Reconciling COVID-19 pandemic budget deficits through furloughs and salary reductions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Minnette A. Bumpus
Keyword(s):  
Organizational Behavior ◽  
The State ◽  
Faculty Members ◽  
Budget Deficits ◽  
Content Type ◽  
Secondary Sources ◽  
News Reports ◽  
Academic Level ◽  
The Right ◽  
The University

Theoretical basis The primary topics, in this case, align well with social processes relative to communication and decision-making, and with individual processes relative to fairness in the workplace. Research methodology The case was developed from secondary sources. The secondary sources included news reports, and university sources (i.e. e-mails, announcements, reports, town hall meetings). This descriptive case has been classroom tested in an undergraduate organizational behavior course. Case overview/synopsis On September 10, 2020, the president of Bowie State University, Dr Aminta H. Breaux, announced that the university needed to “take a number of steps, including a temporary salary reduction plan, to close the FY21 funding gap and position the university for continued budget challenges” (Exhibit 1) triggered by the economic impact of COVID-19 on the state of Maryland. Some of the faculty members’ reactions to this announcement included shock and disappointment. Reflecting on what led to the state appropriation reductions, why would faculty members be shocked by President Breaux’s announcement of temporary salary reductions? Did President Breaux make the right decision, and was it communicated appropriately? Complexity academic level This descriptive case is most appropriate for undergraduate level organizational behavior courses.

A case of the blues: depression screenings in a community pharmacy

2019 ◽  
Vol 16 (1) ◽  
pp. 34-50
Author(s):  
Matthew J. Mazzei ◽  
John A. Galdo
Keyword(s):  
Community Pharmacy ◽  
Stakeholder Analysis ◽  
Healthcare Services ◽  
The State ◽  
Healthcare Sector ◽  
Community Pharmacies ◽  
Community Practice ◽  
Content Type ◽  
Secondary Sources ◽  
Academic Level

Theoretical basis This case builds on elements of project management (PM) – specifically project initiation – including the development of a project charter and stakeholder analysis. Research methodology The case was developed from secondary sources as well as first-hand knowledge of the project by one of the authors. This author was on faculty at a private university in the southeastern USA, teaching numerous courses in the pharmacy curriculum while also serving as the Community Practice Residency Director for community pharmacies around the state. While connecting with these organizations, additional revenue requirements and complementary services were frequent topics of attention, leading to a grant to assist pharmacies in building out such services. Through this grant, the author engaged in consultations with community pharmacies around the state, including the pharmacy highlighted via this case. Pseudonyms have been used for the business, and all individuals associated with it, to maintain anonymity. Secondary sources used for additional research include industry reports and related websites. Case overview/synopsis Richard has owned and operated a community pharmacy, Our Family Farmacy (OFF), for years. A changing industry climate has forced Richard to diversify the products and services he provides. In addition to the distribution of medicine and front-end sales of consumer goods, Richard is seeking to expand into a larger spectrum of healthcare services. After researching several different types of services, and after dealing with related personal family circumstances, Richard decided that OFF should begin their expansion by offering depression screening services. He turned initiation of the project over to his pharmacy intern, Caitlin. Complexity academic level This compact case is geared toward undergraduate- and graduate-level students taking courses in general management and, more specifically, PM. This case might also be used by students with a career focus in the healthcare sector, and could of particular interest for students in a pharmacy program. Classroom application should encompass discussions on the project initiation process group, particularly with the processes regarding the project charter deliverable and the identification and assessment of project stakeholders.

