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Leadership & Organisations

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published: 01 Oct 1996

  • Topic: Leadership & Organisations
  • Industry: Chemicals
  • Region: Asia

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Abstract:
The case describes the challenges faced by an expatriate manager in understanding the host country culture (Thailand). Confronted with an important decision to take - regarding safety - he must choose which leadership style to adopt.

Pedagogical Objectives:
To explore the issues of cross-cultural communication To discuss leadership styles across cultures To illustrate how culture and management are related To learn about the Thai culture and its impact on managerial expectations and behaviour

published: 01 Jan 1998

  • Topic: Leadership & Organisations
  • Industry: Consumer Products - Shampoo
  • Region: Europe

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Abstract:
A short three part case following a decision maker. Evans Group is one week away from a critical new product launch. Rumours surface that the product is harmful. Moore must decide whether the launch should continue. Time pressure, emotion, consumer safety, money and power all play a role as Moore gathers information.

Pedagogical Objectives:
One can use this case for any of three topics: decision making ethics and power and politics. One can highlight the role of ambiguous information, time pressure and organizational context, ask if one should introduce a product that may harm certain users and show varying levels of influence between departments.

Keywords:
Hair, Shampoo

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published: 01 Jan 1998

  • Topic: Leadership & Organisations
  • Industry: Consumer Products - Shampoo
  • Region: Europe

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Abstract:
A short three part case following a decision maker. Evans Group is one week away from a critical new product launch. Rumours surface that the product is harmful. Moore must decide whether the launch should continue. Time pressure, emotion, consumer safety, money and power all play a role as Moore gathers information.

Pedagogical Objectives:
One can use this case for any of three topics: decision making ethics and power and politics. One can highlight the role of ambiguous information, time pressure and organizational context, ask if one should introduce a product that may harm certain users and show varying levels of influence between departments.

Keywords:
Hair, Shampoo

Related:

published: 01 Jan 1998

  • Topic: Leadership & Organisations
  • Industry: Consumer Products - Shampoo
  • Region: Europe

Show details ...

Abstract:
A short three part case following a decision maker. Evans Group is one week away from a critical new product launch. Rumours surface that the product is harmful. Moore must decide whether the launch should continue. Time pressure, emotion, consumer safety, money and power all play a role as Moore gathers information.

Pedagogical Objectives:
One can use this case for any of three topics: decision making ethics and power and politics. One can highlight the role of ambiguous information, time pressure and organizational context, ask if one should introduce a product that may harm certain users and show varying levels of influence between departments.

Keywords:
Hair, Shampoo

Related:

published: 01 Jan 1994

  • Topic: Leadership & Organisations
  • Industry: Pulp and Paper
  • Region: Asia

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Abstract:
Building a Team Changing the Figures The Mess PT Kalimantan Pulp (A) Safety First? The Wife's Tale Workshop Incident A collection of eight cases that explore the cross-cultural tensions arising from the use of expatriate managers of many nationalities interacting with local workers during the building of a pulp mill in Indonesia. Among the issues covered are safety, team building, communication problems, conflict resolution, ethical dilemmas and the need to adapt management styles.

Pedagogical Objectives:
To illustrate the problems in managing multi-cultural teams in an Asia-Pacific environment. More specifically, the series takes issues encountered both by the expatriates and by corporations involving project management in a developing country, e.g. the problems of tensions between cultures, expatriate-local conflicts, bribery and corruption, multi-cultural team building, leadership style. Each case is short and can be used separately or combined with others.

Keywords:
Team Building, Ethical Dilemmas, Cross-Cultural Conflict, Leadership Styles, Communications, The Expatriates Process

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published: 01 Jan 1994

  • Topic: Leadership & Organisations
  • Industry: Pulp and Paper
  • Region: Asia

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Abstract:
Building a Team Changing the Figures The Mess PT Kalimantan Pulp (A) Safety First? The Wife's Tale Workshop Incident A collection of eight cases that explore the cross-cultural tensions arising from the use of expatriate managers of many nationalities interacting with local workers during the building of a pulp mill in Indonesia. Among the issues covered are safety, team building, communication problems, conflict resolution, ethical dilemmas and the need to adapt management styles.

