithwaite Company Ltd. (Braithwaite) was a specialized engineering firm headquartered in Kolkatta, India. It primarily undertook structural steel fabrication to make railway wagons and bridge structures. It was incorporated as a private enterprise almost a century back. However, since its nationalization five decades ago, it has been operating as a public sector undertaking (PSU) under the aegis of Indian Railways, a department of the Government of India. The case documents the past three decades of the firm’s journey, during which it experienced three episodic turnarounds. Details of the first two turnarounds are presented as the background, in light of which sustainability of the third turnaround is to be examined. The case explores the sustainability of organizational turnarounds from the perspective of the current Chairman and Managing Director (CMD), the case protagonist. Braithwaite underwent financial and operational distress in 1992, 2005 and 2015 and negotiated them under different leaders. These leaders from diverse backgrounds used distinct tactics and strategies to bring about organizational turnarounds. The case provides data and information to assess the sustainability of the third turnaround. Hence, it allows a class to explore the paradoxical observation that while “turnaround” inherently implies sustenance of good performance over time, turnaround sustainability is not spontaneous in the real world. The case deals with the performance issues of PSUs, which make significant contributions to the national economy in the case of emerging economies (for example, 5%–8% of the Indian National gross domestic product is contributed by PSUs; https://swarajyamag.com/ideas/psus-are-crucial-for-indias-growth-but-only-if-they-play-a-strategic-role). Under government ownership and management, the poor performance of PSUs is often attributed to bad decision-making by its top management. In contrast, Braithwaite’s top management’s sound contextual decision-making resulted in a jump in its performance during each turnaround phase, but unsound fundamentals resulted in the unsustainability of the turnarounds. Hence, the case enables an exploration of the unique challenges faced by PSU that emanate from legacy roles, monopolistic markets and dual purpose – the concurrent pursuit of profits and social welfare. Consequently, the case allows an examination of the reasons for the distress of PSUs and the viability of turnaround strategies in the context of the broader Business–Government–Society landscape in emerging economies.

The case is written for use in the MBA elective course covering “Strategic Revival and Turnaround Strategies.” It can be used at the beginning of the course to identify reasons for organizational failure/distress or in the later part of the course to discuss the implementation of operational and strategic turnaround strategies.

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CSS 10: Public Sector Management.

After working through the case and assignment questions, students will be able to understand the following aspects:▪ how good strategic planning can convert a crisis into an opportunity;▪ importance of service excellence and customer satisfaction through customer delight and customer feedback; and▪ utilisation of resources and excellent time management strategies.

This case discusses how vital teamwork and motivated leadership can convert a crisis such as Covid-19 into an opportunity. This case study talks about Uttar Pradesh Metro Rail Corporation (UPMRC), a metro rail corporation working to develop metro trains in the Indian state of Uttar Pradesh. The case discusses how challenging it was for the metro rail corporation to transform its processes in a short period and deal with the crisis on major fronts such as facilities maintenance, human resource management, ensuring safety and security of its staff and riders, motivation of staff, service quality and maintaining all operational aspects. The case discusses how UPMRC is a leader on all fronts and has excelled in its operational work. It talks about what challenges the lockdown and unlocking phase posed in front of the leadership and how teamwork, dedication to exemplary service quality and customer satisfaction gave the team the strength to make changes that improved their processes and helped them overcome the crisis.The case starts with a discussion of metro rail inception and incorporation of UPMRC and then how this newly formed metro has to face the challenges of pre-lockdown period where the team worked very hard for sanitisation and safety. The lockdown created a completely different set of challenges related to the facilities and the entire metro train systems, which was a difficult situation to deal because of restrictions and other challenges. However, the team dealt with situations with strength and strategic planning, leading to better managed processes and staff. The unlocking phase also gave many challenges that the team handled with a lot of care and efficiency.

This case is suitable for post-graduate-level courses on services marketing, service operations management, general management, crisis management and strategic management. Participants can use the case to develop an understanding of strategic planning and management.This case can also be used in the executive education program for managers to encourage them to think through challenges faced by metro rail corporations.

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CSS 10: Public Sector Management.

This case study aims to yield the following learning outcomes: understand the key performance indicators of successful human resource management (HRM) in the hospitality and tourism sector, especially during pandemics; identify the various concepts and strategies of HRM and recruitment over a short period; conceptualize the types of HRM practices such as safety and health, recruitment and promotion and rewards when facing pandemic conditions as well as the handling of hotel staff in strained times; evaluate the crisis management solutions used by human resources to lower the employee turnover rate; and develop a crisis management plan from a human resource standpoint in a pandemic situation.

A five-star hotel in Abu Dhabi, United Arab Emirates (UAE), Bab Al Qasr Hotel & Residence (BAQHotel) opened in October 2016. In April 2020, the hotel began accepting patients with COVID-19 in conjunction with the Abu Dhabi’s Healthcare Company (SEHA), as a support to the UAE Government, through Department of Culture and Tourism Abu Dhabi (DCTAD), to meet the local needs and sustain business during these unforeseen circumstances, which heavily impacted the whole World. Samer Majari, the Human Resource Director of BAQ hotel was responsible for recruiting and supervising delegates, while ensuring the comfort of hotel staff, arranging for their transportation, catering, safety and well-being. To combat the high staff turnover, including COVID-19-positive staff, Majari reviewed the existing staff model; divided the staff into two groups for providing services to both sides of the hotel; arranged for separate accommodations, food and transportation; and retained the existing resources and recruited new workers. This study aims to provide management solutions that concern hiring of staff from the existing UAE market and highlights ways of creating a lower staff turnover rate through incentives and compensations, while also managing staff by motivating them and also safeguarding them against COVID-19.

