232 results for your search
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Accounting Aberrations: A Manager’s Dilemma
in Journal of International Business Education, Vol. 8, 2013, pp. 35-48 (Edinburgh, Scotland: Neilson Journals Publishing, 2013), 14 page(s)
By Mohan Gopinath, Kavita Chavali, Dolphy Abraham, and C Kishan Rao. The discussion point in the case revolves around a senior banker in India who used unethical methods and misused his position of trust by making fraudulent withdrawals from the unclaimed balances account in the branch. The mitigating circumstance...
Sample
in Journal of International Business Education, Vol. 8, 2013, pp. 35-48 (Edinburgh, Scotland: Neilson Journals Publishing, 2013), 14 page(s)
Description
By Mohan Gopinath, Kavita Chavali, Dolphy Abraham, and C Kishan Rao. The discussion point in the case revolves around a senior banker in India who used unethical methods and misused his position of trust by making fraudulent withdrawals from the unclaimed balances account in the branch. The mitigating circumstance was that he had to pay for the treatment of his mother who was suffering from bone cancer which the doctors said could be cured with...
By Mohan Gopinath, Kavita Chavali, Dolphy Abraham, and C Kishan Rao. The discussion point in the case revolves around a senior banker in India who used unethical methods and misused his position of trust by making fraudulent withdrawals from the unclaimed balances account in the branch. The mitigating circumstance was that he had to pay for the treatment of his mother who was suffering from bone cancer which the doctors said could be cured with treatment. Unclaimed balances are, in banking parlance, those accounts in a bank in which there have been no operations for many years. The case is based on a composite of real life incidents and individuals. The decision focus in the case is how to react to transgressions of laid down practices in a bank by senior officers even though there were pressing circumstances for them to resort to these transgressions.
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Field of Study
Travel
Content Type
Periodical article
Date Published / Released
2013
Publisher
Neilson Journals Publishing
Topic / Theme
Banks and banking, Finance and Insurance
Copyright Message
Copyright © 2013 NeilsonJournals Publishing
Place Discussed
India
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Air India and Indian Airlines: A Merger Gone Wrong?
written by Bhavika Reddy, fl. 2013 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2013, originally published 2013), 20 page(s)
This case study is about human resource management issues at Air India (AI) after its merger. AI was the merged body of Air India Limited (AIL) and Indian Airlines Limited (IAL). The merger was approved in 2007 and the merged body was called the National Aviation Company of India Limited (NACIL). The case discusse...
Sample
written by Bhavika Reddy, fl. 2013 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2013, originally published 2013), 20 page(s)
Description
This case study is about human resource management issues at Air India (AI) after its merger. AI was the merged body of Air India Limited (AIL) and Indian Airlines Limited (IAL). The merger was approved in 2007 and the merged body was called the National Aviation Company of India Limited (NACIL). The case discusses the various HR issues and other reasons which led AI into a crisis. The merger was initiated with the aim of making profits and gai...
This case study is about human resource management issues at Air India (AI) after its merger. AI was the merged body of Air India Limited (AIL) and Indian Airlines Limited (IAL). The merger was approved in 2007 and the merged body was called the National Aviation Company of India Limited (NACIL). The case discusses the various HR issues and other reasons which led AI into a crisis. The merger was initiated with the aim of making profits and gaining high market share for the airline. But because of post merger HR issues like compensation, career progression, and salary payment, promotion issues, and employee strikes, the merger did not yield the intended objectives. Experts said that poor management practices and improper planning had pushed the merged entity into trouble. The case discusses in detail the major causes for the AI merger failure, and some of the practices undertaken by the management to make the merger a success. AI in addition to HR issues was also saddled with huge financial debts. These two issues gave raise to speculations whether AI would survive and achieve the objectives of the merger.
