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Q.4 Case study
Watson Public Ltd Company is well known for its welfare activities and employee-oriented schemes in the manufacturing industry for more than ten decades. The company employs more than 800 workers and 150 administrative staff and 80 management-level employees. The Top-level management views all the employees at the same level. This can be clearly understood by seeing the uniform of the company which is the Same for all starting from MD to floor level workers. The company has 2 different cafeterias at different places one near the plant for workers and others near the Administration building. Though the place is different the amenities,
infrastructure and the food provided are of the same quality. In short, the company stands by the rule of Employee Equality, which is a key aspect of Human Resource Management & Analytics – Watson.

The company has one registered trade union. The relationship between the union and the management is very cordial. The company has not lost a single man day due to strike. The company is not a paymaster in that industry. The compensation policy of that company, when compared to other similar companies, is very less still the employees don’t have many grievances due to the other benefits provided by the company. But the company is facing a countable number of problems in supplying the materials in the recent past days. Problems like quality issues, mismatch in packing materials (placing material A in the box of material B) incorrect labelling of material, not dispatching the material on time, etc…

The management views the case as there are loopholes in the system of various departments and hand over the responsibility to the HR department to solve the issue. When focusing on Human Resource Management & Analytics – Watson, the HR manager goes through the issues he realized that the issues are not relating to the system but it relates to the employees. When investigated he come to know that the reason behind the casual approach by employees in work. The company hired new employees for a higher-level post without considering the potential internal candidates. The newly hired employees are placed with higher packages than that of existing employees in the same cadre.

Questions:
(20 × 1 = 20)

1. Narrate the case with a suitable title for the case. Justify your title.

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. He incorporates elements of Human Resource Management & Analytics – Watson to ensure comprehensive solutions.

Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals.

You can contact Dr. Banakar through the following channels:

• Email: aravind.banakar@gmail.com
• Phone: +91 9901366442   &  +91 9902787224

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Q.3 Case study
Adam, fresh from school was a newly recruited HR practitioner specializing in Human Resource Management & Analytics. During his one month into the job, he was asked to be in-charge of the orientation programme for the entire organisation. Being new, he followed closely to the processes. Recently, Roy joined the organisation and Adam was required to orientate him. On Roy’s first day of work, Adam brought him around the organisation for introduction to the rest of the staffs. Unfortunately, Roy’s assigned mentor was not around hence, Adam was unable to make an
official introduction for Roy to meet up with his mentor. In the afternoon, during the HR briefing, Adam mentioned to Roy that there is a buddy system in place but it is only on an opt-in basis. Roy requested to opt for a buddy. Adam was rather surprised by Roy’s request as according to Adam’s manager-Jean, no one in the organisation has requested for a buddy. Hence, Adam checked with Jean on the criteria in getting a buddy for Roy and according to her, Adam found out that it needed to be someone preferably from Roy’s department. Having clarified on the criteria, Adam was supposed to get a buddy for Roy, unfortunately, this issue was clearly forgotten by Adam due to his busy schedule as he was involved in other HR matters as well and he did not follow up with Roy’s request promptly.
One week later, Adam met Roy in a lunch gathering and Adam greeted Ro and asked him casually how is he doing and if he has adapted well to his job. Roy, asked Adam blatantly and angrily where is his buddy that he had requested. At that moment, Adam recalled on the existence of this request and unwittingly told Roy that he thought Roy was joking with him on the
request for a buddy as he did not want to admit to Roy that he had clearly forgotten about the whole issue.

Roy was very angered by Adam’s response and told him off that he was very serious in getting a buddy and that its Adam’s responsibility to do so. Adam, clearly embarrassed and guilty about his mistake, apologised immediately and promised to get him a buddy. On the very day, a buddy- Sam, was found for Roy. Roy was very unhappy with Adam and confronted Adam and his buddy when he was able to have an official meet up session with his mentor. Adam explained to Roy that the organisation has no current practice in place for meet up sessions to b arranged between mentors and mentees and its a practice for mentees to take self-initiative to do so in arranging for meetings with their mentors and also that his mentor is currently out of town and will only be back the next day. Adam, himself being a new staff also was at that moment in time speaking on personal experience and also based on what Jean had told him.
Sam, who was present agreed and helped to explain to Roy on the practice.

Roy kept quiet and Adam unknowingly thought that Roy has understood the organisation practice. Hence, Adam did not continue to check with Roy on this aspect. The following day, Roy had a feedback session with his manager and Adam was called upon to sit in as a part of the orientation programme. Roy brought up the issue on Adam’s failure to get him a buddy promptly and that he was not introduced to his mentor at all. He complained about the poor management of the HR mentor and buddy system and that it was
not effective at all and that he expressed that he is very unhappy with Adam as he felt that he was not doing his job at all.
Adam tried to explain to Roy and his manager that Human Resource Management & Analytics is relatively new to him and also reassured Roy that he will take his suggestions of improving on the system and was apologetic about the issue. He told Roy’s manager that he will bring Roy to see his mentor after the session as his mentor is back in the office after being on leave for the past week. Roy was still very unhappy with Adam and continued telling Adam off in front of his manager.

Questions:
(4 × 5 = 20)

What will you do if you were the HR of the company?

On an HR practitioner point of view, what should Adam do to resolve the issue?

Roy is very unhappy with Adam and holds it against him even though all has been done and followed up. What should Adam as HR do to resolve this and should Jean, as Adam’s manager do something?

What role does Roy’s manager play in this issue and should he be implicated?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals.

You can contact Dr. Banakar through the following channels:

• Email: aravind.banakar@gmail.com
• Phone: +91 9901366442   &  +91 9902787224

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Q.2 Case study
Satish was a Sales Manager for Industrial Products Company in City branch. A week ago, he was promoted and shifted to Head Office as Deputy Manager – Product Management for a division of products which he was not very familiar with. Three days ago, the company VP – Mr. George, convened a meeting of all Product Managers. Satish’s new boss (Product Manager Ketan) was not able to attend due to some other preoccupation. Hence, the Marketing Director, Preet – asked Satish to attend the meeting as this would give him an exposure into his new role. At the beginning of the meeting, Preet introduced Satish very briefly to the VP, mentioning his background in sales and how he was transitioning into Human Resource Management & Analytics. The meeting started with an
address from the VP and soon it got into a series of questions from him to every Product Manager. George, of course, was pretty thorough with every single product of the company and he was known to be pushy and a blunt veteran in the field. Most of the Product Managers were very clear of George’s ways of working and had thoroughly prepared for the meeting and were giving to the point answers. George then started with Satish.

Satish being new to the product, was quite confused and fared miserably. Preet immediately understood that George had possibly failed to remember that Satish was new to the job. He thought of interrupting George’s questioning and giving a discrete reminder that Satish was new. But by that time, George who was pretty upset with the lack of preparation by Satish made a public statement “Gentlemen, you are witnessing here an example of sloppy work and this can’t be excused”. Now Preet was in two minds – should he interrupt George and tell him that Satish is new in that position OR should he wait till the end of the meeting and tell George privately. Preet chose the second option. Satish was visibly angry at the treatment meted out by George but he also chose to keep mum. George quickly closed the meeting saying that he found in general, lack of planning in the department and asked Preet to stay back in the room for further discussions. Before Preet could give any explanation on Satish, George asked him “Tell me openly, Preet, was I too rough with that boy?” Preet said “Yes, you were. In fact, I was about to remind you that Satish is new to the job”. George explained that the fact that Satish was new to the job didn’t quite register with him during the meeting. George admitted that he had made a mistake and asked his secretary to get Satish report to the room immediately. A perplexed and uneasy Satish reported to George’s room after few minutes. George looking Satish straight into his eyes said “I have done something which I should have never even thought of and I want to apologise to you. It is my mistake that I did not recollect that you were new to the job when I was questioning you”. Satish was left speechless. George continued “I would like to state few things clearly to you. Your job is to make sure that people like me and your
bosses do not make stupid decisions. We have good confidence in your abilities and that is why we have brought you to the Head Office. For everybody, time is required for learning. I will expect you to know all the nuances of your product in three months time. Until then you have my complete confidence”. George closed the conversation with a big reassuring handshake with Satish. This is an example of how essential it is to manage Human Resources and Analytics; Satish was a sales manager who benefited from such management.

Questions:
(5 × 4 = 20)

As an HR man, how would you define the character of George – bullying but later regretting? Does his attitude need to be corrected?

Was it at all necessary for George to apologise to such a junior employee like Satish?

If you were in Satish’s place, how would you to respond to George’s apology?

Was George correct in saying that Satish is there to correct the “stupid mistake” of his boss and George?

Did Preet make a mistake by not intervening during the meeting and correct George’s misconception about Satish?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Just like how mastering Human Resource Management & Analytics – Satish was a Sales Manager’s journey, every other case study demands expertise.

Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. Human Resource Management & Analytics – Satish was a Sales manager and benefited from such expertise.

