John Minahan and Cate Reavis Harry Markham, a pension fund investment advisor, is torn about whether to tell the board of trustees of the pension fund he is advising that he believes the value of their projected liabilities are actually much larger than what the actuaries say they are. Confronted by the differing viewpoints held by economists and actuaries on how to value liabilities, Markham wonders, in light of the CFA Code of Ethics and Standards of Professional Conduct that he attests to on an annual basis, what are his duties and responsibilities as a professional and to whom—the trustees, his firm, the pensioners—he owes his loyalty.
She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for federal grant funding.
However, they have also suffered high staff turnover. Two directors have left as well as three key research staff and one staff person from the finance department. Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each.
Both managers have been appointed within the last six months.
Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth.
Kelly supports her staff and is very organized; however, she often takes a very black and white view of issues. Kelly is very motivated and driven and expects the same from her staff.
Linda has a strong background in social science research and evaluation. She manages staff that work on different projects within the agency. She is known as a problem solver and is extremely supportive of her staff.
She is very organized and has a wealth of experience in evaluation of family services. Linda is very capable and can sometimes take on too much.
The managers are sensing that staff are becoming over worked as everyone takes on increased responsibilities due to high staff turnover. In addition, Laura has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff. Laura said she has not received sufficient information from the finance department to complete the budgets.
The finance department said they have sent her all the information they have available. As staff become distressed, the managers are becoming frustrated.
They feel like they are unable to advocate for their staff or problem solve without key information like the departmental budget. How can Laura most effectively use both management and leadership skills in her role as associate director?
What combination of the two do you think would work best in this setting? Click here to see our suggestions A director could be both a leader and manager. However, given that the two mangers are very capable and directly manage all the department staff, Laura should focus on being a leader.
She should delegate managerial responsibilities to the two managers. It will also free Laura to focus on building a greater sense of staff commitment to mission and vision.Her leadership sets the tone for KAP’s ability to perfectly blend the art and science of list planning.
and then recommending innovative and customized solutions to increase prospecting performance and overall program alignment.
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Case Study #3: Toro Toro, the lawn equipment manufacturer, is accustomed to lawsuits, due to the inherent hazards associated with using its machinery. During the late s, the company was facing major financial troubles and put Ken Melrose in place as CEO. In the case studies below, you’ll learn about a few of our clients, some of the challenges they faced, and how we collaborated with them to develop creative solutions that had a lasting and measurable impact.
This case briefly explores the concepts of leadership and management and will focus on leaders’ and what they can do to influence and persuade followers to act in ways that help the organization attain its goals.
“Leadership Case Studies in Education, Second Edition, is an excellent companion text to any educational leadership theory course, but especially when the Leadership: Theory and Practice, Eighth Edition, text is used.
The case studies pertain to the important education issues of today and include thought-provoking questions that prompt and.