Case Study Solution Archives - RBL Academy

Core issues related to QuickMedX Inc.: • To offer a fast, convenient, and reliable service by which individuals could come in and order from a defined set of medical tests, each administered by a certified medical professional. • To find out the target market for the company. • To find out the diagnostic tests company is going to offer. • Processing of patients’ records and reduction in waiting time of the customers visiting the kiosk • To locate facility centers in high-traffic retail shopping environments close to pharmacies. • Setting a strict set of guidelines for its NPs. • Problems in dealing with self-insured corporations. • One of the biggest challenges that the company faced was in attracting and retaining NPs. • The company would face the challenge of growth due to less number of tests the company was offering. • To protect itself from liability of lawsuits. Analysis of data for the root cause/s of the problem in QickMex Inc. The company tried to build a model which was a delivery system that would compete on a purely retail level and be able to profit on a copayment-type basis. Ultimately, it evolved into creating a retail-type health-care system. The one-stop shopping concept was a key factor. The business model was primarily focused on customers. The screening of patients was critical to the process. Reduction in Customer queuing and turnaround time was a key factor in designing the business model.

Case Study Solution

QuickMedx Inc.

QuickMedx Inc. Case Study – Core issues, root cause of problems & Probable solutions QickMedx Inc. Case Study Solution Core issues related to QuickMedX Inc.: To offer a fast, convenient, and reliable service by which individuals could come in and order from a defined set of medical tests, each administered Read more…

