Group-wise case Assignment

Cases assigned to different groups are mentioned below. The cases are uploaded in the
AIS/ sent to CRs thru e-mail. Even though same case is assigned to two groups, groups
need to work separately (and not to combine the report). As discussed case analysis needs
to be submitted in a report format. Be precise in your response.
Submission Deadline: Hardcopy of the report is to be submitted to Ms. Dibiya Ekka,
Library Building 2nd Floor before 3 pm on 13th Feb. Softcopy of the report should be sent
to me via e-mail before 8pm on the same day (13th Feb).
On 14th Feb any member from any group may be randomly picked up and be asked
questions on the given assignment.

Assignment Questions
1.
2.
3.
4.
5.

Club Med (Group 1, 2 )

As Jacky Amzallag, what problems do you currently face? How do you feel about
the future?
Is Go turnover really a problem at Club Med? What are the pros and cons of high
turnover? Conceptually, what are the quantifiable and non-quantifiable costs of
turnover?
How does Club Med presently recruit and train its employees? What are the
benefits and drawbacks of their system? What is the cons-benefit trade-off
associated with changing the companys current practices?
Why does Club Med currently rotate all of their employees every six months?
Does this rotation policy make sense? What are the advantages and disadvantages
of this policy?
What are your recommendations? What ramifications will your recommendations
have for the company?
Jindi Enterprises (Group 3, 4 )

1. Assess the effectiveness of recruitment and other related practices prevalent at

Jindi Enterprises.
2. Evaluate the pros and cons of each candidate. If you were Ma, who would you
select? Why? What would be your selection criteria?

Goldman Sach (Group 5, 6)

1. Why is Goldman Sachs considering a more systematic approach to developing
leaders?
2. What should the Leadership Development Advisory Committee include as key
design features of Goldman's new development program?

Colgate Palmolive (Group 7, 8)

1. What is your critical evaluation of Colgate-Palmolives
international assignment policy? What are its strong points?
What weaknesses do you find?
2. What should Colgate-Palmolive do about the growing issue of
dual-career families?
3. What should an MNC consider when designing a policy regarding
international career development?
1.

2.

3.
4.

Mabuchi Motor Co. (Group 9, 10)

Multinational enterprises use expatriates as a control
mechanism, to transfer skills and to develop managers. Why the
decline in the number of Japanese expatriates?
What are the key elements of Mabuchis strategy and structure?
What are its strengths/weaknesses? How might these factors be
affected by NIHAO?
What alternatives to NIHAO were available? Are these
alternatives consistent with Mabuchis corporate strategy?
In September 1995, what should Mabuchi do?

Massachusetts Financial Services (Group 11, 12)

1. Why do MFS managers characterize the labor market for portfolio managers as a
star system? What factors, if any, differentiate this labor market from other
labor markets?
2. What are the characteristics of the MFS anti-star system? What types of workers
does the MFS system attract? Explain.
3. Does the MFS system have weak or strong pay-to-performance? What type of
behavior does the MFS system motivate?
4. What are the potential problems and major challenges created by the MFS
performance evaluation system? What are your suggestions for managing these
problems and challenges?
5. What are the challenges of transporting the MFS system to another company?
6. Do you think that MFS will be successful in using their system for their hedge
fund managers? If not, why not? If so, upon what will their success depend?