This case study intends to provide a context for creative solutions to human resource challenges facing organizations during a pandemic. It also involves swift responses to crises faced by HR managers and the immediate solutions required. Therefore, this case study can be used in undergraduate level courses for students pursuing a bachelor’s or a master’s degree in HRM, hospitality management, crisis management or international business studies. Moreover, this case study can be used for corporate training and to help hospitality industry staff, mid-level human resource managers and organizational development practitioners to better understand crisis management in their hotels.

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CSS 6: Human Resource Management

The key teaching objectives of the case are the following:▪ to develop an awareness of a megaproject’s external environment (through PESTLE) in terms of challenges from each source;▪ to introduce theory that allows students to identify, characterise and describe factors that can lead to inter-organisational conflict during construction projects;▪ to develop the ability to apply the typology of causal factors (identified in Objective 2) to a given context, answering why each factor may have contributed to the given contractual dispute;▪ to develop an understanding of the procurement and contract management process wherein contracts are not only the logical outcome of the procurement process but also the primary vehicles for clarifying responsibilities (for task completion) and risk transfer; and▪ to understand specific dynamics of construction projects that make disputes inevitable and ways to overcome these.

Priced at US$1.63bn (in 2015), the Orange Line Metro Train (OLMT) project in Lahore was one of Pakistan’s earliest (and costliest!) transport infrastructure megaprojects ever undertaken. Devised to ease congestion in Lahore, promote ecofriendly, efficient, modern and affordable transport systems and lead to improved mobility across Lahore, the OLMT was a socially, politically and economically important project.The case is seen through the eyes of the protagonist, Uzair Shah, a seasoned public servant and an experienced Transport Engineer. At the time of the decision, Shah was General Manager – Operations at the newly established Punjab Metrobus Authority (PMA – the project sponsor) and was also the project lead of OLMT’s Project Management Unit (PMU). Through Shah’s eyes, students approach the project at a juncture when the most serious contractual dispute in the project’s history has erupted. The parties at the interface were Lahore Development Authority (LDA), PMU’s technical interface with contractors and consultants and Maqbool-Colson Joint Venture (MCJV), one of the two civil work contractors hired for OLMT’s civil works.While quality issues had been emerging with MCJV for a few months, LDA had maintained unilateral communications and remained considerably adversarial in their dealings with MCJV. Eventually, in October 2016, this relationship had soured to such an extent that it appeared irreconcilable. It was only then that LDA had recommended Shah to take the contractor to court for non-performance.The decision that Uzair faced was whether to take LDA’s advice and take the contractor to court (terminate the contract, claim performance guarantee and appoint a new contractor) or negotiate and continue with the current contract. The decision had huge financial, legal, reputational, political and schedule-related implications. The decision needed to be taken by the protagonist in the context of all these factors.

The case was initially developed for use within a Procurement and Contracts Management course for a (business) executive audience. The case is intended for the business school audience or students enrolled in courses related to the construction management discipline.Courses where the case can be used include Construction Project Management, Public Sector Projects, Contracts and Procurement and Strategic Projects and Practice (or similar). The case can also be used within an MBA setting.

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CSS: 9: Operations and Logistics.

In this case study, the alternative route designs were observed to significantly decrease transportation costs and the total distance traveled. This decrease in logistics requirements almost halved the annual number of shipments and the time needed for operation and documentation activities. In addition, reduced carbon emissions made this an environmentally friendly transportation model, in line with trends in society.

The basis for this case study was the analysis of Whirlpool Turkey’s transportation system for materials used in the production of white goods. Data obtained through fieldwork and cooperation with company consultants showed that some suppliers have high annual logistics costs. This inefficiency causes time loss and increases the total distance traveled and thus carbon emissions. In the case study, the current application created inefficiency in cost and time management, and therefore, after determining the factors that increase costs, different transportation solutions were developed accordingly.

This case is particularly designed for undergraduates in the final semester of management courses that specialize in supply chain and operation management.

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CSS 9: Operations and logistics.

This study aims to introduce students to uncontrolled and unprecedented business scenarios and strategies to deal with them, to make students understand the importance of contingency planning and create what-if scenarios, to step by step guide students how to build a network contingency planning tool and to enable students to use tools such as solver to build up a dashboard with given information.

The case is about Godrej Commercial, a vertical of Godrej and Boyce that handles warehousing and transportation support to five verticals under the banner of Godrej operating pan India. How Godrej is trying to deal with COVID pandemic, what were their coping strategies and how contingency planning is done is what this case is all about. The main focus of this case is understanding how network contingency planning is done and what parameters should be considered. How a dashboard can be developed that can be used as a base for taking strategic decisions related to networking given the uncertainties due to COVID. The case gives hands on to students to use solver and build a dash board, plus gives a peep into Godrej and its operations.

This study is suitable for students of undergraduate or first year MBA level. Specifically, the case can be used in business strategies, operations and supply chain management courses.

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CSS 9: Operations and Logistics.

This case was designed for use at the undergraduate and MBA level in human resource management and international business. Upon completion of the case study discussion and assignments, students will be able to: (1) understand human resource management in multinational corporations and the importance of cross-cultural management and human resource integration in acquisitions; (2) understand the challenges and solutions faced by multinational corporations in the process of expansion; (3) analysis of what characteristics should be considered in CEO selection for managing a newly acquired company; and (4) analyze how to better promote global human resource management from the dimensions of localized HRM system reform and human resource structure reconstruction.