By admin, 3 yearsJune 29, 2022 ago

Organisational culture JCBPPI GLOBSYN M & M ONGC 1.UNIQUENESS The culture at JCBPPI is marked by unique characteristic of “Sense –Of - Urgency’ that prevails seamlessly through entire JCB Group. Globsyn strongly believes in ‘Taking People to the Next Level’. Globsyn is a problem solver with an unwavering passion for performance. The unique aspects of culture in the organization is philosophy of ‘Rise’. Three important pillars Of Mahindra & Mahindra’s culture is 1. Alternative thinking 2. Driving positive change, and 3. Accepting No limits. creativity and out of box thinking is the foundation upon which culture of ONGC prevails. 2.Changes to be made Need for a unique customer centric culture that shall be very different from JCB culture as a market leader organization as the Head Office is now. Need for an employee centric culture in order to increase the satisfaction level of the employees and the organisation has adopted this change too. No changes required to be made as they continuously work on bringing and adopting positive changes to increase the level of efficiency. Need to empower, act as a global thinker and provide opportunities for initiatives creativity and innovation. 3.Organisational set up Informal Set Ups Dominate. 90% of the work in and b/w departments is done on telephonic / direct meeting basis and mails and memos are limited to those absolutely necessary to record keeping. Informal Set Ups Dominate. More than 70 % of the work in and b/w departments is done on telephonic / direct meeting basis and mails and memos are limited to those absolutely necessary to record keeping. Mix of formal and informal set ups prevail. As per the requirement of the scenario, formal rules are followed and for routine work they show little endeavor to go on writing work and prefer oral communication. Highly formalized and organized set ups. Proper written communication is followed in order to perform the tasks of the organisation. Circulars, notices, tenders, mails and memos are issued to keep the record of all the happenings in the organisation. 4.Work life balance Strictly adhere work life balance, provide regular holidays to employees, organize family trips and entertainment events, maintains 5 days working, As compared to other organizations’, little focus is on maintaining work life balance. However, the organisation endeavors to fulfill the casual needs of the employees with regard to their personal matters in terms of providing financial and other assistance. Highest priority by maintaining 5 days working, regular holidays, keeps less work load on Friday in order to ensure happy weekends for their employees. Highest priority by maintaining 5 days working, 40 days leave with pay, taking care of family members by providing insurance cover to families and many other facilities in order to secure the social and personal life of the employees. 5. Gender relationship Despite of less no. of female employees the culture is well adopted for women to work in this organisation. Friendly environment for women to work in this organisation. A bit of sexual discrimination prevails in the organisation. Both male and female employees are considered equal and given equal opportunities to work, grow and prosper in the organisation. However at lower levels, a sense of discrimination prevails. Women employees working at higher position get respect however,females at lower level face problems with respect to gender inequality. Organisational Design JCBPPI Globsyn M & M ONGC 1.Span of Control Narrow for resources and wide for position power. Narrow; it flows top-down centralized in nature. ‘Centre of Excellence’ for each of the sub-function of HR Wide for both resources and position power. 2. Span of Accountability Narrow -Low standardization with tradeoffs possible. Standardized. At bottom level narrower. At middle and top level, wider span of accountability. At bottom level higher. At middle and top level, standardization with tradeoffs possible. 3. Span of Influence: Wide, Encourage cross departmental interventions , has dual reporting line relationships . Narrow, Single reporting lines. greater span of influence, by virtue of their role & responsibility in the organization. Wide with multiple reporting lines. 4. Span of Support wide for inherent need to integrate bothvertically with Corporate team and horizontally with other department heads. Individualized rewards. Wide span of support becomes vital since, HR plays a key role as a strategic Business Partner of the organisation. Narrow as HR employees perform more of administrative functions. Organisational Structure JCBPPI Globsyn M&M ONGC 1. Size Total no. of employees is 48. Turnover : INR 70 Cr. As in 2016 &expected to cross 100 Cr in 2017-18. HR at JCBPPI is a 02 person department with functional line relationship at JCB Corporate Head Office In India. Total strength of the employees is 41. Revenue turnover: Rs. 9 Crores. Two person HR department with functional relationship. The M & M Group consists of 154 subsidiaries, 8 Joint Ventures and 16 Associates. Total Revenue of M & M Group for the FY 2016 is 17.8 billion US $., i.e. Rs. 116245 Crore. This multinational group, Head Quarter based at Mumbai, Mahindra provides employment opportunities to over 200,000 people in over 100 countries. Being the largest profit making PSU in the country, it is spread across 17 countries and has employed more than 40,000 people. Management and functioning of such a huge government owned company is divided among many functional levels that ensure its smooth functioning, continuous growth and expansion. 2. Authority relationship HR manager reports to the Business Head at JCBPPI functionally , a clear dotted line relationship exists with the HR Department at the Corporate Head Office situated locally to ensure HR functional accuracy HR Executive reports to HR manager who in turn directly reports to managing director of the company. centralized HR processes in order to have standardization across function to give uniform experience across all the business units spread over different geography. Secondary level managers are directly under the control of apex level delegates. staff levels are supervised and controlled by the supervisors. 3. Decision making all decisions pertaining to JCBPPI can be taken internally by HR Manager, decisions involving policy change and interpretation needs corporate approval . All decisions are taken by HR manager with consent of managing director of the company. However, HR manager has autonomy in taking decisions with regard to routine work. functional HR heads and Business HR Heads are encouraged to participate in strategy designing, conceptualization of initiatives which enables them to contribute their thoughts and ideas also, help them facilitate business related decisions. ONGC is headed by a Director General who is advised by an expert advisory committee in all major decisions. He holds all the power to take major decisions and is generally directly appointed by the Ministry of Petroleum and Natural Gas, Government of India. These are the highest level of positions to be acquired in the company. 4. Organisational hierarchy Flat hierarchy Flat . Tall. All five managerial levels of hierarchy prevail in M&M. Flat. Three levels of hierarchy apex level, secondary level and staff level prevsil in the organisation. 5. Work Specialisation All works related to HR are performed by HR manager and HR executives. Recruitment is done by HR executive. Other HR activities are performed by HR manager. Centralized HR processes in order to have standardization across function to give uniform experience across all the business units spread over different geography. The people at apex level perform functions like planning, controlling and supervision. They do not have any ground work functions, although they may be controlling all departments with those functions under them. Secondary level are responsible for the daily functioning of each department.staff level take care of all other menial jobs requiring manual labor. 6. Type of structure Functional line structure. Functional structure. Mechanistic / functional structure’ at macro level and organic structure as per the scenario. functional organisational structure 7. Advantages of type of structure Tends to simplify and clarify authority, responsibility and accountability relationships; Promotes fast decision making and Simple to understand. A line structure tends to simplify and clarify responsibility, authority and accountability relationships; promotes fast decision making and flexibility; managements and employees have greater closeness. group decisions are better than individual decisions; Better interaction among members leads to better co-ordination of activities; Group discussion may lead to creative thinking. Functional specialization leads to many advantages like best managerial decision; minimizing cost of operation and increasing efficiency and productivity of the enterprise; Facilitates growth and expansion. 8. Disadvantages of type of structure Improved speed and flexibility may not offset the lack of specialized knowledge; There is a tendency to become overly dependent on the few key people who perform numerous jobs. As the firm grows larger, line organisation becomes more ineffective; Managers may have to become experts in too many fields. delay in decisions; consume more time and hence more expensive; Group action may lead to compromise and indecision ; ‘Buck passing’ may result. Difficulty in Interdepartmental Coordination; creates conflict of interest; Difficulty in Fixing Responsibility; Lack of Co-ordination; High Clerical Costs; Chances for Indiscipline.

