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Risk Control Strategies: Human Resource Challenges
Nida Mahmud; Shafiq-Ur Rehman; Usama Habib; Zunaira SaqibCase IVEY-9B14C051-ELeadership and People Management, StrategyIn late 2005, Risk Control Strategies, a canine training security company in Islamabad, Pakistan was formed. To ensure that the company was a class apart in security provision, the company founder designed an induction procedure based on employee referrals followed by a thorough two-month training program that encompassed both pure theory and practical dog-handling sessions. The extensive training increased employees’ market value, and they often...Starting at €8.20
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Merck Latin America (A) (Spanish Version)
Beer, Michael; Weber, JamesCase HBS-406S13Leadership and People ManagementEste caso se acompaña de un breve vídeo que se puede mostrar en clase o incluido en un Coursepack digital. Los instructores deben considerar el momento de hacer el video disponibles para los estudiantes, ya que puede revelar detalles clave de caso. Presenta gris Warner, el vicepresidente de la región de América Latina de Merck, y sus esfuerzos para mejorar la eficacia de la organización de la región y para introducir una cultura empresarial más g...Starting at €8.20
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Management Costs at CHIP: A Way Forward for a Pakistani NGO
Zunaira Saqib; Nabiha KhattakCase IVEY-9B15M046-EStrategyThe three founding members of the Civil Society Human and Institutional Development Programme (CHIP), a Pakistani not-for-profit organization, need to determine how to satisfy management and operational costs. CHIP is a mainstream development organization in Pakistan, with a focus on Human and Institutional Development. CHIP became successful by maintaining high standards of management practices. Such standards require regular financial support t...Starting at €8.20
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SYIT: Changing the Corporate Culture
Maria Khan; Khurram Rehman Alvi; Zunaira SaqibCase IVEY-9B18C004-EEntrepreneurship, Leadership and People Management, StrategyOn February 1, 2013, the managing director of software development firm SYIT, sat in his office and gathered his thoughts on his new organization. Based in Islamabad, Pakistan, SYIT was a new entrant in the offshore software development industry. Its managing director had expended months of effort to move the entire project team from his previous employer to his newly formed company, but the real challenge lay ahead. SYIT needed to reduce the cul...Starting at €8.20
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Pfizer's Centers for Therapeutic Innovation (CTI)
Pisano, Gary P.; Weber, James; Szydlowski, KaitlynCase HBS-615024-EService and Operations ManagementIn 2010, Pfizer established four small research units in New York, Boston, San Francisco, and San Diego located close to several premier Academic Medical Centers (AMCs), or hospitals with adjoining medical schools. The goal of these units was to redesign collaboration with Pfizer and academic medical researchers with the purpose of developing new, innovative drugs candidates for testing in patients. Project teams consisted of Pfizer scientists an...Starting at €8.20
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Carroll Family Farms
Reinhardt, Forest L.; Godwin, Christian; Weber, JamesCase HBS-720005-EStrategyThe Carroll Family, U.S. pig and grain farmers, needed to decide what to plant, whether to purchase land, emphasize pigs or grain, or other investments. Seven family members across three generations owned and operated Carroll Family Farms (CFF). In IlliStarting at €8.20
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Jinnah Foundries: A Lesson in Change Management and Human Resources Restructuring
Zunaira Saqib; Maria Khan; Asfia ObaidCase IVEY-9B20M021-EStrategyJinnah Engineering Works and Foundries had been a prominent foundry and machining business in Pakistan since its inception in 1950. In early 2018, it was struggling with internal inefficiencies caused by a lack of formal workforce planning. The company hired temporary workers almost daily—with no long-term planning and a high attrition rate—and the company’s board was worried about the mounting inefficiencies and financial costs. The company had ...Starting at €8.20
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SAS Real Estate: To Fire or Not to Fire
Zunaira Saqib; Sara Mashhadi; Khan Rafia Danish; Memoona KhalidCase IVEY-9B15M003-EStrategyA real estate company in a highly competitive market in Pakistan was the recent victim of employee theft. A fraudulent bank transaction had occurred, which risked the firm’s smooth functioning and future operations, as well as customer confidence. The company had suspicions about an employee who might have been involved in the theft, but the CEO was facing the dilemma of whether to fire him or not. The employee was the only one who could operate ...Starting at €8.20
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Pak Sweets: Managing a Diverse Workforce
Maria Khan; Zunaira Saqib; Nataliya Farrukh; Fatima Tanvir; Kahaf PashaCase IVEY-9B16C017-ELeadership and People Management, StrategyIn 2014, the chief executive officer (CEO) and owner of Pak Sweets was worried about diversity issues in his organization. The sweets-making factory, once a one-room business and now a full-fledged factory in Rawalpindi, Pakistan, was highly dependent on blue-collar workers. Each production process required workers with diverse skills, so the company hired employees from different provinces of Pakistan, representing multiple ethnicities. The ethn...Starting at €8.20