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4 Items
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Operations Management Telangana Graduates’ MLC Elections 2021: Handling Known and Unknown UncertaintiesThe case is centered around the timeline of the Telangana graduates’ MLC elections 2021, which were held against the backdrop of a known unknown: the COVID-19 pandemic. The electoral officials had to be mindful of the numerous security protocols and complexities involved in implementing the election process in such uncertain times. They had to incorporate additional steps and plan for contingencies to mitigate risks while executing the election process. Halfway through the election planning process, it became clear that the number of voters and candidates was unprecedentedly large. This unexpected development necessitated a revision of the prior plan for conducting the elections. Shashank Goel, Chief Electoral Officer (CEO), and M. Satyavani, Deputy CEO, were architecting the plan for conducting the elections with an unexpectedly large number of voters and candidates under pandemic-induced disruptions. Goel was also reflecting on how to develop contingency plans for these elections, given the uncertainty produced by unforeseen external factors and the associated risks. Although he had the mandate to conduct free and fair elections within the stipulated timelines and was assured that the required resources would be provided, several factors had to be considered. According to the constitutional guidelines for the graduates' MLC elections, qualified and registered graduate voters could cast their vote by ranking candidates preferentially. Paper ballots had to be used because electronic voting machines (EVMs) could not handle preferential voting. The scale and magnitude of the elections necessitated jumbo ballot boxes. To manage the process, the number of polling stations had to be increased, and manpower had to be trained. Further, the presence of healthcare workers to ensure the safety of voters and the deployed staff was imperative. The Telangana CEO’s office had to meet the increased logistical and technical requirements and ensure high voting turnouts while executing the election process.
Postponing the election was not an option for the ECI from the standpoint of the legal code of conduct. The Telangana CEO's office prepared a revised election plan. The project plan was amended to incorporate the need for additional resources and logistical support to execute the election process. As the efforts of the staff were maximized effectively, the elections could be conducted smoothly and transparently although a large number of candidates were in the fray.
Teaching and Learning Objectives:
The key case objectives are to enable students to:
- Appreciate the importance of effective project management, planning, and execution in public administration against the backdrop of uncertainties and complexities.
- Understand the importance of risk identification, risk planning, and prioritization.
- Learn strategies to manage various project risks in a real-life situation.
- Identify the characteristics of effective leadership in times of crisis and the key takeaways from such scenarios
Published: Jan 17, 2023₹399.00 -
Operations Management Nizamabad Constituency 2019 Mega Elections (B): Engineering a Triumph for the Indian Electoral Machinery
During the Indian general election of 2019, the Nizamabad constituency in Telangana state found itself in an unprecedented situation with a record 185 candidates competing for one seat. Most of these candidates were local farmers who saw the election as a platform for raising awareness about local issues, particularly the perceived lack of government support for guaranteeing minimum support prices for their crops. More than 185 candidates had in fact contested elections from a single constituency in a handful of elections in the past. The Election Commission of India (ECI) had declared them to be "special elections" where it made exceptions to the original election schedule to accommodate the large number of candidates. However, in the 2019 general election, the ECI made no such exceptions, announcing instead that polling in Nizamabad would be conducted as per the original schedule and results would be declared at the same time as the rest of the country. This presented a unique and unexpected challenge for Rajat Kumar, the Telangana Chief Electoral Officer (CEO) and his team. How were they to conduct free and fair and elections within the mandated timeframe with the largest number of electronic voting machines (EVMs) ever deployed to address the will of 185 candidates in a constituency with 1.55 million voters from rural and semi-urban areas? Case A describes the electoral process followed by the world's largest democracy to guarantee free and fair elections. It concludes by posing several situational questions, the answers to which will determine whether the polls in Nizamabad are conducted successfully or not. Case B, which should be revealed after students have had a chance to deliberate on the challenges posed in Case A, describes the decisions and actions taken by Kumar and his team in preparation for the Nizamabad polls and the events that took place on election day and afterward.