Case Study Solution

Organisational Culture, Design & Structure

Comparative analysis of Organisational Culture, Design & Structure of JCBPPI, GLOBSYN, M&M and ONGC Organisational culture JCBPPI GLOBSYN M & M ONGC 1.UNIQUENESS The culture at JCBPPI is marked by unique characteristic of “Sense –Of – Urgency’ that prevails seamlessly through entire JCB Group. Globsyn strongly believes in ‘Taking Read more…

By admin, 3 yearsJune 28, 2022 ago

Millennium Core issues related to the case: • To establish a formal set up in the organisation and a productive relationship with Millennium’s management team while maintaining its entrepreneurial vision and culture. • To bring Millennium back to profitability by moving it from its R&D roots to a more commercially-focused platform. • To regain credibility with the investment community. • To reallocate the resources of Millennium between its commercial and R&D platforms. • To optimize current commercial opportunities without jeopardizing future product development. • Informal review process and compensation system. • Lack of employees in commercial wing of Millennium. • Ignorance of competition faced by the company with regard to its products. • Failure due to marketing philosophy of Millennium. • Losses due to failure of some alliances. • Lack of competent employees at executive level mainly in R&D. Analysis of data for the root cause/s of the problem Millennium’s organizational structure and processes had always been more informal than those of larger companies. It was organized around its people. Employees relied on informal committees and ad-hoc systems throughout the firm to help guide the business and coordinate operations. A lot of people resisted or resented the change in culture when Levin began to professionalize executive meetings when Millennium prepared to launch Velcade commercially and to restructure its business. There was Frustration among employees due to informal review process and biasness in terms of deciding over compensation policy. Over time some disadvantages of the alliances began to manifest themselves. Failure occurred in acquisition of CORE by Millennium. Huge cost incurred in restructuring process in 2003. Millennium fails to consider the competition Integrilin faced in the market. Marketing philosophy of Millennium that markets were won through good science and clinical data so products based on good data would sell them itself posed a problem. Less number of employees in commercial team of Millennium and also they were not experts in what they were selling in the market. Partnership revenues were falling, due to the shift in business model from an R&D services organization to a fully-integrated company focused on its own pipeline, and raising significant amounts of additional outside capital was unlikely following the 2001 burst of the technology bubble and subsequently weak capital markets. Millennium booked $191 million in restructuring charges and the company booked a net loss of $590 million in 2002 $484 million in 2003. Millennium’s management believed that markets were won through good science and clinical data so products based on good data would sell themselves. This philosophy left little room for a marketer to express his or her opinions on competing in the marketplace through education and promotion. Millennium’s commercial team was relatively small. The Velcade sales team detailed to oncologists with a vast majority working from their own private practices or in out-patient units of hospitals. The Integrilin team detailed to cardiologists and purchasing groups in hospitals with critical care facilities for percutaneous infusions. Both therapeutic areas required keen understanding of the clinical trial results of their respective products and those of their competitors. It was unrealistic to require a sales Representative to master the material of both products. Complicating these differences was that both products faced intense competition and required significant investment to remain competitive. It was difficult to imagine diluting the focus of a commercial rep by leveraging him or her to work on both products. Probable solutions based on the root cause to solve the problems: The company should increase the number of experienced sales representatives in its commercial departments to cope up with the competition prevailing in the market. Instead of filling vacant positions at senior levels in R&D and commercial departments, Dunsire should go for internal recruitment as existing employees better understand the organisation and they can optimize the resources at the maximum possible to maintain a sound equilibrium between R & D and commercial segment. The company should also facilitate intense training to the existing and new employees in commercial segment. Employees should be given autonomy in performing their task, organizing adhoc meetings in order to maintain the culture of entrepreneurship but a continuous performance management system should be implemented in the organisation to decide over the compensation, promotion and other benefits to be provided to the employees. The company should prepare an intense marketing strategy with an objective is to become market leader in the products they deal in at the minimum time possible. Investors will show confidence in the company only it starts generating huge revenue from both of its segments commercial as well as R &D. The company should decide over its R&D products and reduce its cost of research spend at the minimum possible in order to increase the profitability of the company.

Case Study Solution

Organization and Strategy at Millennium

Organization and Strategy at Millennium Case Study Millennium Core issues related to Millennium: To establish a formal set up in the organisation and a productive relationship with Millennium’s management team while maintaining its entrepreneurial vision and culture. To bring Millennium back to profitability by moving it from its R&D roots Read more…

