The study of Malcolm Tims, principal at Boobook Primary School, is one example of the descriptive case studies written for ten primary school principals in one N.S.W…
Abstract
The study of Malcolm Tims, principal at Boobook Primary School, is one example of the descriptive case studies written for ten primary school principals in one N.S.W. Inspectorate. The Stephens Tissue Perfusion Monitor was used as a physiological device to monitor the levels of stress. A plethysmograph worn by the principal and connected to a small transmitter relayed signals to a receiver connected to the Tissue Perfusion Monitor. As stress levels increased, the amount of blood flowing to the tissues decreased and this was shown on the meter and numerically represented as the Tissue Perfusion Index (TPI). As stress levels decreased the TPI levels rose. Each principal was observed for several days and detailed notes were made of the various factors that caused the stress levels to vary. Changes of staff, conflicting values, attitudes and behaviours in teachers and executive staff, staff meetings and poor performance of ancillary staff were common stressors. Recalcitrant pupils, dissatisfied parents, and dealings with other officials, curriculum and policy changes, problems with school buildings and equipment (including break‐and‐enters), work overload and time pressures were also significant stressors. Principals' days seemed to be characterised by a large number of “hassles” and “uplifts”, with intervening periods of either heavy of severe stress or periods of relative calm. Stress levels were found to decrease when positive and beneficial events occurred. The study was able to determine 14 categories of such “uplifts”. Positive support, a “challenge” mentality, confidence, a higher locus of control, as well as individual application of techniques for relaxation, appeared to assist principals in lowering stress levels.
Alison Romney Eyring, Angeline Lim and Tania Danish
Strategy, organisation change, leadership.
Abstract
Subject area
Strategy, organisation change, leadership.
Study level/applicability
MBA Level/Managing Change and Leadership courses.
Case overview
This case follows the journey of Malcolm Wall Morris, Chief Executive Officer of Dubai Multi Commodities Centre (DMCC), in his transformation of the organisation from a slow, unfocused organisation to one that is operationally efficient with a positive culture. The case ends by pushing students to think beyond the structural and cultural changes that took place, to the next level of change that must happen for DMCC to ensure sustainable growth.
Expected learning outcomes
Understand issues that are related to change management in an organisation and being aware of the potential ways to manage it; recognize the role of leadership in driving and managing change; recognize that the issues discussed are not limited to the case of DMCC, but are applicable to all other organisations who seek sustainable growth in the long run.
Supplementary materials
Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
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Michael Beverland and Adam Lindgreen
Despite the recent failures of many e‐businesses, the consensus remains that firms will need to develop e‐commerce strategies if they are to compete in the future. However, there…
Abstract
Despite the recent failures of many e‐businesses, the consensus remains that firms will need to develop e‐commerce strategies if they are to compete in the future. However, there is little by way of empirical research on how firms can successfully do so. We examine a case of a large global Internet start‐up in a heretofore neglected sector, that of adult entertainment. Our findings indicate the difficulties faced by Internet start‐ups, as they seek to build mass‐market penetration while controlling marketing and acquisition costs. The case also demonstrates the role that historical positioning and previous industry associations play in the development of an online brand.
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Discusses firms’ inability to achieve quality via numerousprocesses, owing to a lack of practical advice. Outlines areas in whichresults are important; states that the system must…
Abstract
Discusses firms’ inability to achieve quality via numerous processes, owing to a lack of practical advice. Outlines areas in which results are important; states that the system must be diagnostic. Recommends quality self‐assessment to help firms to implement quality processes. Describes the processes and results achieved by various companies. Concludes that, if used properly, self‐assessment is an invaluable tool which fulfils TQM’s critical requirements.
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Alan Day, Malcolm Key, Mike Cornford, Wilfred Ashworth, Richard Preston, Mike Pattinson, Roman Iwaschkin and Wilfred Ashworth
THE New English dictionary on historical principles founded mainly on the materials collected by the Philological Society, edited by James A H Murray, forty‐four years in the…
Abstract
THE New English dictionary on historical principles founded mainly on the materials collected by the Philological Society, edited by James A H Murray, forty‐four years in the making, and now known the world over as the Oxford English dictionary holds an unchallenged place in that remarkable series of substantial works of learning and scholarship planned, nurtured, and executed in the latter half of the nineteenth century. The Rolls series, the Dictionary of national biography, and at the turn of the century, the Cambridge moderm history and the Victorian history of the counties of England, all bear witness to the tremendous, almost incredible, energy of the Victorian middle classes who, sometimes holding academic posts at the universities, or perhaps earning their bread as publishers (regarded then as one of the very few commercial pursuits allowed to gentlemen), formed clubs and learned societies to occupy their ‘leisure’ hours, and conceived and brought to fruition their costly schemes for ambitious publishing programmes, refusing to be deterred by years of unremitting toil which consumed their time, their money, but never sapped their vision or their dedication.