Online from: 2011
Information: About this Collection
|Title:||Leading change: story of Mumbai Rail Vikas Corporation|
|Author(s):||Mani Madala (Professor and Group Coordinator, National Institute of Industrial Engineering (NITIE), Mumbai, India), Sumi Jha (Assistant Professor, National Institute of Industrial Engineering (NITIE), Mumbai, India), Som Sekhar Bhattacharyya (Assistant Professor, National Institute of Industrial Engineering (NITIE), Mumbai, India)|
|Citation:||Mani Madala, Sumi Jha, Som Sekhar Bhattacharyya, "Leading change: story of Mumbai Rail Vikas Corporation", Emerald Emerging Markets Case Studies Collection, (2011)|
|Keywords:||Change management, Coordination with external stakeholders, Leadership|
|Article type:||Research paper|
|DOI:||10.1108/20450621111149814 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision making. The author/s may have disguised names; financial and other recognizable information to protect confidentiality.|
Title – Leading change: story of Mumbai Rail Vikas Corporation.
Subject area – Organizational behavior, leadership, strategic management.
Study level/applicability – This case can be used at Master's level management students as well as for executive education programmes. The case can be used to teach courses like organizational behavior, leadership and strategic management.
Case overview – Mumbai Rail Vikas Corporation (MRVC) had been established with a purpose of catering the rail transportation requirement of Mumbai, the economic capital of India. After its establishment in the year 1999, commuters were hopeful but very less development and improvement was reported for six years. Mr P.C. Sehgal took over as Managing Director of MRVC in the year 2005. The primary task of Mr P.C. Sehgal was to implement the rail development plan proposed by Mumbai Urban Transport Project within the deadlines. Implementation of the given plan had various challenges and required high degree of coordination with different stakeholders (like Government of Maharashtra, Central Railway, Western Railway, etc.). It also required taking important decisions to move work fast and dealing with media and public pressure.
Expected learning outcomes – The case would instigate students to delve on the aspects of leadership and how the leader brings about change. The students would also get to know the challenges a leader face when he takes charge of an underperforming but critically important organization. Further the students are also exposed to the context of organizational management where the organization is trapped in a web of relations with conflicting stakeholders.
Supplementary materials – Teaching note.
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