After a long period of negotiation, exploration, suspension and restart, Geely Group finally acquired 49.9% of the shares of DRB’s Proton Holding and 51% of the shares of the luxury car brand, Lotus Group. On the afternoon of May 24, Geely Holding Group held an acquisition signing ceremony with the Malaysia DRB-HICOM Berhad (hereinafter referred to as DRB). Geely’s commercial territory now extended into Southeast Asia, and its product spectrum increased to luxury sports cars.However, the completion of the acquisition did not mean peace of mind. On the contrary, Geely still faced a series of challenges because of differences in cultural background. The national cultures of the two countries (China and Malaysia) were very different, and so were the values of the two enterprises. Facing the challenges of promoting global human resource integration, Geely needs to make a fundamental decision on the HRM mode in the new-acquired company. Should Geely transplant its own management practice into the Proton, or adopt localized HRM philosophy? Which kind of global HRM practice would be more effective for supporting the new-acquired company developments in the future? In the post-acquisition management, how to better realize the global human resources integration become a key problem faced by Geely.

This case was designed for use at the undergraduate and MBA level in human resource management and international business.

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CSS 6: Human Resource Management.

This case study aims to ensure that, students should be able to recognise the behaviours that influence the in-member out-member categorisation that transpires in the workplace, both from the leader’s perspective and that of the followers; determine and understand the relevance of forming interpersonal relationships in the workplace and that interpersonal relationships create fundamentally positive or negative work experiences and impact on career opportunities in the workplace; gain an understanding of the internal bias and subjective comfort that leaders must actively overcome to establish an environment in which the entire team becomes in-group members; and be able to assess the contextual variables that contribute to the negative or positive aggravation of the leader–member exchange.

It was 16 October 2014, and Nonkululeko Gobodo, Executive Chair of accounting firm SizweNtsalubaGobodo, was looking to her younger sister, Notemba Dlova, for emotional support, as she sought to address an important issue that was on the agenda of the firm’s board of directors’ meeting the following day. Tensions between her and Victor Sekese, Chief Executive Officer of the firm, were mounting, and a number of the directors were unhappy with the status quo. “How do you think I should address the issue?” she asked Dlova. Both sisters knew that at stake was Gobodo’s future at the firm she had battled so hard to build up in the face of racial and gender stereotypes.

The case study is appropriate for use in a range of postgraduate courses aimed at Master’s in Management and Master of Business Administration (MBA)-level students. It is also suitable for use in postgraduate diplomas in business and executive education short courses.

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CSS 6: Human Resource Management.

This case focuses on the scaling up of the business. The students/the users of the case will be able to understand the following:1. to analyse the present state of the business to identify the actions necessary for scaling up;2. awareness of the leadership styles demonstrated by the entrepreneurs to grow the business;3. the concept of pivoting for business expansion; and4. organisation building and life cycles for business growth.

Shamika was a lawyer by profession and had a successful career with leading law firms in India, North America and Hong Kong. She was passionate about beauty and skincare and developed a keen interest in that business. Shamika extensively researched brand management, supply chain and production. She had a burning desire to be an entrepreneur in the skincare business. So, she founded the brand “d’you”.The skin care industry in India had seen massive growth. There was a huge increase in people’s interest in cosmetics because of the rapid rise of the middle class. The skincare industry was dominated by firms offering various herbal products. Multiple product categories and a large amount of information confused the end-consumers. Shamika identified an opportunity to offer a skincare product to eliminate the need for a consumer to use multiple serums and compete with products of repute from the international market.South Korea was the top manufacturing hub for skincare products for all leading international brands. Shamika approached many manufacturers there to produce a unique formulation for her. It was challenging to get them interested because of the lack of big orders and the language barrier. Phoenix Cosmetics, a top R&D lab, agreed to partner with Shamika.In spite of severe opposition from her family, Shamika established d’you. She had to figure out customs duties, imports and food and drug regulations. She had to get specialists on board early to avoid time and cost overruns. To be cost-effective, Shamika innovated her promotion strategy. A special airless pump packaging from South Korea was finalised for the product.The pandemic outbreak, national lockdown and pressures of trying to run the business alone were very taxing for Shamika. She struggled to manage the timelines with various agencies, engage with Phoenix and maintain a steady flow of imports from South Korea.After the relaxation of lockdown, Shamika launched “Hustle”, an age- and gender-neutral solution to the skincare woes, in October 2020. She extensively used digital marketing and social media for product promotion and set high service standards. Hustle was recognised in micro beauty awards as the best serum in India. The leading fashion magazines reviewed it very positively. The sales zoomed up.Shamika initiated discussions with venture capitalists (VCs) to scale up. VCs, though positive, were surprised that she had no prior background in skincare. She strategised to create new products with Phoenix, who now desired to collaborate with her after the success of Hustle.Shamika felt the need to expand her team because of the workload stress. She followed the rolling business plan, allowing an immediate course correction because of the dynamic business scenario. She desired to delegate day-to-day operations to the professionals. She would mainly focus on strategising. Shamika was raring to grapple with the challenge of scaling up the business.

This case can be used in courses on organisation behaviour and human resource management in postgraduate and graduate management programmes. It can also be used in general and development management courses and during executive education programmes to teach entrepreneurial leadership and organisation theory.

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CSS 6: Human resource management

Professors of undergraduate, graduate, doctoral or certificate programs can use this case study.

