Learning outcomes After completing the case, the students shall be able to do the following:▪ explain the key features and roles associated with non-governmental organizations (NGOs; comprehension);▪ describe major activities/programs run by Kilkaari-Bachpan Ki (knowledge);▪ describe the challenges faced by not-for-profit, non-governmental and voluntary organizations operating at a local level (knowledge);▪ developing TOWS matrix for Kilkaari’s strengths, weaknesses, threats and opportunities to provide strategies for making the necessary change (analysis);▪ explain the change management strategies used by Kilkaari during COVID-19 using Kurt Lewin’s model (analysis); and▪ develop recommendations for the problems faced by Kilkaari (evaluation). Case overview/synopsis As a result of the global COVID-19 pandemic, the entire world was left in shambles. The epidemic has had a profound impact on the way organizations used to function. It compelled all sectors and companies to change their working methods and move closer to virtual conceptions. Organizations that were able to adapt to the new environment have thrived, while the rest have struggled and continue to struggle. In today’s world, embracing virtual scenarios is more about perseverance and consistency than it is about making a conscious decision. Organizations such as NGOs have limited financial and non-financial means to adapt to such changes, and some of them were unable to suffice during the tough times.Despite this, the current case study focuses on the NGOs’ path during the pandemic: Kilkaari-Bachpan Ki. The NGO’s primary objective is to provide underprivileged children with free access to education. The current scenario illustrates how the Kilkaarians (team members of Kilkaari) modified their behavior in response to the crisis. To be used in an organizational behavior course, the case is intended for management students. Kurt Lewin’s model of change, which includes unfreezing, mobility and refreezing, can be understood by students. For this research, the authors use a case-study approach to explore how the organization responded when faced with a crisis. Complexity academic level This case is suitable for undergraduate students learning organizational behavior course, strategic management and also relevant to social work courses (social entrepreneurship/NGOs). Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human resource management.
The intent of the current case study of a Japanese multinational company is to document and understand the process of developing a transformational (quantum change producing) leadership style in its fast-track leaders in the South West Asia region. The researcher got an opportunity to observe the process of leadership development training that was delivered over a period both through virtual and face-to- ace mode. In the current case study, no instruments were used and therefore no objective data were available to gauge the impact of the training program. However, training partners had identified some of the training outcomes on participants such as 1) participants displayed initiatives to introduce change and persisted that change throughout the completion of the vision with positivity, 2) they examined self-strengths and weaknesses and demonstrated the ability to improve through feedback, and 3) they identified the business, financial, leadership, entrepreneurial, and other challenges at hand and designed the robust plans to overcome those. In short, the researcher can conclude with a reasonable confidence that the training program delivered online could be a success, particularly when it is blended with a FTF experience at some point.
Today, patients are more empowered and informative than ever because of which the aim of the health ecosystem is to centre on the patient centred goals. The term patient centricity is no longer a health care buzzword; however, a lot needs to be done to implement this concept in the real world. Therefore, the objective of the current research is to bring in the importance of cultural change in the health ecosystem for the smooth flow of patient centricity. The current research is exploratory in nature that tried to explore the concept of patient centricity in the health ecosystem through literature and interviews. The research utilized secondary sources such as Journal articles, reports, and such others to draw how OCTAPACE culture is important in health ecosystem for promoting patient centricity. The eight strong pillars of OCTAPACE are Openness, Confrontation, Trust, Autonomy, Proactivity, Authenticity, Collaboration, and Experimentation and its relationship with patient centricity is proposed. The researchers can reasonably deduce that patient centricity requires a changed mindset and vision shared by all the stakeholders. For this, support from regulators, pharmaceutical companies, health care professionals etc. are required. The current research is among a few researches that highlights the importance of OCTAPACE culture in health ecosystem. This construct to meet patient centric goals is worthy of additional study. From the practical standpoint, training can be provided to all the employees of the entire health ecosystem to incorporate the OCTAPACE culture and to meet the demands of the patients and caregivers.
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