IESE (España)
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Aena: la crisis de los controladores
Villanueva, Julian; Bel Mallén, Ignacio; Paniagua Granados, Francisco JavierCase M-1271Knowledge and CommunicationEl puente de la Constitución en España es el último gran puente antes de las vacaciones de Navidad. En el año 2010 coincidió con las fechas comprendidas entre el 3 y el 8 de diciembre y siempre será recordado en España por "la crisis de los controladores". Se trataba de un fin de semana con gran afluencia de tráfico aéreo. Todos los españoles estuvieron pendientes de los medios de comunicación: televisión, radio, diarios digitales y redes sociale...Starting at €8.20
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Aena: The Air Traffic Controller Crisis
Villanueva, Julian; Bel Mallén, Ignacio; Paniagua Granados, Francisco JavierCase M-1271-EKnowledge and CommunicationThe long weekend of the Constitution is the last of several long weekends throughout the year in Spain before the Christmas holidays. In 2010, it fell between December 3 and 8, and it will always be remembered in Spain for the "air traffic controller crisis." It was a weekend when heavy air traffic was expected. All Spaniards turned to the media - TV, radio, online newspapers and social networks - to keep abreast of minute-by-minute developments ...Starting at €8.20
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Eye Care (C): Alejandro Lanzagora's Performance Assessment
Cebrecos, Enrique; Stein, GuidoCase DPO-166-ELeadership and People Management, MarketingIn February 2009 Alejandro Lanzagorta, a Business Manager at Eye Care, meets with the director of his business unit, Tiago de Vasconcelos, to discuss his annual performance assessment. In quantitative terms, Alejandro's sales results are better than expected, in fact, the best in the company. Opinions differ, however, over cost management, where Alejandro believes he has also exceeded expectations. The disagreement intensifies when the discussion...Starting at €5.74
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Eye Care (E): A Second Assesment
Cebrecos, Enrique; Stein, GuidoCase DPO-205-ELeadership and People ManagementIn February, as usual, Alejandro had his 2009 Global Perfomance and Development meeting with his superior, Tiago de Vasconcelos. His results had been very good: sales growth was 12.5%, reaching 100.3% of budgeted sales, above 98.1% of the business unit. In the new refractive line he had achieved 98%, compared to the average of 87%. Alejandro declared that communication had improved significantly, but even so he was nervous about his meetings with...Starting at €5.74
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Yolanda Cruz in Health and Beauty (B)
Stein, Guido; Cebrecos, EnriqueCase DPO-300-ELeadership and People ManagementIn early 2012, Yolanda was appointed head of sales for the area of Catalonia, the second in size. It was a year marked by widespread fall in consumption; however, she exceeded the budget of 6,487,000 euros by 2%. She was also able to unite a team with three newcomers, whose hiring she had not had a say in, and about whom she had expressed personal reticence to her superior, Mónica Roig - she complained her preferences had not been taken into acc...Starting at €5.74
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Gas Natural Fenosa (B): An Unusual Request
Pin Arboledas, José Ramón; Bel Mallén, Ignacio; Paniagua Granados, Francisco JavierCase DPO-323-EKnowledge and Communication, Leadership and People ManagementThis is the continuation of Case A. Gas Natural had a very traditional organizational structure and its internal communication was under the management of Human Resources, as is the case in many companies. However, the managing director of Communications makes a request that it be transferred to the Communications Department.Starting at €5.74
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Gas Natural Fenosa (D): The Importance of Listening
Pin Arboledas, José Ramón; Bel Mallén, Ignacio; Paniagua Granados, Francisco JavierCase DPO-325-EKnowledge and Communication, Leadership and People ManagementThis case deals with the proposal for creating systems to measure employees' perceptions concerning the development of the integration process. The proposal was developed during this process following the merger that took place in September 2009, when the internal communication strategy had just taken a big step forward. There is one question remaining: What conclusions can be drawn from the results provided by these systems?Starting at €5.74
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Eye Care (D): A Call from a Headhunter
Cebrecos, Enrique; Stein, GuidoCase DPO-170-ELeadership and People ManagementIn early April, Alejandro receives a phone call from Jorge Spivak, a headhunter specializing in the health care industry, who inquires about his professional situation and possible interest in a search he's doing. Alejandro asks about the possibilities of promotion and career development in the short term. Although he tries not to show it, this is more important for him than even salary issues.Starting at €5.74
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Health Care versus LensOptic: Información para el Key Account de LensOptic
Cebrecos, Enrique; Stein, GuidoExercise EE-2Entrepreneurship, Innovation and Change, Leadership and People ManagementAcaba de recibir una llamada del Jefe de compras de HC para sentarse a negociar y resolver la situación mañana mismo. Tenga en cuenta que sus objetivos como key account para el año 2010, por orden de prioridad, son los siguientes: 1. Defender las ventas de la lente Optex Avanced IQ 2. Incrementar la facturación HC 3. El precio de la lente Optex Avanced IQ, en ningún caso puede ser inferior a 108 euros.Starting at €8.20
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Eye Care (C): La evaluación del desempeño de Alejandro Lanzagorta
Cebrecos, Enrique; Stein, GuidoCase DPO-166Leadership and People Management, MarketingAlejandro Lanzagorta, "Business Manager" de Eye Care, es evaluado por el director de su unidad de negocio, Tiago De Vasconcelos, en febrero de 2009. Los resultados cuantitativos de ventas superan lo esperado, siendo el mejor de la compañía. Sin embargo, surge la discusión en la gestión de costes, porque Alejandro qcree que también supera lo esperado. Las desaveniencias se enfatizan al tratar los factores relacionados con su capacidad de liderazgo...Starting at €5.74