Human resource management, employee relations, women in business

Historically, only men have worked as tourist porters in Peru. The owner of a tour company in Peru wants to hire female porters in their company. Currently, all the porters in the company are male, and they are hesitant to work with women. The entrepreneur wants to build an inclusive organization to improve their company’s branding but is afraid of workplace harassment issues. This case examines the challenges of employee safety and business continuity while building an inclusive workforce. What should the owner do?

• Evaluate the factors that lead to the bias or discrimination of women or other minority groups in business; •discuss what reasonable accommodations an organization can undertake to become inclusive; and •explore business opportunities and challenges while being inclusive.

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CSS 6: Human Resources

The case would be relevant to undergraduate level or an introductory master's level course in operations management (OM), supply chain management and production.

The case can be used as part of a core OM course in the MBA curriculum or any OM or supply chain elective.

As a highly diversified manufacturing services company, Jabil's S&OP solution supports customers across many industries such as automotive, cloud computing, consumer packaging, healthcare, mobile, retail and telecommunications. Jabil's customers expect a rapid and accurate response to their demand within hours. Previously, Jabil used a series of legacy disconnected planning tools, unsynchronized data required time-consuming manipulation with Excel. Processes were conducted in siloes leading to a “load and chase” approach, which resulted in excess inventory, component shortages and inadequate capacity. The case focuses on one of the Jabil executives, Lizet Tymon (she). Struggling with the issues caused by the disconnected planning tools, Lizet champions implementing a fully integrated suite of services (built on top of the Kinaxis' RapidResponse software platform). The technology solution proposed by Lizet was ultimately implemented across the company, and the project received high marks, and it opened up career opportunities for her. However, it was not a smooth ride at the very beginning. The case focuses on the issues experienced by Lizet, as she is introducing a new technological solution approach and trying to earn support from her team, her peers, her immediate supervisor, her customers and her higher-level executives.

The teaching objectives include: understanding and appreciating the supply chain complexities experienced by a global contract manufacturer; helping students think critically regarding the issues around the sales and ops planning; identifying the data needs for the operation and management of a worldwide, connected supply chain; investigating agile solution approaches for information sharing, decision-making and decision-sharing; and exposing the challenges associated with a large-scale technology adaptation.

This case study describes the supply chain challenges experienced by a global manufacturing solutions provider and illustrates the technology adaptation led by a female executive.

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CSS 9: Operations and Logistics

The learning outcomes are as follows: Identify obvious and hidden impediments to women’s careers; offer initiatives that change women’s career opportunities; explore available instruments to change the corporate culture to deal with gender issues management; and identify tools that help secure changes in these uncertain times.

The case is based on the situation that Nadia Omelchenko, Vice President of IT.Integrator, the leading Ukrainian systems integration company, faced in 2021, when COVID-19 put her thus-far successful initiatives aimed at promoting women’s careers at risk. In 2020, lockdowns were being imposed and lifted, and remote-work practices were evolving. Most women in the IT sector opted for working from home and infrequent attendance at in-office, face-to-face meetings offices because of increased family responsibilities. Her executive team members had become disgruntled about continuing to invest resources in women’s development programs. They believed that the whole idea of women’s promotion was a waste of time because in critical situations they prioritized family obligations and neglected their managerial responsibilities. One of Omelchenko’s main tasks was to secure the company’s ability to recruit and retain the best talent and reinforce the company’s position in the market. As in many emerging economies, a serious skill shortage was the common refrain in Ukraine. Many employers were facing the need to offer more than just monetary remuneration. Moreover, many Ukrainian IT companies were competing with international companies that had more financial resources and policies in place for retaining talent. This case study examines the Ukrainian IT sector, its legal and regulatory framework, and the implication of COVID-19 for the sector. The gender-equality situation is reviewed. Omelchenko's personal journey toward fostering opportunities for women and diversity, as well as her programs and initiatives to change the corporate culture and unlock women’s potential, are discussed.

MBA and Masters students or senior BBA and participants of the executive development programs

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CSS 6: Human Resource Management.

Need for preventive health care: To comprehend the contribution of preventive health care in improving the health quotient. Sri Sathya Sai Sanjeevani Hospital (SSSSH) and its initiative is an apt example of the wonder which preventive care can bring in the context of rural health. Community participation: The case can be instrumental in showing the pathway to encourage community involvement in mainstream health by promoting the holistic model of SSSSH that understands mothers and children's health profile and needs, especially in the unreached rural segments of an emerging economy like India. Importance of healthy childhood: World Health Organization (WHO) promotes the school health programme to prevent health risks among children by inculcating healthy behaviours during childhood. The successful SSSSH model proves that it is implementable by integrating comprehensive health education modules in the existing institutions for medical care.

The challenge of a healthy childhood is inadequate availability and accessibility of quality care. Non-awareness of the parents is also a significant reason for the children who miss the benefit of a happy childhood. While much is planned by the Government and some part of it being executed, this case highlights the effectiveness of the maternal and child health programme executed by the Sri Sathya Sai Sanjeevani Hospital (SSSSH). This initiative fulfills the dire need of ensuring the preventive healthcare component leading to safe motherhood and safe birth of healthy children. Further, the case is also the culmination of pin-pointed innovative awareness activities such as school health screening and the Divine Mother and Child Health Program (DMCHP). It opens up the discussion on the current model of health care followed by SSSSH, Raipur, and its impact in the local areas to decide on its expansion across the country for nationwide implementation.

Bachelors in Business Administration, MBA, Executive MBA, Post Graduate Diploma in Healthcare Management

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CSS 2: Built Environment.

