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
The case describes how one of the companies responsible for the construction of the third phase of the Panama Canal had difficulties dealing with local authorities. The dilemmas are centered around the strategic alternatives that they had for communications and public relations, and how these affect their relationships with stakeholders.Academic Area:Strategy
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
Mondelez: The Harmony Commitment DE1-215-I
This case describes how Modelez Iberia launched a corporate social responsibility project called the Harmony Commitment program after good sales results were obtained when it was carried out in France. The essence of the initiative was very closely related to the basis of its competitive advantage: the purchase of local raw materials (they had to be traceable); proven quality; and an emphasis on how the product is associated with sustainability and with maintaining balance in local biodiversity. It obligated farmers to sow a certain variety of wheat under specific conditions.
Although a campaign that was carried out showed that the initiative had a strong impact and was widely known, the brand manager was not satisfied with the results since it was complicated to measure the program’s commercial impact. He wondered if the concept of "better wheat, better biscuits" was enough as a basis for his sales campaign, thinking perhaps that it was better not to insist on the Harmony Commitment, seeing how complex it was to communicate. On the other hand, the project had had a very favorable acceptance among suppliers and company employees. With the program ceasing to be a novelty and with competitive pressure continuing to grow, the director of communications, corporate responsibility and public affairs must analyze the project’s evolution and decide what the next step should be.Academic Area:Strategy
Loewe case study: Sustainability and Durable Luxury DE1-209-I
The case study describes the process of integrating the concept of sustainability into the operations of LOEWE. The leadership of the new CEO, Lisa Montague, is a key part of the process, as is a highly structured plan to measure and determine whether the process is moving forward. One remarkable aspect of the case is the Leather Crafts College initiative, a training centre open to people interested in developing this skill and who have passed a selection process coordinated by Getafe Council. Having a pool of people who have become "artisans" is critical in the company´s plans for growth.
This case study is ideal to use with a group of students who have management experience. In addition, it is very suitable for use in an advanced level programme related to luxury or communication, when addressing issues related to sustainability. It also certainly fits into a CSR course, when dealing with CSR in more depth than simply as corporate philanthropy.
On a Business, Government and Society course, the case is very useful for illustrating the application of Michael Porter's article: “Creating Shared Value”.
The most appropriate time to position the case is midway through the course.Academic Area:Strategy
PERI Spain Coaching in Construction (A) RH1-013-A-I
Rafael Felices Huarte, general manager of PERI Spain, had to make some big decisions but was facing many challenges. The company was growing and had undergone a strategy change. He needed to fill the new positions but the construction managers were hard to find. He also needed to ensure that the values of the organization, its high quality standards and low accident rates would be maintained during the rapid expansion. In order to help readers understand what was at stake, the case tells the history of the company, emphasizing its success as a world leader in the development of new products in its field and explaining how it has managed to keep its accident rate so low compared to the industry’s average due to its strict policies and training. Because of the job security offered by PERI, the case explains how it has also managed to achieve low rates of voluntary staff turnover. The case then delves into the culture at PERI Spain which is characterized by its values of self-discipline, responsibility, communication and learning and also into the company’s structure and organization. It explains how two new divisions (civil engineering and industrial scaffolding) were created to change the company’s strategy and brings up one of the greatest challenges involved in the strategy change: recruiting new foremen. At the end of the case, Felices Huarte ponders the future. There had been a recent wave of accidents at other construction companies, so he was wondering if accidents at PERI would increase if the workforce were to increase. He also had to decide what strategy to follow to fill foremen vacancies. Should they promote employees internally who were unfamiliar with the work of the two new divisions or recruit from the outside job market and face the challenge of maintaining the organization’s culture? In addition, he reflected on the pressing need to hire construction workers and whether they should be employed directly or subcontracted.
The case wraps up by asking readers what they think Felices Huarte should do.Academic Area:Human Resources
PERI Spain Coaching in Construction (B) RH1-013-B-I
This case features an interview with Rafael Felices Huarte, the general manager of PERI Spain. First, Felices Huarte explains how the trust that management has in its employees has led to PERI’s extremely positive results, low turnover rate and low number of occupational accident rates. He also emphasizes that they focus on the best solution for the customer, not the lowest cost. The employees are highly motivated and an important part of the company’s growth. He also delves into the company’s values of self-discipline, responsibility, communication and learning. Next, he describes the company’s new diversification strategy of extending the range of services with the aim of earning a high market share. In order to carry out this strategy change, the company needed to hire construction foremen, which was a challenge due to difficulties in obtaining qualified personnel for on-site work. The company faced this challenge by setting up a professional training program which required the support of the director of logistics and civil engineering. Felices Huarte explains how he is not worried about hiring new staff endangering the company’s culture due to adaptation processes they have in place, other departments which influence conduct and leisure activities that help new staff to embrace the company’s culture. He wraps up the interview by talking about corporate social responsibility at the company and explains how basic principles such as rigorous administrative management of all staff on site (social security, medical check-ups, payroll, etc.), training courses on the tasks to be carried out, and strict compliance with occupational risk-prevention measures ensure they are able to survive in the long term.Academic Area:Human Resources