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Compact case
Case
-
Reference no. IMD-4-0294-ES
Spanish language
Authors: Maury Peiperl
Published by: Institute for Management Development (IMD)
Originally published in: 2009
Version: 16.02.2009

Abstract

This is a Spanish translation of the case ''IMD-4-0294''. This is the second of a two-case series (IMD-4-0293 and IMD-4-0294). Confounding all expectations, Tina Orton returns to L-Bank several months after her breakdown / burnout. Her former colleague Kerstin Berger is now her boss. Berger, Orton and the entire L-Bank IT organisation have to learn to deal with the complex and potentially embarrassing situations associated with burnout and re-integration, and more importantly, to try to head off other such situations in the future. By the end of the case, with support from Berger, Orton has become a highly-valued project manager and a mentor to others. She particularly dedicates herself to improving the company''s recruitment and induction processes. The learning objectives are: (1) to see that people in even the most difficult situations can recover and grow; (2) to illustrate that any HR (human resources) process is only as good as the people that implement it; and (3) to test assumptions about what it means to be successful, to burn out, to be resilient, and to learn.
Size:
Large
Other setting(s):
2006

About

Abstract

This is a Spanish translation of the case ''IMD-4-0294''. This is the second of a two-case series (IMD-4-0293 and IMD-4-0294). Confounding all expectations, Tina Orton returns to L-Bank several months after her breakdown / burnout. Her former colleague Kerstin Berger is now her boss. Berger, Orton and the entire L-Bank IT organisation have to learn to deal with the complex and potentially embarrassing situations associated with burnout and re-integration, and more importantly, to try to head off other such situations in the future. By the end of the case, with support from Berger, Orton has become a highly-valued project manager and a mentor to others. She particularly dedicates herself to improving the company''s recruitment and induction processes. The learning objectives are: (1) to see that people in even the most difficult situations can recover and grow; (2) to illustrate that any HR (human resources) process is only as good as the people that implement it; and (3) to test assumptions about what it means to be successful, to burn out, to be resilient, and to learn.

Settings

Size:
Large
Other setting(s):
2006

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