At the end of the course, the participants are expected to be able to: understand and explain what is bridging leadership (BL); understand stakeholder, stakeholder engagement and stakeholder management; conduct a stakeholder analysis based on the details of the case; evaluate the BL processes based on the details of the case; and communicate how BL was used in Dumingag.

Mayor Nacianceno “Jun” Pacalioga’s journey towards the transformation of the municipality of Dumingag, Zamboanga del Sur in Mindanao, Philippines has been rooted in his daily interaction with its residents by way of morning walks around the town. He has always been involved in organizing people in his youth and as a public servant, improving the plight of the people of the 4th class landlocked and agriculture-dependent municipality has always been his primary concern. There are currently an estimated 50,000 people from forty-four (44) barangays (communities/villages) in the Municipality of Dumingag. In 2007, most farming households of the municipality earned US$ 60 monthly. By 2016, after Pacalioga’s 9-year stint as local chief executive or as mayor, the percentage of households with income below the poverty threshold have significantly decreased to 38%. Local health indicators have also become exemplary with only 0.77% of children between 0-5 years old recorded as malnourished, with maternal mortality death rate. When it comes to food, only 0.25% of households experience food shortage.

This case highlights the Bridging Leadership Framework as a paradigm to help address social divides and inequities in complex environments such as Dumingag. In realizing bridging leadership as a community of practice, Pacalioga employed participatory processes to develop the Genuine People’s Agenda, and the integrated Transformative Education to build the capacity of different stakeholders in the municipality. These processes mobilized different stakeholders to move towards the common goal of improving the plight of the Duminganogs. Now Dumingag is enjoying the broad-based benefits of the program; including recognition by numerous local and international organizations and civic groups on the efforts of Pacalioga and the people of Dumingag in transforming their once poverty-stricken town in Zamboanga del Sur, Mindanao, Philippines.

Masters Level/Executive Education.

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CSS 10: Public Sector Management.

This case study aims to be taught at an MBA level. Students who are majoring in the supply chain would benefit the most from this case study. This case study has elements of logistics management, supply chain management, supply chain strategies, warehouse and logistics and responsible supply chain. The learning outcome of this case study could be seen if the students identify the gaps in the real market setting and come up with strategies that would connect and/or fill the areas missing. Teaching objective 1: students should be able to identify unstable demand scenarios and learn how demand collaboration could be implemented in that setting. Teaching objective 2: students should identify how a transparent and interconnected supply chain, both upstream and downstream, can be created. Teaching objective 3: students should be able to understand the role of a responsible supply chain and to define the role and responsibility of each party. Teaching objective 4: students should be able to learn the dynamics of safety stocks, reorder points and incorporate that in warehouse management decisions.

Based in Lahore, Pakistan, Total Technologies (Pvt.) Ltd is a company that supplies medical equipment and provides solutions in the health-care industry. This case explores the supply chain issues faced by Tallat Mehmood, who is the Managing Director of the company, during the third wave of the COVID-19 pandemic in April 2021. Oxygen cylinders have become the need of the hour as more and more patients need oxygen. The supply of medical gases across Pakistan has become a logistical issue, causing hospital reserves to be drained without timely replenishment. Increasing the number of beds in hospitals, with limited oxygen outlets, has increased the demand for oxygen cylinders. Operating under unstable demand and not being able to meet it has caused Tallat to realize that the company is out of its comfort zone and is not responding well to the environment. The company needs to redesign the supply chain as well as collaborate with the supplier and buyer to provide better levels of service.

Masters level supply chain courses.

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CSS 9: Operations and logistics.

This case study aims to be taught at an MBA level. Specifically, those students who are majoring in supply chain would benefit the most from this case study. This case study has elements of supply chain management, supply chain strategy, warehousing and logistics, and a digital supply chain for Industry 4.0. The learning outcome of this case study could be seen if the students are able to identify the challenges and opportunities of a digital supply chain for Industry 4.0 and how it could be implemented methodically. Teaching Objective 1: Students should be able to identify what challenges organizations face if they implement a digital supply chain for Industry 4.0. Teaching Objective 2: Students should be able to identify what opportunities can be tapped if Big Data Analytics are used in a supply chain teaching. Objective 3: Students should layout a methodical plan of how an analogue company can gradually achieve the objective of implementing a digital supply chain for Industry 4.0 in procurement function.

Based in the Lahore region of Pakistan, Xarasoft is a footwear manufacturing company which has undertaken a decision to transcend to a digital supply chain for Industry 4.0 by 2027. Asif, who is the Head of the Department of Supply Chain, has to come up with a plan to present in the next meeting with the CEO. Xarasoft is a company that preferred to work in an analogue routine. The company set production targets and sold goods through marketing. With no forecast or exact demand, the company had decided to procure 140 million units of raw material and carrying a huge inventory, a percentage of which had to be thrown away as it started to degrade. While the company did have machinery on the production floor, they were operated manually and were a generation behind. Asif faced the question of what challenges he would face and exactly how would a digital supply chain for Industry 4.0 be implemented in the company.

Masters level supply chain courses

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CSS 9: Operations and Logistics.

Familiarize with the retail operations of handicrafts, facility location problem, apply multi-criteria decision through the goal programming approach and solving the same with MS Excel.