You can contact Dr. Banakar through the following channels:

• Email: aravind.banakar@gmail.com
• Phone: +91 9901366442   &  +91 9902787224

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Q.1 Case study
Jennifer, the owner and manager of a company with ten employees, has hired you to take over the Human Resource Management (HRM) function so she can focus on other areas of her business. During your first two weeks, you find out that the company has been greatly affected by the up economy and is expected to experience overall revenue growth by 10 percent over the next three years, with some quarters seeing growth as high as 30 percent. However, five of the ten workers are expected to retire within three years. These workers have been with the organization since the beginning and provide a unique historical perspective of the company. The other five workers are of diverse ages. In addition to these changes, Jennifer believes they may be able to save costs by allowing employees to telecommute one to two days per week. She has some concerns about productivity if she allows employees to work from home. Despite these concerns, Jennifer has even considered closing down the physical office and making her company a virtual organization, but she wonders how such a major change will affect the ability to communicate and worker motivation. Effective Human Resource Management is crucial in navigating these changes.

Jennifer shares with you her thoughts about the costs of health care on the organization. She has considered cutting benefits entirely and having her employees work for her on a contract basis, instead of being full-time employees. She isn’t sure if this would be a good choice. Jennifer schedules a meeting with you to discuss some of her thoughts on these Human Resource Management decisions. To prepare for the meeting, you perform research so you can impress your new boss with recommendations on the challenges presented.

Questions:
(4 × 5 = 20)

1. Point out which changes are occurring in the business that affects HRM.
2. What are some considerations the company and HR should be aware of? When making changes related to this case study?
3. What would the initial steps be to start planning for these changes in Human Resource Management?
4. What would your role be in implementing these changes? What would Jennifer’s role be?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals experienced in Human Resource Management.

You can contact Dr. Banakar through the following channels:

• Email: aravind.banakar@gmail.com
• Phone: +91 9901366442   &  +91 9902787224

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Q.4 Case study
In January 2004, leading global automobile company and Japan’s number one automaker, Toyota Motor Corporation (Toyota), replaced Ford Motors (Ford), as the world’s second largest automobile manufacturer; Ford had been in that spot for over seven decades. In 2003, Toyota sold 6.78 million vehicles worldwide while Ford’s worldwide sales amounted to 6.72 million vehicles (General Motors, the world’s largest car manufacturer sold 8.60 million vehicles). This shift in rankings highlighted the dynamic nature of the global business environment – in January 2004, it was clear to see how significantly market shares can change.

According to reports, while Toyota’s market share in the US increased from 10.4% in 2002 to 11.2% in 2003, Ford’s declined from 21.5% to 20.8% during the same period. Reaching the No.2 slot was a major achievement for Toyota, which had begun as a spinning and weaving company in 1918. Ford was reportedly plagued by high labor costs, quality-control problems, lack of new designs and innovations, and a weak economy during the early 21st century, which made it vulnerable to competition. Toyota, aided by its new
product offerings and strong financial muscle had successfully used this scenario to surpass Ford and affect a dramatic increase in its sales figures. In November 2003, Toyota announced its financial results for the half-year ended September 30, 2003. Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies The company reported a 23% increase in net income (as compared to the corresponding period of the previous year) to $4.4 billion on revenues of $69.7 billion. This took Toyota way ahead of World’s top three automobile makers (at that time) by sales, General Motors (GM), Ford Motors (Ford) and Daimler Chrysler.

Its market capitalization of $110 billion (on November 05, 2003) was more than the combined market capitalization of these three
players. (See Table I). Given the fact that in 2003, these top three companies were struggling to maintain their sales and profitability targets, Toyota’s performance was termed remarkable by industry observers (See Exhibit I for the company’s financials). Toyota had emerged as a formidable player in almost all the major automobile markets in the world. Interestingly, one of its strongest
markets was the US, the world’s largest automobile market and the home turf of Ford and GM. Toyota had emerged as a strong foreign player in
Europe as well, with a 4.4% market share. In China, which the company had identified as a strategic market for growth in the early 21st century, it had a 1.5% market share. The other major markets in which the company was fast strengthening its presence were South America, Southwest Asia, Southeast Asia and Africa.3 Back home in Japan, it enjoyed a market share of over 43%. Analysts attributed Toyota’s growing sales across the world to its aggressive globalization efforts that began in the mid-1990s.

The company constantly strived to ensure that each of its market segments – Japan, North America, and Europe and other markets – generated onethird of the annual sales (See Exhibits II and III for revenues and revenue growth data in its core markets). This goal was at the heart of Toyota’s three globalization programs – New Global Business Plan (1995-1998), Global Vision 2005 (1996-2005) and Global Vision 2010 (2002-2010). In the light of Toyota’s intensifying globalization efforts, Toyota’s competitors themselves
stated that Toyota could not be taken lightly. GM’s Chairman, John F.

Smith Jr., said, “I would not say they will not make it. Toyota is an excellent company. They are very focused on what they do and they do it well, and that is what makes them great.”4 Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies Background Note Toyota’s history dates back to 1897, when Japan’s Sakichi Toyoda (Sakichi) diversified from his traditional family business of carpentry into handloom machinery. He founded Toyoda Automatic Loom Works (TALW) in 1926 for manufacturing automatic looms. Sakichi invented a loom that stopped automatically when any of the threads snapped. This concept (designing equipment to stop so that defects could be fixed immediately) formed the basis of the Toyota Production System (TPS) and later became a major factor in the company’s success. In 1933, Sakichi established an automobile department within TALW and the first passenger car prototype was developed in 1935. Sakichi’s son, Kiichiro Toyod (Kiichiro), convinced him to enter the automobile business, and this led to the establishment of Toyota in 1937. During a visit to Ford to study the US automotive industry, Kiichiro saw that an average US worker’s production was nine times that of an average Japanese worker. He realized that to compete globally, the
Japanese automobile industry’s productivity had to be increased…

The Second Phase of Globalization
Cho decided to focus more on localization – he believed that by doing so, Toyota would be able to provide its customers with the products they needed, where they needed them. This was expected to help build mutually benefiting, long-term relationships with local suppliers and fulfill Toyota’s commitments to local labor and communities. Cho defined globalization as ‘global localization.’ Therefore, besides focusing on increasing the number of manufacturing centers and expanding the sales networks worldwide, Toyota also focused on localizing design, development and purchasing in every region and country…

Global Business Environment – In January 2004

The 2010 Global Vision
In April 2002, Toyota announced another corporate strategy to boost its globalization efforts. This initiative, termed the ‘2010 Global Vision’ was aimed at achieving a 15% market share (from the prevailing 10%) of the global automobile market by early 2010, exceeding the 14.2% market share held by the leader GM.

The theme of the new vision was ‘Innovation into the Future,’ which focused on four key components: Recycling Based Society; Age of Information Technology; Development of Motorization on a Global Sale; and Diverse Society (See Table III)…

Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies

The Globalization Pay-Off
By mid-2003, Toyota was present in almost all the major segments of the automobile market that included small cars, luxury sedans, full-sized pickup trucks, SUVs, small trucks and crossover vehicles. According to reports, while global vehicle production increased by 3.3 times since the early 1960s, Toyota’s production had increased by 38 times. As a result of its localization initiatives, Toyota had 45 manufacturing plants in 26 countries and regions by this time, and sold vehicles in 160 countries (See Exhibit IV and V for Toyota’s worldwide manufacturing operations and production details)…

Global Business Environment – In January 2004

Which Way to Drive From Here?

By the end of 2003, Toyota seemed to be well on its way to achieving its globalization goals – worldwide sales of 6.57 million units in fiscal 2004; sales of 2.12 million units in North America by 2004; a 5% market share (800,000 units sales) in Europe by 2004; a 15% market share in the global market and a 10% market share in China by 2010.

Analysts felt that the following factors were helping the company in its quest to become a truly global automobile major: strong financial condition, globally efficient production system, unique corporate culture, and the ability to develop a product range that met the unique needs and desires of customers in different regions.

Question:
(4 × 5 = 20)

What was the end result of Toyota’s crisis management situation?

What marketing strategies does Toyota use?

What are the problems faced by Toyota?

Why Toyota is so successful in the market?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals.

You can contact Dr. Banakar through the following channels:

• Email: aravind.banakar@gmail.com
• Phone: +91 9901366442   &  +91 9902787224

IIBMS MBA Solved Answer Sheets

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Q.3 Case study
Dell Social Business Strategy
Dell Inc. is one of world’ largest multinational technology corporation that manufactures sells and supports personal computer and other computer
related. Dell was founded as PC’s Limited in 1984 by Michael Dell, with a start-up money totaling $1,000, when he was attending the University of
Texas. Michael Dell started his business with a simple concept that selling computer systems directly to customer would be the best way to understand
their needs and give them the most computing solutions. The first product of the company is a self-designed computer called Turbo PC which had
lower prices than major brands. PC’s Limited was not a first company to do this but was the first to succeed, grossing $73 million in its first year
trading. The company changed its name to Dell Computer Corporation in They tried to sell computer through stores in 1990 but was unsuccessful and they returned to sell directly to customers. Dell was included in Fortune Magazine as one of the world’s 500 largest companies in Four years later, Dell began to sell computer through its website. In 1999, Dell beat Compaq and became the biggest seller PCs in the US with $25 billion in revenue. In 2003, the company’s name was changed to Dell Inc.

