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Jacques Faul and Cricket South Africa

Michael Goldman; Karl Hofmeyr; Jennifer Lindsey-Renton

Product #:9B15C035
Supplier:Ivey/GIBS
Discipline:International Business, Organizational Behaviour/Leadership
Setting:South Africa, 2012
Details:Case (PDF) • 8 pages • 2015-11-05

Subjects:

LeadershipLeadership and managing peopleTurnaroundsBusiness managementOrganizational cultureInternational businessOrganizational behavior

Industries:

Media, entertainment, and professional sports

Geography:

South AfricaAfrica
Your Price:$9.71

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Following the board’s suspension of the chief executive officer (CEO) due to a corruption scandal, Cricket South Africa (CSA) appointed an acting CEO in March 2012. After successfully restoring the organization’s damaged reputation, re-establishing the confidence of existing sponsors and attracting new corporate partners within his first four months, the acting CEO submitted his letter of resignation. In it, he cited hostility from some members of the board and a lack of confidence in his judgment. However, after his resignation he was encouraged to reconsider his decision. Should he withdraw his resignation and continue the important turnaround task? If so, could he manage the challenges facing him and CSA in a different way? If not, what would the implications be for him, the management of cricket in South Africa and the multiple stakeholders, including sponsors?

Learning Objectives

This case is appropriate for an undergraduate or graduate program in general management, and provides students with an opportunity to examine the turnaround of a national sport organization. The teaching objectives include the following:
  • The management of diverse stakeholder interests.
  • The management of organizational change and application of a change management process.
  • The characteristics of a manager versus a leader.
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Case Study: Jacques Faul and Cricket South Africa (English version) | Ivey Publishing