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Field of Study
Business & Economics
Content Type
Case study
Author / Creator
Bhavika Reddy, fl. 2013
Date Published / Released
2013
Publisher
IBS Center for Management Research
Topic / Theme
Debt, Management, Human resource management, Management of Companies and Enterprises, Scheduled Air Transportation, Organizational Change and Restructuring, Indians (Asian)
Copyright Message
Copyright © 2012 by IBS Center for Management Research
Place Discussed
India
×
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Best Practices in CXO Development: A Study in the Indian Context
written by Aniruddha Limaye, fl. 2012, Simran Oberoi, fl. 2011 and Maria Christine Nirmala, fl. 2012, SHRM India (Mumbai, Maharashtra: SHRM India, 2012, originally published 2012), 42 page(s)
Sample
written by Aniruddha Limaye, fl. 2012, Simran Oberoi, fl. 2011 and Maria Christine Nirmala, fl. 2012, SHRM India (Mumbai, Maharashtra: SHRM India, 2012, originally published 2012), 42 page(s)
Field of Study
Business & Economics
Content Type
General reference book
Author / Creator
Aniruddha Limaye, fl. 2012, Simran Oberoi, fl. 2011, Maria Christine Nirmala, fl. 2012, SHRM India
Date Published / Released
2012
Publisher
SHRM India
Topic / Theme
Organizational structure, Human resource management, Work measurement, Leadership roles, Administration of Human Resource Programs, Global Human Resource Management
Copyright Message
Copyright © 2012 by SHRM India. All rights reserved.
Place Discussed
India
Sections
×
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China Vs India Who Will Win
produced by Atma Global (New York, NY: Atma Global, 2011), 18 mins
India and China are among the world’s fastest growing economies which jointly contribute nearly 30% to global economic growth as the balance of economic power continues to shift from West to East. Both China and India are not emerging economies, they are actually “re-emerging.” China and India have particula...
Sample
produced by Atma Global (New York, NY: Atma Global, 2011), 18 mins
Description
India and China are among the world’s fastest growing economies which jointly contribute nearly 30% to global economic growth as the balance of economic power continues to shift from West to East. Both China and India are not emerging economies, they are actually “re-emerging.” China and India have particular strengths and competitive advantages that have allowed each of them to weather the global financial crisis better than most countries and...
India and China are among the world’s fastest growing economies which jointly contribute nearly 30% to global economic growth as the balance of economic power continues to shift from West to East. Both China and India are not emerging economies, they are actually “re-emerging.” China and India have particular strengths and competitive advantages that have allowed each of them to weather the global financial crisis better than most countries and to gain ground in the “catching-up game” with the developed world. This video will cover the strengths and weaknesses of each country and review the current status of their “economic race.”
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Field of Study
Business & Economics
Content Type
Instructional material
Contributor
Atma Global
Date Published / Released
2011
Publisher
Atma Global
Topic / Theme
Cultural change and history, Population growth, Business and government, Politics, Economic policy, Economics, Finance and Insurance, Executive, Legislative, and Other General Government Support, Economic and Socioeconomic Environments
Copyright Message
Copyright © 2013 by Atma Global Knowledge Media, Inc.
Place Discussed
India, China
×
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Coat of Many Countries
directed by Josh Freed and Tom Puchniak (New York, NY: Filmakers Library, 1999), 52 mins
In Coat of Many Countries we see how the clothes we wear today are the remarkable coming together of goods and services from all over the world. By following the evolution of a suit, we glimpse the practical application of the new global economy. The motivating force behind this well-traveled suit jacket is to get...
Sample
directed by Josh Freed and Tom Puchniak (New York, NY: Filmakers Library, 1999), 52 mins
Description
In Coat of Many Countries we see how the clothes we wear today are the remarkable coming together of goods and services from all over the world. By following the evolution of a suit, we glimpse the practical application of the new global economy. The motivating force behind this well-traveled suit jacket is to get maximum quality at minimum labor costs. We follow the fleece from an Australian sheep farm to northern India where it is spun into c...
In Coat of Many Countries we see how the clothes we wear today are the remarkable coming together of goods and services from all over the world. By following the evolution of a suit, we glimpse the practical application of the new global economy. The motivating force behind this well-traveled suit jacket is to get maximum quality at minimum labor costs. We follow the fleece from an Australian sheep farm to northern India where it is spun into cloth. The shoulder pads are made in China; the lining in Korea; the buttons in Canada; and it all meets in Hamburg. Then it's trucked to Russia, where the frontier guards are paid off, and there it is cut and assembled to an Italian design for ultimate sale at Sears. The film explains why each of the stops on the itinerary makes economic sense. And, surprisingly, the savings far outweigh the transportation costs. The manufacture of a single garment mirrors the inter-relatedness of national economies and often reflects foreign policy as well. This fast-paced portrait of the global assembly line is a must for classes in economics, business, management, marketing, and international studies. High School College Adult
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Field of Study
Business & Economics
Content Type
Documentary
Contributor
Josh Freed
Author / Creator
Josh Freed, Tom Puchniak
Date Published / Released
1999
Publisher
Filmakers Library
Speaker / Narrator
Josh Freed
Topic / Theme
Business, Economics, Fashion industry, Apparel manufacturing, Apparel, Business & Economics
Copyright Message
Copyright © 2000. Used by permission of Filmakers Library. All rights reserved.