In June of 2005, Jeff Jarvis bought a Dell Lemon and paid a premium for four year in home service plan. He started to face problems with the
machine immediately and he contacted Dell for fixing the problems, but there was no proper response from Dell. Dell did not provide good service to
Jarvis and with no other option he posted his angry bust on poor Dell Service on his blog Buzz Machine titled “Dell lies. dell sucks”. His blog post
generated severe criticism of Dell and other unhappy customers joined and the whole blogosphere started a critical discussion of poor quality of
products and how bad is Dell Technical Support service. Dell which was already struggling with poor revenues and blogosphere criticism added fuel
to the poor financial performance and hurt Dell reputation badly. The problem of poor customer service and quality of products was not new as
Dell was not listening to the customer complaints for long and the blogs had just publicized and gave an opportunity for the aggrieved customers to vent
their anger. Dell had the first-hand experience how social media can impact the business and how critical it is to listen to customer complaints and fix
them fast.

It took one year for Dell to realize the extent of damage caused by the blogs and forced the company to announce a new business plan, called Dell 2.0 in
2006 that included an additional $150m investment in their customer service. The investment included sales channels, both in sales contacts & its
online presence, in its website front and back end and expand the scope of Dell Connect, which enables a Dell technician to take control of a customer’s
system should they be encountering problems. In March 2006 a community outreach team was formed that included group of technical support experts
with good interpersonal skills that listens, monitors and reaches out to bloggers around the world who have questions or may require assistance.
Direct2Dell was launched in July, 2006 and in August Dell expanded blog outreach to include any conversations about Dell. Initially Direct2Dell blog
was received with negative skepticism, but chief blogger Lionel Menchaca convinced bloggers that Dell was seriously listening to the bloggers and he
diligently responded and linked to critics. Dell’s team staunched flow of bad buzz and by Dell’s measure negative blog posts about it have dropped from
49% to 22%. Dell even engaged external agency to monitors online conversations about Dell.

In February 2007 Dell launched IdeaStorm that allowed Dell users to provide feedback & valuable insights about the company and its products
and vote for those they find most relevant. The Linux community used this platform and suggested Dell brought back XP as an option for customers
who wanted it, reduced trialware and listen to customers discuss ideas in real time. StudioDell (January 07) is a place where Dell users could share
videos about Dell-related topics and videos and podcasts were used to educate users on various emerging technologies and also offers tips, tricks
and support to get the best out of a Dell product. Dell operated blogs and forums for dedicated customer engagement topics, joined Twitter (June 07)
with a number of ids. Dell set up a centralized team, appointed a separate leadership and resources were taken from multiple teams (IT, online) to test
and launch social engagement tools and websites quickly. This team had developed formal social media strategy and set of social media policies and
governance were set in place.

In 2008 Dell social media presence started to yield results in terms of ROI and social media has become part of the business strategy and the various
business units were provided specific targets for the social media. Employees were trained and encouraged to actively participate in various social media channels, provide customer support through blogs, twitter, etc and community managers who were responsible for listening and resolution,
content planning, technology testing, planning, and measurement were named for various business units. Dell even went further with its social media initiatives a blog for the channel community was launched, online communities were launched for Dell’s environmental efforts called Regeneration and technophiles called Digital Nomads and social content appeared on Dell.com (homepage navigation, product pages with ratings & reviews). The Dell outlet, small business and home offers available on Twitter had $500,000 in revenues. Dell started a page focusing on SMBs and fan pages on Facebook.

In 2009, due to the recession pressure social media team had to reduce headcount which led to the departure of key people in the social media
facing teams within the Dell. The departures had an impact on the Dell social media presence had seen consolidation in number of blogs & twitter
accounts, slow down in response and lack of experience had further worsened the situation. But Dell managed to keep up and worldwide community has grown tomore than 3.5 million people across the social web, including places like Twitter, Facebook, Direct2Dell and IdeaStorm. @DellOutlet had close to 1.5 million followers on Twitter with $3 million in revenue and in total Twitter has resulted in more than $6.5 million in revenue.

Dell launched the Dell Tech Center in 2009 to revitalize the brand and increase awareness of Dell’s solutions capabilities as customers valued a
trusted advisor relationship. Dell consolidated its social media strategy in 2010 with appointment of new leadership to the social media division and
together with the old members of dell social media team Dell tried to regain its focus. Another effort from Dell to maintain its focus on social media was
to open up a Social Media Listening Command Center in Austin Texas under the leadership of Chief Listening Officer where real-time data is collected
and visualized by Radian6 and displayed across rows of monitors that show a unique dashboard, offering instant insights into things like customer
sentiment, share of voice and geography. Dell also started on Customer Advisory Panel events with a goal to bring key customers and key advocates
to Dell HQ in June 2010 to understand their delights and frustrations. Other Dell CAP events were held in China in November 2010, in Germany in January 2011 and again in Round Rock in March 2011, focused on Sustainability topics.

Dell continued to improve its social media presence in 2011 and Social Media Listening Command center is playing a critical role in these efforts.
Dell is tracking 25,000 online mentions both posts and tweets about Dell every day and understand this information based on topics, sentiment,
share of voice, geography, and trends and use it answer customer questions, address their concerns, build better products, and improve the overall
Media professionals and turned them into frontline social marketers who engage in Twitter, Facebook, LinkedIn, blogs, and more on the company’s
behalf. Dell views employees’ social media participation as an asset rather than a liability and accordingly doesn’t restrict team members from utilizing
mobile devices, apps or social media. Dell is using social media as a platform to support various campaigns and used it in the promotion of its
first Customer Event Dell World and launched website, Techpageone.dell.com (Formerly EnterpriseEfficiency.com) which is a micro site featured daily, topical blogs written by InformationWeek editors an writers as well as Dell executives to gain insights. Social media has provided an opportunity for Dell not only to interact with customers, understand their opinions and needs but also provided a marketing platform where in they can advertise their products, improve the brand image and loyalty and improve their revenues with rise in sales. Dell initially entered into social media not to sell its products but to respond to its customer complaints and feedback but customers wanted to access to special deals from its social feeds that link to products, reviews or discounts. Dell is committed to improving overall level of customer service continuously which is 24×7 “always-on” customer service philosophy through social media and has made it a critical part of business strategy with clearly defined policy and is
considered as on of the top companies in the world that is significantly profiting through the use of Social media.

Q u e s t i o n :
(4 × 5 = 20)

1. How to manage the social media presence and what strategy the company should adopt for its social media presence?

2. How to engage employees and other stakeholders in the social mediaplatforms and how to use the information in organizational decision making?
3. How to generate good ROI from the social media marketing initiatives and profit from social media presence?
4. What technologies and platforms are to be used for social media and how to measure ROI?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals.

You can contact Dr. Banakar through the following channels:

• Email: aravind.banakar@gmail.com
• Phone: +91 9901366442   &  +91 9902787224

IIBMS MBA Solved Answer Sheets

EMBA IIBMS Answer Sheets & Case Studies

IIBMS DMS Answer Sheets

IIBMS Doctorate Case Study Answers and Thesis

GMS, GBA IIBMS Answer Sheets

IIBMS MBA, EMBA & DMS Projects & Thesis

Q.2 Case study
Apple Inc is a multinational American company that design and sells computer software, consumer gadgets and personal computers. It was
cofounded by Steve Jobs, Steve Wozniak and Ronald Wayne. Apple Inc is wellknown for being innovative as they kept on producing new innovations
from the first Apple computer Macintosh to the more recent iPhone and iPad series. Today Apple Inc. is very well known in the global business environment because of their advanced technology in products such as iPods, iPhone, Macbooks, Apple TV and other professional software. All the high tech products provide consumers with a better living standard in many different ways. Moreover, Apple Inc’s dominant position in the global business environment has changed the trend of consumer usage of electronic appliances such as in virtual communication. People will never need to carry multiple devices where each one only offers a handful of functions. Furthermore, Apple also created a substantial value in highly competitive market and industry which help them to achieve competitive advantages in an industry with stiff competition. In addition, it resolves the other external factors that present difficulty challenges to Apple Inc.

Therefore, now Apple Inc is known as a strong company and the market leader in industry. Now, let us discuss about the current expansion strategy
that used by Apple that make the company has greater success in marketplace. The first strategy that use by Apple Inc for their current expansion strategy in the global business environment is creating innovative idea that slightly different from the competitors that already exists in market and industry. In order to make the company more innovative, Steve Jobs focused innovation on competitive pressure and value proposition by stressing his management style on customer center
innovation and customer experience. As CEO in Apple, Steve Jobs carefully evaluated competitive pressure and opportunity in market place by
continuously pursuit customer experience innovation. He also focused their business and IT strategy on customer center experience. It means that Apple
will be more focused on looking outwards, market and business drivers rather than at the products or services that already exist. Steve Jobs focused on this strategy because the customers can help the company to understand what customers need and scarcity of the people so that he can use the feedbacks as inspiration to deeply investigate and then to create more innovative, creative and highly advanced technological product or services that can fulfill the needs of the customers in the global business environment. Therefore, Apple products design is always attractive and elegant compared to those existing competitors. Apple products like iPods and iPhones are good examples that show the innovation of Apple Company by creating digital lifestyle in a global business environment.