Learning Objective
Learn MoreTo demonstrate how a quantitative approach to decision making can be used in the public policy domain to achieve end goals. To learn how resource allocation decisions can be made by understanding the scale of the problem, the various resource constraints, and the end goals. To discover operational innovations in the face of regulatory and technical constraints and complete the required steps. To understand the multiple steps involved in conducting elections in the Indian context.
Published: Feb 8, 2021₹399.00 -
Operations Management Nizamabad Constituency 2019 Mega Elections (A): Attempting the Improbable
During the Indian general election of 2019, the Nizamabad constituency in Telangana state found itself in an unprecedented situation with a record 185 candidates competing for one seat. Most of these candidates were local farmers who saw the election as a platform for raising awareness about local issues, particularly the perceived lack of government support for guaranteeing minimum support prices for their crops. More than 185 candidates had in fact contested elections from a single constituency in a handful of elections in the past. The Election Commission of India (ECI) had declared them to be "special elections" where it made exceptions to the original election schedule to accommodate the large number of candidates. However, in the 2019 general election, the ECI made no such exceptions, announcing instead that polling in Nizamabad would be conducted as per the original schedule and results would be declared at the same time as the rest of the country. This presented a unique and unexpected challenge for Rajat Kumar, the Telangana Chief Electoral Officer (CEO) and his team. How were they to conduct free and fair and elections within the mandated timeframe with the largest number of electronic voting machines (EVMs) ever deployed to address the will of 185 candidates in a constituency with 1.55 million voters from rural and semi-urban areas? Case A describes the electoral process followed by the world's largest democracy to guarantee free and fair elections. It concludes by posing several situational questions, the answers to which will determine whether the polls in Nizamabad are conducted successfully or not. Case B, which should be revealed after students have had a chance to deliberate on the challenges posed in Case A, describes the decisions and actions taken by Kumar and his team in preparation for the Nizamabad polls and the events that took place on election day and afterward.
Learning Objective
Learn MoreTo demonstrate how a quantitative approach to decision making can be used in the public policy domain to achieve end goals. To learn how resource allocation decisions can be made by understanding the scale of the problem, the various resource constraints, and the end goals. To discover operational innovations in the face of regulatory and technical constraints and complete the required steps. To understand the multiple steps involved in conducting elections in the Indian context.
Published: Feb 8, 2021₹399.00 -
Operations Management Tata Memorial Centre: Propagating Excellence in Clinical Operations
Evidence based medicine (EBM) requires a level of maturity in the processes, both clinical and non-clinical, which is gained typically over years through consistent deliberate efforts. It is argued that the role of clinical leadership is critical to this. In addition, challenges of implementing EBM are easiest to surmount in single location organizations but complicate considerably when there are multiple distributed locations. While EBM is gaining momentum in health care systems of more developed countries, examples of successful implementation are few in India. Indian institutions face the unique challenge of sorting through multiple bases of foreign evidence (differing guidelines in the UK and U.S.) in addition to domestic evidence covering interventions less frequently used outside of India. The Tata Memorial Centre (TMC) is a pioneer in cancer care and research in India. Over several decades, they have developed an indigenous approach to development and implementation of Evidence based medicine, which has catapulted them into leading cancer hospitals in the world. Set in March 2016, this case study describes TMC's journey thus far with particular emphasis on changes in organizational design as key enablers. TMC's next frontier is to propagate this model of clinical excellence to other cancer hospitals in India through the formation of National Cancer Grid. The key challenge confronting Dr. Rajendra Badwe, Director of TMC, is can these other hospitals accelerate their journey based on the learnings from TMC or whether they will have to customize their approach based on their own operating context. More broadly, which elements of TMC's clinical excellence model are replicable in other hospitals and what organizational changes would be required to implement them.
Learning Objective
Learn MoreTo demonstrate how a healthcare delivery organization makes organizational design changes and evaluate if it results in systematic improvement in management of its clinical processes and research capabilities of its faculty; To provide some insights on how to generate and implement evidence-based medicine in large organizations; To highlight the importance and inherent challenges of disseminating best practices across healthcare delivery organizations in the context of resource-limited settings.
Published: Jan 20, 2020₹399.00
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