Mystery over the Atlantic: the tragic fate of Air France Flight 447

2019 ◽  
Vol 15 (1) ◽  
pp. 22-45
Author(s):  
Jamie O’Brien
Keyword(s):  
Organizational Behavior ◽  
Undergraduate Students ◽  
Cognitive Bias ◽  
Behavioral Decision Theory ◽  
Content Type ◽  
News Reports ◽  
Academic Level ◽  
Public Data ◽  
Voice Recorder

Theoretical basis This case has two primary purposes. First, it allows students to examine how cognitive bias can affect decision making in stressful situations. Students explore why individuals make flawed choices. They learn about how managers shape the context and the process through which teams make decisions. For instance, automation can create a climate in which people then struggle to cope with the unexpected when it happens. Students examine why individuals make these systematic errors in judgment. The case demonstrates that leaders need to be aware of the traps that individuals and teams encounter when they make decisions in crisis situations, and it enables students to discuss the strategies that leaders can employ to avoid these traps. Second, the case provides an opportunity to examine a catastrophic failure in detail. Students discover that it can be nearly impossible to identify a single factor that caused the failure. Instead, they learn how to apply multiple theoretical perspectives to examine a serious organizational breakdown. They become familiar with important concepts from behavioral decision theory, such as complex systems theory and how it interacts with cognitive bias. Research methodology The technical report released by the French Aviation Authority along with the primary flight cockpit voice recorder data were used as the basis for this case. Other available public data such as news reports were used to round out the case study. Case overview/synopsis On June 9, 2009, on a routine flight from Rio de Janeiro to Paris, Air France 447 (AF 447), carrying 220 people crashed in the mid-Atlantic Ocean. Drawing from various first-hand accounts (cockpit voice recorder) and secondary evidence of the tragedy, the case provides a detailed account of the key events that took place leading up to the accident. The case describes how the pilots on AF447 were confronted with a scenario they had not faced before, and through the confusion made a series of errors. Through many of the quotes in the text, readers gain an understanding of the impressions and perceptions of the pilots, including how they felt about many of the critical decisions and incidents during the last minutes of the flight. The case concludes by highlighting the main findings of the BEA report. Complexity academic level This case study is appropriate for undergraduate students studying organizational behavior. It is also appropriate for MBA-level leadership and behavior classes.

Deadly distraction – Eastern Air 401: the accident that changed aviation forever

2020 ◽  
Vol 16 (3) ◽  
pp. 345-368
Author(s):  
Jamie O’Brien ◽  
Rebecca A. Bull Schaefer
Keyword(s):  
New York ◽  
Organizational Behavior ◽  
Group Dynamics ◽  
Florida Everglades ◽  
Training Design ◽  
Content Type ◽  
News Reports ◽  
Academic Level ◽  
And Performance ◽  
Voice Recorder

Case overview/synopsis On the evening of December 29, 1972, Eastern Air 401 (EA401) was on a routine flight from New York to Miami. Despite EA401 flying one of the most advanced aircraft at the time (the Lockheed L-1011), it crashed in the Florida Everglades killing 101 of its 176 passengers. Drawing from various first-hand accounts (cockpit voice recorder) and secondary evidence (news reports and online sources) of the tragedy, this teaching case provides a detailed account of the key events that took place leading up to the accident. The case describes how the pilots on EA401 were confronted with a simple scenario, a landing gear bulb not working in the cockpit, and through the distraction that ensued made a series of errors. Through many of the quotes in the text, readers gain an understanding of the impressions and perceptions of the pilots, including how they felt about many of the critical decisions and incidents during the last minutes of the flight. The case concludes by highlighting the main findings of the NTSB report. Complexity academic level Depending on individual course objectives, this case can take two or one day to debrief. Specifically, if this case is used in an organizational behavior course, most of the case questions could be discussed in one day. However, if this case is used in a capstone HRM or group dynamics type course on teams and team training and performance, a second day could be used to develop documentation outlining training design or performance evaluation designs.

