Human Resources

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  1. ABB y Galindo: Ganando la Paz (B) RH1-148-B

    Part B of this case goes beyond the organizational problems of the restructuring described in part A, and addresses the personal situation, commitment and management of the emotions during the mentioned process. This part goes into details of how Esther decided to go above and beyond in many aspects to help resolve the personal situation of workers and managers alike with the best of all of their abilities.

    Academic Area:
    Human Resources | Negotiation
  2. ABB y Galindo: Ganando la Paz (A) RH1-148-A

    The complexity of restructuring of large companies can hardly ever be ignored. ABB & Galindo brings up the dilemma of Esther, Human Resources director at the factory, when she is faced with the transition of a factory into a service center. This meant either relocating, retraining or letting go most if not all of the current workers, with the additional complication that even after the official announcement the factory still had to run for another 18 months. This case also has a part B.

    Academic Area:
    Human Resources | Negotiation
  3. ABB and Galindo: Winning the Peace (B) RH1-148-B-I

    Part B of this case goes beyond the organizational problems of the restructuring described in part A, and addresses the personal situation, commitment and management of the emotions during the mentioned process. This part goes into details of how Esther decided to go above and beyond in many aspects to help resolve the personal situation of workers and managers alike with the best of all of their abilities.

    Academic Area:
    Human Resources | Negotiation
  4. ABB and Galindo: Winning the Peace (A) RH1-148-A-I

    The complexity of restructuring of large companies can hardly ever be ignored. ABB & Galindo brings up the dilemma of Esther, Human Resources director at the factory, when she is faced with the transition of a factory into a service center. This meant either relocating, retraining or letting go most if not all of the current workers, with the additional complication that even after the official announcement the factory still had to run for another 18 months. This case also has a part B.

    Academic Area:
    Human Resources | Negotiation
  5. Professor Bernaldo (A): Should I go blended? (A) RH1-149-A-I

    Tells the story in first person of the experience of a professor who is considering the possibility of starting to teach using an online setting with new technologies.

    Academic Area:
    Human Resources
  6. Professor Bernaldo (B): I went blended. Now what? (B) RH1-149-B

    Talks about the experience of a professor after her first contact with new teaching methods, that include online classes using videoconferences and online forums.

    Academic Area:
    Human Resources
  7. Professor Bernaldo (A): Should I go blended? (A) RH1-149-A

    Tells the story in first person of the experience of a professor who is considering the possibility of starting to teach using an online setting with new technologies.

    Academic Area:
    Human Resources
  8. Professor Bernaldo (B): I went blended. Now what? (B) RH1-149-B-I

    Talks about the experience of a professor after her first contact with new teaching methods, that include online classes using videoconferences and online forums.

    Academic Area:
    Human Resources
  9. Rogers Stirk Harbour and Partners RH1-147-I-M

    This interactive multimedia case describes the story of the redundancy process carried out by the architectural studio, Rogers Stirk Harbour and Partners, at the beginning of 2009. The case focuses on how this important studio, which was well-known for having a closely knit, employee-orientated culture, managed this process. The case begins with an introduction to the studio before moving on to hear the reasons of the partners for having to make redundancies. The final section of the case includes an interactive exercise in which students must make recommendations about how the company should manage the process. A dedicated professor's page, which can be shown in class, analyzes the results of the student exercise and also includes a full reaction to the process through various video interviews with employees.

    This case lies within the field of Human Resources Management and is fit to be used in such courses across all kinds of postgraduate programs. To date, it has been used successfully in MBA, Executive MBA, Executive Education courses and other management programs. 

    Academic Area:
    Organisational Behaviour | Human Resources | Negotiation
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