By admin, 3 yearsJune 28, 2022 ago

REDEFINING INDUSTRIAL RELATIONS IN AIRLINES INDUSTRY IN INDIA: A CASE STUDY OF AIR INDIA AIRLINES A CASE STUDY on AIR FLY AIRLINES Merger issues leading to failure of Industrial relations Critical Incidents – strikes, employee separation, Retrenchment Voluntary retirement and revenue losses. Major Stakeholders – Employer, Management, Trade Unions, Employees, Labour & Government Abstract With the transformations and gradual change in business environment, the Industrial Relation system has seen a vast change over a period of time, due to which, the role of employer and employees have become more tough and challenging. Of all the human resource management problems that have occurred in the Indian Airlines Industry in recent times, the problem of Industrial Relations is the most critical. The reason behind this is the fact that Industrial Relation deals with people who are foundation of the Industry. Their action or counter reaction matters a lot for the Industrial Harmony of the economy country. Harmonious Industrial Relations are pre-requisite for economic development of a country. Success and growth of the Airlines Industry depends on cordial relationship between the employers and the employees. The Objective of this case study is to examine the “Industrial Relations in Airlines Industry in India: “A Case Study of Air Fly Airlines”. Research in this field can be of practical utility to all those involved in Industrial Relations scene like management, employees and the government. Success of the Airlines Industry depends on cordial relationship between the employers and the employees. This study assesses the state of Industrial Relations in the Airlines Industry and also identifies the factors that affect it. The case study also proposes to redefine the pattern of Industrial Relations in Airlines Industry by suggesting some changes in the role of various stakeholders such as employer, management, union and government. Introduction Indian industrial enterprises are hugely affected by disinvestments, privatization, restructuring and takeovers which, in turn, affect the Industrial relations scenario of the country. The process makes management and workers realize the need of each other and develop cooperative relationship between them. Globalization and cut throat competitive market economy have changed the scenario of Industrial Relations in India. Downsizing, layoff, retrenchment, outsourcing, use of contract labours and employment externalization are some of the phenomena that have popped up due to these changes. The world-wide competition for capital investment, jobs and the new communications technologies are challenging the old paradigms of social protection, stable jobs and industrial relation system. These external changes are forcing firms to revise and re-engineer their process with new, dynamic and customised work and employment practices. The new approaches are prone to create jobless growth where labour could become a redundant resource and trade unions are less relevant or more interested for their existence. Inflexibilities in deployment of the workforce, supported by rigidity in labor legislation, have all added to the woes and have now begun to affect employment generation as well. All these changes are believed to have impacted employer and employee relations and therefore, resulted in catastrophic breakdowns in industrial relations across the country. Being held at a time when the business scenario is proving to be a challenge for both employees and employers as businesses come under increasing pressure to keep stakeholders satisfied. These changes have implications both for the organization and the employees. As a consequence, the nature of relationship between the employees and the employer is impacted. Industrial disputes are a menace to industry and society, for during strikes, fascist and violent tendencies increase, such as holding gate meetings and mishandling non-strikers and the management personnel, rowdy demonstrations and processions with slogans of all type, burning effigies of employers, coercion to management personnels, destroying public property and plant and machineries in the factory As envisaged, government is not interested to take the risk of managing the public sector units and to play the role of a major employer. Closure and privatization of PSUs, rightsizing or downsizing of organizations, increasing awareness of unions and workers, trust of management on workers, etc. are the characteristics of new IR system. Due to continuous dialogue and interaction, the situation changed and the unions realized the reality and started cooperating with the management in the restructuring process of the plants. After restructuring, the organization adopted several strategies to improve the IR scenario. Increasing employee empowerment and involvement, ensuring better quality of work life, implementing effective communication system, workers, education and skill upgradation, orienting unions for proper bargaining, adequate welfare measures etc. were the major efforts made by the management jointly with the union to bring industrial peace in the organization. There is need to redefine the Industrial relations scenario.

Case Study Solution

Industrial Relation in Airline Industry

REDEFINING INDUSTRIAL RELATIONS IN AIRLINES INDUSTRY ININDIA: A CASE STUDY OF AIR INDIA AIRLINES A CASE STUDY on AIR FLY AIRLINES Merger issues leading to failure of Industrial relations Critical Incidents – strikes, employee separation, Retrenchment Voluntary retirement and revenue losses. Major Stakeholders – Employer, Management, Trade Unions, Employees, Labour Read more…