The second strategy applied by Apple is differentiation. Apple is using Macintosh as operating software whereas other personal computer’s producers are using Windows. The differentiation in operating software gives Apple a competitive advantage in the personal computer industry. Macbook
users are satisfied with Macintosh performance because it is very energy saving where the processor will automatically “close” those programs which
are not in use when it is in standby mode. On the other hand, Windows does not have such technology. Thus, Windows’ users might have to charge
the laptop more often due to the battery consumption is higher than Macintosh from Apple in the global business environment.

In terms of design, Apple came out with an ultra-thin Macbook Air which is extremely thin compared to those existing laptops. To those consumers who
prefer lighter and thinner laptops will definitely be attracted to the Macbook Air. Apple does not produce laptops in various colors like Dell or Hewlett
Packard to increase the choices for consumers. However, to those consumers who are concerned about technology and high performance,
Apple is still the preferable choice in the global business environment.

In terms of applications and software, Appstore provides a platform for customers to download software and applications according to categories. It
is easy to search for any application or software by using Appstore. iTunes allow consumers to categorize and download songs easily. By using iTunes,
consumers can choose their preferable album cover for their songs. They can also “synchronize” and update the songs in their iPhone with a laptop.
Besides that, iTunes also allow consumers to transfer photos from iPhones to PCs.

As for pricing, Apple is using skimming pricing strategy where they set high selling price for their products. However, there are still a lot of loyal
customers who prefer to spend more money on Apple products. This is due to the self-esteem where consumers feel good by carrying Apple products
because it somehow shows their status as being up-to-date and their taste is better than others. Some customers think that Apple products are not
cheap but also not high-priced products because the value of Apple products bring to them is never disappointing. Other than that, Apple is using specialization strategy where they customized customer’s laptop according to their requirements. Customers are required to add in features into the laptop which can serve them better in the global business environment.

Beside this, Apple also emphasizes customizability on the part of entertainment that offer computer-build for high performance such as
gaming. Gaming plays important roles to help Apple to customize in features and specification to make the products more attractiveness and creativity. made? What choices must be faced?) in the global business environment?

Question:
(4 × 5 = 20)

1. What is the summary of Apple case study in the global business environment?
2. How does strategy match the macro environment in the context of Global Business Environment – Apple Inc?
3. How does strategy match the industry environment?
4. What is the company’s major problem (e.g., what decisions must be made? What choices must be faced?)?

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Q.5 Case study
Amway’s Relationship with Stakeholders
Amway is one of the largest direct sales companies in the world. It continues to be a family owned business which was founded in 1959. Today, it
employs 14,000 people worldwide and markets over 450 product lines. Its vision is to help people lead better lifes. Its success is largely due to its three
million ABOS (Amway Business Owners) spread across 80 countries. Thanks to Amway, these people have a business of their own. The only shareholders
of Amway are the families that own Amway. Behavioural Science shows that Amway is one of the largest contributors to this model. The communication channels used by Amway to communicate regularly with its internal and external
stakeholders are websites, email, events, publications and membership of trade bodies.

Amway sells directly to consumers, without the presence of retail outlets. It has its own supply chain through the ABOs. Amway seeks regular feedback
from ABOs and customers to find out how well it is doing and to improve services. The ABOs are independent small businesses, but depend on
Amway suppliers to produce quality products. Amway’s involvement with communities is a part of its vision to help people lead better lives’. It promotes its corporates social responsibilities (CSR) all over the world. Corporate social responsibilities at Amway involve supporting social causes, acting in an ethical manner by making good product and supporting its stakeholders in a number of ways. For example, Amway has partnered with the children’s charity UNICEF. It helps provide vaccination to fight the world’s six most deadly diseases. It has chosen this charity because of its ABOs’ concern about families and data from Behavioural Science – Amway is one of the largest contributors to this model.

Ethical businesses get actively involved in improving the communities where they work. Amway’s business ethics not only provides a clear framework
within which to work, but also gives it a positive business advantage. Its ‘One by One’ program is good for both the environment and for business.
This program supports organic farming, seeks to reduce waste but this can be balanced against the benefits derived by both the business and the community. It’s evident through Behavioural Science that Amway is one of the largest influencers in this regard. Amway has to balance the needs of its many different stakeholders. It sets high standards of ethics and codes of conduct, in order to make sure that these are upheld. Its CRS program helps the environment, its own employees and underprivileged children all around the world.

Q u e s t i o n :
(4 × 5 = 20)

1. Who are the external stakeholders that Amway communicates with?
2. What communication channels would you recommend to Amway, apart from what is mentioned in the case and why? When considering Behavioural Science – Amway is one of the largest companies heavily reliant on effective communication.
3. Stakeholders are the consumer of Amway. Comment.
4. Who are the external stakeholders that Amway communicates with?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals.

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Q.4 Case study
Behavioural Science – Pepsi Next was launched by PepsiCo into the US market in February 2012, and has since been rolled out to various international markets (for instance, it was launched in Australia in September 2012).

The new product is described as a mid-calorie cola beverage, having a mix of sugar and artificial sweeteners, designed to deliver a full cola taste with
reduced calories. While filling the market gap between full sugar and diet soft drinks, PepsiCo has indicated that its prime target market is lapsed cola
drinkers (giving them a reason to return to the product category). PepsiCo,which owns range of high profile beverage brands in addition to its flagship
brand Pepsi, appear to be highly committed to Pepsi Next providing it with strong launch and management support. In fact, according to PepsiCo themselves, this is their most significant product launch for several years.

PepsiCo is the second largest food and beverage company in the world, with revenues now in excess of $60 billion. The corporation has 22 brands that
achieve retail sales in excess of $1 billion each. As a result of their brand diversification, around half of PepsiCo’s revenue is generated from their food
lines, such as Frito-Lay (snack food) and Quaker Oats.

In addition, they have progressively expanded internationally and now access over 80% of the world’s population. Their international (non-US)
markets account for almost 50% of their total revenues and they still see significant growth potential from these markets, on the basis that per capita
consumption of snacks and beverages in other countries is well below US market levels.

As a result, PepsiCo has achieved solid growth is many international markets. While their US beverage sales fell by 2% in 2011, this has
been more than offset by double-digit sales increases in Europe, Asia, the Middle East and Africa.

In terms of their overall strategic approach, PepsiCo (as highlighted on their website) see themselves as innovative and adaptive, as stated in the
following website quote: “Pepsi is constantly on the lookout for ways to ensure their consumers get the products they want, when they want them
and where they want them.”

“Pepsi is constantly on the lookout for ways to ensure their consumers get the products they want, when they want them and where they want them.”
In their Annual Report, PepsiCo has structured their brands around three related themes, as highlighted in the following table. This brand structure
gives some insight into the role of their brands and how they see their brand portfolio developing in the future.

Good-for-you Tropicana, Quaker Oats, Gatorade, Nut Harvest As you can see from PepsiCo’s classification of their brands, it appears that the firm has the dual goals of supporting and leveraging its existing ‘fun’ brands, while moving towards a broader range of healthier offerings. While this second goal may appear to be mainly related to improving their corporate image, it does have commercial intent, as explained on the PepsiCo website: “Because a healthier future for all people and our planet means a more successful future for PepsiCo.” To help implement this corporate goal, across their various brands, PepsiCo has focused on providing a wider range of healthier choices, introducing more natural ingredients, reducing fat content, reducing the environmental impact of their packaging, and so on.

Recent Product Innovations PepsiCo has a history of developing and launching a number of mid-calorie beverages and Pepsi Next is by no means their first attempt with this style of product. In addition to various Pepsi variations (described in the ‘Before Pepsi Next’ section below), they have had some recent success with reduced calorie versions within their Tropicana and Gatorade brands.

One very successful mid-calorie product initiate is Trop50, which was launched in 2010. Trop50, as implied by its name, is a version of Tropicana
with 50% less sugar and calories. This new product was ranked as the 6th most successful new food/beverage product in its launch year with retail
sales in excess of $70 million. Its initial success has continued over the last two years, with the Trop50 product line now generating over $150 million in sales. And even more successful was Pepsi’s launch of Gatorade G2 in 2007.

(Note: Pepsi acquired the Gatorade brand with their purchase of the Quaker Company in 2001.) This low-calorie version of Gatorade was identified as the
most successful new food/beverage product in 2008 in the US market, achieving sales over $150 million in its first year. Clearly, these fairly recent product successes with reduced calorie offerings under strong brands would have had the effect of buoying Pepsi’s confidence regarding the viability of this style of product. Hence, they believed that it was the right time to revisit a reduced calorie Pepsi variation. However, as some commentators have pointed out, it should be noted that their success (with Trop50 and G2) has occurred in their ‘good-for-you’ brand range, where consumers are already quite health-conscious and probably more responsive to healthier options. Therefore, whether this perceived benefit (of less sugar) will carry to ‘fun-for-you’ brands, like Pepsi, is less certain for the firm.