Abrupt policy reversal amid Blacks Lives Matter: Starbucks’ grande employee dress code problem

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Megan Douglas ◽  
Sarah Holtzen ◽  
Sinéad G. Ruane ◽  
Kim Sherman ◽  
Aimee Williamson
Keyword(s):  
Undergraduate Students ◽  
Public Support ◽  
Annual Reports ◽  
Dress Code ◽  
Content Type ◽  
Secondary Sources ◽  
News Reports ◽  
Academic Level ◽  
Perceptions Of Fairness ◽  
Wide Range

Theoretical basis Organizational Justice Theory serves as a useful frame for discussion of this case, focusing on perceptions of fairness in the workplace. Such perceptions are shaped by outcomes, procedures, information and interpersonal treatment. Perceptions of justice in these four dimensions are associated with job performance, citizenship behaviors and some mental health outcomes. The Exit, Voice, Loyalty, Neglect (EVLN) Model outlines four potential responses (exit, voice, loyalty and neglect) to perceived job dissatisfaction, serving as a useful framework for students to discuss potential employee reactions to Starbucks’ decisions. Research methodology This case was developed from secondary sources, including news reports, company annual reports and websites. The case has been classroom tested with undergraduate students in Principles of Management (online and face-to-face) Human Resource Management (online asynchronous) and Labor/Management Relations (online synchronous). Case overview/synopsis In June 2020, Starbucks became immersed in controversy when its dress code policy conflicted with its public support for national protests over police brutality against Black Americans, including the death of George Floyd while in police custody. While publicly supporting the protests in a series of tweets, an internal memo forbidding employees from wearing Black Lives Matter attire was leaked to the press, generating national outcry, threats of a boycott and forcing Starbucks to reverse course immediately. This case examines the benefits and challenges of a corporate dress/uniform policy, and the implications of corporate involvement in social justice issues. Complexity academic level This case can be used in a wide range of undergraduate and graduate courses, but particularly in Principles of Management and Human Resources courses.

Coda: Ten Questions on Globality

2020 ◽  
Vol 0 (0) ◽  
Author(s):  
The Editors ◽  
Dipesh Chakrabarty
Keyword(s):  
South Asian ◽  
The State ◽  
University Of Chicago ◽  
Subaltern Studies ◽  
Content Type ◽  
Human Understanding ◽  
The University ◽  
Asian Languages

Abstract Dipesh Chakrabarty is Lawrence A. Kimpton Distinguished Service Professor in History and South Asian Languages and Civilizations at the University of Chicago. He is the author of several books, including The Crises of Civilization (2018) and Provincializing Europe (2000); and was one of the principal founders of the editorial collective of Subaltern Studies. In this discussion he ruminates upon the state of globality; its relationship to the planet Earth; the scope and possible duration of the Anthropocene; and some of globalization's consequences for humanity and human understanding. The interview was conducted by managing editor, Kenneth Weisbrode.

Investing in the Ugandan dairy sector

2021 ◽  
Vol 11 (2) ◽  
pp. 1-25
Author(s):  
Jorge Fernandez Vidal
Keyword(s):  
Value Chain ◽  
Dairy Farm ◽  
Market Demand ◽  
Content Type ◽  
Academic Level ◽  
Doing Business ◽  
The Right ◽  
Value Disciplines ◽  
Investment Firm ◽  
Agricultural Investments

Learning outcomes Industry analysis and market attractiveness: Understand how to analyse an industry, using the dairy sector in Uganda as an example and what makes a market attractive for incumbents or future entrants. Value disciplines: Understand and apply the different value disciplines companies can choose from to achieve market-leading positions. Business integration: Understand some of the key benefits of vertical integration and when it may or may not make sense to integrate. Doing business in Africa: Understand the specific generic challenges of doing business in Africa, particularly in the agricultural and manufacturing sectors. Generalisability of frameworks: Realise that the same frameworks that are used to analyse large firms and mature markets can be applied to smaller firms in less developed markets. Case overview/synopsis The case is set in the early months of 2020, as Bernd Schanzenbächer, founder and managing partner of EBG Capital (a Swiss investment firm that manages a multimillion global portfolio of agricultural investments), and his team are deciding whether to invest in a dairy farm in Uganda. The opportunity looks quite interesting and the EBG Capital team believes there is a good fit between the farm owners’ needs, its management team’s objectives and EBG Capital’s strengths and interests. However, the dairy market in Uganda faces many challenges and, while the market-demand fundamentals appear promising, the team wonders if it is the right time to invest. The issue for EBG Capital is to understand what makes the Ugandan dairy industry so challenging and to determine how to fix or mitigate some of the industry’s most pressing problems – given that it will be the firm’s first investment in the country – as well as for deciding where it makes sense to play in the broad value chain (i.e. only in milk production or also in milk processing). Complexity academic level Masters in Business Administration and Executive Education courses. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

