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Tomasso Corporation: Including Spirituality in the Organizational Culture (B)
Corrales A.; Melé, DomènecCase BE-155-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementThis case follows on from case A, and begins with Rob McKenzie's decision to fire the 11 recalcitrant staff, and shows how he does this in accord with the spiritual and humanistic values outlined in "Our Project". It then goes on to show how he gradually introduced the company's guiding values to all aspects of its daily management.Starting at €5.74
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Tomasso Corporation: Incorporando espiritualidad en la cultura empresarial (A)
Corrales A.; Melé, DomènecCase BE-154Business Ethics and Corporate Social Responsibility, Leadership and People ManagementEl director ejecutivo y propietario único de la compañía considera la empresa como apoyada en dos columnas, una edificada con aspectos económicos y otra con aspectos humanos. Ambas columnas están en continua tensión pero se equilibran, a modo de piedra angular, por fuerzas interiores que hay que buscar en la trascendencia. Esta piedra angular tiene que dar lugar a decisiones armónicas, justas y humanas, sin olvidar la necesidad primaria de obten...Starting at €8.20
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RSM Broadcasting: The First Steps of a New Leader
Cara C. MaurerCase IVEY-9B16M198-EStrategyIn 2016, a recent business graduate entered the workforce as the manager of a radio station in a small town. His new employer, RSM Broadcasting, led the way in serving small Canadian communities and took steps to provide radio content in the most relevant way possible, but it might be time to quicken the pace. He faced a number of obstacles because the industry had been changing and internal politics made it challenging to enact any of his own id...Starting at €8.20
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Barrick Gold: Peter Munk's Leadership and Legacy
Cara C. Maurer; Graeme KreindlerCase IVEY-9B14M047-EStrategyUnder the guidance and vision of founder Peter Munk, Barrick Gold Corporation had risen to become an industry leader and the world’s largest gold producer. The company had grown, mostly through mergers and acquisitions, from one single mine in Northern Ontario to 26 operating mines on five continents, with more than 20,000 employees worldwide. By 2013, however, weak gold prices, asset value writedowns and operational cost overruns have negatively...Starting at €8.20
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Growth After the 2008 Financial Crisis: Hudson Bay Bank
Cara C. Maurer; Bryan SinclairCase IVEY-9B12M108-EStrategyIn early January 2009, the newly hired head of Business, Strategy & Development, Cash Equities at Hudson Bay Bank (HBB) was analyzing how his group could increase revenues after the market meltdown of 2008. His analysis specifically focused on a business segment known as high-frequency trading, in some ways a controversial revenue stream, whereby traders take advantage of split-second price differences to earn a profit. Although U.S. firms had be...Starting at €8.20
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Tomasso Corporation: Including Spirituality in the Organizational Culture (A)
Corrales A.; Melé, DomènecCase BE-154-EBusiness Ethics and Corporate Social Responsibility, Leadership and People ManagementThis case traces the history of Tomasso Corp: Starting as a small, family-run business in Montreal, it was always run in a "family way", with close and easy relations between the workforce and the owners. On expanding, in the 1980s, ownership was transferred to another corporation, and the increased workforce, combined with more rational management techniques, soon led to a breakdown in relations between management and the workforce. With the dep...Starting at €8.20
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LGBTA at Toronto-Dominion Bank in 2012
Cara C. Maurer; Andrew CorniesCase IVEY-9B12C027-ELeadership and People Management, StrategyThis case concerns the implementation and strategic direction of LGBTA (lesbian, gay, bisexual, transgendered and ally) initiatives at TD Bank Financial Group (TD). In order to maintain its position as the “employer of choice” for the LGBTA community, TD must expand the measures it had taken since its Diversity Leadership Council was created in 2006 to promote a comfortable, barrier-free and inclusive work environment for all employees. TD’s corp...Starting at €8.20
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Canadian National Bank (Spanish version)
Elizabeth M.A. Grasby; Cara C. MaurerCase IVEY-9A97JS07Leadership and People ManagementEl gerente de area del banco habia informado recientemente al gerente de servicio al cliente de una de las sucursales que una de sus subordinadas habia presentado una queja al Comite Nacional del Empleado. La empleada afirmaba que el gerente estaba amenazando su desarrollo personal y profesional. A esta queja le siguio un periodo de conflictos abiertos entre los dos, y el gerente de area sentia que mantener la queja de forma confidencial era meno...Starting at €8.20
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Tomasso Corporation: Incorporando espiritualidad en la cultura empresarial (B)
Corrales A.; Melé, DomènecCase BE-155Business Ethics and Corporate Social Responsibility, Leadership and People ManagementEl nuevo Director General despide a 13 directivos y técnicos del mejor modo posible, siguiendo las pautas establecidas, y contrata con sumo cuidado a quienes los sustituirán. Toma diversas medidas para mejorar la comunicación y el trato humano. Aplica con tesón diversas ?herramientas? de gestión humana y espiritual obteniendo muy buenos resultados. En dos años, las puntuaciones de la encuesta de clima laboral mejoran sensiblemente y los problemas...Starting at €5.74
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Project HUGO at LHSC: Leading Urgent Change in Healthcare
Cara C. MaurerCase IVEY-9B11C038-ELeadership and People Management, StrategyThis case describes in rich detail the change challenge the director of pharmacy services at London Health Sciences Centre (LHSC) faces in September 2011. She is responsible for implementing project HUGO, an acronym for Health Care UnderGoing Optimization. HUGO is a computerized system that requires a switch from paper and pencil to fully electronic patient records. This project is the most complex and comprehensive one that London area hospitals...Starting at €8.20