Foundation laid in 1973, with the objective of “inclusion, integration and the normalization,” Monnikenheide had initiated a series of advanced strategies to enhance the quality of life of people with mental impairments.
Monnikenheide Case Study Solution
It had introduced some of its own practices to local partners in India, China and Indonesia and had the most sought after facilities in Belgium for families with special needs children and other relatives. At the age of 69, the co-founder decided to make her third son to be the director of the board, and of Monnikenheide felt the requirement to plan for the transition for Monnikenheide. Her son as well as the board were confronted with just how to evaluate the alternatives for the transition.
Should it continue as an unaffiliated organization or join a bigger group with adequate organizational abilities? How should Monnikenheide go about fulfilling its financial objectives? Should Monnikenheide play a larger role globally and, if so, how? Author Mei Qi is affiliated with NUS Business School.
PUBLICATION DATE: February 24, 2014 PRODUCT #: W13621-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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