Before Pepsi Next Perhaps surprisingly, Pepsi Next is PepsiCo’s fifth attempt at a mid-calorie beverage. In the 1970’s they introduced Pepsi Light, which was lemon flavored and contained 70 calories (as opposed to a normal Pepsi can at 150 calories). (Not to be confused with the current Pepsi Light brand marketed in various countries, which is a version of Diet Pepsi.) Then in the late 1980’s the firm introduced Jake’s Diet Cola, which came in
at a mere 15 calories, but did not leverage the Pepsi brand name. At the time, Pepsi stated that the beverage had the potential to “revolutionize” the
diet segment of the cola market. Prior to launch, Jake’s was extensively taste-tested against Diet Coke and the firm had strong hopes for its success.

According to one of their vice presidents at the time (Edward E. Jenkins), “Jake’s represents a new taste concept in diet beverages and will provide
consumers in the booming diet soft drink category with a better-tasting, lowcalorie cola”. In the mid-1990’s, they then introduced Pepsi XL, another 70 calorie formula. In their promotions, they indicated that X stood for ‘excellent taste’ and the L stood for ‘less sugar’. According to reports at the time, Pepsi XL was a year in development at a cost of $1.5 million and was supported by an $8 million advertising budget.

More recently, in 2004, PepsiCo released a 70-calorie beverage branded as Pepsi Edge. Around the same time, Coca-Cola brought out a similar product
under the brand Coca-Cola C2. Coke supported C2 quite aggressively, with an estimated launch promotional budget of somewhere around $40 million,
making it their most significant launch since Diet Coke. Both of these brands only lasted around 18 months or so in the market before being
withdrawn.

About the Soft Drink (Soda) Market The US soft drink market generates over $70 billion in sales. Volumes (units) have weakened slightly since 2005, indicating that the market is in late maturity-early decline stage of the product life cycle. Retail dollar sales have been supported somewhat by price increases. One of the biggest impacts on soft drink consumption has come from bottled water, which now accounts for over 10% of beverage consumption. This is up from just 2% in 2000. And the soft drink market has also been slightly challenged by sports drinks and energy drinks that have seen a minor increase in market share.

The trend towards diet soft drinks continues, with these offerings now representing 30% of the carbonated soft drink (CSD) market, up from 25%
just 10 years ago. Overall, these movements indicate changing tastes of consumers as a result of a stronger health focus. One of the brands most
impacted by these market changes has been the flagship Pepsi brand. In the most recent market share figures available, Pepsi now has less than 10% share of the US CSD market (which ranks the brand 3rd behind Coke and Diet Coke). While still well positioned, keep in mind that they were sitting at over 13% market share ahead of Diet Coke 10 years ago, at a time when the CSD market was still growing at 3% per year. Their Diet Pepsi product enjoys a solid 5% market share. That product, along with Pepsi’s other soft drink offerings (Mountain Dew in particular), gives Pepsi an almost 30% share of the US CSD market, behind Coca-Cola at 42% (with Coke at 17% and Diet Coke at 10%) and ahead of Dr Pepper Snapple at 17%. Competitor Offerings

Pepsi isn’t the only player seeking to tap into the perceived demand for reduced sugar beverages. Dr Pepper Snapple (who has two products in the
top 10 in the US CSD market) has also introduced a low-sugar offering. Their new product, Dr Pepper Ten (with 10 calories), is squeezed between
their normal Dr Pepper and their Diet Dr Pepper, much in the same way the Pepsi Next product. Reportedly, Dr Pepper Snapple is pleased with the
performance of this new product to date. Independent to the Pepsi Next offering, Coca-Cola is currently (mid-late 2012) in the process of test
marketing (in four American cities) mid-calorie versions of their Fanta and Sprite brands. Carrying the sub-brand ‘Select’ (to make Fanta Select) the
concept is quite similar to Pepsi Next in that it uses a mix of sugar and artificial sweeteners to cut the calorie count by half.

Obviously if these tests are successful and these products are fully rolledout to the market as a standard product, it appears that there could be a third
sub-category of soft drinks; traditional, diet, and now mid-calorie beverages. It would then be interesting to see how and if this sub-category develops,
particularly with more offerings and overall promotional support. But on the other hand, it might be possible that Coke might be test marketing the midcalorie Sprite and Fanta options as a form of market research only.

Q u e s t i o n :
(4 × 5 = 20)

1. As per the above situation what would be the impact of substitute products.

2. What will be benefit if Pepsi compromise to the competitor offerings?
3. How do companies protect themselves against the nonstop allegation of
   special interest group that have made them a target?
4. Identify the ongoing issues in this case with respect to issue management
   crisis management, global business ethics, and stakeholder management.

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals.

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• Email: aravind.banakar@gmail.com
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Q.3 Case study
Organizational behavior in this coca cola case study refers to the study of activities or behavior of the employees inside a commercial enterprise. Behavioural Science – Organizational behavior plays a crucial role in understanding these activities. The
reflective case study has been made depending on the issues faced the famous soft drink company Coca Cola. The aim of this coca cola case study
is to figure out the strategies with which the company can utilize it human capital in order to make the organization a better place to work. At the same
time, I have described the opportunities through which the company can continue its growth in the local market.

Coco Cola has been serving the world for more than 130 years however, the organization is facing extreme problem in the market of the island country
like Sri Lanka. The company is facing a downtrend regarding its brand value. In the year 2014 the brand value of Coca Cola a around 34 billion dollar whereas it has decreased to nearly 32billion dollar in the year 2018. It means the company has faced an acute loss of around 5.4 percent. In this
coca cola case study discovered certain factors that have caused such an acute downfall of the branded organization. One of the factors is the
mismanagement inside the organization. In the following coca cola case study, I have highlighted how the improper workforce management of Coca
Cola has leaded the company to such an adverse situation.

Reasons of the downfall of Coca Cola Company Communication: In order to identify problem lied behind the downfall of the Coca Cola Company discussed in this coca cola case study, I found certain issues and communication is one of such issues. The entire set up of the organization is so much corporate like that the employees hardly get time as well as scope to share their opinion or thought with other. It has affected the
growth of the company in two different ways. First of all the staffs has could not get chance to share their problem with their leader. As a result, they
could not develop their skill in order to improve their performance. On th contrary, the company lost the opportunities of utilizing the innovative ideas
of the workers that could have been fruitful for the Coca Cola Company.

Feedback sharing: The HR of the team leader did not pay proper attention on sharing the feedback with the staffs of the. As a result, the employees did
not get the chance to improve their skill. Sometimes, they lacked of the proper knowledge of using the latest technology while producing the various products. This situation had a negative repercussion on the company’s growth as a lot of employee left the firm out of lack of dissatisfaction. As an
irreversible effect, the company had to face an acute shortage of labour that has hindered the production rate. In my opinion the shortage of the human capital is one of the most important factors that has affect the growth of Coca Cola Company in a profound way.

Motivation: I think motivation is one of the factors that are responsible for the shortage of the staffs inside the organization. It is true that Sri Lanka is
one of the densely populated area in South Asia. As per the recent report held on 8th May, in the year 2019, which is refered in this coca cola case
study the entire population of the country is 21,008,582 (Chandrajith et al., 2019, pp-12, pp-37) which is approximately 0.27 percent of the entire population of the world (Wijesuriya et al., 2019). As a result of such huge population the country enjoys the facility of plenty human capital. May be
that is the reason that the company treated its staff as a factor that can easily be replaced by some other employ. The management of the
company did not pay attention in order to motivate the employees. For instance in this coca cola case study, they did not arrange proper
compensation or increment which was quite demotivating for the staffs. As a result, theemployee showed less interest in order to enhance their
performance.

Absence of proper training: I found in this coca cola case study that one of the reasons of the downfall of Coca Cola Company is the lack of training the
needed to be provided to the employee in order to enhance their performance. Like other country like Australia, UK and many more the company did not have proper training facility for their employees. I think, that is the reason why the staffs that were unable to perform well were easily demotivated. In addition, the management did not take any measure in order to increase the efficiency of their workers. This situation had a adverse effect on their work performance which consequently followed by the decrease in products’ quality. Improper human resource management: Before writing this coca cola case study, I had gone through certain researches, which illustrate the error of the human resource management of Coca Cola Company. For instance, the company has collaborated with four bottling firms that created a big issue as the organization brought around ten thousand workers (Chiu, Fischer and Friedman, 2019, pp-109). It was actually double of the entire work force. As a result of such collaboration the company had to encounter with the problem of complexity of the unnecessary staffs as well as resignation of termination of employees (Chiu, Fischer and Friedman, 2019, pp-98). It created an unstable situation inside the organization that had a negative impact on the reputation of the company. In addition, the human resource
managers did not show proper interest in order to attract or retain thequality employee who could play significant role in betterment of the
company.