Place Discussed
Russia, Hamburg, Hamburg State, Canada, South Korea, China, India, Australia
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Cola Drinks: How safe are they?
written by Mylavarapu Vinaya Kumar, fl. 2006 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2005, originally published 2005), 5 page(s)
The focus of this caselet is the controversy over the presence of a high level of pesticides in soft drinks manufactured by Coca-Cola and Pepsi companies. It discusses the international standards related to quality of beverages and draws attention to the need for specific regulations in the beverage segment in Ind...
Sample
written by Mylavarapu Vinaya Kumar, fl. 2006 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2005, originally published 2005), 5 page(s)
Description
The focus of this caselet is the controversy over the presence of a high level of pesticides in soft drinks manufactured by Coca-Cola and Pepsi companies. It discusses the international standards related to quality of beverages and draws attention to the need for specific regulations in the beverage segment in India. The caselet takes a look at the impact the pesticide controversy has had on the two soft drink giants.
Field of Study
Business & Economics
Content Type
Case study
Author / Creator
Mylavarapu Vinaya Kumar, fl. 2006
Date Published / Released
2005
Publisher
IBS Center for Management Research
Topic / Theme
Agricultural pests, Beverage industry, Beverage Manufacturing, Environmental Sustainability
Copyright Message
Copyright © 2005 by IBS Center for Management Research
Place Discussed
India
×
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Developing a Leadership Pipeline at Infosys
written by R. Muthukumar and Bhavika Reddy, fl. 2013 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2012, originally published 2012), 20 page(s)
Infosys Limited, a global technology Services Company, was headquartered in Bangalore, India. The founders of the company wanted to create an organization that had been 'built to last', and had the agility to manage ambiguity and uncertainty under all circumstances. From the dawn of the new millennium, the company...
Sample
written by R. Muthukumar and Bhavika Reddy, fl. 2013 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2012, originally published 2012), 20 page(s)
Description
Infosys Limited, a global technology Services Company, was headquartered in Bangalore, India. The founders of the company wanted to create an organization that had been 'built to last', and had the agility to manage ambiguity and uncertainty under all circumstances. From the dawn of the new millennium, the company had emphasized the development of leaders. The company had established the world's largest leadership development institute at Mysor...
Infosys Limited, a global technology Services Company, was headquartered in Bangalore, India. The founders of the company wanted to create an organization that had been 'built to last', and had the agility to manage ambiguity and uncertainty under all circumstances. From the dawn of the new millennium, the company had emphasized the development of leaders. The company had established the world's largest leadership development institute at Mysore. At Infosys, the Leadership model was framed as a seven pillar model. The model emphasized the types of leadership qualities the leaders had to possess to become an effective leader. The model was intended to groom leaders to gain knowledge on various situations and also to enhance their decision making skills. The company developed a three-tier pyramid for developing leaders at all levels of employees at Infosys and also established a robust process for identifying and including talents into different leadership tiers. The Infosys Leadership institute designed a 'Nine pillar model' to inculcate leadership based on the organization's requirements and the employee's area of interest. The case discusses the various leadership development initiatives at Infosys and also narrates how the company found itself in a leadership crisis in 2007 which further led to the company strengthening its leadership development initiatives. In early 2012, the company found itself with a new management team that had taken over from its more illustrious founders. Many senior leaders of Infosys were expected to retire in a period of ten years from 2011. In addition to reassuring their customers and investors who feared that the Infosys's new leadership might not be able to manage the future uncertain situations, the company had to quickly develop a pool of leaders.
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Field of Study
Business & Economics
Content Type
Case study
Author / Creator
R. Muthukumar, Bhavika Reddy, fl. 2013
Date Published / Released
2012
Publisher
IBS Center for Management Research
Topic / Theme
Organizational effectiveness, Managers, Leadership roles, Management of Companies and Enterprises, Leadership and Management
Copyright Message
Copyright © 2012 by IBS Center for Management Research
Place Discussed
India
×
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Engaging the India Inc.: TheYoung Brigade Leads the Way
written by Sai Prasanna Ragu, fl. 2009 (Hyderabad, Telangana: IBS Case Development Centre, 2009, originally published 2009), 20 page(s)
This case study explores the evolution of Indian executive career and the changing role of a CEO in the dynamic and less predictable business environment. Quoting examples from top Indian companies – both manufacturing and service sectors – this case study provides an overview on the new age CEO, the roles and...