Challenges of Moksh Organization: an epitome of humanity

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikhil K. Mehta ◽  
Shubham Chourasia ◽  
Aswini Devadas
Keyword(s):  
Social Psychology ◽  
Business Communication ◽  
Prima Facie ◽  
Content Type ◽  
Secondary Sources ◽  
Social Stereotypes ◽  
Academic Level ◽  
The Social ◽  
Dead Bodies ◽  
Social Leadership

Theoretical basis This case uses concepts from Korten’s strategies of development-oriented four generations of non-government organizations (NGOs) and social psychology such as stereotypes, prejudices and actions to explain the social phenomenon. In furtherance, the case presents Aristotle’s approach to creating a message for masses that include use of ethos, pathos and logos. Stood’s (2017) narrative, engagement and technology (NET) model of social leadership was used to analyse the characteristics of social leaders. Research methodology Prima facie the case was developed from primary sources i.e. interviewing with Ashish Thakur. Literature from secondary sources was obtained to make teaching notes. List of references is presented towards the end that depicts the use of textbooks, research papers, websites and blogs. This case was tested in the classroom with MBA students learning business communication. Case overview/synopsis The case dealt with the challenges of an NGO that included conducting respectful last rites of unclaimed dead bodies. As the NGO grew, Ashish Thakur, the initiator of Moksh started facing resource management challenges, namely, volunteer induction, fundraising and managing non-human resources. These issues are deeply embedded in several social stereotypes about dead bodies. Learning covers strategies of four generations of NGO development, a NET model of social leadership, breaking social stereotypes related to dead bodies and last rites (necrophobia), designing social communication and opportunity to assess faulty rationalizations and do critical thinking around the socio-religious practices. Complexity academic level This case is intended to be used for the students of the social leadership or social entrepreneurship, social psychology, business communication or communication skills, organizational behaviour, advertising and social media.

Pyramid Globe Management Institute: working under a paternalistic leader

2020 ◽  
Vol 10 (3) ◽  
pp. 1-22
Author(s):  
Sanjay Singh
Keyword(s):  
Organizational Behavior ◽  
Leadership Behavior ◽  
Team Building ◽  
Development Program ◽  
Academic Program ◽  
Paternalistic Leadership ◽  
Mba Programs ◽  
Content Type ◽  
Academic Level

Learning outcomes The present case study would help readers to understand paternalistic leadership behavior with its underlying theory. Readers would be able to appreciate the nature of experiences employees may have while working with a paternalistic leader high on authoritarianism. This case study would motivate readers to work out appropriate strategies for working under paternalistic bosses. The teaching note sensitizes readers about the complicated relationship between paternalistic leadership and culture. Case overview/synopsis Pyramid Globe Management Institute (PGMI) is struggling to generate revenue. PGMI founder, Tugmanshu Lakhani, has to find out new sources of revenue to keep the institute functioning. He constitutes a team of three professors for starting a new academic program with a foreign university. The initial success of the team brings favor from the founder but jealousy from the colleagues reeling under job threat. High authoritarianism and interference of the founder create a problematic situation for the three professors. When the new program starts showing promising results, the founder gets apprehensive about whether the new course may hurt the enrolment in the flagship program of the institute. The authoritarian and erratic behavior of the founder had a demotivating effect on the team working for the new program. Some team members resign under pressure while three professors stay to ensure the launch of the program. The professors have to resolve the conflict between their commitment toward PGMI in a troubled time and a career uncertainty if they continue working for it. Anticipating no change in the behavior of the founder and an uncertain future with PGMI, three professors quit after the start of the new program. The founder may continue losing committed employees if he is unable to balance his authoritarianism with benevolence and moral behavior. It will create more problems for PGMI in the future. Complexity academic level This case can be used in organizational behavior, leadership and team-building courses in the regular Master of Business Administration (MBA) programs. The case can further be used in the executive development program, especially for analyzing the leadership problem in higher education organizations. Supplementary materials Teaching notes are available for educators only. Subject code CSS 7: Management science.

