Engro Case Study

Fall 2009 This case was prepared by Itir Karaesmen and Inbal Yahav of Robert H. Smith School of Business at University of Maryland, College Park. The names, locations, and other information included

This case was written by Rhonda Engleman and Jisun Yu under the supervision of Professor Andrew H. Van de Ven of the Carlson School of Management at the University of Minnesota. We also appreciate the editorial assistance of Julie Trupke and useful comments of Gyewan Moon and Margaret Schomaker. We gratefully acknowledge Stuart

David C. Shaw prepared this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The

Dhruv Dar, Sanjay Kumar and Vijay Aggarwal wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of

Cultivating an organizational culture applies essentially to all industries. For a company such as Chevron, it is imperative that their employees know how much their utmost safety means to them. This is evident in the company’s principles when it comes to practicing safety first, being supportive and looking out for team members (Rossi,

Numerous changes were made in key personnel in order to make a strong push into consumer products outside of sodium bicarbonate-related products and into the international arena in the early 2000’s. (Church, p.3) Many of the new management hires came from well known corporations and brought with them extensive marketing and international experience.

The authors do not intend to iIIustrate either effective or ineffective handling of a managerial situation. The authors may have

A healthy culture is crucial to the success of any organization. Creating a healthy organizational environment is the responsibility of the organizational managers and leaders in collaboration with their employees. One strategy that an organizational manager can employ in order to create a healthy culture is to provide an atmosphere of personal responsibility and accountability. By creating an environment where teams can hold each other accountable while celebrating successes as a team intensify loyalty, commitment and dedication to the organization. In addition, an honest and accepting atmosphere increases productivity and inspires creativity, maximizing the organization’s

This case was written by P. Indu, under the direction of Vivek Gupta, IBS Center for Management Research. It was compiled

The company maintains a corporate culture that fosters creativity and innovation. Therefore, the company allows its researches to publish their findings in academic journals. Genentech also promotes emotional health among its employees by creating a connection culture, for example, bringing cancer patients into the company’s facilities. Another way that the company promotes the well-being of its employees is the availability of its tuition-assistance program to cover educational expenses of its employees. And another important initiative and well-being for Genentech is helping its employees maintain balance between their work lives and personal lives. As a result, Genentech’s employees claim that they love what they do because they know their job has a meaning.

The group’s employees are its most valuable resource. Bettering the working and living conditions of these men and women while improving their health, safety and know-how is therefore a top priority (Lafarge, 2012).

Recommended Organizational Response ……………………………………… . . . . . . . . . . . . . 3

An organization’s culture governs day to day behavior. This type of power may be seen as a control mechanism, which businesses use to manipulate internal and external perception. Every organization has a set of assumed understandings that must be adopted and implemented by new employees in order for them to be accepted. Conformity to the culture becomes the primary basis for reward by the organization. “The role of culture in influencing employee behavior appears to be increasingly important in today’s workplace, as organizations have widened spans of control, flattened structures, introduced teams, reduced

For starters there are no well-drawn management plans within the firm. A leading example is the fact that Chinh and Anh have no well spelt out roles within the firm. It is apparent by the fact that the two have in fact just assumed roles in accordance to what over time become their roles and interests within the organisation. This leads to lapsing of duties and lack of clear guidelines as to the course of action in case of any eventuality as is the case here. Any developments within the business have become unmonitored and where there is failure, there is no one mandated to take up responsibility to detect and act accordingly.

Workplace culture is often hard to describe, because it means something different in every organisation and many times employees feel it’s ‘just the way things are’. But so often it can define a company and when it’s not working well, everyone knows about it.