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Search results for 'Management AND OR ('

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  1. Oil and Natural Gas Commission: Towards a Blueprint for Knowledge Management (A)

    Authors: Verma, Sanjay; Dixit, M R;

    Reference No: BP0324(A) Pages: 15 Published on: 21, October, 2008

    Abstract: The case explores ONGC, an Indian Crude Oil producing company. In 2008, two executives of ONGC Mr Rajagopala Rao and Mr Debashish Das were contemplating implementation of Knowledge Management System in their organization. Though the company had already implemented various IT and KM initiatives, it was going through a tough phase ... More

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  2. Aster Retail UAE (A): Connecting Employees, Customers and Business Results

    Authors: Varkkey, Biju; Trivedi, Bhumi;

    Reference No: HRM0244 Pages: 31 Published on: 12, March, 2020

    Abstract: Aster Retail (AR) is the retail pharmacy division of Aster Dr Moopen’s Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the Far East with a portfolio of hospitals, clinics, diagnostic centres and retail pharmacies. AR, under the leadership of Chief Executive Officer (CEO), ... More

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  3. Pramukh Swami Maharaj Shatabdi Mahotsav: Service-Orientation, People Management and Leadership

    Authors: Gupta, Vishal; Gandhi, Manan;

    Reference No: ADCLOD0004 Pages: 25 Published on: 25, November, 2024

    Abstract: The case presents details about how the organisation could inspire its volunteers to complete the project in time with minimal supervision and provide an amazing experience for the visitors. The PSM nagar was constructed within a span of 9 months (including the monsoon period in India from mid-June to September). It ... More

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  4. Managing Talent at Lupin Limited (B): Exploring New Horizons

    Authors: Sharda, Kirti; Varkkey, Biju; Basoya, Snehil;

    Reference No: OB0209(B) Pages: 26 Published on: 20, September, 2016

    Abstract: Lupin Ltd. initiated its talent management program in 2005 with an aim to attract, retain and develop talent over coming years. This case is a continuation of “Managing Talent at Lupin Limited”, which explored the basic issues that emerged as a result of the implementation of talent management (TM) at Lupin. ... More

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  5. Talent Retention and Management at EFS

    Authors: Moses, Aditya Christopher; Mohammed, Thauseef; Ahmad, Saima ;

    Reference No: HRM0263 Pages: 11 Published on: 3, December, 2024

    Abstract: This case focuses on the human resource management (HRM) practices adopted by an integrated facilities management company in the UAE. Despite its people-first approach, the company faced challenges related to issues of employees’ conduct. These issues primarily arose from a lack of HRM strength and multicultural sensitivities. The case presents ... More

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  6. Professionalisation of HR at Mahindra (B): Transformation and Change Management

    Authors: Sharma, Sunil;

    Reference No: STR0458(B) Pages: 14 Published on: 16, March, 2021

    Abstract: This case describes the transformation of the HR organisation of Mahindra’s AFS sector from 2013 to 2017. The CHRO and his team designed and implemented a blueprint aimed at enhancing the strategic role of HR. The migration from a traditional to a strategic role entailed anticipating and allaying apprehensions related to ... More

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  7. Bottled Water-Problem in Campus

    Authors: Chandwani, Rajesh; Varkkey, Biju; Kadamberi, Vidya;

    Reference No: HRM0240 Pages: 11 Published on: 5, February, 2019

    Abstract: The case is based on heated e-mail conversations connected to the delivery of clean bottled water in the campus of a reputed research institute in southern India. The exchange between Tara Sharma (Programme Manager) and Shreejith Nair (Group Head- Engineering Service and Estate) relate to the quality of services provided. ... More

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  8. Tata vs Mistry (A): Struggle for Succession and Governance

    Authors: Gupta, Vishal; Gupta, Deepali;

    Reference No: OB0246(A) Pages: 23 Published on: 29, March, 2023

    Abstract: This case highlights the loopholes in succession planning and issues of corporate governance at the multinational conglomerate Tata Group headquartered in Mumbai, India. This is a three-part case which highlights the dramatic removal of Cyrus Mistry from the chairmanship of Tata Group. The case is based on excerpts from the ... More

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  9. The Cost of Shareholder Activism: LVB Shareholders Vote Out Management

    Authors: Varkkey, Biju; Shah, Virangi;

    Reference No: HRM0249 Pages: 12 Published on: 25, March, 2021

    Abstract: Lakshmi Vilas Bank (LVB) was established as a private sector bank in 1926 in Tamil Nadu. It was set up to serve the financial needs of the people working in small and medium-sized enterprises (SMEs). LVB got into trouble after shifting focus from funding SMEs to funding big corporates. Initially, it ... More

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  10. Mohan Dixit

    Authors: Gupta, Vishal; Premapuri, Priyanka;

    Reference No: OB0233 Pages: 7 Published on: 26, June, 2018

    Abstract: Mohan Dixit, Head, Sales and Marketing, India Operations, EuroMotoCorp Pvt. Ltd., an automobile manufacturing multinational company headquartered in Munich, Germany. This case outlines the harried nature of his life: professional problems (decrease in the market share, not being able to say 'no', unable to delegate, pressed for time, member of ... More

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  11. Teams and Conflicts: Sanjay Sood at Marteex Systems (Part A)

    Authors: Chawla, Harkiran Kaur; Gopakumar, K. V., Ram Mohan, M.P.;

    Reference No: OB0249(A) Pages: 4 Published on: 26, June, 2025

    Abstract: Part A explores the struggles of a CLO in a fast-growing organization where they have to balance risk and caution in decision-making. Within the top management team, the CLO’s call for cautious decision making is considered an impediment by other team members within the CXO level team. ... More

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  12. Sabar Rasayan Corporation (A)

    Authors: Verma, Pramod; Joshi, Mayank;

    Reference No: P&IR0166(A) Pages: 18 Published on: 1, January, 1984

    Abstract: This series of cases refers to the experience of collective bargaining in a growth- oriented public sector organization. It first narrates the industrial relations situation in the organization [Case (A)] P&IR0166(A), and then poses the problems faced by the management in preparing for the negotiation [Case (B)] P& ... More

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  13. Sabar Rasayan Corporation (B)

    Authors: Verma, Pramod; Joshi, Mayank;

    Reference No: P&IR0166(B) Pages: 26 Published on: 1, January, 1984

    Abstract: This series of cases refers to the experience of collective bargaining in a growth- oriented public sector organization. It first narrates the industrial relations situation in the organization [Case (A)] P&IR0166(A), and then poses the problems faced by the management in preparing for the negotiation [Case (B)] P& ... More

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  14. Sabar Rasayan Corporation (C)

    Authors: Verma, Pramod; Joshi, Mayank;

    Reference No: P&IR0166(C) Pages: 3 Published on: 1, January, 1984

    Abstract: This series of cases refers to the experience of collective bargaining in a growth- oriented public sector organization. It first narrates the industrial relations situation in the organization [Case (A)] P&IR0166(A), and then poses the problems faced by the management in preparing for the negotiation [Case (B)] P& ... More

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  15. Sabar Rasayan Corporation (D)

    Authors: Verma, Pramod; Joshi, Mayank;

    Reference No: P&IR0166(D) Pages: 16 Published on: 1, January, 1984

    Abstract: This series of cases refers to the experience of collective bargaining in a growth- oriented public sector organization. It first narrates the industrial relations situation in the organization [Case (A)] P&IR0166(A), and then poses the problems faced by the management in preparing for the negotiation [Case (B)] P& ... More

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