Attitude of team leader: The team leader failed to motivate their team members. Most of the time they could not encourage their subordinate staffs
and thus they could take proper initiative in order to achieve the company’s target. In addition, the team leader r the supervisors did not perform the
proper monitoring of the tasks of their subordinate team members. Even they showed reluctant to share proper feedback which could improve the
quality of the performance of their team members. The irresponsibility of the team member or the management of the Coca Cola Company has increased the uncertainty among the subordinate staffs of the organization. In my opinion this kind of attitude of the higher authority was quite responsible for the loss of status of the world famous Coca Cola Company. Relation between the management and the staffs: I discovered that the
company management was failed to build a lateral relation between the employees as well as the team leader inside the company premises. I have discussed earlier in this report that the workers hardly got chance to talk about their problems whatever they faced at the time of performing their
task. The management of Coca Cola Company hardly arranged meetings in order to discuss the problems of their staffs as well as the possible remedies
to resolve those problems.

Proper working environment: The management failed to create the proper working environment that can encourage or motivate the employees to give
their best performance (Jones and Comfort, 2018, pp-43). As I have earlier mentioned that Coca Cola Company provided a strict corporate environment
to its employees. This situation created obstruction in building an emotional attachment between the workers as well as the management of the
organization. As a result, the employees failed to understand that their improvement was closely related to the success of the company (Jones and
Comfort, 2018). That was the reason in this coca cola case study why the workers of the Coca Cola Company did not take enough enthusiasm in order
to provide their best performance for the organization’s upliftment.

Q u e s t i o n :
(5 × 4 = 20)

1. What are the factors that are responsible for the downfall of the Coca Cola Company in Sri Lanka?
2. Suggest some possible remedies through which the company can overcome such situation?
3. Justify’ Coca Cola targets middle class people in rural areas”.
4. Discuss the attitude and related beliefs towards Coca-Cola of intensely brand-loyal consumers.
5. What are the key success factors for Coca-Cola?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals.

You can contact Dr. Banakar through the following channels:

• Email: aravind.banakar@gmail.com
• Phone: +91 9901366442   &  +91 9902787224

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IIBMS MBA, EMBA & DMS Projects & Thesis

Q.3 Case study
Organizational behavior in this Coca Cola case study refers to the study of activities or behavior of the employees inside a commercial enterprise. The
reflective case study has been made depending on the issues faced the famous soft drink company Coca Cola. The aim of this Coca Cola case study
is to figure out the strategies with which the company can utilize its human capital in order to make the organization a better place to work. At the same
time, I have described the opportunities through which the company can continue its growth in the local market. Behavioural Science – Organizational behavior in this coca cola context is crucial to understanding these strategies. Coca Cola has been serving the world for more than 130 years; however, the organization is facing extreme problems in the market of the island country like Sri Lanka. The company is facing a downtrend regarding its brand value. In the year 2014, the brand value of Coca Cola was around 34 billion dollars, whereas it has decreased to nearly 32 billion dollars in the year 2018.

It means the company has faced an acute loss of around 5.4 percent. In this coca cola case study discovered certain factors that have caused such an
acute downfall of the branded organization. One of the factors is the mismanagement inside the organization. In the following coca cola case
study, I have highlighted how the improper workforce management of Coca Cola has leaded the company to such an adverse situation.
Reasons of the downfall of Coca Cola Company Communication: In order to identify problem lied behind the downfall of the Coca Cola Company discussed in this coca cola case study, I found certain issues and communication is one of such issues. The entire set up of the
organization is so much corporate like that the employees hardly get time as well as scope to share their opinion or thought with other. It has affected the growth of the company in two different ways. First of all the staffs has could not get chance to share their problem with their leader. As a result, they
could not develop their skill in order to improve their performance. On th contrary, the company lost the opportunities of utilizing the innovative ideas
of the workers that could have been fruitful for the Coca Cola Company.

Feedback sharing: The HR of the team leader did not pay proper attention on sharing the feedback with the staffs of the. As a result, the employees did
not get the chance to improve their skill. Sometimes, they lacked of the proper knowledge of using the latest technology while producing the various roducts. This situation had a negative repercussion on the company’s growth as a lot of employee left the firm out of lack of dissatisfaction. As an
irreversible effect, the company had to face an acute shortage of labour that has hindered the production rate. In my opinion the shortage of the human
capital is one of the most important factors that has affect the growth of Coca Cola Company in a profound way.

Motivation: I think motivation is one of the factors that are responsible for the shortage of the staffs inside the organization. It is true that Sri Lanka is
one of the densely populated area in South Asia. As per the recent report held on 8th May, in the year 2019, which is refered in this coca cola case
study the entire population of the country is 21,008,582 (Chandrajith et al., 2019, pp-12, pp-37) which is approximately 0.27 percent of the entire
population of the world (Wijesuriya et al., 2019). As a result of such huge population the country enjoys the facility of plenty human capital. May be
that is the reason that the company treated its staff as a factor that can easily be replaced by some other employ. The management of the
company did not pay attention in order to motivate the employees. For instance in this coca cola case study, they did not arrange proper
compensation or increment which was quite demotivating for the staffs.

As a result, theemployee showed less interest in order to enhance their performance. Absence of proper training: I found in this coca cola case study that one of the reasons of the downfall of Coca Cola Company is the lack of training the needed to be provided to the employee in order to enhance their
performance. Like other country like Australia, UK and many more the company did not have proper training facility for their employees. I think,
that is the reason why the staffs that were unable to perform well were easily demotivated. In addition, the management did not take any measure
in order to increase the efficiency of their workers. This situation had a adverse effect on their work performance which consequently followed by the
decrease in products’ quality. Improper human resource management: Before writing this coca cola case study, I had gone through certain researches, which illustrate the error of the human resource management of Coca Cola Company. For instance, the company has collaborated with four bottling firms that created a big issue as the organization brought around ten thousand workers (Chiu, Fischer and Friedman, 2019, pp-109). It was actually double of the entire work force. As a result of such collaboration the company had to encounter with the problem of complexity of the unnecessary staffs as well as resignation of termination of employees (Chiu, Fischer and Friedman, 2019, pp-98). It created an unstable situation inside the organization that had a negative impact on the reputation of the company. In addition, the human resource managers did not show proper interest in order to attract or retain the quality employee who could play significant role in betterment of the company.

Attitude of team leader: The team leader failed to motivate their team members. Most of the time they could not encourage their subordinate staffs
and thus they could take proper initiative in order to achieve the company’s target. In addition, the team leader r the supervisors did not perform the
proper monitoring of the tasks of their subordinate team members. Even they showed reluctant to share proper feedback which could improve the
quality of the performance of their team members. The irresponsibility of the team member or the management of the Coca Cola Company has increased the uncertainty among the subordinate staffs of the organization. In my opinion this kind of attitude of the higher authority was quite responsible for the loss of status of the world famous Coca Cola Company.

Relation between the management and the staffs: I discovered that the company management was failed to build a lateral relation between the
employees as well as the team leader inside the company premises. I have discussed earlier in this report that the workers hardly got chance to talk
about their problems whatever they faced at the time of performing their task. The management of Coca Cola Company hardly arranged meetings in
order to discuss the problems of their staffs as well as the possible remedies to resolve those problems. Proper working environment: The management failed to create the proper working environment that can encourage or motivate the employees to give their best performance (Jones and Comfort, 2018, pp-43). As I have earlier mentioned that Coca Cola Company provided a strict corporate environment to its employees. This situation created obstruction in building an emotional attachment between the workers as well as the management of the organization. As a result, the employees failed to understand that their improvement was closely related to the success of the company (Jones and Comfort, 2018). That was the reason in this coca cola case study why the workers of the Coca Cola Company did not take enough enthusiasm in order to provide their best performance for the organization’s upliftment.

Q u e s t i o n :
(5 × 4 = 20)

1. What are the factors that are responsible for the downfall of the Coca Cola Company in Sri Lanka?
2. Suggest some possible remedies through which the company can overcome such situation?
3. Justify’ Coca Cola targets middle class people in rural areas”.
4. Discuss the attitude and related beliefs towards Coca-Cola of intensely brand-loyal consumers.
5. What are the key success factors for Coca-Cola?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

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Q.2 Case study
A new report released by AIM Research and Hansa Cequity studies how and to what extent organisations in India leverage behavioural science and data
science to analyse consumer behaviour across different industries and functions. Behavioural Science – A new report released highlights these findings.

The report titled “Impact of Behavioural Science and Data Science on Consumer Behaviour” also dives into the connection between behavioural and data science in comprehending consumer behaviour and makes a case for their use in collaboration.