Sample
written by Sai Prasanna Ragu, fl. 2009 (Hyderabad, Telangana: IBS Case Development Centre, 2009, originally published 2009), 20 page(s)
Description
This case study explores the evolution of Indian executive career and the changing role of a CEO in the dynamic and less predictable business environment. Quoting examples from top Indian companies – both manufacturing and service sectors – this case study provides an overview on the new age CEO, the roles and responsibilities and shows how younger generation can better lead the Indian corporate entities. It delves into many issues to debate on...
This case study explores the evolution of Indian executive career and the changing role of a CEO in the dynamic and less predictable business environment. Quoting examples from top Indian companies – both manufacturing and service sectors – this case study provides an overview on the new age CEO, the roles and responsibilities and shows how younger generation can better lead the Indian corporate entities. It delves into many issues to debate on: whether the young CEOs have the requisite experience and exposure to lead an organisation at the helm, the reasons for today’s organisations looking for relatively younger generation to take charge and whether age and experience count any longer.
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Field of Study
Business & Economics
Content Type
Case study
Author / Creator
Sai Prasanna Ragu, fl. 2009
Date Published / Released
2009
Publisher
IBS Case Development Centre
Topic / Theme
Job skills, Management, Leadership roles, Executives, Management of Companies and Enterprises, Recruitment
Copyright Message
Copyright © 2009 by IBS Center for Management Research
Place Discussed
India
×
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Enhancing the Credibility of the Training Function: Involving Line Managers in Sales Training
written by Debapratim Purkayastha, fl. 2008 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2008, originally published 2008), 6 page(s)
This case is about a mid-sized direct selling organization Direc2U. Rakesh Sharma (Sharma), the training manager at the company realized the need for a training intervention for line managers as he felt that despite a contemporary training program, the sales force was unable to internalize the training due to lack...
Sample
written by Debapratim Purkayastha, fl. 2008 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2008, originally published 2008), 6 page(s)
Description
This case is about a mid-sized direct selling organization Direc2U. Rakesh Sharma (Sharma), the training manager at the company realized the need for a training intervention for line managers as he felt that despite a contemporary training program, the sales force was unable to internalize the training due to lack of support from the line managers in the field. But the CEO of Direc2U was not supportive of the initiative as he saw no value in this...
This case is about a mid-sized direct selling organization Direc2U. Rakesh Sharma (Sharma), the training manager at the company realized the need for a training intervention for line managers as he felt that despite a contemporary training program, the sales force was unable to internalize the training due to lack of support from the line managers in the field. But the CEO of Direc2U was not supportive of the initiative as he saw no value in this program. Moreover, as the company was going through a tough phase he also wanted to cut the training budget further. Sharma had to find ways to involve the line managers in sales training and also find ways to link training to the bottom line results.
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Field of Study
Business & Economics
Content Type
Case study
Author / Creator
Debapratim Purkayastha, fl. 2008
Date Published / Released
2008
Publisher
IBS Center for Management Research
Topic / Theme
Direct selling, Salespeople, Managers, Job training, Line and staff organization, Electronics and Appliance Stores, Trends in Human Resources
Copyright Message
Copyright © 2008 by IBS Center for Management Research
Place Discussed
India
×
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Entertainment: Made for India
written by Mylavarapu Vinaya Kumar, fl. 2006 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2005, originally published 2005), 4 page(s)
This caselet is about the effect of localization on cartoon and music television channels in India.
Sample
written by Mylavarapu Vinaya Kumar, fl. 2006 (Hyderabad, Andhra Pradesh: IBS Center for Management Research, 2005, originally published 2005), 4 page(s)
Description
This caselet is about the effect of localization on cartoon and music television channels in India.
Field of Study
Business & Economics
Content Type
Case study
Author / Creator
Mylavarapu Vinaya Kumar, fl. 2006
Date Published / Released
2005
Publisher
IBS Center for Management Research
Topic / Theme
Indian people, Cartoons and children, Television, Radio and Television Broadcasting, Industry Analysis in Global Context (i.e., Industry Reports), Indians (Asian)
Copyright Message
Copyright © 2005 by IBS Center for Management Research
Place Discussed
India
×
