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This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

This series of eight short two-part cases ("caselets") is written to highlight some of the most challenging and potentially destabilising moments in everyday work life in the Asian context. With globalisation, many Asian organisations are becoming increasingly diverse. Managers and employees often have to deal with tensions arising from workplace diversity. At some point in most people's career, they will inevitably encounter these difficult situations either as seen by the protagonists of the cases or as the bosses who have to manage the protagonist; or might be friends, colleagues or family members of the protagonist. It is hence important that these situations can be managed from different perspectives.

A multi-issue 1-on-1 internal negotiation between a manager (Sebastian) and his employee (Diane). Diane wants Sebastian's feedback on her recent performance on X-Caliber as this will have a significant impact on if and when she will be promoted, but it's not all good news.

A multi-issue 1-on-1 internal negotiation between a manager (Sebastian) and his employee (Diane). Diane wants Sebastian's feedback on her recent performance on X-Caliber as this will have a significant impact on if and when she will be promoted, but it's not all good news.

This exercise will help students understand how to develop a Strategic Marketing Plan: an essential skill, but one that many business, government, and organizational leaders are not equipped to develop strong and competitively superior strategic plans. Because it is complicated to develop a case with the information needed for students to practice developing a Strategic Marketing Plan, this exercise is designed to help students understand how to create a strategic plan in the context of their own brand creation. As such, this exercise not only provides students with practice creating a strategic plan, it has a side benefit of helping them achieve greater success during their internships and careers through more proactive thought and management of their professional brand. In general, this exercise should provide useful, practical insight regarding what it takes to create and demonstrate a superior brand at work, while generating depth of insight about the process of creating a strong strategic plan. This exercise is intended for more advanced students (e.g., undergraduate seniors or MBA, executive MBA, or executive education students) at any point during the business school curriculum. It is designed to follow either "Your Professional Brand: Creating a Brand Essence Statement for Your Internship" (UVA-M-0881) (designed for use by someone starting a dream internship) or "Your Professional Brand: Creating a Brand Essence Statement for Your Career" (UVA-M-0887) (designed for use by someone starting a dream full-time job), which help students understand how to create a superior Brand Essence Statement (BES). The assignment in this exercise also requires students to read and work with "Developing a Superior Brand Essence Statement" (UVA-M-0892) and "Developing a Superior Creative Brief Plan" (UVA-M-0890).

Although not all MBA students end up working in a marketing function and/or on a brand per se, all students will develop a professional brand, whether it is proactively built or created through happenstance. This exercise helps guide students through a process to think strategically about how to develop their professional brand at work. It is used in conjunction with a technical note that details how to build brands using a tool called the Brand Essence Statement. In this exercise, students are asked to use the tool to create their own Brand Essence Statement, focused primarily on the brand image that the students wish to achieve as a full-time employee. This exercise is appropriate in a general marketing, brand management, or strategic marketing course at the undergraduate or graduate levels during a module focused on branding. It should be used in conjunction with the technical tool and a discussion on Brand Essence Statements.

Although not all MBA students end up working in a marketing function and/or on a brand per se, all students will develop a professional brand, whether it is proactively built or created through happenstance. This exercise helps guide students through a process to think strategically about how to develop their professional brand in an internship setting. It is used in conjunction with a technical note that details how to build brands using a tool called the Brand Essence Statement. In this exercise, students are asked to use the tool to create their own Brand Essence Statement, focused primarily on the brand image that the students wish to achieve during the internship period. This exercise is appropriate in a general marketing, brand management, or strategic marketing course at the undergraduate or graduate levels during a module focused on branding. It should be used in conjunction with the technical tool and a discussion on Brand Essence Statements.

The 14 short vignettes presented in this exercise cover both religion and spirituality issues and are designed to facilitate a discussion on the place of religion in the workplace. They include a variety of religious beliefs, including Christianity, Judaism, Islam, and Hinduism. The instructor can use all 14 vignettes during one class session or choose to devote a separate class to each.

Kelsey, a newly minted MBA hired by a firm that provides analysis of companies, has been given a task to present an assessment of six very different firms described by her manager as "retailers." She has been given the performance details of these companies and is expected to quickly analyze the metrics related to the firms' performance, such as return on assets, inventory turns and staff productivity. Her manager also wants her to assess and compare the six firms more broadly. Which firm should Kelsey recommend investing in?