Search results for 'leadership cases'

Authors: Sheth, N R; Dixit, L M;

Reference No: P&IR0038(C) Pages: 9 Published on: 1, January, 1972

Abstract: Gives a running account of a strike observed by workers under the leadership of one of the two unions operating in the organization. It brings out the dynamics of intergroup as well as interpersonal relations that influence the strike situation. At the end, the strike is described from the ... More

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Authors: Dixit, M R; Rao, Sreenivas S; Rao, V Venkata;

Reference No: BP0258 Pages: 16 Published on: 8, January, 2001

Abstract: The case describes the issues in sustaining the momentum generated by a series of initiatives undertaken by the new management of an acquired company. In 1998, Torrent Group acquired controlling interest in Surat Electricity Company. Under the leadership of Amitab Thakore it initiated series of measures to improve the performance of ... More

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Authors: Namboodiri, N V; Desai, Bhupat M;

Reference No: CMA0766 Pages: 9 Published on: 1, January, 1998

Abstract: The case deals with how bank became a success story in rural banking under the same macro rural credit policies which are being questioned these days. To facilitate analysis, the case provides historical information, profile of area of operation, leadership management, and business operations. It also raises issues related to ... More

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Authors: Dixit, M.R.; Anilkumar, H.;

Reference No: BP0382 Pages: 9 Published on: 23, June, 2015

Abstract: This case presents the details of origin, strategy, and performance of Tata McGraw Hill Education Private Limited. It describes the initiatives of Mr. Shukla, Managing Director and Vice President, in maintaining the leadership of the company in a changing environment. The participants are required to assume the role of a ... More

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Authors: Mathur, Ajeet;

Reference No: BP0446 Pages: 11 Published on: 14, December, 2020

Abstract: This case introduces the genre of “wicked problems” in strategy. InspirOn Engineering is a third-generation textile machinery family business. The patriarch, in his 72nd year, has announced his retirement without a succession plan. Chinese acquisitions in Germany have transformed the competitive landscape into two business divisions. The leadership has to ... More

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Authors: Bhattacharyya, S K;

Reference No: F&A0263(C) Pages: 11 Published on: 1, January, 1976

Abstract: The phenomenal expansion of SBI in terms of the number of branches, their geographical dispersion, and the areas of activities, necessitated a study of the organizational objectives and structure. The study broadly defined the objectives of the bank, profit, market penetration, and position of leadership in the market. To ensure ... More

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Authors: Varkkey, Biju;

Reference No: P&IR0195 Pages: 12 Published on: 22, August, 2005

Abstract: Precision Parts Limited was a successful company with model IR situation. With change in union leadership and the managers, the union management dynamics underwent change. The statement is presented for managerial decision making. ... More

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Authors: Nandkeolyar, Amit K; Narain, Arohini; Gopakumar, KV;

Reference No: OB0250(A) Pages: 11 Published on: 14, August, 2025

Abstract: The case highlights the Tata Group’s innovation journey—a story of transformation, resilience, and reinvention. It covers the various innovation-focused initiatives launched between 2006 and 2017 and maps the journey of Tata InnoVerse, an innovation programme. It tracks the leadership teams’ decision-making efforts in the context of internal changes as well ... More

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Authors: Maheshwari, Sunil Kumar;

Reference No: P&IR0183 Pages: 10 Published on: 9, November, 2000

Abstract: Case presents the events related to Industrial Unrest at Maruti Udyog Limited in 2000. Issues related to incentive policies, role of external unions and political leadership is presented in the case. The case is also a reflection of historical perspective of Industrial Relations. The changed economy of the country has made ... More

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Authors: Jaiswal, Anand Kumar; Palan, Harit; Jain, Ingita;

Reference No: MAR0470(B) Pages: 10 Published on: 31, March, 2015

Abstract: Launched in 2005, Aava natural mineral water is the second largest brand in the Indian natural mineral water market. Over the years brand has established its volume leadership in its product category. The case discusses the dilemma faced by the top management in dealing with the issues related to brand positioning ... More

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Authors: Goyal, R C; Verma, K K;

Reference No: P&IR0078(C) Pages: 8 Published on: 1, January, 1968

Abstract: Case (C) describes the union strategy of pressurizing the management, and the management's counter strategy to eliminate the union's influence upon the workers. The workers ultimately change their loyalty in favour of the management. Case (D) P&IR0078(D) describes how the management concludes an agreement with the workers' representatives, ... More

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Authors: Goyal, R C; Verma, K K;

Reference No: P&IR0078(D) Pages: 5 Published on: 1, January, 1969

Abstract: Case (C) P&IR0078(C) describes the union strategy of pressurizing the management, and the management's counter strategy to eliminate the union's influence upon the workers. The workers ultimately change their loyalty in favour of the management. Case (D) describes how the management concludes an agreement with the workers' representatives, ... More

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Authors: Dongre, Ambrish;

Reference No: RJMC0046 Pages: 10 Published on: 21, April, 2022

Abstract: The case is about Ashok Kumar Pandey, the principal of Ahlcon International School (AIS) in Delhi. The school was established in 2001. Pandey joined the school as its principal in 2003 and held the position until 2019. This period coincided with the rapid expansion of the school in terms of infrastructure and student ... More

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Authors: Gupta, Ranjit;

Reference No: CMA0664TEC Pages: 6 Published on: 1, January, 1988

Abstract: Team building is a group effort. However, teams are differentiated from groups. Teams possess only four of the essential elements of groups, viz. goal sharing, interdependence, commitment, and accountability. The team-building process, involves five stages of development: forming, storming, norming, performing, and adjourning. A team leader requires skills of both ... More

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