Asian Journal of Management Cases, Ahead of Print.
This case study is about the organization Chief Ministers Initiative on Primary Health Care (CMIPHC). The organization was created as a collaboration between the Government of Punjab province in Pakistan and a local nonprofit organization named Punjab Rural Support Program (PRSP).CMIPHC was given control of Basic Health Units (BHU) in 12 out of 36 districts of Punjab. However, the provincial health department retained the infrastructure in other aspects of public health. Despite signs of success, CMIPHC had come under criticism from the provincial health department officials and the local government administration throughout its operation.In 2014, the conflict had reached a point where the provincial government had started considering the closure of CMIPHC and returning BHUs to the provincial health department. The final decision was to be taken after a third-party evaluation. While the CMIPHC leadership was confident that a third-party evaluation would favour the collaboration, they were still concerned about the financial and functional stability of their organization. This was because the leadership felt that some officials from the local health department were resentful of the fact that PRSP was treading on their turf.This instruction manual uses a resource dependency framework to analyse the facts presented by the case and aims to help the students better understand the opportunities and threats posed by collaborative approaches to public service delivery.
Author Archives: Mohsin Bashir
Khalid Mirza at SECP
Asian Journal of Management Cases, Ahead of Print.
The case documents some of the challenges faced by the Securities and Exchange Commission of Pakistan (SECP) between the year 2000 and 2003 and recounts how one leader assumed the role of a change agent in a new organization environment. The case examines the tenure of Khalid Mirza at SECP, and his approach to the emergent challenges, which ultimately left him wondering if his sources of power would continue to stay relevant should he serve another term. In December 1997, the Parliament legislated the SECP Act, 1997 (the Act). It pertained to the constitution and the structure of the Commission and the basis on which the capital market was to be regulated. However, a Parliament Act could not do much on its own. Khalid Mirza, a trained professional but with little background of Pakistan’s public sector, was brought in to implement the reforms. It may be noted that the approaches discussed are not a prescription, and the data presented are not suitable for a discussion on whether SECP became a successful organization. The case focus is primarily on navigating new organizational environments effectively to acquire and maintain power and on offering insights on power tactics as well as overcoming resistance to change.
The case documents some of the challenges faced by the Securities and Exchange Commission of Pakistan (SECP) between the year 2000 and 2003 and recounts how one leader assumed the role of a change agent in a new organization environment. The case examines the tenure of Khalid Mirza at SECP, and his approach to the emergent challenges, which ultimately left him wondering if his sources of power would continue to stay relevant should he serve another term. In December 1997, the Parliament legislated the SECP Act, 1997 (the Act). It pertained to the constitution and the structure of the Commission and the basis on which the capital market was to be regulated. However, a Parliament Act could not do much on its own. Khalid Mirza, a trained professional but with little background of Pakistan’s public sector, was brought in to implement the reforms. It may be noted that the approaches discussed are not a prescription, and the data presented are not suitable for a discussion on whether SECP became a successful organization. The case focus is primarily on navigating new organizational environments effectively to acquire and maintain power and on offering insights on power tactics as well as overcoming resistance to change.