Tag Archives: Management Development

A Case Study on Approach to Talent Management: Allstate Inc.

These responsibilities included examining the business strategies to define and develop the capabilities required for key roles at various levels. To accomplish this, we identified a set of competencies or success factors that link many of our talent systems together. As a result we adjusted the way Allstate assesses people for hiring, promotion, and development. It included aligning development products and processes to reinforce and build the capabilities defined by our strategies. We linked together processes and practices beyond learning that effect performance, such as performance management, succession planning, talent reviews, development, and so forth. Click here to read more…

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A Case Study on Management Development

Where are we now? A review of management development issues in the hospitality and tourism sector: Implications for talent management

The paper provides a literature review into factors influencing and components of management development. It encompasses literature that addresses management learning, management development and career progression as these are seen to impact on talent management. Secondary research into articles published under the broad heading of “management development in the hospitality industry” in management, hospitality and tourism journals from 2000-2007 was conducted. After this initial trawl the author themed these into categories to aid presentation and discussion of findings. Click here to read more…

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Case Study of NGOs and Participatory Management Styles: CONCERN Worldwide, Mozambique

Study about NGOs and Participatory Management Styles: CONCERN Worldwide, Mozambique

Summary: The concept of participation has become important in the struggle to improve the effectiveness of both the ‘management of organisations’ and the ‘management of development’. However, NGOs may be confused about these two different though related applications of the term. The first part of the paper seeks to clarify this distinction. The author first disaggregates a range of complex issues surrounding the concept of participatory management and attempts to clarify the term. Secondly, the paper points out that the interest in ‘participatory management’ in NGOs is related to similar efforts within management more widely in the private sector, and has similar goals of seeking to improve organisational effectiveness.

Introduction: Non-Governmental Organisations (NGOs) are now increasingly important in international development. Greater attention is being paid to the management of NGOs, which is often claimed to be ‘participatory’ in character. In addition, the concept of ‘participatory management’ has become more significant for NGOs, particularly those involved in development. However, considerable debate surrounds this complex and poorly understood concept. An NGO that has become increasingly interested in participatory management is CONCERN Worldwide (hereafter referred to as CONCERN). In particular, its country programme in Mozambique has committed itself to adopting ‘a participatory management style’ both at project and country management levels. Therefore, a process of institutional change, aimed at facilitating the greater involvement of people in decision-making, is currently in progress. Keep reading…

Case Study on Performance Management System Redesign: DMADV

The development of its employees and better respond to the changing business environment, one department of a large financial-services company decided to revamp its existing performance management system through a Six Sigma project. A pre-project analysis revealed that a complete redesign of the system was required.





As incremental improvement in the existing system was not possible, the project team followed the Design for Six Sigma (DFSS) DMADV (Define, Measure, Analyze, Design, Verify) roadmap, incorporating best practices from Six Sigma, project management and information technology (IT) service management. This case study covers a few major aspects of the project, which could readily be applied in similar situations across various industries and business environments…

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A Case Study on Managing People

Abstract: Managing people is a continuing leadership challenge. The foundation discipline for managing people relates to human resource management and faculty development in academic settings. In human resource management, administrators are challenged to balance the needs of individuals and the expectations of the organization for the mutual benefit of both. A primary goal of management is to lead and develop people and manage the organization in alignment with the mission and vision of the organization.





The purpose of this paper is, first, to present an overview of human resource management and faculty development fundamentals including motivating, mentoring, and performance counseling. Second, a hypothetical case is presented for readers to apply theory to situation. Finally, the case is analyzed by reviewing central issues and the management concepts that may apply to the scenario. These include managing resources, mentoring, motivation, and development…
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Case Study on Time management

The challenge: A Senior level manager from a leading manufacturer of medical equipment approached Festo to assist in designing and developing an in company management and development programme. Once formulated, this provided a valuable structure however, it was quickly recognised by the manager that time pressures prevented an effective installation of the programme across the whole organisation.





The solution: Recognising the managerial time pressures and wider organisational needs, our Festo Didactic Consultant, developed a one day in company time management workshop. In order to maximise the impact of the workshop within the organisation three key identified needs needed to be addressed. Click here to read more…



Case Study on CJ Lang and Son Limited

Background: CJ Lang and Son Limited have been based in Dundee since 1919 and are Scotland’s largest independent retailing and distribution company. The CJ Lang Group offers an extensive portfolio of food and drink related interests and operates with five principal trading divisions: SPAR Scotland, CJ Lang Cash & Carry, CJ Lang Foodservice, CJ Lang Catering Equipment and VG symbol group retailers.





Management Development Solution: The solution was a three day off-site residential programme that helped their management team explore a number of real-life issues faced as managers. These issues included confidence building, communication and dealing with conflict and objective handling. Click here to read more…


Time Management in New Product Development: Case Study Findings

Abstract-Rapid time-to-market for new products has been recognized as a critical capability for manufacturers aiming to succeed in an arena of time-based competition . This paper summarizes findings from seven case studies on the management of the time in development projects . Challenges to achieving rapid time-to-market are identified, and directions for future research on product development projects are addressed.

Introduction: Until recently, the management of new product development had been a grossly neglected field of study . Falling somewhere between the established fields of R&D management and manufacturing management, product development began to attract academic attention when its widespread competitive significance became apparent . In the late ’80s, the manufacturing and engineering communities began to accept the importance of design-for-manufacture and simultaneous engineering. Click here to read more…

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Case Study on Pepsico Global 360-Degree Feedback Tool

PepsiCo, the largest US-based food and beverage company with over 285,000 employees, implemented a 360-degree feedback programme to support the progress of effective leaders, to engender talent and to communicate a commitment to the learning and development process. They chose ETS to help in the design of an integrated feedback system that streamlined the development procedure.

Since the 1980s, the 360-degree feedback model has been central to PepsiCo’s developmental strategy. This tool has become an ingrained aspect of the PepsiCo culture, allowing for leaders to get more effective feedback. Erica Desrosiers, Director, Organisation and Management Development at PepsiCo, found that employees were dedicated to the programme. Click here to read more…



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Production and Operations Management Case Studies

Product Development Risks

You have the opportunity to invest INR 100 billion for your company to develop a jet engine for commercial aircrafts. Development will span 5 years. The finalproduct costing Rs. 500 million / unit could reach a sales potential, eventually ofRs. 2500 billion. The new engine can be placed in service 5 years from now, butonly if it qualifies four years from now for certification clearing commercial use andonly if it meets America’s Federal Aviation Administration’s (FAA) ever tighteningstandards for noise reduction.

Production and Operations Management Case Studies

Certification also has to be obtained from India’s Director General of Civil Aviation (DGCA). There is competition from world-classmanufacturers like Pratt and Whitney and Rolls Royce who are developingcompeting engines. If you decide to proceed with the project, you must alsodetermine where the new engines will be produced and develop the manufacturingfacilities. If you decline to proceed, your company could invest its resourceselsewhere and based on its track record, get attractive returns. To refer this case study click here Production and Operations Management

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