Search results for: 'Negotiations'
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
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
ABB & GALINDO: Stretching managerial responsibil … DE1-212-I
The case follows the implementation of ABB´s decision to restructure its operations in Spain and close the manufacturing line at its Galindo factory in the Basque Country. ABB was required to enter into formal negotiations with its workers towards a Labor Force Reduction Procedure (ERE). The workers at Galindo strongly objected to ABB´s restructuring proposals and were not placated by the company´s generous offers of compensation and employee retraining. The workers employed a number of strategies to derail the ERE including appealing to local politicians and engaging in public protests. After negotiations failed, a final decision was made to approve the ERE by the Ministry of Labor in Madrid.Academic Area:Strategy | Negotiation
Collision course: ETS and the global airline industr … DE1-197-I
This case introduces students to the complex drama of international climate policy negotiations. In 2008, the EU decided to include the aviation industry in its emissions trading system (ETS), beginning in 2012. The policy puts China, the US and the EU on a collision course that could end in a trade war. The policy can be seen as a clever and/or heavy-handed way of negotiating climate change policies with countries outside of the EU, notably the United States and China. Furthermore, it has indirect effects on a variety of related and supporting industries, including airline manufacturers. In both cases, firms are caught in a complex intergovernmental bargaining game in which they have to make a series of strategic choices about shaping and responding to potential outcomes.
The goal of the case is to teach students to break down and analyze complex situations involving business, government and society. They should be able to understand the causes of this policy, the relationship between firms and governments in different contexts and the consequences of this particular policy for airlines as well as related and supporting industries. Students should also be able to develop plans for firms involved in the dispute, including market and non-market responses to block or adjust to the policy. The case gives students the chance to practice lobbying and exposes them to strategic interaction at multiple levels. Because the bargaining between governments resembles a game of chicken, instructors may choose to use game theoretic terms and logic.Academic Area:Strategy
Famosa, Financial Restructuring DF1-187-I-M
This interactive case covers the financial restructuring of the company Famosa in 2009. During this year the company had trouble dealing with its debt and as such started negotiations with its creditors to alter terms and conditions to ensure its viability in the long run.
Students must analyze the state of the industry and the company and develop a new business plan detailing the new financial commitments in terms of interest payments.
The case targets graduate students of Advanced Financial Management, on the subject of project financing. The case may also be used in seminars on corporate finance or project financing.Academic Area:Finance
UCOM10 (A) GE1-129-I
The UCOM10 case is designed to stimulate discussion about the early stages of the venture creation process where the venture opportunity relates to the commercialization of a novel technology. The case examines the cultural personnel technological and market issues relating to the choice of the appropriate commercialization strategy for a spinoff company called UCOM10. It further describes the early negotiations with a venture capital investor. The main protagonist is Tom Lewis a commercialization manager within the university´s Technology Transfer Office (TTO) locally called the Business Liaison Office (BLO).Academic Area:Entrepreneurship
XP Oil Corporation in the Orinoquia Region NG1-118-I
XP Oil Corporation (XP) won the bid for building an oil pipeline for natural gas in the Orinoquia region of Colombia. According to previous experiences, the bottleneck for the construction was the delay in negotiating easements (rights to pass through the land) with the farmers and ranchers. Huge amounts of petroleum had been discovered in the region during the 1990s but the company was new to the region. Other international companies had some years of experience with this type of negotiations, not only for building pipelines but also for prospecting geological studies, purchasing land for oil drilling and building roads and electric lines. XP carefully selected and hired fifteen experienced professionals for a team of land easement negotiations and was facing the challenge of setting negotiation policies and guiding the group. A hired consultant conducted personal interviews with the team members. The case is a summary of his notes and perceptions about the negotiation culture in the region, as well as possible ways to deal with them.
The names are fictitious, but the case and data are real.Academic Area:Others | Negotiation
Galletas Fontaneda and United Biscuits RH1-120-I
This case is about how a small town joined together and fought to keep a biscuit factory open that was deeply rooted in their community. The biscuit factory Fontaneda (United Biscuits) did not just provide jobs for many of the locals in Aguilar de Campoo (Spain), the community also relied on it for things like building a school or bus stop. However, the factory operated at only 30 percent capacity, leading them to announce the transfer of all workers and the closure of the factory in 2002. This led to a crisis with lots of backlash and a major confrontation between the workers, citizens and the multinational, which became a public relations disaster for the company. Politicians and union leaders also stepped in, mobilizing against the closing. The case walks readers through the seven months of negotiations between the parties and describes how the crisis was managed. Eventually, the factory was sold to Siro, excluding the brand, and workers were given options to move to another United Biscuits plant, to retire early or to work under Siro. Although there were tough moments during the negotiation process, this was seen as a victory by the union headquarters, and during 2002 and 2003, United Biscuits strongly exceeded its financial performance.Academic Area:Human Resources | Negotiation
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