The case portrays a dilemma in the context of retail operations of a small-scale handicraft company known as Odisha Craft. Located in Odisha, Susanta Mohanty, the owner, was finding it a challenge to decide on the most promising location for his new retail outlet in the neighbouring city of Kolkata. He had five choices for the locations. Odisha craft was established by his father-in-law in 2009 with an objective to preserve and promote the rich culture of the handicrafts designed by the local artisans and ensure sustainable rural livelihood. The company had been facing numerous challenges and the pandemic has given a very formidable blow to the monthly revenues. The case brings out the multi-faceted dilemma of deciding on the facility location in 2020, involving a set of conflicting criteria. The case unfolds a systematic solution approach resolving the dilemma using MS Excel.

Courses such as operations research, operations management, service operations and retail operations for MBA students and trainings for junior-middle level executives.

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CSS 09: Operations and Logistics

The learning outcomes are follows: critically assess the impact of disruptive technologies, such as automation, on the organisation, its processes and employees; evaluate the structural changes required within the organisation to prepare for digital transformation; apply change models to the unique challenges associated with disruptive technologies; and recommend solutions for the organisation to proceed with the implementation of disruptive technologies, while keeping employees central to the change.

The Dimension Data automation case provides students and executives with a glimpse of the future that organisations and employees must prepare for. The case starts out with the protagonist and product owner of digital at Dimension Data, Andrew Harmse, reflecting on his three-year automation journey within the Automation Centre of Excellence. The world of automation is growing exponentially, and Andrew’s team will have to support the organisation as they scale up their automation journey and navigate the uncertain future of an increased, blended human-robot workforce. Individual employee reactions, positive and negative, will have to be balanced with the opportunities that ever-changing technology enables. The case focusses on the themes of digital transformation, digital disruption, change management and the very real factors to consider when faced with decision-making on automation as the world is constantly changing. The COVID-19 pandemic has forced organisations to relook processes and increase investment in technologies that enable digital client engagement and servicing, considering social distancing requirements. Automation at dimension data has been largely internally focussed, but there is a drive to increase delivery for clients. Andrew’s team will have to guide organisations through the journey and continuum of changes and uncertainties, such as large- scale unemployment and robot ethics.

The target audience for this teaching case are postgraduate and Master level students, specifically Master of Business Administration (MBA) students as well as Executive Education courses. Students who are responsible for making strategic decisions that impact the future of their organisations as well as students with an interest in the role of technology in the future will benefit from the case.

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CSS 6: Human Resource Management.

This case will help students to understand the following: Develop a basic understanding of competency building processes. Learn about the mentoring process and its application in leadership development. Develop awareness about the methodology for assessment of the effectiveness of training.

Dr A. R. K. Pillai founded the Indian Leprosy Foundation in 1970 in response to the national call by late Mrs Indira Gandhi, prime minister of India, to the public-spirited people to take up leprosy eradication. It collaborated with international agencies to reduce leprosy drastically in India from four million, in 1982 to around a hundred thousand cases in 2006. In 2006, the Indian Leprosy Foundation was renamed as Indian Development Foundation (IDF) as the trustees decided to expand the work of IDF in the areas of health, children’s education and women’s empowerment. Dr Narayan Iyer, Chief Executive Officer (CEO) of IDF initiated a leadership development intervention called the Students’ leadership programme (SLP) for children in the age group of 12 to 14, from the urban poor households in 2014. It was a structured mentoring programme spanning over three months in collaboration with the schools. It aimed at incubating skills in the areas of leadership, teamwork, personality, behavioural traits and provided career guidance. It had a humble beginning in 2014 with a coverage of 50 students. Initially, IDF welcomed executives from the corporate sector as mentors. As there was a need to rapidly expand the scope of SLP to the other cities of India, IDF tied up with the graduate colleges and invited the students to be the mentors. The other objective behind this move was to create social awareness among the students from more affluent strata of society. IDF was able to dramatically increase the participation of the students through SLP by approximately up to 100,000 by 2020. However, rapid progress threw up multiple challenges. The teachers complained about the non-availability of the students for regular classes to teach the syllabus as the students were busy with SLP. The schools forced IDF to shorten the duration of SLP to two months. Also, many undergraduate mentors were unable to coach the participants due to lack of maturity and found wanting to strike a rapport with them. There was a shortage of corporate executives who volunteered for the mentoring, due to work pressures. Dr Narayan, CEO & National Coordinator and Ms Mallika Ramchandran, the project head of SLP at IDF, were worried about the desired impact of SLP on the participants and its sustainability due to these challenges. So, with the support of Dr Narayan, she initiated a detailed survey to assess the ground-level impact of SLP. The objective was to get clarity about what was working for SLP and what aspects needed to improve, to make the programme more effective. Overall feedback from the survey was very positive. The mothers had seen very positive changes in the participants’ behaviour post-SLP. The teachers had specific concerns about the effectiveness of undergraduate mentors. The need for a refresher course to inculcate ethical behaviour and the inadequacy of the two-month duration of the SLP to reinforce values were highlighted. Respondents also voiced the requirement to build responsible citizenship behaviours among the participants. Mallika was all for preparing a model to further enhance the effectiveness of SLP. Dr Narayan and Mallika embraced the challenge and they were raring to go to develop SLP as a cutting-edge leadership programme and to take it to new heights.

This case can be used in courses on human resource management in postgraduate and graduate management programmes. It can also be used in the general and development management courses and during executive education programmes to teach methodologies for evaluating the effectiveness of the training interventions, with emphasis on the voluntary sector.

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CSS 6: Human Resource Management.

This case focuses on organizational development, leadership and HR management questions.

This case is mainly aimed at students specialized in leadership, organizational development and HR, or in MBA and executive education. However, undergraduate students can benefit from it as well and learn about key terms related to organizational development and HR.

