Case Study - National Business Management Services ( Contemporary Small Business Cases Dr. Linda Liddicoat (ed) 2010. NMIT Press Ltd) National Business Management Services (NBMS) was a state-owned enterprise providing training courses to government departments. In a restructuring exercise it was decided to sell it. It was felt that there was significant intellectual property in the training materials which could be commercialised and offered more widely. Three former staff have joined the new enterprise and a further two staff members have been recruited. Robbie – he is the former director of the state-owned enterprise and he has contributed 50% of the capital needed to buy the company. He is a 40-year-old Australian and he worked for the previous state-owned organisation for 8 years. He is the CEO of the new company. He has been financially stretched by his purchase of shares in the organisation and cannot afford the business to fail. He is finding the transition to a commercial operation challenging – more business than they could cope with used to flow in from all over government departments. Now he has to prepare tenders and ‘schmooze’ with potential clients – he hates networking and doesn’t see why he has a Marketing manager if he has to do this stuff. Kere is a 35-year-old Maori. She has worked for the state-owned company for 7 years as a trainer and has significant experience in developing and delivering training material here and with other private training organisations. She is especially knowledgeable in Maori culture and it is felt that she will be valuable when it comes to building relationships with the Maori community. She has a 25% share of the new company and is the Training Operations Manager. She too can ill-afford to lose the money she has invested in the company. She is not sure if it is because of this higher pressure but she notes that she and Robbie are ‘locking horns’ more now than they ever did in the previous enterprise. Nick is a 28-year-old Kiwi of European descent. He works in training delivery and held a position with the old enterprise for 3 years. He is ambitious and saw himself moving up the ladder in the Civil Service. In fact, he only joined such a small business because Robbie persuaded him it would be good for his career and Robbie could see a big role for him in the future. Nick is confident and believes he has some great, fresh ideas. He would like to do more training development work. He is confident he could do what Kere does. In fact, he has an eye on her role. Paula is a 48-year-old Kiwi of European descent. She did not work for the old enterprise and was recruited from a post of Marketing Manager for a private training organisation. She will handle all the Marketing for the new enterprise. She didn’t know any of the others before she joined and is slightly nervous about the lack of commercial nous in her new colleagues, but particularly in Robbie. She is trying to build a good relationship with him, and impress upon him the importance of Marketing. She also knows that there are valuable Maori contracts in the marketplace and she can’t understand why Kere isn’t more proactive in following up with her personal contacts here. Peter plays golf with Robbie and Kere’s husband and he used to work in another government department alongside Kere’s husband. He was persuaded to put in the final 25% of capital that was required. He is also the Finance Director. He has been giving everyone a sound reality check about spending and the need for frugality until contracts are secured. He feels like ‘bad cop’ all the time and he is now realising why people say you shouldn’t mix business and pleasure – friendships are beginning to be strained. Tensions have been rising since the business was established. The first battle lines were drawn over the name of the new business. Robbie wanted to call it ‘Mana Training & Development Ltd, because he felt it would help them appeal to the lucrative Maori market. Kere had real concerns over the name – she argued that in Maori ‘mana’ is not a learned skill as Robbie seems to think, but it is about respect and honour and it can be taken away – it is not something that people can gain through training. They took a vote and Robbie, Nick and Peter voted for ‘Mana Training and Development’ and so this is the name of the company. Kere felt let down by her friend Peter and can’t understand how the vote went against her. Kere thinks they should be tapping in to the new e-learning market and she also thinks they should update their product offerings to include executive coaching and mentoring – this is a particularly lucrative sector but one with which they are not very familiar yet. She knows it is a risk because it’s a new direction but she has just returned from a training and development conference which confirmed her view that this is where the industry is heading. She has spent a sleepless night after the conference worrying about how to get her proposal on the new direction accepted by the others. 1. Outline the sources of power and who holds them in this organisation. 2. Create an influence map, looking at it from Kere’s perspective. Show the nature of influence relationships between all of the stakeholders. This should reflect the relative importance of each stakeholder and the strength of influence between stakeholders. 3. Critically assess potential influencing options that Kere could adopt in this situation in terms of their strengths and weaknesses. These options should have a clear grounding in influence theory i.e. you must describe the theoretical framework(s) you are using. Select the best way forward for Kere’s situation and give reasons for your answer. APA style Reference,include a full reference section.1,200 words

*PLEASE FOLLOW ALL INSTRUCTIONS CASE: Locked In http://www.ihi.org/education/IHIOpenSchool/resources/Pages/Activities/LockedIn.aspxPrompt: The MHA 668 course has focused on the understanding of the role of healthcare administrators in the development and implementation of quality standards as part of the strategic planning process. This final paper requires research and analysis of a case study focusing on various quality improvement issues encountered by the healthcare administrator. The purpose of the assignment is to apply course concepts in the analysis and interpretation of situations in health administration.Students will select a case from one of the websites noted in week 2. Students should avoid duplication of cases. Students must use the case submitted and agreed upon in Unit 2 unless approved by the instructor.In order to analyze a case study, one must examine closely the issues which the healthcare agency is confronted. Most often, it may be necessary to read the case several times - once to grasp the overall picture of what is happening to the facility and then several times more to discover and grasp the specific problems.After reviewing the details of the case study, students should complete a professional analysis paper.Requirements: 1,500 – 2,000 words, APA-compliant. The page length requirement does not include the required title page and reference pages.Recommended paper format:Title page and page numbersIntroduction – This section of the paper should provide background information of the case. This includes a brief overview of the key facts of the case. It may be necessary to use properly referenced sources to support information in this section. This component of the paper should not be lengthy but should contain enough information to create interest in the case.Statement of the problem – Define the central issue. The paper should include a concise statement of the major problem identified in the case. Many cases will involve several issues or problems. Identify the most important problems and separate them from the more trivial issues.Causes of the problem– This section provides a detailed analysis of the causes of the problem identified. Students should clearly demonstrate the use of course concepts in problem identification.Possible solutions– This section should detail a variety of solutions to the problem in addition to the ones that may be mentioned in the case. Make sure that the solution addresses the CAUSE of the problem. The analysis should address what should be done, by whom, and in what sequence. Students should also consider the pros and cons of all possible solutions.Recommendations and Conclusions– This section of the case analysis process involves making recommendations based on your analysis. Obviously, the quality of your recommendations is a direct result of the thoroughness with which you prepared the case analysis. This section of the analysis should tell why your solution and implementation will work. A major objective of this section is to show how course concepts are applied to reach a workable solution. The conclusions and recommendations should be supported by references, course readings, and lecture notes.Christian worldview – The last part of the paper should also address how your Christian worldview perspective impacts or frames your ideas and discussions related to the issues presented in the paper. This part of the assignment should be 500-750 words in length (within the paper).Reference page – Your paper must be APA-compliant. Resources for APA formatting are included in the Resources section of this module. You should have a minimum of five references (not including The Holy Bible which should not be listed on the reference page).