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Product cover image for Luthra Engineering Industries: Dealing with a Crisis

Luthra Engineering Industries: Dealing with a Crisis

Rohit Luthra, Malay Patra, Abhishek Totawar

Product #:W34970
Supplier:Ivey
Discipline:Human Resource Management, Organizational Behaviour/Leadership
Setting:India, 2020
Details:Case (PDF) • 11 pages • 2024-01-25

Subjects:

Crisis managementLeadershipBusiness managementLeadership and managing peopleFamily businessesEquity financingBusiness structuresFinancingOrganizational cultureOrganizational behavior

Industries:

Fabrication and manufacturing

Geography:

AsiaIndia
Your Price:$9.71

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Luthra Engineering Industries (LEI), a small-scale, family-run manufacturing business, based in a small Indian city, is going through a crisis. Due to COVID-19 lockdowns, LEI had been shut for two months but has received the government’s permission to re-open, albeit, if it complies with certain conditions. LEI can invite only 30 per cent of its employees back to the office amidst proper safety, leading to challenges of maintaining equity due to salary dilemmas and implementing various safety protocols. However, LEI’s management are not only dealing with a pandemic looming large along but also macroeconomic uncertainty, business continuity, financial crunch, and employee motivation, equity, and safety. LEI’s leaders need to make sense of this multi-pronged crisis.

Learning Objectives

By working through the case and assignment questions, students will have the opportunity to do the following:
  • Analyze the compensation problem and comprehend the notion of equity.
  • Understand the factors that influence employees’ job satisfaction (and dissatisfaction) in an organization.
  • Assess why employees would resist change and how an organization can overcome it.
  • Understand the importance of set principles (i.e., the credo, and its role in shaping organizational culture).
  • Understand how a business can deal with a crisis like a pandemic, manage business continuity, emerge stronger, and prepare for the next crisis.
  • Assess a leader’s “sensemaking” efforts to figure out which state the organization is currently in and how to move out of that disorderly state.
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Case Study: Luthra Engineering Industries: Dealing with a Crisis (English version) | Ivey Publishing