Clínica Santa Sofía CG1-125-I
Felipe Izcaray, the new general manager of the Clínica Santa Sofía in Madrid, a hospital specializing in gynecological and pediatric care, was put in charge of improving management and increasing profitability. Although the company was well-managed in terms of processes, it did not have its objectives clearly defined. Although the company has improved in terms of operational efficiency and cost control, their profits had not gone up. Izcaray decided to hold a meeting with the Board of Directors to present his analysis of hospital management. He proposed making changes in the departmental structure and drawing up a new department-by-department organizational chart, providing 24-hour emergency service and treating customers in a way that their stay is a true pleasure. The conclusions from the meeting were that profitability needed to be increased by attracting high-value customers, comprehensive service needed to be provided in order to achieve cross-sales to the customer, they needed to continue arrangements with the public health system, and to improve the clinic’s reputation. The clinic’s new management committee then got together to draw up a strategic control chart. The committee was made up of managers from different departments who did not totally agree on what the clinic’s strategy should be and who all had different concerns. The managing physician emphasized that although the company was seeking profitability and economic results, they could not spare measures or restrict the use of resources. They needed to avoid giving precedence to profitability above patient health. The head of sales and public relations also mentioned that excellent service is important since word of mouth will get them new customers and positive references could create cross-sales. The nurse mentioned that the employees’ level of satisfaction also needed to be taken into account to achieve a low turnover. Someone else mentioned that they could use referrals from renowned physicians or public figures to gain more customers. When the head of management control brought up reducing costs, the managing physician strongly disagreed and said he would not ask professionals to concern themselves with cross-sales, bed turnover, etc. Izcaray knew that the support of the managing physician was essential. He needed to be sensitive to ideas from all the areas and reorient those that did not fall within the objectives of the company in order to prepare and implement a strategic control chart. The case discussion is centered in the difficulties of balancing profitability with excellent healthcare service.Academic Area:Cost Accounting & Management Control
Portugal: Los desequilibrios económicos EC1-120
This case investigates how drastic changes in politics within short periods of time in Portugal in the 70s and 80s didn’t help the country grow but instead helped it to sink further into poverty as well as how after gaining a small amount of stability the country’s situation started to improve the economic indicators. In this case students will learn to see that the majority of times extreme changes in a country’s politics only make it further worsen with every change until a point of stability is reached.Academic Area:Economic Environment & Public Affairs
World Oil Prices EC1-115-I-M
This case is designed to introduce students to the basic tools of supply and demand and to observe and predict how they operate in a real market that is constantly grabbing headlines: the global petroleum market. The analysis of this interactive multimedia case is based around those events that have affected the price of oil from 1970 to 2013.
Students will be presented with a series of historical events that affected the price of oil on the world market. They study each of these and then predict the effects on price by shifting the curves on the traditional supply and demand model.
The World Oil Prices interactive exercise has been used successfully across a range of masters programs, from Masters in Management through to MBA and executive programs. The material would be suitable for both undergraduate and postgraduate economics courses, once the initial supply and demand theory has been grasped.Academic Area:Economic Environment & Public Affairs
Turquía 2007: Crisis, poscrisis y convergencia hacia … EC1-112
Turkey is finally accepted as a candidate to belong to the EU. However, its economic, political and social situation, added to unresolved issues with Cyprus, Greece and their southern neighbors (from the region of Kurdistan) reveal that there are things that could delay their process.
This case starts with the financial crisis of Turkey in 2001. It delves into the reasons that lead to the crisis, the key events in this period and, finally, the consequences on the post-crisis era.Academic Area:Economic Environment & Public Affairs
India 2007: ¿Un gigante dormido? EC1-111
For many years after its independence the Indian economy emphasized on central planning. In 1990 it starts its road towards market economy, which is responsible for robust economic growth and increase in the urban middle-class. However, wealth distribution remained a huge challenge, alongside poor infrastructure, bureaucracy, labor market rigidity and regulation of foreign investment. The quick expansion of domestic demand, increase in deficits, inflationary pressures and huge and growing population placed a serious threat to the government’s policies.Academic Area:Economic Environment & Public Affairs
Finlandia 2007: ¿Una competitividad sostenible? EC1-110
This case illustrates the evolution of the Finnish economy since it entered the EU, as well as the development of its social welfare system and the sustainability of its competitiveness in the future. It shows the peculiarities of its economic model, with special focus on those that could be multiplied in other Eurozone countries that wish to have such a competitive economy that also worries about the welfare of its citizens, like Finland.Academic Area:Economic Environment & Public Affairs
Dilemas familiares en la carrera profesional: Music … (A) CO1-106-A
This material analizes the working and personal lives of three executives of a major multinational company (MIP) in the record industry. They received a visit from a former colleague interested in finding out how the previous year had gone for the company. Her three colleagues – Jetta, José Luis and Juan – had passed a hectic year trying to manage their professional careers and resolving significant family dilemmas. The visit of this former colleague caused them to reflect on how they had managed their lives and how they were going to deal with important decisions that were approaching.Academic Area:Organisational Behaviour
Dilemas familiares en la carrera profesional: Music … (B) CO1-106-B
This material analyzes the working and personal lives of three executives of a major multinational company (MIP) in the record industry.They received a visit from a former colleague interested in finding out how the previous year had gone for the company. Her three colleagues – Jetta, José Luis and Juan – had passed a hectic year trying to manage their professional careers and resolving significant family dilemmas. The visit of this former colleague caused them to reflect on how they had managed their lives and how they were going to deal with important decisions that were approaching.
The second part of this case picks up the stories of Jetta, Juan and José Luis one year later.Academic Area:Organisational Behaviour
La economía de los Estados Unidos EC1-108-M
This multimedia case considers the development of the U.S. Economy up until 2005 detailing its achievements and shortfalls. It charts the history of the country and attempts to simulate the power of the nation on the rest of the world.
The case is separated into three main areas: an in-depth country analysis detailing key economic indicators and their progress an interactive timeline charting the history of the U.S. and a simulator which aids in the discussion of the effects of the U.S. economy on the rest of the world.Academic Area:Economic Environment & Public Affairs