...Guidelines for Case Study Analysis The following guideline serves as a basic outline and content description for a case analysis: * The Introduction: Provides a summary with background, historical, and current information that sets the framework for the problem being analyzed. The author/student needs to define his/her perspective, i.e. department head, officer, consultant, etc. This section should be succinct and avoid extraneous details. * The Problem: Identifies one major problem, as many corporations are rife with problems. The student must discern the difference between symptoms and problems. Some problems are complex with multiple facets; some problems only seem complex because of the multitude of symptoms. The student needs to differentiate. Students must relate the identified problem to concepts from the course. Additional problems may be identified, but should be noted as not being addressed in the case analysis. It is important to separate the immediate problems from their more basic sources. For example, the immediate problem may be a high rate of absenteeism, while the more fundamental issue may be a poor motivational climate. How you define a problem determines how you go about solving it. A short-term solution for absenteeism is likely to be different from solutions which attempt to deal with motivational climate. Be sure to identify both the symptom and, more importantly, its underlying cause. The problem identification should be supported...
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...for your paper, complete with references. The purpose of the outline is to help you organize your content, which also results in increased clarity, improved logic, and better structure of the paper. There may be adjustments from this document to your final paper, but at this stage the paper should not require major revisions. Final Paper: Use a case study format for the structure of your paper. Identify and analyze issues using course concepts, and propose recommendations for the organization you are focusing on. Use of course concepts 1. Use a minimum of 8 concepts for the paper. Include a list of the concepts you used at the beginning of the paper. 2. Briefly define each concept you use within the text (a paragraph or two). 3. For each concept, write a diagnosis at one level (e.g., the person level). For example, you might write “The employee misses work frequently due to stress from conflict with her supervisor.” Note, stress and conflict would require definitions.) 4. For each concept, write a solution or solutions. Identify the level(s) you addressed in Step 2. For example, you might solve the absenteeism problem by mediating the conflict, offering stress management, or by transferring (if warranted) the employee to a different supervisor. Or, you could change a policy (e.g., give extra breaks for stressful jobs), which is...
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...Objectives: ➢ Students will learn key Human Resource practices as recruitment, selection, training, compensation, performance appraisals and laws that constrain these practices. ➢ Students will come to understand how these practices can be successfully developed and implemented in the context of today’s environment. ➢ Students will develop an understanding of HR importance to an organization and learn about the manager’s role in the HR process Course Requirements: 1. Please come to class prepared to discuss the chapter readings and present a thorough written brief on the assigned cases. Each case must be at least 1 full page in length (12“font). Case studies must be submitted at the beginning of each class. E-mail copies will not be accepted. These cases will be checked for content, grammar, use of examples and must answer the questions associated with each case. Strong emphasis in grading will be placed on individuality and originality. Questions concerning these papers may be presented to the instructor at any time. 2. Final Exam: Students are expected to choose a topic from the fourteen (14) that are listed in the syllabus. Each paper should be at least 10 pages in length and should follow the APA Style of writing (please see the attached examples). To avoid plagiarism, all papers should include in-text citations as well as a reference page. There are no limits to the number of citations used. Students must prepare a PowerPoint for the final presentation...
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...Potential involves two basic elements--one is having leaders or managers who have a desire and the skills to bring the most and the best out of their teams. The other element is having a team that has the desire to grow and the willingness to experience the rights of passage involved in that growth. Research show that there is a lot of humility that is required for personal and professional growth. As a result, leaders who are going to facilitate this growth must work the triangle of pushing their team mentally, helping their team grow the competencies necessary for growth, hold them accountable for their progress, and be there to support them when they run into inevitable challenges. Analysis The Case that I reviewed in the text was true to myself. This case involved a new hired female worker into an oil company that was not that diverse at all. The newly hired employee was looking forward to a meeting that she was having with one of the top female managers in the organization. Upon meeting with the manager she was given some...
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...Publishing, June 12, 2008, by Skinner and Beckham. This case study was of a tire manufacturing plant in Lima, Ohio and the study focused on the negative working conditions that existed for the line foremen and the consequent high turnover problem. Some of the Problems and Symptoms: Foremen were pulled in conflicting directions by hourly staff, management and union. They did not get respect from any of the three constituencies. Foremen had too many responsibilities yet not enough authority to effectively deal with them. They needed to do lots of juggling with daily personnel, resource and administrative issues. They felt unsupported by upper management and felt that felt their locus of control was external (which in large part it was). They had little disciplinary power and had to go through the union and often had no explanation of the union’s actions with regard to deciding to discipline or not. Lack of training. Foremen were thrust into a sink or swim situation with little guidance and little preparation. Most did not have college degrees and without training or educational background many probably lacked the skills necessary to navigate the job. The system all but set them up for failure. Emotions and attitudes are contagious. The symptom, dissatisfaction, of the foremen spread to other employees exacerbating and exponentially growing problems that manifested. Long shifts (12 hours) contributed to absenteeism. This move saved immediate money for the company but cost...