By admin, 3 yearsJune 28, 2022 ago

Q1. Is the financing policy of Hero Honda Motors satisfactory? How is the unlevered capital structure of the firm justified? The financing policy of Hero Honda Motors Ltd. shows that its capital structure is mainly composed of equity and very less debt. This can be understood from a comparatively low debt-equity ratio of the company. The debt equity ratio of hero Honda is continuously decreasing over the years. It is lowest in 2006, which is 0.09. As compared to the competitor Bajaj Auto ltd. the debt equity ratio is very low. Debt Equity Ratio = Total Liabilities / Shareholder’s equity This is a satisfactory policy, as company has lesser liabilities from outside and more of the finances from inside sources only. The most common disadvantage to the use of debt is the financial distress that debt can exert on a company. Companies that have a high debt-to-equity ratio in their capital structure may see an increased risk in potential bankruptcy. Hence the shareholder’s equity is more than total liabilities. Low debt equity ratio indicates low financial risk. Low liabilities shows that financial risk associated with the company in terms of fixed cost obligation of paying interest to outside parties is negligible. Unlevered capital structure firm is financed by equity only. The zero debt policy is compensated by large shareholder’s equity. Since Hero Honda Motors ltd. is very famous and profitable company, the number of shareholders is large in number. Since it is a Joint Venture, funds and financing activities both are needed in excess. In a joint venture the number of employees is large; hence more money is needed to feed them. But company has fulfilled it needs beautifully. 2. What are the factors that are favoring a zero debt capital for the company? Is it always beneficial to have a low debt in the capital structure? A Zero debt company is one which has not borrowed any money from banks, financial institutions or others for long or medium term requirements or for working capital. Since there's no debt, the company will have no commitment for repayment or servicing of interest The financing mix of Hero Honda has decreased from 2001 to 2006, which shows the company is doing quietly very well, whereas the debt equity ratio of competitive company Bajaj auto limited has shown increase in the successive years. A company's reasonable, proportional use of debt and equity to support its assets is a key indicator of balance sheet strength. A healthy capital structure that reflects a low level of debt and a corresponding high level of equity is a very positive sign of investment quality. The factors that are supporting zero debt capital of the company are: • Sufficient amount of equity share capital. • High profit earning, and an increasing rate every year, provide more money to the company. • The company has very less liability in the form of debt; hence whole profit can be easily employed back in the company. 3. Is investment policy driving the growth of the firm? What are the key issues that the investment policy of the company is trying to address? Yes, we can say that investment policy is driving the growth of Hero Honda; as we observed from the case that finance managers use different combinations of various polices to meet the financial requirements of the company at least cost and risk and for the long term benefit of the company like expansion , increasing the plant capacity in case of to meet the market demand and sustain its market share and leadership in the automobile sector of India The key issues that the investment policies of the company addresses are: • Meeting the current growing market demand in short term. • Increasing the plant capacity for expansion. • Establishment of new plants in the country keeping in mind the long term demand in future. • To improve its efficiency and to cut down the cost, by investing for augmenting its welding capacity. • Investment in new and latest technology will enable, the company to cater to future market demand and consolidate its market. 5. Is the dividend policy of the firm appropriate? What factors determine the existing dividend policy of the firm? Yes, the dividend policy of the firm is appropriate as there is an increasing trend in the price of the shares of Hero Honda Motors Ltd. which shows that the trust of the investors and the profit of the company are gradually increasing. The company has performed well increasing the shareholders’ value. The decisions relating to the Dividend of the Shares is justified as the company is rolling out 1000% dividend per share for the third year in succession. Also the dividend per share on the company’s share is 20. The company is following a liberal dividend policy.

Case Study Solution

Hero Honda Motors Ltd.

Financial Management at Hero Honda Motors Ltd. Case Study Financial Management at Hero Honda Motors Ltd Case Study Solution Q1. Is the financing policy of Hero Honda Motors satisfactory? How is the unlevered capital structure of the firm justified? The financing policy of Hero Honda Motors Ltd. shows that its Read more…