scholarly journals The university-to-work transition: responses of universities and organizations to the COVID-19 pandemic

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
William E. Donald ◽  
Melanie J. Ashleigh ◽  
Yehuda Baruch
Keyword(s):  
Organizational Behavior ◽  
Early Career ◽  
Career Services ◽  
Structured Interviews ◽  
Content Type ◽  
Work Transition ◽  
Global Labor Market ◽  
Career Literature ◽  
The University ◽  
The Impact

PurposeThe purpose of this study is to understand how universities and organizations have responded to the impact of the COVID-19 pandemic in terms of preparing university students and recent graduates to enter the global labor market, using the accounting, banking and finance sector as a case study. The two research questions are (1) How can university career services and organizations work individually and collaboratively to best develop early career talent following the COVID-19 pandemic? (2) What are the challenges that university career services and organizations face when working individually or collaboratively to develop early career talent following the COVID-19 pandemic?Design/methodology/approachThe data for thematic analysis comes from 36 semi-structured interviews with career advisors (CAs) (n = 19) and graduate recruiters (GRs) (n = 17).FindingsThis study offers some of the first findings on the impact of the COVID-19 pandemic, helping to ensure that organizational behavior and career theory literature reflect the dramatically changing landscape in the university-to-work transition.Originality/valueTheoretically, our contribution comes from applying a framework of the career construction theory (CTT) within the context of a career ecosystem to understand the views of the intermediary, meso-level actors, which, to date, have lacked representation within career literature. Practically, we provide an insightful bridge between universities and organizations, offering opportunities for greater collaboration, and enhanced outcomes for all stakeholders.

scholarly journals Powstanie krakowskiej Wyższej Szkoły Pedagogicznej i próba jej przyłączenia do Uniwersytetu Jagiellońskiego w 1956 roku

2020 ◽  
pp. 167
Author(s):  
Wanda Łuczak
Keyword(s):  
Teacher Training ◽  
The State ◽  
University Curriculum ◽  
Teacher Training College ◽  
Training Schools ◽  
The Right ◽  
The University ◽  
Ministry Of Higher Education ◽  
Second World

Establishment of the National Higher Teacher Training College (WSP) and an attempt to merge it with the Jagiellonian University in 1956 After the Second World War, the Jagiellonian University lost its autonomy and the state authorities destroyed its structures by separating the departments and creating new universities out of them. Independently, in 1946, the National Higher Teacher Training College in Krakow was established. In 1954, it received the right to run a master’s course. The quality of education in WSP was assessed negatively by the Jagiellonian University. In turn, the WSP authoritiesclaimed that their school provided better training for future teachers. At the beginning of the 1950s, some reservations were voiced as to the grounds for the existence of higher teacher training schools due to overlaps with the university curriculum. In 1956, the state authorities decided to close some of these colleges. WSP was to be merged with the Jagiellonian University. A meeting was organized at the Jagiellonian University in April 1956, where representatives of the Ministry of Higher Education, the Jagiellonian University and WSP discussed the merger. However, the meeting didn’t yield the expected results due to the firm objection on the part of WSP. The opportunity to strengthen the Jagiellonian University’s position by merging with WSP was ultimately lost.

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