In early 2012, the chair of the board of directors of Canadian Pacific Railway (CP) had to determine how to respond to demands made by the company's largest shareholder, Pershing Square Capital Management (Pershing), an activist hedge fund. Pershing's chief executive officer (CEO) claimed that CP was underperforming, and expressed his desire to replace two board members and appoint a new CEO. The chair of the board of directors had to determine the best means to fight the proxy battle and serve the interests of shareholders. Pershing was not likely to back down easily. With a shareholders' meeting expected to occur in the next few months, the chair had to resolve the matter quickly. Because shareholder activism was relatively new in Canada, the outcome of this conflict would send a message to other activists interested in Canadian organizations.
In early 2012, the chair of the board of directors of Canadian Pacific Railway (CP) had to determine how to respond to demands made by the company’s largest shareholder, Pershing Square Capital Management (Pershing), an activist hedge fund. Pershing’s chief executive officer (CEO) claimed that CP was underperforming, and expressed his desire to replace two board members and appoint a new CEO. The chair of the board of directors had to determine the best means to fight the proxy battle and serve the interests of shareholders. Pershing was not likely to back down easily. With a shareholders’ meeting expected to occur in the next few months, the chair had to resolve the matter quickly. Because shareholder activism was relatively new in Canada, the outcome of this conflict would send a message to other activists interested in Canadian organizations.
The office manager at the Garden Depot was growing increasingly concerned with the inability of the landscaping manager to handle his workload and subordinates. The landscape manager's poor management left the office manager to solve the division's problems. The office manager needed to take action to reduce her workload and to ensure she received accurate information from the landscaping division. The case is designed to introduce students to managing workplace conflict and allow students to apply concepts in motivation, leadership, power and influence in an organizational context. Students are asked to form action plans from the perspective of a lower-level manager, based on limited information.
The office manager at the Garden Depot was growing increasingly concerned with the inability of the landscaping manager to handle his workload and subordinates. The landscape manager's poor management left the office manager to solve the division's problems. The office manager needed to take action to reduce her workload and to ensure she received accurate information from the landscaping division. The case is designed to introduce students to managing workplace conflict and allow students to apply concepts in motivation, leadership, power and influence in an organizational context. Students are asked to form action plans from the perspective of a lower-level manager, based on limited information.
The hot tub division of Surfside Leisurescapes (Surfside), a backyard-living retail store, has consistently failed to meet sales expectations. The general manager must develop a comprehensive marketing plan to boost the division's profitability in a highly competitive environment. Students are asked to analyze the profitability of Surfside's product lines and make recommendations on promotional alternatives to generate increased interest in the products and the store. The analysis involves identifying the specific marketing challenge and analyzing the industry, hot tub consumers, the competition and Surfside's capabilities.