By admin, 3 yearsJune 25, 2022 ago

Core issues related to the case & Possible ways to address the root cause in order to solve the problems and leverage the strength:- Core issues related to the case: 1. Occurrence of terror attack at pentagon due to mishandling of information. 2. Conflicts among various federal agencies in terms of information dissemination and authority responsibility relationship. 3. Ignorance of the analysis of information received to FBI from different sources which could if properly analyzed and examined, stop the incident that took place. 4. Lack of coordination among different officials of FBI and among FBI officials and other federal agencies such as CIA, FAA, NSA and SLTLE. 5. Information did not always flow smoothly within and beyond the Bureau, particularly due to the complexity of the organization and its tasks as well as the sensitivity of information. 6. Special rules and regulations for issuing warrants and gathering intelligence about agents of foreign powers as per Foreign Intelligence Surveillance Act (FISA) of 1978 also created a problem leading to occurrence of the attack. Analysis of data for the root cause/s of the problem Ignorance of the electronic memo sent by Phoenix Special Agent Kenneth Williams advising the Bureau and New York of the possibility of a coordinated effort by Osama Bin Laden to send students to the United States to attend civil aviation universities and colleges and putting themselves in a position in the future to conduct terror activity against civil aviation targets. Even after 17 days of sending of electronic memo, dated July 10, 2001, it did not enter the Automated Case System of FBI until July 27, 2001. His recommendation was totally ignored .No actions have been taken by IOS in the Radical Fundamentalist Unit and Osama Bin Laden Unit on the information provided in the memo. Neither they shared it with senior FBI personnel, nor did they distribute it to other federal agencies. Several agents in the New York field office who received the memo also took no action. Failure of FBI agents in Minnesota to secure a FISA warrant from FBI headquarter to search Moussaoui’s laptop computer and other belongings on the ground of FISA rules as it required the agents to demonstrate that Moussaoui was an agent of a foreign power. It was later found that he had ties to the hijackers. There was a complete communication failure among different agencies and their officials. Minnesota agents were startled when they learned of Williams’ memo, and Williams had no idea about events in Minneapolis. Neither CIA officials, who had been made aware of the Moussaoui investigation, had information about neither Williams’ memo nor FBI personnel who had quashed the Moussaoui warrant request. In case of Khalid and Nawaf, there was a complete information and security failure. Twenty months before 9/11, U.S. government officials identified Khalid as a likely terrorist and realized that he had a valid U.S. visa. Yet he managed to enter the U.S. twice, apply for and receive a new visa, and rent a room from an FBI informant…all without being tracked or detained. As per the information given by NSA to CIA, CIA agents noted that he had a valid U.S. visa, but they did not tell the FBI about Mihdhar’s U.S. visa. Immigrations and Customs officials were not aware that the CIA suspected them to be terrorists. Even they used their real names to open bank accounts, apply for driver’s licenses, and enroll in flight school. In March 2000, Thai officials alerted the CIA that Hazmi had flown to Los Angeles. CIA personnel did not pass this information to the FBI. The FBI informant told his FBI handler about the arrival of “two Saudi nationals,” but agents in the local field office had not given special attention to the two neither shared this information to senior officials. Photograph given by Yemen official who had been suspected as the mastermind of U.S.S. Cole had associations with both of them. Mihdhar had a valid U.S. visa; and Hazmi had landed in Los Angeles. No individual, however, had all this information. CIA and FBI agents were working together to discuss the progress on cole case but none of them shared the information to each other as CIA participants felt not to share CIA information to FBI resulting in getting the visa to Mihdhar in time to fly to New York on July 4, 2001 for the second time, passing through Immigrations and Customs without scrutiny. After a month’s review and analysis of information regarding the Kuala Lumpur meeting. An FBI analyst at CIA’s Counterterrorism Center realized the potential significance of Mihdhar and Hazmi. She called the Immigration and Naturalization Service on August 22 and learned that Mihdhar had entered the U.S. twice. She asked FBI agents to investigate the two men. An argument broke out within FBI ranks about who should be involved. Agents conducting the criminal investigation of the Cole bombing wanted badly to speak with the two men. FBI lawyers objected due to FISA concerns and the task of tracking down Mihdhar and Hazmi was assigned to a New York agent with no experience in counterterrorism was again a mistake. The FBI agent at the CIA’s Counterterrorism Center again misconceptualised the urgency and placed Mihdhar and Hazmi on the State Department’s watchlist, which named 60,000 suspected terrorists who would be denied visas. They neither informed FAA nor asked them to put their names in ‘NO FLY list’ due to which American Airlines permitted them to board Flight 77, which the hijackers crashed into the Pentagon. Probable solutions based on the root cause to solve the problems Due to such a complex structure and conflicts among various security and federal agencies in terms of information dissemination and power authority relationships, the context of whole information got distorted and none of the officials investigating the case has all concrete information available at one table leading to communication and security failure. There must be a central information processing system which can keep an integrated record of all the information possessed by different agencies of USA. Autonomy to work in their own fashion and culture should be encouraged keeping in view the sharing of all the information to a centralized information procession, which can facilitate to eliminate the disaster, happened in the form of 9/11. Since FBI hires employees and promotes them on the basis of law enforcement criteria, either they must restrict its scope to a law enforcement agency or if it wanted to remain the nation’s domestic intelligence service as well the president of USA and Congress should restructure FBI and its interactions with other agencies of the country on a horizon centralized information processing system.

Case Study Solution

Federal Bureau of Investigation

Core issues related to Federal Bureau of Investigation, 2001 (Abridged) case & Possible ways to address the root cause in order to solve the problems and leverage the strength:- Core issues related to Federal Bureau of Investigation, 2001 (Abridged) case: 1. Occurrence of terror attack at pentagon due to mishandling Read more…

By admin, 3 yearsJune 25, 2022 ago

Compensation Compensation plays a critical role in aligning employee behavior with business objectives. Since the industrial age, the four Ms of business management i.e. Man, Material, Machine and Money are said to contribute to the business’s success. Among these, man has been considered to be the most important factor contributing to organizational effectiveness and efficiency. Compensation attributes to all forms of pay and rewards received by employees for their performance, including all forms of benefits, perks, services and cash rewards. It is paramount to acknowledge and announce the total compensation to your employees. This needs to be done so that the significance of what you are putting forth in compensation is clear and hence attracts and retains talent. A variety of elements need to be considered when designing a compensation plan that is also compatible to the employee demographic and budgetary bridles. The following should be included when designing a compensation plan: • Various elements that will embody the total compensation offered to the employees. • Comparable and competitive compensation rates within the industry. • Compensation needs to be unbiased. There must always be a logical increase in pay when it comes to length of service, job title, skills and abilities required to accomplish the job in a productive manner. • An already established criterion that results in a pay increase. • A well designed system to measure and control payroll costs. • A proper procedure to measure the success of the organization’s compensation program by determining if the compensation results into favorable retention numbers, workforce performance and motivation. Google’s Compensation Strategy Google’s compensation strategy is highly competitive compared to the compensation strategies of competing firms. The company provides high salaries, together with comprehensive incentives and nonconventional benefits. Financial and moral incentives are provided. In addition, the company provides benefits like medical insurance, retirement pensions, free meals, and free use of exercise equipment. Realistically, Google’s human resource management has succeeded with regard to the compensation strategy because it effectively attracts highly qualified smart and excellent employees. People perceive Google as one of the best places to work. Compensation is usually given in the form of monetary rewards that can be either direct or indirect:

