Organisational Behaviour

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  1. Laura Carpenter CO1-248-I

    Laura felt depressed and confused. The idea of entering the competitive world of an associate in Investment Advisory really didn’t appeal to her. She felt she had proven her ability and didn’t want to go through the initial stages of having to make a big impression again. Besides, David was her mentor, wasn’t he? Moreover, from all she had read about women in business, wasn’t the mentor system supposed to be an essential ingredient in helping women move to the top? Was she looking a gift horse in the mouth and just being a spoiled brat? After all, without David’s guidance and support, she might be still typing somewhere.

    This case discusses Laura Carpenter's situation, which involves her six years of experience in an investment company and a recently acquired MBA degree. Her current role has setbacks and advantages, but when she is offered a new role in another department of the company, with a deadline for her decision, she needs to make up her mind.

    Academic Area:
    Organisational Behaviour
  2. Agustin's decisions CO1-274-I

    Finding a balance between professional and personal goals is a challenge that is more and more commonplace. This case follows the story of Agustín, a young professional whose mother is diagnosed with lung cancer amid plans for pursuing an MBA abroad, being a newlywed, helping with his family’s business. In situations such as these, the decision of whether to continue ahead with professional plans becomes quite complex.

    Academic Area:
    Organisational Behaviour
  3. Professional Toxicity: A Case Study CO1-275-I

    This case study explores the personal and professional effects of working for a toxic boss and how to approach such a situation. The case is told in first-person, which helps readers fully understand the frustrations that come along with having to work under a superior whose attitude, inability to accept his failures and lack of communication and feedback not only negatively affects the work experience, but also put business negotiations in jeopardy.

    Academic Area:
    Organisational Behaviour
  4. The British connection:A ransom negotiation NG1-141-I

    What is the best approach to negotiating the release of a person who has been kidnapped for ransom?

    This case details the step-by-step process used by LondonX, a large British insurance company, to help families of individuals who have been taken hostage negotiate their safe release with their captors. It examines negotiation techniques used by both sides and can be used to analyze various issues including negotiation techniques, alignment of interests between the insurer and the family, advice to victims and families, and ethical issues in high-stakes negotiations.

    Academic Area:
    Others | Negotiation
  5. Pedro Gandara CO1-278-I

    Pedro, a young industrial engineer, had just earned his MBA and landed a job at Innovaciones Metalúrgicas S.A., a top engineering consulting firm. His manager Marta, a very intelligent woman and an excellent manager, gave him the tasks of working alone on a difficult set of technical problems they were finding in nickel and tungsten alloys and to attend and contribute to the weekly coordination meetings to the best of his ability. Pedro ended up proposing four potential improvements to Marta in a span of nine months. Marta carefully analyzed each of his proposals. She rejected the first one on the basis of a number of excellent technical arguments. She also rejected the second one because it would be too rigid and time-consuming. Marta thought his third proposal could work but that it had some weaknesses that needed to be dealt with. For his fourth proposal, he decided to focus on something that was technical in nature since that was his expertise. But it wouldn’t work either. Since he had worked so hard on the proposals, he felt very discouraged and disappointed. One the one hand, he acknowledged that Marta was an excellent professional and knew that her decisions were fair. On the other hand, he was very upset because Marta never praised his efforts and focused on the weaknesses in his proposals without any positive feedback. Her managerial style was causing him to lose his enthusiasm and motivation and he was also upset with his colleagues for criticizing him. At the end of the case, Pedro must decide how to handle the situation.

    Academic Area:
    Organisational Behaviour | Innovation
  6. Compañía Asturiana de Farmacia CAF CO1-271

    The case reflects on Pedro's situation, then C-level executive of the international pharmaceutical company CAF, when in 2015 he and the executive team realize the need to rethink their growth model and overall strategy. With 250 employees and 80 million Euros in revenue, the pride they felt for their success to this date couldn't keep them away from the certainty of needing to steer the wheel. They where considering several growth options that ranged from venturing into other medical specialties, to exporting their business model to other countries or even the possibility of using their factory to manufacture products to third parties. With all of this in mind, they also realized the need to grow their executive team, without still knowing how to face these new challenges.

    Academic Area:
    Organisational Behaviour
  7. Asturian Pharmaceutical Company "CAF" CO1-271-I

    The case reflects on Pedro's situation, then C-level executive of the international pharmaceutical company CAF, when in 2015 he and the executive team realize the need to rethink their growth model and overall strategy. With 250 employees and 80 million Euros in revenue, the pride they felt for their success to this date couldn't keep them away from the certainty of needing to steer the wheel. They where considering several growth options that ranged from venturing into other medical specialties, to exporting their business model to other countries or even the possibility of using their factory to manufacture products to third parties. With all of this in mind, they also realized the need to grow their executive team, without still knowing how to face these new challenges.

    Academic Area:
    Organisational Behaviour
  8. Leroy Merlin España (LME): La apuesta estratégica de … CO1-270

    In 2008, a leader in home improvement and decoration Leroy Merlin began a strategic approach to communication intended to reflect the transformation taking place in its business model to transition from the traditional brick and mortar retail model to an omnichannel model. This communication strategy allowed individual stores to not only continue with the company's strongest traditions but also give them a key role in identifying and developing projects while acting as leaders and spokespersons for the organization. At the heart of this approach is the idea that success or failure of a strategy ultimately lies in the people who will carry them out.

    Academic Area:
    Organisational Behaviour
  9. Leroy Merlin España (LME): A communication strategic … CO1-270-I

    In 2008, a leader in home improvement and decoration Leroy Merlin began a strategic approach to communication intended to reflect the transformation taking place in its business model to transition from the traditional brick and mortar retail model to an omnichannel model. This communication strategy allowed individual stores to not only continue with the company's strongest traditions but also give them a key role in identifying and developing projects while acting as leaders and spokespersons for the organization. At the heart of this approach is the idea that success or failure of a strategy ultimately lies in the people who will carry them out.

    Academic Area:
    Organisational Behaviour
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