Based on the cases study solve the issues 1.

CASES STUDY

The business proposal

Suddenly, looking out of the window, she noticed a young man getting out of his car, and realized it was her former classmate from her masters degree at their local university. Madina was happy to see him in such good shape, as during their last meeting he had looked exhausted and worried, but still full of confidence about his future successes. Victor had become a businessman three years earlier, and together with Victor offered to put up 20 per cent of the US$15,000 capital and take responsibility for attracting clients and promoting the business. He also offered a business directors role to his former classmate Madina, who in turn, began to wonder when the investment would be paid off, but Victor was unable to answer the question, instead stressing that success only comes to entrepreneurs passionate about the business process and who did not care too much about the return on their investment. Madina thought his approach was strange because any investment would need to be recouped; otherwise, it would feel more like a charity and not a business. She began to worry about whether her partnership with Victor would work, purely because sometimes they clashed on business and life issues. Madina recalled that while they were still studying Victor had already suggested they start a joint business.

Career entry and first steps

After Madina graduated from a bachelors programme at the regional university in 2005, her parents helped her launch an English language center (Exhibit 1). They had noticed how successful she had been as an English teacher at a local kindergarten and as a teacherer for adults. Professors in the teacher training faculty suggested she take a postgraduate course, but Madina wanted to leave Zhezkazgan and find a job in Almaty, the largest city in Kazakhstan. In Almaty, Madina easily passed the selection process and got a job at the prestigious Lingua language school where she taught employees from large national and international companies such as KazakhTelecom and the global tobacco producer Gallaher. After four months, she was invited for a selection interview at the Almaty Management University (AlmaU). After a successful series of interviews with the first vice-rector, HR manager and rector, her future immediate supervisor, the first vice-rector for science and international development, offered her a job, with the start date asap. As soon as the Lingua director heard about Madinas decision to change her job, she offered her a salary increase and overseas training on the globally recognized CELTA programme (Certificate in Language Teaching for Adults, UK). We have pinned our hopes on you because we think that youre that rare kind of person who is able to teach both children and adults and we planned to offer you the job of director of teaching methods after the CELTA course. I hope you will like it! said the director. Madina was given two days to make a decision on whether to stay with Lingua under the new conditions or take on the job as an expert in international affairs at AlmaU. She decided in favour of AlmaU due to its greater business scope and better perspectives for professional growth and development. Madina thought, At AlmaU, I can reach new peaks, not unlike the ones in the beautiful mountains here in Almaty, and set my goals even higher. My current job at Lingua is getting too easy [. . .]. Madinas decision still surprised the director who was confident that a young woman from the provinces would never reject career development at Lingua, and in anger, said, I know where youre going. Youre not the first whos moved there. I know the rector there well, and Ill phone her now to say that you are a poor performer and just an opportunist! Madina flinched as she understood that the director just wanted to make her look bad in the prospective employers eyes. Thats completely unethical behaviour. Now, after what youve just said, Im even surer I cant work for a boss who thinks its acceptable to blackmail a staff member. Im leaving and you can call the rector right now! Madina blurted, as she escaped outside. The next day, the vice-rector called Madina and announced that after the Lingua directors call the AlmaU rector would no longer be offering her a job. However, considering Madina a valuable asset, the vice-rector wanted to help her find a job with another company and promised to call her back soon. Finding herself unemployed on Christmas Eve, Madina left for Zhezkazgan to rest and deal with family issues. After two weeks, Madina began to look for a job, when suddenly the vice-rector called to say that the rector had agreed to give Madina the job after all because they could not find a more suitable candidate. After everything, Madina got the experts position in the International Development Department (Exhibit 2). Soon afterwards, she was appointed coordinating assistant for the Tempus-Tacis Project at the European Commission for Quality in Higher Education, where she was in charge of the universitys international relations, interacting with overseas partners, coordinating dual-diploma programmes and looking after overseas professors and students. This is the perfect job for me; as it offers me the right levels of responsibility, is complex enough, multi-faceted and exciting, she thought. Soon Madina began to implement projects under the rectors immediate supervision and took part in a number of critical meetings as the rectors assistant. Gradually, the rector learnt to rely on her in critical issues of international diplomacy and interaction with overseas partners. Very soon Madina realized that her bachelors degree in English would not be enough to allow her to make a success of her work at the university. She felt she needed to take a postgraduate course to enhance her knowledge. Besides, she also planned to become a part-time lecturer in the management and marketing faculty. After a quick analysis of the courses on offer, Madina chose a management major at the Kazakh Business School (KBS), and subsequently passed the entry examinations with honours, even though management had most definitely been terra incognita for her several months previously.

(a) Recommendation of solutions Proposed possible solutions or strategies for dealing with the key issues identified in the selected case study. The proposed solution should be in line with the key issues and appropriately justified with relevant concepts and theories. The expected results from the proposed solutions should be discussed in detail.

Issue 1: Suggest two ways to improve Madinas life (one for personal and another one for her professional life). Explain how she can ensure the success of your proposed solutions. (10 marks)