Loxon Solutions is a Hungarian technology startup founded in 2000 that develops various software solutions for the banking industry to improve processes such as retail and corporate landing, collateral management and monitoring, among others. The company grew significantly since being founded, and from a small IT company it became a significant player in the banking software industry all around the world. However, with rapid extension comes a drastic internal transformation as well: Loxon now employs 252 people, has 5 physical offices in 2 different countries and is trying to balance an effective organizational structure and a friendly startup environment. It is clear that the company needs to adapt its previously informal structure to fit the now middle-sized organization while maintaining the current benefits of their culture. Also, they require stability and maturity which the current team consisting of mostly junior employees and the significant fluctuation cannot provide. Tamas Erni, the CEO and Kristof Farkas, the founder of Loxon are now working on these pressing issues with the company’s HR department to rethink the company’s organizational structure and policies as well as their hiring and employer branding strategies.

Students should get familiar with typical organizational structure models, the meaning of Employee Value Proposition and main KPIs related to hiring and employee retention.

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CSS 6: HR Management.

Undergraduate, postgraduate and corporate education.

This case describes Ayanda Mbatha’s response, attitudes and beliefs after retrenched from his position as a technician and draughtsman at Rheinmetall Denel Munition during the COVID-19 pandemic. Mbatha responded with resilience to losing his job. Mbatha’s attitudes and beliefs enabled him to creatively search for a new job amidst escalating retrenchments. The case examines the factors important for resilience and demonstrates why resilience is an essential skill for individuals dealing with adversity. The case dilemma involves the choices Mbatha had to make during and after the retrenchment process initiated by his employer.

We designed this case to facilitate the understanding of what is resilience and why resilience is an essential skill for individuals facing adversity. Specifically, the case aims to help students to: 1. Describe the construct of resilience in the context of individuals. 2. Identify factors that promote resilience. 3. Explain what resilient individuals do in the face of adversity. 4. Evaluate the importance of resilience during adversity. 5. Evaluate the role of prior adversity in the development of resilience.

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CSS 6: Human Resource Management.

The blast at Beirut Port on the 4th of August was the cherry on the cake in a series of disastrous governmental failures manifested in the of lack of trust, an unprecedented economic crisis, hyperinflation, financial fallout, political bottle necks, toxic environmental situation and a vertical cleavage between the government and the people. The blast resulted in billions of dollars in losses both at the port and the surrounding Beirut area, destroyed more than 300,000 housing units, displaced their residents, ruined many artifacts of cultural heritage, injured thousands of people and killed hundreds. Definitely, it was a case of negligence in the storage of the Ammonium Nitrate, corruption, irresponsible leadership or all of these together. However, investigations are still underway to pinpoint the responsible individuals and to bring them to justice. This case looks at potential ways that could have prevented the blast, by questioning the reasons behind the non-voicing out of objections against the nature of the material stored unsafely for several years in Container 12 at the Port. Through the lens of Hadi Karim, a fictional character, the authors lead the readers to consider the disaster’s characterization, as well as applicable disaster management frameworks. The case also emphasizes the role of public leadership and leads the readers to consider measures and processes that could have been abided by to prevent the disaster.

Against the backdrop of the recent Beirut Port explosion, this case examines how events unfolded leading up to the tragedy, highlighting how it could have been avoided, as well as the managerial and ethical dimensions involved.

At the end of the case, students will be able to: 1. Characterize the disaster in terms of type and nature. 2. Analyze the blast by referring to the relevant disaster management frameworks. 3. Analyze the critical role of ethical and transformational leaders pre and post disaster. 4. Reflect on the role of employees in preventing disasters mainly through whistleblowing.

Shedding the light on an avoidable disaster, drawing lessons to avoid the occurrence of such events in the future, and raising awareness on disaster management and on whistleblowing as a tool in the ethical leader’s toolbox.

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CSS 10: Public Sector Management.

Mr Qazi was sitting in his office in the Multan branch, reviewing his past month’s key performance indicators when he got a call from his Town Operations Supervisor, Mr Ahmed, based in Bahawalpur. Ahmed was recently promoted and transferred to Bahawalpur, from Multan branch. He informed Qazi about the huge inventory variances, which were not earlier reported by the previous Town Operations Supervisor, Mr Sagheer. Qazi was informed that differences were around 2.37% of total sales vs the allowable company limit of Zero inventory variance. Qazi was worried about whether to report these differences to higher management or not. He was very well aware that reporting might even cost him his job, and that of Sagheer too. He could not see any solution to the recovery of the inventory or cash against the same. Should Qazi take a risk and let go of Sagheer? Should he report the differences?

1. Demonstrate the fraud and integrity-related issues. Why and how happened? 2. Analyzed the role of organizational policies in the decision of blow the whistle. 3. Identify the behaviors that helped a whistle-blower. 4. Assess the ethical dilemmas in which professional duties may conflict with personal ethics. 5. Propose organizational policies to encourage whistle-blowing and to discourage the fraud or integrity-related issues.

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CSS 9: Operations and logistics.

BBA.

Macro-Economics.

Undergraduate and MBA.

The COVID 19 pandemic-related restrictions devastated South Africa’s economy in 2020 and although the restrictions were generally less damaging than in 2020, the government had to budget for vaccinations and rebuild the economy. Public service unions had just announced that they were demanding an increase of 4% above inflation for their members and that they were preparing for a strike. They were bitter about the fact that the South African Government had withdrawn from the last year of a three-year wage agreement in February 2020 and their members had not received an increase for the two years. These demands and Finance Minister Mboweni’s response to them had to consider the structural and cyclical impact on the fiscus and economy.