Pedagogical Objectives:
To illustrate the problems in managing multi-cultural teams in an Asia-Pacific environment. More specifically, the series takes issues encountered both by the expatriates and by corporations involving project management in a developing country, e.g. the problems of tensions between cultures, expatriate-local conflicts, bribery and corruption, multi-cultural team building, leadership style. Each case is short and can be used separately or combined with others.

Keywords:
Team Building, Ethical Dilemmas, Cross-Cultural Conflict, Leadership Styles, Communications, The Expatriates Process

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published: 01 Oct 1991

  • Topic: Leadership & Organisations
  • Industry: Telecommunications
  • Region: North America

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Abstract:
Describes events leading up to and following the divestiture of Bell telephone companies on January 1, 1984. Discusses changes in the image of AT&T as viewed by the environment, the company and its members.

Pedagogical Objectives:
To demonstrate the problems involved in changing corporate culture and to question the fit between corporate culture and strategy and its link to company performance.

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published: 29 Nov 2010

  • Topic: Leadership & Organisations
  • Industry: Information Services / Management Consulting
  • Region: Europe

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Abstract:
The case illustrates how a team leader manages a simple change management project by leveraging the unique skill set she has developed through her childhood experiences growing up in several different countries. Fatima, the protagonist, needs to integrate a mixed group of performers into an already high performing team in a short timespan.

Pedagogical Objectives:
- To illustrate the linkage between personal experience and leadership style- in this case to illustrate how a young leader with extensive global personal experiences can leverage her unique skill set to manage change - To illustrate components of successful change management through a simple management challenge case

Keywords:
Change Management, Team Management, Psychometrics, Global Executive/cosmopolitan, Leveraging Networks, Information Services, Leadership

published: 01 Jan 1998

  • Topic: Leadership & Organisations
  • Industry: Airline
  • Region: Europe

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Abstract:
This case covers Christian Blanc’s first year at the head of Air France. When he takes up the job, the airline has been brought to a standstill by its unions who refuse to accept the rationalisation plan proposed by Blanc’s predecessor, Bernard Attali. Blanc launches a massive listening exercise to try to understand the dysfunctions of the company. He then proposes a plan that, in some respects, is tougher than the rejected plan - and puts it to the vote. Over 80% of employees support it and it serves as a springboard for the revival of the airline.

Pedagogical Objectives:
The case considers how an incoming a leader establishes credibility, wins over the employees and initiates a painful change process which was inconceivable just a few months previously. The case raises three key themes: the role and enactment of fair process, making a case for change and then implementing it; and the determinants of charismatic leadership.

Keywords:
Fair Process, Leadership, Crisis, Change, Procedural Justice, Unions, Succession, Industrial Relations

Prizes won:
- EFMD

Related:

published: 01 Jan 1998

  • Topic: Leadership & Organisations
  • Industry: Airline
  • Region: Europe

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Abstract:
This case looks at Bernard Attali’s five year spell as the chairman of Air France. A very bright, energetic and ambitious leader, his appointment in 1988 is initially perceived as a breath of fresh air. His growth oriented strategy is undermined by the advent of the Gulf War and recession. He responds with a series of ineffective stringency programs and ends up being perceived as a supreme ruler who jumps to solutions and creates his own resistance to change.

Pedagogical Objectives:
The case illustrates a number of themes including the limitations of a strong (one-dimensional) vision, the need to gain credibility, the importance of strategy implementation (not just formulation), and the need for leaders to propose "gain" to offset the "pain" of transformation. The case also highlights aspects of French business culture: French leadership selection, the profile and competencies of such leaders, the specificities of union relations in the French public sector, and the relationship between French nationalised companies and the state.

Keywords:
Change, Leadership, Strike, Vision, Crisis, Business Culture in France, Downsizing, Deregulation, Europe, Airline, Aviation, Government, Nationalisation

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