Search results for: 'Communication'
In Search of Purpose: Employee Engagement through Co … CO1-277-I
The case centers on Southlake Financial, a stylized company based on financial services in Canada. The case opens with a call to action from the company CEO, pledging the business will move toward a greater organization-wide focus on purpose (“purpose” meaning embedding more social and environmental intentionality in all aspects of the business). Traditionally, Corporate Social Responsibility (CSR) and Human Resources were managed separately at the company; however, the CEO’s announcement raises the question of whether greater integration of these functions will be needed. Specifically, the case examines how employee engagement can contribute to CSR objectives, while also questioning whether CSR initiatives have a positive and demonstrable benefit on employee engagement.Academic Area:Organisational Behaviour
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
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
Hadi, The Key to Cepsa’s Transformation CO1-269-I
This case describes the implementation of Hadi Project in Cepsa until 2015. It goes into details about how it changed the landscape for the workforce at the company and deeply changed their culture. The generational changes with the irruption of millennials into the workforce is described managed with this project, with eyes also placed in the future and how this will affect the way the company works.
The case ends with the challenges ahead at that point, and particularly targets the communications department and how its contribution could be able to support the further implementation of the project in other countries and even within the industrial facilities.Academic Area:Organisational Behaviour
Interpersonal Communication CO1-254-I
The most common forms of communication among managers tend to be the following: either through interpersonal contacts or relationships or through group meetings or negotiations. Both forms of communication use similar techniques, albeit with unique differences.
Here we combine all these variables: speaking and listening applied to interpersonal relationships and group meetings. In any event, it is understood that everything is absolutely interrelated, despite the fact that, we are differentiating between interpersonal communication (the main focus here) and group communication.Academic Area:Organisational Behaviour | Negotiation