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Scenario:

While the economy and the global environment often play roles in forcing a MNC to make changes within the company, the results can be positive. Forced changes afford opportunities that the company may have overlooked in the past. They can lead to increased performance, higher employee morale, and, ultimately, greater profits for the business. The way one responds to the changing global economy impacts their chance of survival and success in that environment. Management of a global workforce requires developing new skills and maintaining clear communications within each new division. Resources must be managed differently, often requiring new skill sets and additional personnel in various departments. Shifts in priorities may reduce the need for select in-house staff, while mergers may create redundancies within the organisation. Human resource managers must develop skills to institute new hiring techniques, employee benefits and pay scales. The organisations must revisit the corporate philanthropy policies to include global community projects and funding of events in key locations not previously on their radar.

You are an Assistant Manager at an Multinational Company (MNC) located in Sri Lanka. The top management of your company has requested a formal report addressing the following. You may use examples from multiple contexts to elaborate your answer.

Question:

Justify the different traits and styles to be adopted by a leader in the given scenario

 
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Scenario

While the economy and the global environment often play roles in forcing a MNC to make changes within the company, the results can be positive. Forced changes afford opportunities that the company may have overlooked in the past. They can lead to increased performance, higher employee morale, and, ultimately, greater profits for the business. The way one responds to the changing global economy impacts their chance of survival and success in that environment. Management of a global workforce requires developing new skills and maintaining clear communications within each new division. Resources must be managed differently, often requiring new skill sets and additional personnel in various departments. Shifts in priorities may reduce the need for select in-house staff, while mergers may create redundancies within the organisation. Human resource managers must develop skills to institute new hiring techniques, employee benefits and pay scales. The organisations must revisit the corporate philanthropy policies to include global community projects and funding of events in key locations not previously on their radar.

You are an Assistant Manager at an Multinational Company (MNC) located in Sri Lanka. The top management of your company has requested a formal report addressing the following. You may use examples from multiple contexts to elaborate your answer.

Question:

Analyse two change strategy tools available for the firm and critically discuss the best model that you recommend to understand the gaps, and different elements to be realigned to improve performance along with other change management initiatives

 
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As part of the case assignment each student needs to come prepared with a one-page write-up answering the following questions:

1. What is the Seller’s BATNA?

2. What is the Zone Of Possible Agreement (ZOPA) for the negotiation?

3. What would be your approach to negotiate if you are the Seller?

The kitchen purchase: Briefing for sellers: Mr and Mrs Hase September 20: The negotiations It is the day of the appointment with Mr and Mrs Stulle. You are pretty tense since you are assuming that they will try to beat the price down quite a bit. The doorbell rings. Appendix 1: The fitted kitchen August 27: The big upheaval Things are going your way: You have been accepted for a new post on January 1 in a town several hundred kilometers away. And that is not all – you have already found your dream apartment in this town and have signed the tenancy agreement to run from October 1 (105m*, €1,200 basic rent, €300 for utilities such as heating) There is, however, a fly in the ointment: you will have to give up your present apartment (120m, €1,100 basic rent, €250 utilities) which you have grown extremely fond of. Since you have to give three months’ notice, you give due notice of moving out by November 30. Hoping to save some money, you make an offer to the landlord that you will look for a new tenant to move in by October 15. It is true that you still have a few remaining appointments in November in this town but you could stay in a hotel until you’re ready to move. September 1: Not wanted after moving out The estate agent, Mrs Alexus, gets in touch with you to arrange some viewing dates for your present apartment. You ask the agent to inform her clients that you would like to pass your fitted kitchen on to the new tenants. You bought it for €3,300 at the DIY store Obi three years ago when you moved in and it is still in good condition (Appendix 1). Moreover, one year ago you spent €700 on replacing the cooker with a better model. Mrs Alexus promises to point all this out to prospective tenants. After talking to Mrs Alexus you decide you want to leave some more items of furniture behind when you move out. These consist of things that the tenants before you let you have in retum for a certain fee: 0 A kitchen table with two benches Fitted shelves in the store-room An awning on the balcony September 10: Planning the move You choose a moving company. The move will take place on October 10. You promptly inform Mrs. Alexus of the date. September 15: Good news Mrs Alexus contacts you: she has found new tenants for your present apartment-a young couple called Mr and Mrs Stulle. They are also considering taking over your tenancy agreement from November 1. According to Mrs Alexus the couple have already been handed the tenancy agreement but have not yet signed it. Since they would also like to take over your fitted kitchen, you agree to an appointment with Mr and Mrs Stulle at your apartment on September 20.

 
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The Task:

You have been asked to negotiate a suitable resolution to the problem scenario below.

You must first understand Jasmine’s legal rights and areas of legal risk before engaging in negotiations with Marvin. Any negotiations will be conducted with a thorough understanding of how the matter would be resolved if it went to court. Identify the main legal issues in the situation and give Jasmine some advice on the most likely outcome if the case went to court. Please support your recommendations with case law and legislation.

The scenario

Jasmine has purchased an apartment ‘off the plan’ from Marvin. Marvin is the developer of the apartments. There was also a real estate agent, Pristine Realty, involved in the negotiations and purchase.

Jasmine resides on the other side of the country and bought the apartment off the plan in July 2020. She was ‘in lockdown’ throughout this time and was unable to leave her state in order to view the site or the display unit at the front of the site.

Caloundra is the location of the apartment building, and the marketing literature depicts unobstructed ocean views. The apartments were advertised as having a very “high end” finish out, with marble bench tops and handmade timer joinery. Jasmine expected a very high standard of finishes and a high-quality product for the $2 million she paid.

Jasmine did her last inspection of the completed apartment prior to settlement in early August 2021 and was horrified to discover that the bench tops were laminate with a marble finish and that the woodwork was all ‘timber look’ laminate. For Jasmine, this was a huge disappointment because she had high expectations. Most surprising of all, Jasmine had paid $50,000 for a beachfront apartment only to discover that another apartment building had been built on an adjacent plot, and she now had to lean out over one corner of her balcony to view the ocean. Her view was mostly into her neighbours’ living rooms. Most of her view was into her neighbour’s living areas. It also appears that her main bedroom is 30cm shorter than the floor plan in the marketing material would suggest.

Jasmine has reviewed the contract that she signed, and it is stipulated that the apartment is 120 square metres. However, the completed apartment is only 118 square metres. The contract stipulates modern finishes but does not specify the quality. When Jasmine questioned Marvin about the new apartment building next door, he claimed that he had no knowledge of it when he was marketing the development. Apparently, construction had started following the sale to Jasmine ‘off the plan’.

Jasmine is supposed to settle on the apartment mid-September. She is now deciding what action she should take.

 
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