Data science has seen increasing popularity in the last couple of years and is used extensively by most organisations to identify growth drivers. While
data is a critical input to improve customer satisfaction and increase revenues, Behavioural Science plays a crucial role in studying and analysing
customer experiences, brand loyalty, and overall consumer journey. According to the study, there is limited use of Behavioural Science techniques by Indian organisations to study buying behaviour. Around one in five respondents said they had none or rare utilisation, indicating a significant scope for improvements across certain industries and functions, some more than others. This includes studying consumers’ implicit attitudes towards the brand or analysing the impact of celebrity endorsements, ethnocentrism, the social image of inclusion or exclusivity,etc.

Behavioural Science – A new report released provides detailed insights through a comprehensive analysis of the survey. The study highlights cases where the utilisation of Behavioural
Science could see improved outcomes if two functions within the same company worked together. Along with this, the study identifies areas in
which Behavioural Science and Data Science can be used in conjunction. The study can be used by leaders or decision-makers to get insight into
where their companies stand in utilising Behavioural Sciences compared to others and realise areas where they are falling behind. The study also helps
its readers identify future roadmaps in terms of using Behavioural Science along with Data Science to their advantage. Overall, almost every Behavioural Science technique (surveyed) had more than two in five respondents (40%) agreeing to its high/very high utilisation.

Although, almost every technique also had more than 20% who said they had none or rare utilisation. Respondents in the marketing function had
higher utilisation of most Behavioural Science techniques surveyed than all the other functions. This was one of the key findings in the Behavioural Science – A new report released. Almost every technique had more than/around two in
three (66%) Marketing respondents, saying that they have a high/very high utilisation.

In terms of industry, different sectors had the highest share of respondents claiming they have a high/very high utilisation of different Behavioural
Science techniques. However, Telecom & Media consistently performed well—almost every technique had more than 50% of Telecom & Media
respondents saying yes to utilising it to a high/very high extent. behavior.
Q u e s t i o n :
(10 × 2 = 20)

1. Behavioural Science – A new report released outlines the factors that influence the behavior of an individual.
2. Discuss about the situation how behaviour science deals with consumer

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

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Q.1 Case study
Four years ago, the Texas Office of the Attorney General (OAG), which is the state’s child support enforcement agency, began mailing letters to a small
number of incarcerated noncustodial parents (NCPs) with information on how to apply for a modification of their child support order. NCPs often
become unable to make their monthly child support payments when they are incarcerated, and, if they do not request and obtain a downward order
modification, they may leave prison with significant child support arrearages that follow them for years. To understand Behavioural Science – what are the changes in response rates and application accuracy, the BIAS team partnered with OAG to determine whether the tools of behavioral economics can be used to increase the overall response rate of incarcerated NCPs, as well as the accuracy and timeliness of their application materials.

BIAS and OAG analyzed every step in the modification request process from the wording of the outreach letter and application to the actions the NCP
must take within the prison to get an application notarized by a law librarian and returned to OAG by mail. The team identified several potential “bottleneck” points at which NCPs may not follow through with the process. But what are the changes, according to Behavioral Science, which could be made to these steps?

The NCP may receive the letter but decide not to open it. Because the NCP likely associates OAG with child support enforcement, seeing a letter from
this agency may stimulate a negative affective response and the ostrich effect1 (the tendency to “put one’s head in the sand” and avoid undesirable information). Or, the NCP may perceive the deliberation costs in time and mental effort to be too high to fully examine the letter. According to Behavioral Science – What are the changes that may address this issue?

The NCP may not decide to act on the letter. The letter mentions the NCP’s incarceration several times, identifying him as a prisoner rather than a
parent. This increases the saliency of their prisoner identity,2 which may reduce their motivation to act. Here lies an insight from Behavioral Science – What are the changes needed to shift focus from imprisonment to parenthood?

The NCP may not follow through. Even if the NCP is interested in applying for a modification, he may procrastinate3 in completing the application or
forget to request an appointment with the law librarian because this is not part of his everyday routine. Behavioral Science – What are the changes that could reduce procrastination?

The NCP may not successfully submit the application. After the NCP attends the appointment, the law librarian may find that the application is
incomplete and the NCP will need to complete the application and return it at another time. The NCP may forget to request notarization or even forget to
drop the completed application in the mail. The NCP may see the future when they are released from prison as too distant to plan for. NCPs may exhibit some degree of present bias — overweighing the present with respect to the future. When the projected release date is psychologically distant, the NCP may think about it abstractly, and neglect to consider the negative effects of accrued arrears. The team has redesigned the materials that are sent to incarcerated NCPs to address these bottlenecks in ways that are informed by behavioral economics. They are beginning to see what the changes can be through Behavioral Science – What are the changes you suggest?

1. What are the changes according to you that should be include in it include based on Behavioural Science?
2. How should an email to be managed through Behavioural Science principles?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

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Q.5 Case study
Being a new leader is quite difficult because organizations often face tough problems and challenges that need quick responses. For a new leader, this
is challenging since the atmosphere of crisis provides no time or patience for learning. Secondly, most organizations are rigid and sticks to the old belief
that “old is gold”. They do not allow room for raw talent, training, making mistakes and experimentation. Most organizations believe that an effective
leader is that who has long years of service. The art of leadership encompasses many elements, especially for those who are being a new leader and adjusting to these challenges.

A leader as defined by some scholars refers to someone with commanding authority and influence. Others define it as a person’s ability to influence
people and groups within the organization and hence helping them set up their goals and guide them towards achieving those goals set by the
organization (Afsenah, 2012). The art of leadership, especially being a new leader, involves mastering these skills.

Jack Hartnett’s leadership skills encompasses all the above. Though he appears bossy and autocratic, he puts into consideration the welfare of his
employees and listens to them. He adopts the no-nonsense attitude and develops it into a culture in the organization. An organization can develop a
culture where the employees share common values and beliefs on work-related issues. This is what Jack does and it indeed produces results and
leads to the success of the company. Being a new leader in an organization with an established culture can be daunting, but mastering this art is crucial.

He allows his employees to balance their family life with work and when they face problems he acts as their counselor and helps them resolve their
issues. His autocratic and intolerance enabled him to succeed. He sets the rules which his employees must follow. He ensures that his employees are
happy because he believes that unhappy people do not produce results. As a result, he has managed to create an organization that is dynamic and
successful. Understanding the art of leadership, especially when being a new leader, is key to his success.

In choosing the person to represent them, a leader needs to understand the cultural context of the host country. Discrimination is one of the factors
influencing the leader’s choice of the person to go to Saudi Arabia. In countries like Saudi Arabia, defined by Edward Hall’s model as high context
countries (Hall, 1976), cultural nuances communicate more and determines the kind of response received and if not handled well, this can lead to the loss of a business deal. It determines whether a business deal will succeed or not. The art of leadership, especially being a new leader, means navigating such cultural complexities effectively.

Women in the country are the most discriminated and disadvantaged and this is not based on their abilities or actions, but based on cultural factors.
Women face obstacles and barriers of becoming leaders and men prevent them from moving to the highest levels of organizations. In Saudi Arabia,
women experience gender segregation and are barred from participating in public life including work places. Choosing a woman to go on this mission
would seem disrespectful for the culture adopted by the Saudi Arabian government and automatically lead to the failure of this enterprise. Thus,
leaders are to know the culture of the people in question to enable them to make the necessary decisions. This understanding is part of the art of leadership, particularly for someone being a new leader in such a setting.

In an organization, what determines high compensation packages usually is the place that one holds. Top executives in any organization, both public
and private, wield large amount of power. The legitimacy of their positions enables them to get high compensation packages. Compared to other
employees, they enjoy many privileges because of their power. This is because they are usually the ones responsible for allocation of resources to
themselves and to those in lower positions. Furthermore, these executives are usually in high demand and organizations compete with each other to
acquire them.

Understanding the impact of culture is important to a leader since leadership is a social and an interpersonal process. The leader needs to
research and understand the different cultures so that he can make more informed decisions. As a leader, choosing this man to represent his
company would be the most favorable thing to do as it will enable him to attain his set goals and succeed in closing profitable deals. Since the man in
question does not have experience, this can offer a perfect opportunity for him to develop his skills and experience hence benefiting the organization.
For the woman who is more experienced and more qualified, the leader can explain to her the cultural obstacles involved hence not hurting her feelings. The leader can send her to go on missions in other countries that are low-contexts and that encourages women taking leadership roles. Training and
education can help people be aware of their biases, understand their own and others’ cultural point of view and accept their differences. By having
diverse people in leadership positions, an organization “walks the walk” and can prove its commitment to diversity. This is crucial in the art of leadership, especially for those being a new leader in diverse environments.

Question:
(4 × 5 = 20)

1. What are the challenges you are likely to face as the new leader?
2. What are some of the actions you would take to help smooth the
   transition?
3. What cultural factors do you need to consider?
4. What are the implications of your decision for your business and the
   message you send as a leader? In answering, consider the art of leadership as it pertains to being a new leader.

