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CASE STUDY

BRIEF DESCRIPTION

Bad breaks

A Large taxi company concerened that drivers


were not reporting potential mechanical
problems which was costing the company a lot
in the long term on field repairs.

Metropolitan Hospital

Clara hawskins, an admisitrator of a relatively


new hospital, has a different perspective to the
board's decision of expansion, She thinks it will
make the hospital loose its current Standard
and efficiency.

The Wakewood organisation

Chapter 1- Systems approch (The Open SystemInternal and External Pressures on the Unit)

Sission Systems

The Story of a successful U.S. local airline and


how she has been able to survive the tubulent
U.S. airline industry usinging its core
competencies-"Low fare" air transportation.
A daunting task faced by a newly relatively
experieced CEO (Michael Smith) to accelerate
performance at Sission systems. A look into the
challenges associated with driving growth in a
successful company where its top management
are complacent towards growth and
development.

Crisis at Ford and Firestone

The unconcluding case of Ford and firestone.


After a discovery of faults in the tires, resulting
into loss of lives. The two companies were
unable to reach a conclusion on viable solution
to the issue.

South West Airlines

Zeton

Chapter 4- Business process ReengineeringRapid Transformation under the founder's Son.


The later need to make harsh decision and
restructure the company.

Bristish Airways (Winning for


Customers)

The success story of british Airways trasition


from a distressed airline in the early 80's to one
of the most profitable airlines in the world.

India health Care

Using Organisation development to make


quality health care more affordabl;e and
accessable to the poor

CHAPTER REF. 1

CHAPTER REF. 2

Chapter 1
Incorporating the Human
element. (Theory X and Y)

Chapter 2
A multi disciplinary view of
Management. (Sociological
pespectives Interactive
Communication)

Chapter 1 - the Human


relations approch to
Management

Chapter 2 -the stakeholder model of


the firm

Chapter 4- Managing the


change process, Managing
resistance to Change(New
Technology ),

Chapter 5- Managing the main


functional areas(HRM, Finace and
Marketing )

Chapter 4- Strategy, Mission


Statement, Strategy
formulation, Competitive
Strategy

Chapter 6- Organisation Structure Upside down pyramid.Very


Centralised Mangement through the
board of directors and the officers.

Chapter 5- Human Resources


Management- Sustaining uniformity
by finding the best Human Resource
practices.

Chapter 4, Corporate
Strategy- Growth fueled by
acquisitions
Chapter 4- Decision MakingGarbage Can model,
Rational Decision makingcalling for a war room after
being briefed about the
Chapter 8- Globalisation and
situation in early 2000.
Business- Ford leveraging on the
Business Process
cost advantage with
Outsourcing.
Firestone/Bridgestone.

Chapter 6: Organisational
Structure - Different
Divisions of the firm.

Chapter 3: The leadership role of a


Manager. Tommy lee playing the
leashipship role but will need to play
more active directive style of
leadership in the coming months-due
to the harsh decision he has to make

Chapter 5: Human Resource


Management- Establishing a
Chapter 4- Strategy: A
company wide training programme
corporate strategy that
"Winning for customers". Training
centres on total dedication to programmes were an integral part of
the passenger.
the transformation process.

Chapter 1- Human relations Chapter 3- Participative Style of


approach
Leadership

CHAPTER REF. 3

CHAPTER REF. 4

Chapter 3
- Style of Leadership- Supportive
Style of Leadership.
-

Chapter 4- Decision making. Rational


Decision making, Planned Decisions
-Organisation Change and
Development. The organisation
achieving cost reduction by changing
behaviour of drivers.

Chapter 3- The planning role of


a manager.(Devising a plan of
action, meeting with the
administrative group)

Chapter 4-Planned decisions,


Rational Decision making by carefully
selecting potential employees .
-Resistance to Change (Clara had a
form of resistance). Scenario
Planning- devising a winning strategy

Chapter 3- Leadership role of a


manager. (Participative)

Chapter 6 - key Internal elements of


the firm (Organisation Structure to be
reviewed)

Chapter 5- MarketingUnderstand its customers,


Identifying a target audience, Low
price of service below competitor's
price level.

Chapter 1- Human relations


approach to Management - South
west airline value employees,
initiating the first profit sharing plan in
the us airline industry.

Chapter 10- Business ethics and


Managerial Integrity.

Chapter 10- Business ethics and


Managerial Integrity.

Chapter 1: The different divisions in


Chapter 8: Globalisation. Zeaton the company stemming out from
about to take the global stage.
Scientific Management.

Chapter 4: Organisation change


and Development. The people
were at the centre of British
Airways Transformation Plan.
Chapeter 4- organisation Change
and development. Planned
Chapter 5: Communications to all
Decision, rational Decision
level of the organisation

CHAPTER REF. 5

CHAPTER REF. 6

Chapter 5
Human
Resource Management, Soft
HRM(Increase efficiency through
employee commitment)

Chapter 5
-The
Human Resorce Management ( The Chapter 6 - Organisational Culture(A
recruiting function of HRM)
family like culture)
Chapter 10 - Business ethics and
Managrial Integrity (What the CEO
needs to do to the Manager not
performing) What do you do if the
manager was responsible for your
recruitment???
Chapter 4-Managing Resistance to
Change- Having preference for
boeing 737s only, leaves them with
little flexibility when the model
recieves a bad reputation or when a
flaw is discovered.

Chapeter 10: Business ethics and


Managerial Integrity.

Decentralised in which employees


and other parts of the organisation
are involved in decision making