Reference No: BP0338Pages: 7Published on: 31, March, 2011
Abstract: The case discusses the legal journey of the Bajaj - TVS patent dispute from the Madras High Court to the Supreme Court and back to the Madras High Court. Almost four years have passed, yet the final verdict is nowhere in sight. The Supreme Court has recommended a period of ... More
Reference No: BP0337(B)Pages: 10Published on: 31, March, 2011
Abstract: This is the second case from a three case series. From 2002 to 2004 Eureka Forbes Ltd. (EFL) took a series of technology initiatives to implement Knowledge Management (KM). The initiative was partially successful and the KM team had many challenges it had yet to face. A small percentage of sales people ... More
Reference No: RJMC0016Pages: 7Published on: 31, March, 2011
Abstract: The government school located in a resettlement colony of Delhi, had children who were first- generation learners from low income families. The school had high drop-out and high failure rate. A new principal took charge and initiated steps to establish personal rapport with children, motivated teachers to be more involved ... More
Reference No: BP0337(C)Pages: 41Published on: 31, March, 2011
Abstract: This is the third case from a three cases series. 2004 onwards, Eureka Forbes Ltd. (EFL) took unique initiatives to collect knowledge of its sales people. Various contests were devised and the learning was ploughed back into the organization. It also helped the organization to face various challenges. The challenge now ... More
Reference No: CISG0113Pages: 8Published on: 21, March, 2011
Abstract: The case describes a tough situation faced by the head of a finishing mill in an integrated steel plant. The major shutdown of the mill needs to be planned taking into consideration numerous factors that can affect other parts of the company. This case can be used as an illustration ... More
Reference No: OB0208Pages: 2Published on: 18, March, 2011
Abstract: The case describes a situation in which a people-oriented manager is surprised by the unexpected reaction of his team members to his work-related demands. The reluctance of his team members to cooperate during a particularly busy time prompts the manager to revisit some of his assumptions and examine the appropriateness ... More
Reference No: OB0207Pages: 2Published on: 18, March, 2011
Abstract: The case deals with leadership challenges faced by the manager of a medium-sized branch of a bank. The manager is enthusiastic about enforcing discipline in his branch by applying principles he has learned in an executive development programme. Different responses by different subordinates force the manager to reflect on his ... More
Reference No: CISG0112Pages: 22Published on: 17, March, 2011
Abstract: ABB, a conglomerate in power and automation, implemented one single SAP across geographical regions via a concept of One-Simple-ABB (OSA) and Regional ERP Management Service Center (REMSC). ABB-India, as the big-brother, took up the challenge to consolidate the ERP's (200+ systems) across the South Asia region with a plethora of challenges ... More
Reference No: F&A0490Pages: 15Published on: 10, February, 2011
Abstract: This case brings together four incidents of market manipulation and regulatory violations in different organizations in India and the UK. It highlights the importance of regulatory compliance and ethics in financial organizations. Principles-based regulation is more flexible but can be ambiguous and uncertain. Rules-based regulation has the advantage of clarity ... More
