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T.E.K. (A, B, C et D)

T.E.K. (A, B, C, and D)
Case 9 40 2002 026A-D
Languages : 
  • French,
  • English
  • Organisation,
  • Gestion du changement,
  • Diagnostic organisationnel,
  • Consultation et participation,
  • Formation
  • Organizations,
  • Change management,
  • Organizational evaluation,
  • Consultation and participation,
  • Training
Year of production : 
1992
Registration date : 
2002-01-01
Teaching notes included : 
No
Case document count : 
4

Une petite usine, propriété d'une multinationale, connaît des difficultés. Les coûts d'opérations sont élevés et la direction locale éprouve de la difficulté à cerner les problèmes. Des échanges entre employés(es), contremaîtres, surintendant et direction générale permettent d'analyser les difficultés. Au-delà de l'identification des causes des problèmes, le cas exige l'élaboration très concrète d'un projet de changement.

A small plant, owned by a multinational is experiencing difficulties. Operating costs are high and local management is having trouble in identifying problems. Discussions between employees, foremen, the superintendent and general management are underway in order to analyse the difficulties. Beyond the identification of the problems’ source, the case requires the development of a concrete change project.

Primary domain : 
Management
Secondary domain : 
Not available
Sectors : 
  • Manufacturing
Source : 
HEC Montréal
Type : 
Traditional case (Decision-making case)
Type of data used in the production of the case : 
Fictional data inspired by real-life situations, but significantly transformed
Event location : 
Province du Québec
Year of start of the event : 
1989
Year the event ended : 
Not available
Business size : 
Large enterprise