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

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Q.4 Case study
Just 2 months out of training you were assigned to the Logistics Readiness Squadron in Minot, North Dakota. It was here you began to understand the Art of Leadership – just 2 months out of training. After in-processing with the unit, you sit
down with your squadron commander, Major Carnage, and relay your lack of experience and uncertainty about the job. “Sir, I was open to anything the Air Force handed me,” you said to the commander, “but logistics in North Dakota wasn’t even close to being on my dream sheet. How am I going to
lead if I don’t even have the skills to tell people how and what to do?” The commander replied, “As an officer you should be ready to lead anywhere and
anytime you are put into a position, no matter what training you’ve had. Don’t worry about it though–you’re going to be the assistant flight
commander for Bravo Flight under the eyes of Captain Vogel, the Bravo Flight Commander.”

The Art of Leadership – Just 2 months out of training, you find yourself in a challenging situation. After 7 months on the job, Captain Vogel tells you he is leaving in 2 weeks for Columbus AFB MS for Undergraduate Pilot Training (UPT) and will be
handing the Bravo Flight reigns over to you permanently. You shudder at the thought but quickly remember what your commander had said about
officers leading anytime and anywhere. You take the job head-on, using the same techniques Capt Vogel applied to lead the flight. For some reason, the
15 personnel under your supervision randomly disregard your orders and quickly fall behind on the vehicle maintenance schedule. The commander
calls you into his office one day to discuss the decline in flight morale and unit effectiveness. You begin to think about the Art of Leadership – especially in light of your limited experience. As you ponder, you say, “I’m a second lieutenant with some job knowledge, I’ve already sat down with the members of Bravo Flight and told them what I
expect from them–just to let them know who’s boss. I take care of tasks they should be doing to show I care about them, I give each member as much ‘down time’ as needed; I don’t nag them about accomplishing their jobs because that would be considered micromanagement, and I even give
them leeway with mistakes by not reprimanding or correcting them. I thought they would like me for being down to earth and joking around with
them. What the heck am I doing wrong?”

Question:
(20 × 1 = 20)

1. Given this scenario, what have you been doing wrong as a leader? If you
   were the commander of this organization, what would you do with the Lt?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. Using his expertise, Dr. Banakar can certainly provide insights into the Art of Leadership – just 2 months out of training experiences. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals.

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Q.3 Case study
ESMT Case Study Leadership styles Konstantin Korotov
Vignette 1: Fire alarm in Bucharest An engineer from the Bucharest office of a global company describes a recently experienced situation. We were sitting
at an extraordinary staff meeting in a windowless office in our company’s building in Bucharest. Almost all of the Romanian office people were invited to listen to a big boss from Munich. One could clearly see that our local managers were trying to do everything possible to leave a positive impression with the guest from headquarters. Our local top brass people were smiling and nodding all the time when the visitor spoke, and the Romanian general manager was even taking notes on his tablet computer, something that he never does as part of learning the Art of Leadership – ESMT Case Study Leadership.

The visitor from Munich was talking about the responsibility each of us had for cutting costs. Suddenly the meeting room went completely dark and a
fire alarm sounded. Everyone stayed sitting at their places, waiting for instructions. The visitor from Munich went silent, but our local bosses for
some reason were silent too. Finally someone from the audience lost patience and shouted: “For how much longer are we going to sit here? Do you want to burn here? It’s time to get out.” People jumped from their seats and started making their way to the exit. They were stepping on each other’s feet and bumping against the furniture. When we were finally out of the building it became clear that a fire had started in one of office’s electric rooms, and fire-fighters were already handling it.

Luckily, nobody was injured. When the situation cleared, the engineer found himself thinking about the behavior of the managers in this situation: This
case study was prepared by Konstantin Korotov of ESMT European School of Management and Technology. Sole responsibility for the content rests
with the author. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a
management situation.

Question:
(10 × 2 = 20)

1. Which Goleman Style? Justify, referring to the Art of Leadership – ESMT Case Study.
2. Since this incident, I have often thought about why our managers remained silent when the fire alarm went off. Usually they have no problem giving orders or telling us how to do things. This time, however, they were quiet and indecisive. Could it be that the presence of the higher-ranking
   boss from Munich had an impact on their behavior?

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Q.2 Case study
In a small community with a long tradition of art appreciation, a board managed the policies of the local arts council. Over the course of many years, the reputation of the community’s appreciation of the arts grew statewide. For decades, the arts council thrived and the community benefitted greatly from the business, industry, and education that developed through local pride in the arts. The Art of Leadership – In a small community, is evident here. One year a new member of the board became disenfranchised with the director of the arts council because he did not include the board member’s art piece in the annual art exhibit.

The director assured the board member that the artwork was judged to be good by the advisory committee that selected art for the art exhibit, but
many other art pieces were superior to that piece of artwork. For decades, the selection of art for the annual exhibits by the advisory committee was sacrosanct. The thought of interference in the selection process by a board member of the arts council was unthinkable. The new board member was
selected by his peers primarily because of his financial standing in the community, not because he had a history of supporting the arts. In fact, he had shown very little interest in the art of leadership within the small community’s arts endeavors and exhibits before joining the board. This was widely known by many others on the board and by the director; yet, he was added to the board. It became obvious soon after his appointment that the board and the director had sacrificed its purpose and commitment to the arts for the status of and possible financial contributions from the new board member. It was also obvious that the new board member was not committed to the arts and he had no respect for the long-standing process of selecting art for the annual exhibit. After the director explained the process of selecting art for the exhibit and the critical role of the advisory committee, the new board member was unmoved. He insisted that his artwork is included in the exhibit. The director informally and formally addressed the issue with the other board members.

Rather than maintaining its integrity and focus on the traditional process of artwork selection; instead of standing strong against one board member’s inappropriate demands; instead of appreciating and respecting the authority and responsibility of the director’s position and key role in the council and community; instead of standing on its own principles, all of that was compromised and the questionable artwork was included in the exhibit. This unfortunate and ill-advised decision by the board and director created chaos. Other board members began to question the art show selections by the advisory committee and each one began to name their own favorite art pieces. Over a brief period, the selection process broke down completely; the quality of the art exhibit declined; the trust of the director diminished, and the once broad community support of the arts council started to erode. The director was removed and without a succession plan for the leadership position, a director was selected that was unqualified for the position and who was told by the board that he was not to operate independently of the board. In other words, the board made it clear that they would run the organization. In the art of leadership, especially in a small community, respect for established processes is critical.

34 Years later that once proud and prestigious arts council became a shell of its former existence, and its decline started with one board member who put himself over the best interests of the organization and was supported by a board and leader that failed to carry out its duties and responsibilities when they abandoned the organization’s purpose and traditions. Once the trust was eroded and the focus of the organization shifted from its mission to individual self-interests, the core of the organization was damaged from the inside out. The purpose of leadership and the art of leadership was lost. But more importantly, sustainability of the effectiveness of the organization suffered within that small community.

Question:
(4 × 5 = 20)

1. How do you manage a conflict situation?
2. Which supporting skills do you think are more important for a leader?
3. Tell me/us about the time you demonstrated leadership skills at work.
4. What is your leadership style within the art of leadership in a small community setting?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

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Q.1 Case study
Laura is the associate director of a non-profit agency that provides assistance to children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for federal grant funding. However, they have also suffered high staff turnover. Two directors, three key research staff, and one staff person from the finance department have left. Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each. Both managers have been appointed within the last six months. Laura is focusing on mastering the Art of Leadership – Laura is the associate for her role.

Manager 1: Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often takes a very black and white view of issues. Upper level leadership values Kelly’s latest research on the therapeutic division’s services. Kelly is very motivated and driven and expects the same
from her staff.

Manager 2: Linda has a strong background in social science research and evaluation. She manages staff that work on different projects within the
agency. She is known as a problem solver and is extremely supportive of her staff. She is very organized and has a wealth of experience in evaluation of
family services. Linda is very capable and can sometimes take on too much. Linda’s experience is highly valued in the agency, which is why Laura is the associate in charge of leveraging the Art of Leadership. The managers are sensing that staffs are becoming overworked as everyone
takes on increased responsibilities due to high staff turnover. Staffs have also mentioned that Laura’s “glass half-empty” conversation style leaves
them feeling dejected. In addition, Laura has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff.
Laura said she has not received sufficient information from the finance department to complete the budgets. The finance department said they have
sent her all the information they have available. As staff becomes distressed, the managers are becoming frustrated. They feel like they are unable to advocate for their staff or solve problems without key information like the departmental budget. Laura needs to employ the Art of Leadership techniques to resolve these issues.

Q u e s t i o n s :
(4 × 5 = 20)

1. How can Laura most effectively use both management and leadership skills in her role as associate director? What combination of the two do you think would work best in this setting for mastering the Art of Leadership?

2. What steps could be taken to build staff confidence and apply the Art of Leadership principles effectively?
3. What advice would you give Laura on improving her leadership skills and
   to the managers on improving their management skills while considering the Art of Leadership – Laura is the associate director?
4. Which leadership style do you think a leader would need to be effective in
   this situation, given the Art of Leadership and the issues that Laura faces?

To get complete solutions or answer sheets for your IIBMS Case study papers, contact Harsha Morey. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis.

Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals.

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• Phone: +91 9901366442   &  +91 9902787224

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