Barry R. Armandi, Herbert Sherman and Gina Vega
This article, written in case format, has been written to assist the novice case writer in case research and writing. The article covers all aspects of case writing including…
Abstract
This article, written in case format, has been written to assist the novice case writer in case research and writing. The article covers all aspects of case writing including: idea generation and sources of cases, working with primary and secondary case sources, obtaining client releases, writing the case story line, developing a catchy ‘hook’, using the past tense, providing supporting exhibits, and providing a bibliography for the case. The teaching note (or instructor's manual)is also covered in detail including: an overview of the case, learning objectives, course placement and targeted audience, instructional methodologies, case questions and answers, the epilogue, and the bibliography. Appendix A includes a discussion on case publishing and includes a list of journals and conferences which accept cases.
Asbjorn Osland, Howard Feldman, George Campbell and William Barnes
John Caldwell, president of Kio-Tek (KT), presents his company's business plan to a group of 30 venture capitalists at the November 2001 annual meeting of the Portland Venture…
Abstract
John Caldwell, president of Kio-Tek (KT), presents his company's business plan to a group of 30 venture capitalists at the November 2001 annual meeting of the Portland Venture Group. John's presentation is included in the case as an exhibit. The case begins with a brief overview of the meeting and John's presentation. The body of the case describes the question and answer period immediately following John's presentation.
Included in the case is a set of exhibits that John has handed out to the audience as supplemental information. These exhibits provide additional information on marketing, management, and financial issues facing the company and John refers to them throughout the question and answer period. The VC's ask John a variety of questions in an effort to determine whether KT is an attractive investment opportunity
Thomas C. Leach, Herbert Sherman and Margaret J. Naumes
They waited until lunch was being served before they told him. Like that, they thought he would not make so much of a fuss. It left a mark that may well be permanent, for the run…
Abstract
They waited until lunch was being served before they told him. Like that, they thought he would not make so much of a fuss. It left a mark that may well be permanent, for the run from King's Cross to Harrogate is one he does fairly often, and now he finds piercing memories coming back as the familiar landscape rushes past the carriage window.
Feranita Feranita, Johnben Loy and Lala Irviana
After the dilemma at the crossroad of selling the family business and retire or take over from the shareholders in 2005, Andy Makmur was again thinking about his retirement in…
Abstract
After the dilemma at the crossroad of selling the family business and retire or take over from the shareholders in 2005, Andy Makmur was again thinking about his retirement in 2011. Now 70 years old, he was over the average retirement age and still commuting between Indonesia and Singapore for business operations and family. Glopac Chemical had been gradually improving financially since the takeover in 2005, with the help of Andy's two offsprings, John and Victoria. The joint force of John looking after the business development and Victoria on management control systems was a perfect combination in turning Glopac Chemical from making loss to profiting. However, recent developments had led to misunderstanding between John and Victoria, where they were on non-talking terms except communicating on work matters. This was a major headache for Andy, as he couldn't leave his life time's work to his offsprings who would not talk to each other.
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ALL who have visited Liverpool for any length of time have affection for her. She lies alongside a noble river, watched over by the lofty Liver building and the perhaps more…
Abstract
ALL who have visited Liverpool for any length of time have affection for her. She lies alongside a noble river, watched over by the lofty Liver building and the perhaps more architecturally perfect offices of the Mersey Dock authorities. Even in these days, when the very largest ships have been diverted to Southampton, splendid vessels come from and go to the ends of the earth almost daily. The river is the essential fact about Liverpool; she was born of the river and her waterfront is one of the world's rendezvous. As a city she compares favourably with any English town, and perhaps excels most in her few splendid buildings, amongst which the new and rapidly growing Cathedral takes first rank.
Holly Edwards and Lorraine Higham
The purpose of this paper is to illustrate the formulation and psychological treatment of a complex case whereby a combination of autism spectrum disorder (ASD) and obsessive…
Abstract
Purpose
The purpose of this paper is to illustrate the formulation and psychological treatment of a complex case whereby a combination of autism spectrum disorder (ASD) and obsessive compulsive disorder (OCD) has resulted in violent and aggressive behaviour.