Case Study Solution

Google Compensation Strategy

Project on Google Compensation Strategy, Pay for Performance scheme of Google & Role of Compensation The objective of this project is to allow the student to have a “hands-on” experience in appreciating a critical component of compensation design and execution. Students shall choose one topic from the following for their Read more…

By admin, 3 yearsJune 25, 2022 ago

CALVETA Core issues related to the case: • To maintain the reputation it had earned over a period of time and a Fear of losing Calveta’s solid reputation as a leader in the health-care sector due to expansion of business into different segments. • Conflicting objectives of preserving the company culture and achieving aggressive growth simultaneously. • To have well versed employees in the organisation who can strongly follow the Antonio way of doing things in the organisation. • Conflicts and a sense of confusions in decisions related to expansion and diversification of business into other segments and acquisition of GSD. Financial Problems in Expansion of business beyond the SLF segment to hospital segment in order to double the revenue of the organisation. • Financial Problems in Expansion of business beyond the SLF segment to hospital segment in order to double the revenue of the organisation. • Losing of contracts and rising of Customers’ dissatisfaction due to frequent changes in management and account managers at different facility centers. Analysis of data for the root cause/s of the problem Preserving the company culture and achieving aggressive growth were conflicting objectives Frank knew that organization already showed signs of strain, “and his sister and more than one of her colleagues on Calveta’s executive team agreed that would rather save the culture than spread themselves too rapidly into new businesses. Despite the growth of an aging population, and despite Calveta’s impressive business growth, it seemed highly unlikely to Frank and the executive team that the company could double its revenues in five years unless it branched out beyond the SLF segment. And despite growth in the hospital sector, Hospitals were, in the aftermath of the 2008–2009 recession, facing cutbacks in equipment and service due to decreases in charitable donations, reduced government assistance, and declining patient-stay lengths. Calveta expected such cutbacks to result in hospital closings, possibly reducing the potential market size. Frank feared that Calveta’s solid reputation as a leader in the health-care sector might become threatened as its relative size shrank versus the competition. Considering the financial challenges of getting into the hospital segment, the upbeat angles seemed a bit pie-in-the-sky as Calveta shouldered little debt. Because the company had been able to fuel its growth through prudent cash flow management, it did not need to rely on debt to finance kitchen equipment and renovations. If Calveta chose to pursue growth through acquisition, however, its no-debt philosophy would almost certainly need to be set aside. Calveta’s unique culture also served as an impediment to growth through acquisition. Lost contracts typically resulted from changes in management at an SLF; only rarely did an SLF drop Calveta citing poor performance. For several years, Frank Calveta had heard about such defections, and he believed that the vice president of account management had been dealing with them effectively. But when he’d begun reading the company’s annual client satisfaction survey results from the perspective of the CEO’s chair, Frank recognized that client frustrations with employee progression policies had worsened. Frank felt that the organizational structure of the firm was partly to blame for the customer dissatisfaction. While he’d been CFO, Frank had expressed concern that the design of the organization might have gotten knocked out of alignment as the company grew, but little had been done as Jennifer, speaking as COO, had disagreed with Frank. But Upon reading the latest surveys, Frank decided to have another look at the company’s organizational chart. Frank also worried about a rising diversity in the skills of area and account managers. It was becoming harder to find operations managers who fully embraced Antonio’s Way which can pose a problem in maintaining core values of the organisation. Recent development in the organisation has posed a rising diversity in the skills of area and account managers and new joinees lacked the industry experience. As per Jenifer, GSD from Great Southwest don’t have the best reputation. They’ve had labor problems and substantial turnover in their management ranks. However, Frank was confident that maybe Calveta’s best managers could slowly move GSD’s culture toward Antonio’s Way. Probable solutions based on the root cause to solve the problems:- Looking into scenario and objectives of the organisation, Calveta must opt for expansion of its business in different business segments particularly hospital segment as they are leaders in health segments. As the statistical data also proved that there is a sharp increase in aging population and 75 % market remained untapped. So Calveta must exploit this opportunity and target to achieve the goal of doubling its revenue in five years. Though Company have had no debt in its financial structure but in order to ensure its growth and expansion plan they must lever its financial structure and take advantage of reputation of company in getting debts from the market. Instead of hiring fresh graduates, company should focus on hiring those candidates who are ready to work in ANTONIO’s way, a work culture set by the founder of the company and the company should train them accordingly in order to maintain in reputation in the market. The company should go for acquisition of GSD as this company can help in expansion of the business in great southwest, the place where Calveta is not operational. The problems of labor problems can be sorted out by hiring competent employees and training them to cater the needs of company.

Case Study Solution

Calveta Dining Service Inc.