The learning outcomes are as follows: understand the general objectives of fiscal policy and stakeholders’ interests; understand the tradeoffs in fiscal policy and the implications of taking a position; and make recommendations based on reasoned judgements about those recommendations.

Undergraduate and MBA level courses on Macro Economics.

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CSS 10: Public Sector Management.

This case is particularly applicable for use in courses on entrepreneurship, people management, and business strategy. It is intended to give students an overview of a succession planning strategy, and provide insight into the particular challenges facing founders of small businesses as they identify and prepare a successor for the most senior management role. Given the position of Closed Loop as an early mover technology firm in the insurance industry, this case also explores the strategic business considerations. The case therefore offers students detailed, authentic, and practical lessons on leadership through the personal experiences of a founder-CEO in a high performing organisation.

This case is appropriate for students enrolled in postgraduate programmes such as a Master of Business Administration (MBA) and Executive Education programmes. Although the case learnings are transferrable to more general leadership and change management studies, this case will be particularly useful to students with interests in entrepreneurship, leadership in tech startups, and succession planning.

This case tells the story of a small business’ succession plan journey in two parts. Closed Loop is a small insurance software company that is transitioning from a founder-run startup to manager-run company. Case A follows the 55-year-old founder Alex Martin as he performs a measured succession planning analysis that eventually leads him to promote from within the company. Neevan Chattry is the 33-year-old head of business development who has been with the company for ten years and shows promise as a rising leader. Over the course of 18 months, Alex and Neevan embark on a structured preparation and handover process. The case ends in June 2015 with Neevan taking over as CEO and Alex stepping into the role of board chairperson. Case B picks up two years later when Neevan unexpectedly announces that he is resigning as CEO, leaving Closed Loop in a difficult position. In this case, Alex confronts the mistakes he made over the last three years, both during succession planning and Neevan’s tenure as CEO, as well as how digital disruption in the insurance industry affected the business strategy over this period. The case ends with Alex resuming the role of CEO to lead Closed Loop in a reinvention process. Students are left to analyse the decisions taken by the different leaders and how Closed Loop will fair in the future under Alex’s leadership.

Identify the key components of a strong succession plan, including a careful selection process, mentorship of the successor, communication of the change to internal and external stakeholders, and the withdrawal of the outgoing leader; explore the organisational transitions that companies naturally undergo as they grow and enter different phases of operation and the implications of that change for leadership; discuss the compatibility of different leadership traits, styles, and mindsets with the strategic objectives of the company at different points in time; and provide suggestions and recommendations to owners contemplating succession planning in their organisations.

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CSS 6: Human Resource Management.

Project Management, Entrepreneurship, Risk Management, Communication.

Study level: MBA and Executive Education.

Applicability: This case can be taught in the project management course. It will cover the project-planning phase, which is an iterative or progressive elaboration for the entire project lifecycle. The case will help in discussing how project management is an important discipline to manage projects and stakeholders effectively.

The case depicts the dilemma of a passionate entrepreneur who is setting up an ambitious dairy business but project execution goes awry. The case discusses the challenges related to project planning and execution.

It captures the essence of proactive risk management, measures that can mitigate risks and create opportunities. The case also discusses the entire project lifecycle from project initiation to closure and the challenges a manager has to face in terms of stakeholder engagement, risk management, stakeholder communication and scope change.

To understand the alignment of the project with the organisation strategy; to learn to create a project plan and monitor and control the scope, schedule, resources and costs; to accurately estimate project costs, timelines, and quality and schedule, using tools like MS Project; to learn the risk management techniques for managing projects, teams and stakeholders; and to manage stakeholder communication effectively.

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CSS 2: Built Environment.

The following are the learning objectives of the case study: to address the problem of urban food insecurity. To facilitate the generation of more employment opportunities and women empowerment through self-help groups (SHGs). To understand the transition from the founder to new leadership provided by Ms J Jayalalithaa. To understand consumer perception and preferences for “Amma canteens”. To appreciate how the case study has added to the historical role of soup kitchens. To address the challenges faced by the government on the sustainability and viability of “Amma canteens” post the death of its founder Ms Jayalalithaa.

“Amma Unavagam” is a food subsidisation programme operated by the State Government of Tamil Nadu in India. Under the scheme, municipal corporations of the state are required to run canteens that serve subsidised food. The canteens were first launched by the then Chief Minister of the state Ms Jayalalithaa, who was widely acknowledged as “Amma”. These low-cost canteens will be announced as part of government schemes aimed to support economically disadvantaged sections of society. The scheme had been able to generate employment for thousands of women. However, the success of the scheme lies in the low prices and the cooperative management of all the outlets by the SHGs. The SHGs have been able to run the canteens based on self-governing norms, mutual reciprocity and shared responsibilities. This case study evaluates the role of state-sponsored mechanisms to ensure food security, alleviate food inflation and empower more women in the workforce. Yet, several concerns continue to remain unaddressed. Considering the huge amount of subsidy provided by the state government, the sustainability and economic viability of the scheme are uncertain.

This case study can be used for management students studying the basics of management such as teamwork, motivation, leadership and good governance. They may also study government policies and community intervention programmes for the benefit of society. The present case study will help the students to analyse the concept of women empowerment and social inclusion. The students, before discussing the case, may study and read the socio-economic theory of “community engagement and participation”, the “self-help model” and the related “theory of reasoned action/planned behaviour”.

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CSS 6: Human resource management.