The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. To prepare for a meeting with the utilities commission, the health unit gathers data about the outbreak and narrows down the likely date of transmission of E.coli. Meanwhile, the Ministry of the Environment received the results of tests on collected samples of water from the area, and the results clearly show that the water is contaminated. This is a supplement to We Have a Terrible Tragedy Here (A), (B) and (C), products 9B05C022, 9B05C023 and 9B05C024.
The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. With the water test sample results confirming that the water supply was the source of the outbreak and an increasing number of Walkerton area residents becoming ill, the medical officer of health holds a press conference to communicate the seriousness of the situation. This is a supplement to We Have a Terrible Tragedy Here (A), (B), (C), and (D), products 9B05C022, 9B05C023, 9B05C024 and 9B05C025.
The Walkerton tragedy, an E.coli outbreak that resulted in seven deaths and 2,300 people sick, was unprecedented in Canada. The aftermath of the initial Walkerton E.coli outbreak is discussed: how the outbreak occurred, what could have been done to prevent it and the formal government inquiry. This is a supplement to We Have a Terrible Tragedy Here (A), (B), (C), (D) and (E), product 9B05C022, 9B05C023, 9B05C024, 9B05C025 and 9B05C026.
The president of Mcavan Advertising, a full advertising, marketing and design agency, was trying to decide what to do about a long-term client's request. The client, Floos Inc., had referred the president of Ryl Enterprises to Mcavan Advertising and Mcavan began work on the new account. Later, Floos Inc. claimed that Ryl Enterprises was a competitor of Floos and asked Mcavan not to work further with Ryl. Students have to identify and evaluate Mcavan's various options.
An entrepreneur was contemplating leaving his job at Goldman Sachs to start Global Source Healthcare, a healthcare outsourcing company focused on international nurse recruitment. He had researched the healthcare staffing market extensively, written a business plan and raised some funding. While this appeared to be an excellent opportunity, there were some very real risks that had to be considered. His greatest concern was the limited amount of funding at his disposal. Since international recruitment required a considerable amount of working capital, the lack of funding brought the long-term feasibility of the business into question. Students will learn about screening the business venture in terms of the entrepreneur, the resources and the opportunity; determining the strategic direction of the company and balancing the long-term vision with short-term cash flow needs; assessing different business models to determine which is the best fit for the company; and the importance of executing the business plan and selected strategy.
Representatives of the technology transfer office are preparing a commercialization strategy of a new peptide. The function of the technology transfer office at the University of Western Ontario is to prospect for suitable technologies for commercialization, to manage the patent protection for such inventions, and to identify ways to develop such inventions. Two licensing opportunities are being considered, both of which entail creation of a startup company. The representatives must evaluate options to determine which offers the best potential for the commercialization of the invention for everyone involved.
Royal Manufacturing Inc. requires an extension of its temporary $3 million line of credit. Holdbacks on contracts and several years of losses were causing a cash flow problem. The company and the bank must now assess the company's financial needs.
When she becomes chairperson of a large telecommunications board, Irene Charnley must transform the mostly white-led company to be more representative of South Africa's demographics. A rewritten version of an earlier case.
When she becomes chairperson of a large telecommunications board, Irene Charnley must transform the mostly white-led company to be more representative of South Africa's demographics.
This case describes how IDEO adapt its famed innovation process (developed to design new products) to the particularities of services and their design. The case series describes four service design projects to show how IDEO has developed and codified a series of design methods, which constitute a toolbox from which teams can pick and choose depending on the innovation project.
China's huge population and potential market had attracted foreign companies since its economy began opening in the late 1970s. Although the profit position of some foreign companies improved by 2003, China remained a frustrating and unprofitable market for many. Highlights four major multinationals that were successful in the Chinese market. Allows for a discussion on what it takes to succeed in the Chinese market, how this compares to what it takes to succeed elsewhere, and the challenges and opportunities associated with leadership positions in emerging economies.
The net result of changes in the work-family politics is that there is, at one level, a merging of work-family pressures for women and men. As women and men move in opposite directions - women increasingly into the workplace, and men increasingly into the activities of the home - both are beginning to embrace greater responsibility in areas where prior generations practiced clear gender segregation. However, in spite of the growing popular rhetoric that families are egalitarian and parents are interchangeable when they do their carework, an imbalance still exists between the primary responsibilities that attributed to women and men. Men and work-family conflict is an emerging workplace issue. This article discusses the importance of father involvement and the positive impact such involvement has on both the parent and the children. Leaders in the area have to plan, manage and develop opportunities for supporting fathers and men as carers. As families are stretched to capacity even with fathers' participation, it is reasonable to assume that demands for change will now shift more strongly for workplace change. The authors call for a more comprehensive discussion that includes men in work-family issues, as well as a more complex discussion that recognizes the role they are already quietly assuming. The article also provides suggestions for what the workplace should do for fathers. Managers should ask dads what would be helpful for them, develop Father programs/groups at lunch and learns, ensure that parental leave is also advertised and planned for fathers within the workplace, communicate a general commitment/attitude shift so that fathers feel they can take advantage of what is already offered, incorporate community relations by including some focus on father/child events organized by a male champion, reduce employee stress by giving extra time off or assisting fathers and their families that work for them and reviewing and adapting policies to reflect a wide variety of family formations
It may be lonely at the top but the person in the C suite - and managers below - should not be alone. Adjusting to change is less trying when there's a network of mentors, advisors and others to support.
A work-life conflict exists when participation in a work oriented life role is made more difficult by participation in a non-work life role or vice versa. This article summarizes key findings of research on work-life conflict spanning over two decades. The results suggest that work to family interference increased for 25% (in 1990) to 30% (in 2000) of respondents. Family to work interference increased more than five times, from 2% to 11% during the same time period. Research results also identified five root causes of the inability to balance work and family demands. Organizational downsizing, organizational culture, changing demographics, non-supportive managers and technology are the factors that are further described in the article. The article also examines coping mechanisms that employees use to help them balance work and family demands. 78 percent of the sample responded that they just work harder-which of course sets conflict levels spiraling out of control. Closely related to just working harder, 60 percent of our respondents indicated they cut down on outside activities, while 55 percent got less sleep. On a more positive note, 47 percent of the sample stated they planned their time more carefully, while 45 percent bought more goods and services (e.g., lawn care, daycare). The most disturbing finding relates to individuals in managerial and professional roles: 26 percent of women in these roles noted they have had fewer children because of work demands; 15 percent of men noted this was also true for them. The results also suggested that many women managers and professionals find that motherhood and career advancement are not compatible goals. The article also posits a solution to the work-life conflict. The authors suggest that employees just say no to work that regularly requires attention outside work hours. They should plan downtime and actively try to maintain a balance between their work and home lives.
Some people choose not to balance the work-life equation. They raise their family first, and then enter the workforce. Organizations would be wise to accommodate these talented individuals.