Design/methodology/approach
This paper provides a brief summary of literature in relation to ASD, OCD and risk-offending behaviour followed by a case study of a man (referred to as “John”) with a diagnosis of ASD and OCD who has an extensive history of institutional violence and aggressive behaviour.
Findings
This paper highlights the complexity of a case that may support research suggesting that impaired theory of mind, poor emotional regulation and problems with moral reasoning increase the risk of an individual with ASD engaging in violence, in addition to a comorbidity of ASD and OCD resulting in a more severe and treatment-resistant form of OCD.
Originality/value
This paper highlights the challenges faced when working with a patient with Asperger’s syndrome and OCD with entrenched beliefs that lead to the use of violence as a compulsion to temporarily overcome unpleasant thoughts related to low self-esteem.
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According to the social justice model of disability, inclusion is about securing civil and human rights for individuals with disabilities. To that end, supported decision-making…
Abstract
According to the social justice model of disability, inclusion is about securing civil and human rights for individuals with disabilities. To that end, supported decision-making is a person-centred process that allows individuals to take control of their own choices and increases their ability to live self-determined lives. Utilizing a case-study approach, this chapter examines the differences between guardianship and supported decision-making and explores how one individual who had been placed within a guardianship format, embraced a more supported decision-making framework through self-selecting a group of family, friends and professionals to serve in an advisory capacity. Through this approach, he regained control of decision-making, assumed the ‘dignity of risk’ associated with decision-making and restored his right to self-determination.
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Mohanbir Sawhney, John Miniati, Patrick (Junsoo) Kim and Pallavi Goodman
After it introduced the extremely successful Droid smartphone into the market in 2009, Motorola quickly moved to develop the next-generation Droid 2 before the next wave of…
Abstract
After it introduced the extremely successful Droid smartphone into the market in 2009, Motorola quickly moved to develop the next-generation Droid 2 before the next wave of smartphones (including the rumored iPhone 4) flooded the market. The development process was moving smoothly for the company when Verizon, its biggest partner, dropped a bombshell. It wasn't happy with the mechanical camera button on the Droid 2 (citing customer feedback) and wanted it to be changed to a software button like the iPhone's. This request immediately placed Motorola in the proverbial horns of a dilemma. On the one hand, it couldn't brush away the request of its biggest and most important partner. On the other hand, changing the camera button now would mean delaying the Droid 2's entry into the market. Should the Droid 2 team remove the camera's hardware button in favor of a software button per Verizon's request, or not?
John Smith, the product manager, leads the cross-functional Droid 2 team. The case setting is an emergency “war room” meeting to address this critical issue, just weeks prior to launch. John's objective is to obtain the salient facts and opinions of team members quickly so he can make an informed recommendation to his boss by the end of the day. He is concerned that this last-minute request for a design change will not only threaten to delay the launch, which would have significant financial implications, but could potentially create deep fissures in a hitherto effective team that had been running like a well-oiled machine.
The case puts students in a situation that simulates a real-world discussion and allows them to experience what it is like, as a product manager, to orchestrate a meeting with cross-functional teams that have conflicting priorities and agendas. It illustrates the challenges a product manager faces while striving to make important decisions with little or no direct authority over the various teams.
After reading and analyzing this case, students will be able to:
Experience the dynamics of cross-functional teams in product management
Practice running effective and productive meetings
Practice bringing together various personalities and points of view
Understand the importance of setting goals and clear expectations
Internalize the importance of building relationships and influencing teams, even when you do not have direct authority
Experience the dynamics of cross-functional teams in product management
Practice running effective and productive meetings
Practice bringing together various personalities and points of view
Understand the importance of setting goals and clear expectations
Internalize the importance of building relationships and influencing teams, even when you do not have direct authority
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