Case
Teaching Notes
Abstract
This case illustrates the dilemma faced by the coordinator of an executive development program on human resource management. Prof. Abhishek chooses to help a colleague who has been conducting the HR program for the last three years with a high rate of success. When Abhishek steps in, the program immediately takes a different turn. By the end of the program, some of the participants have become hostile, and one of them wants a refund. The case focuses on the challenges posed by participant bias, groupthink, program design, instructor choice, and power dynamics. It explores the difficulties and dilemmas involved in starting and executing an executive development project in a higher education institution from a decision-making and learning perspective.
This case was prepared for inclusion in SAGE Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.
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