Darden University of Virginia (USA)
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Supply-Chain Management at W'Up Bottlery (A)
Ramdas, KamaliniCase DARDEN-OM-1351-EService and Operations ManagementAt the W’Up Bottlery in Uttar Pradesh, India, Rajat Mehra, director of supply-chain management, mused over the W’Up plant’s supply-chain performance over the peak summer period that had just ended. The W’Up Bottlery, which was a wholly owned subsidiary of Hindustan Coca-Cola Beverages Private Limited (HCCBPL), made Coca-Cola and other soft drinks for several regions within the Uttar Pradesh market. While inventories had gone down and fill rates h...Starting at €8.20
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Developing the Workforce of the Future
Raveendhran, RoshniCase DARDEN-OB-1391-ELeadership and People ManagementThis fictional caselet puts you in the role of a senior company leader who has just seen data estimating that more than one in three workers worldwide may need to change their skill mix by 2030. With automation increasingly likely to displace workers and artificial intelligence making basic skills insufficient for many jobs, lifelong learning and adaptation will be essential for all. What can you do to help your employees in the short term so tha...Starting at €8.20
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Moral Relativism
Freeman, R. Edward; Werhane, Patricia H.; Wicks, Andrew C.; Parmar, Bidhan L.; Gilbert, Daniel R. Jr.Technical Note DARDEN-E-0341-EBusiness Ethics and Corporate Social ResponsibilityThis note provides an introduction to moral relativism, discusses the various ways it poses fundamental challenges to engaging in ethical reflection, and offers alternative ways of thinking about ethics that avoid the trap of relativism.Starting at €8.20
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Supply-Chain Management at W'Up Bottlery (B)
Ramdas, KamaliniCase DARDEN-OM-1352-EService and Operations ManagementAfter spending a day in a meeting room in August 2005, pondering how to improve supply-chain performance, Rajat Mehra’s team hit upon an idea that might enable dramatic reduction in the cost of stock-outs and excess inventory, through implementation of vendor-managed-inventory (VMI). This idea involved moving away from the current situation in which independent distributors placed orders for replenishment to the W’Up plant, which in turn shipped ...Starting at €5.74
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HCL Technologies: Employee First, Customer Second
Ramdas, Kamalini; Gajulapalli, Ravindra S.Case DARDEN-OM-1366-EService and Operations ManagementHCL Technologies, a major Indian IT services company, rolled out a radical new strategy, “Employee First, Customer Second” (EFCS) in 2005. The strategic goals for EFCS were to create a unique employee organization, drive an inverted organizational structure, create transparency and accountability within the organization, and encourage a value-driven culture. The case describes the different aspects of this program, and its impact on employee enga...Starting at €8.20
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Supply-Chain Management at W'Up Bottlery (A) and (B) - Teaching Note
Ramdas, KamaliniTeaching Note DARDEN-OM-1351TN-EService and Operations ManagementTeaching note for product OM-1351Starting at €0.00
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Transparency in Performance Management
Raveendhran, RoshniCase DARDEN-OB-1390-ELeadership and People ManagementThis fictional caselet puts you in the role of a manager who has just completed performance reviews for your employees. Some employees have given feedback that the review process needs greater transparency, and that they want continuous, real-time feedback throughout the year. You want to address your employees’ concerns, but you’re worried that the system necessary to give your employees what they say they want would make them feel more like num...Starting at €8.20
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Fostering Employee Engagement at Google Post-Pandemic: To AI or Not to AI?
Raveendhran, Roshni; Schmid, Jessica KimCase DARDEN-OB-1413-ELeadership and People ManagementThis case follows Patrice Ju, the new head of business operations for Google's People Development team, as she considers the best way to both attract the best new talent to Google and retain the talent Google already had. The COVID-19 pandemic had utterly changed the global landscape involving work, exacerbating many existing issues employees had. Coupled with "hustle culture," which glorified work and busyness and was especially prominent in the...Starting at €8.20