Calveta Dining Service Inc. – A Recipe for Growth Case Study and its Solution Calveta Dining Service Inc. Case Study Solution Core issues related to the case: To maintain the reputation it had earned over a period of time and a Fear of losing Calveta’s solid reputation as a leader Read more…

By admin, 3 yearsJune 24, 2022 ago

1. Is the industry Google Alphabet in, an attractive industry? What does it take to remain competitive in this industry? With the advent of technology and increase in internet users, the industry in which Google Alphabet operates is not only attractive but also have potential to revolutionize the technology and internet world. Porter’s five force model and TOWS matrix analysis will help to understand factors that will help Google to remain competitive in the industry. 2. Identify and critically evaluate Google Alphabet’s resources and capabilities using relevant BB835 frameworks and concepts. In your answer you should use your evaluation of resources and capabilities to assess how Google Alphabet achieves competitive advantage in its industry. 3. What type of diversification strategy is Alphabet pursuing? Explain the organizational structure of Alphabet using its strategic business units? What is the rationale behind this structure and diversification strategy? Alphabet INC is a giant conglomerate and holding company for Google LLC and more than 200 companies which are subsidiaries to it. It has online, digital and moon shoot companies under its verticals which are independent from one another. From 2001 to 2020, the company has done more than 200 acquisitions. If we consider companies acquired, it appear to be unrelated diversification, however, when these companies are evaluated on the basis of their activities, most of them are generally to support Google search advertising which is the main activity of Alphabet Inc. Acquisition of Alphabet Inc proves to facilitate diversification strategy. These acquisitions are very specialized in social networking, intelligent home systems, robotics, communication, e-commerce, navigation, office software, and their core capabilities such as search engine, mobile OS, advertising or information technology (voice and image recognition). Diversification strategy of Alphabet Inc is twofold: Related diversification through product and service innovation and acquisition Related diversification in terms of acquiring and developing internet and technology based products and services to capture the global internet market such as cloud computing, Android OS, R &D in Artificial intelligence and so on. The main service of Alphabet Inc is Google online search and major revenue is generated through online advertisement. It has diversified into various internet related products and services such as Gmail, Google drive, Google my business, Google map, Google photos, YouTube; enterprise products such as Ad sense, Ad Word, Pay per click and other utility services such as Google translate, Google news, Google drive, Google map, Google language. It enabled the company to reach to a large number of internet users and make them dependent on its products and services. It helps the company to create consumer base of Google dependent internet users. It also enables the company to position itself as one stop solution venue for all internet related services. Chrome had 60 % market share in web browsing in 2017. Google map allows retailers to advertise their address and products through promoted place application. Unrelated diversification through company and product acquisitions for expansion From search engine business in 1998, Alphabet Inc. offers the widest ranges of products and services termed as other bets. Other Bets includes businesses like Access (Google Fiber), Calico, CapitalG, GV, Nest, Verily, Waymo, and X. Continuous investment in development and acquisition of products such as artificial intelligence, machine learning and robotic technology, health care, venture capital funding, energy, self driving car, drone delivery and R& D in many moon shot projects, consumer hardware, airborne wind turbine, learning thermostats, smoke alarms and many other business segments have led to diversification of Alphabet’s business into other technological segments and industries. First mover advantage is the main Alphabet competitive advantage in relation to the majority of these products and services. Acquisition of HTC Google will allow engineers to more tightly integrate hardware and software and differentiate its high end pixel phone from Apple I phone X. Acquisition of Android for smartphone OS held 85 % market share in 2017.

Case Study Solution

ALPHABET’S GOOGLE Strategy

ALPHABET’S GOOGLE Porter’s Five Force, VRIO Framework, TWOS Strategy, Value Chain, organisational structure, Strategic Business units, rationale behind Alphabet structure and its diversification strategy Based on the Industry Analysis: Task 1 (20 marks, 500 words) Is the industry Google Alphabet in, an attractive industry? What does it take to remain competitive Read more…

By admin, 3 yearsJune 24, 2022 ago

1. “Everyone is jumping onto it right now, but the underlying supply hasn’t changed. We’re staying away from it,” said Albinder Dhindsa, co-founder and CEO of grocery retailer, Grofers. What do you think are the complexities associated with hyperlocal grocery delivery business model? Discuss in detail. (20 marks) 2. “Pandemic gives hyperlocal model a new lease of life”. Do you think this boost in business will be short lived or will it create an everlasting impact on the hyperlocal ecommerce business scenario? (20 marks) 3. Compare Bigbasket and Grofers supply chain capabilities. Which do you think is superior in meeting market requirements and is more sustainable? Justify your answer with suitable reasoning. (20 marks) 4. COVID-19 is a black swan event but supply chain disruptions around the world are a common phenomenon. Produce a detailed discussion on how businesses can prepare themselves to minimize the impact of future supply chain disruptions. Compare the advantages and disadvantages of local vs global sourcing. (30 marks)

Case Study Solution

Grofer’s Supply Chain

Big basket & Grofer’s Supply Chain, Covid 19 a black swan, complexities in hyper local grocery delivery model, local versus global sourcing

By admin, 3 yearsJune 24, 2022 ago