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...FAKULTI PERAKAUNAN UNIVERSITI TEKNOLOGI MARA 40450, SHAH ALAM LESSON PLAN Semester: September 2013 – January 2014 PROGRAM NAME : Bachelor In Accountancy PROGRAM CODE : AC220 COURSE NAME : Integrated Case Study COURSE CODE : MAF 680 LECTURE : 2 hrs/ wk TUTORIAL : 1 hrs /wk LECTURER : PM Dr Mohd Ismail Ramli 0355442874/ 0192188156/01116727408 Email: ismailmr@salam.uitm.edu.my PLAN STRUCTURE |WEEK |TOPIC |LECTURE/TUTORIAL COVERAGE |TOPIC OUTCOME (TO) |LEARNING MODEL | | 1 week |INTRO |Ice breaking. |Ability to: |Sharing of materials and| | | |Overview of OBE. |Understand the significance important of |information | | | |Overview of the course via lesson plan |adopting OBE for the course. | | | | |and syllabus contents. |Recognize FACT program educational | | | | | |objectives (PEOs). | | | | | ...
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...Case Study of “The Forgotten Group Member” In this case the most of the team appears to be in the “Norming” stage of development. The text (Organizational Behavior 11th ed. Pp167) describes this stage as the “point at which the members really start to come together as a coordinated unit”. Assignments and roles within the group have been defined, and most of the members have made progress on their given assignments. However the major issues in the group’s development that needed to be addressed in the “Storming” stage went unaddressed. During this stage the team may be separated by the forming of cliques, high emotions, and competition for status position within the group. In this case a clique, or at least a perception by Mike of a clique, has formed. This has left Mike feeling excluded and unimportant to the group. If Christine had a better understanding of group development she would have known that during this stage emotions run high, and group members can quickly loose desire to work with the group if it is not properly managed. The primary problem within the group is fairly obvious, Mike’s perception of exclusion from the group. During this stage Mike’s desire to perform was drastically swayed by his perception of exclusion. When he feels that the team is meeting without him, it leaves him with a feeling that his role within the group is unimportant. This in turn affects Mike’s performance in a very negative manor. If Christine had noticed this, at this...
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...15 – Conflict and Negotiation Conflict can be defined as a process that begins when one party perceives that another party has negatively affected or is about to negatively affect, something that the first party cares about. Chapter 15 of our textbook, Organizational Behavior, discusses the concept of conflict in great deal, as well as identifies the process of negotiation as means to resolve conflict. Many of the topics covered in the chapter have a direct implication to the case study, Reputation in Jeopardy, and can be used to both analyze and provide insight into the possible future behavior of the characters in the study. The case can be broken down into three main questions: 1. What are the main conflicts between the characters? 2. How do the concepts of conflict relate to this case? 3. What course of action should the characters take to resolve their conflicts? The intention of this paper is to answer these questions. What are the main conflicts between the characters? In this case the main conflict occurs between the main character Amber Borden, and her co-worker Lydia Ulmass, but another conflict is also seen between Amber and her boss Sarah Davis. To describe these conflicts a brief summary of the events leading towards the conflict is necessary. Amber is a special events planner for Home Savings of America. The company is about to be taken over by Washington Mutual, so Lydia asks Amber’s department if she can borrow some old videotapes to make a final...
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...Case Study Method in Management Management education is mainly aimed at developing managerial skills in students. Amongst the various methods adopted in teaching management and management functions, the case study method developed in 1910 in U.S.A. and is now being propagated during the last decade or so, providing opportunities to both the teacher and the taught to promote managerial I understanding and competence, since it helps in contemplation and discussion of an actual situation. It is a wrong notion that the case studies are confined to management students. Cases may pertain lo any discipline, where skills for solving complex unstructured problems or preparing plans are required. The origin of case study methods itself can be traced to Harward Lawyers. Cases may describe problems facing individuals, groups, institutions or even Nations. Through a case study one learns a broad range of skills and has many alternatives. Case studies encourage the practice and attainment of analytical and communicative skills. Case studies allow a different kind of learning. It is close to the learn by doing' approach. Cases are intended to stimulate the reality of the manager's job. The material in the case provides data for analysis and decision-making. Cases require the student to make decisions about the situations presented and to defend those decisions. In real decision-making the student will have lo persuade superiors that his analysis and solutions are the best and hence the...
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...CASE STUDY - I PRATHAMESH STEEL (PVT.) LTD. Prathamesh Steel (Pvt.) Ltd. founded 15 years before by Mr. A.M. Bapat was having booming time. At that time, Mr. Bapat, worked both in the office and in the factory and knew his men and they knew him. Production standard were always maintained and labour turnover was practically non-existing. As the business mushroomed, the number of employees has progressively increased. Thus, Mr. Bapat's greetings and conversation with his workers became less frequent. In fact, he had so many things to do, that he could no longer supervise the factory. Thus, he hired another man, Mr. Godse as a plant supervisor. As this time though the number of workers increased to about 500, labour turnover and absenteeism increased along with the labour cases. The only thing that decreased was productivity. In order to meet the situations, Mr. Bapat granted substantial increase in wages which were already high and made some arrangements for increment earnings based on merit rating on seniority. Yet labour turnover and absenteeism continue at a high rate. On investigation, it was found that the new plant supervisor lacked the patience and understanding which is necessary for dealing with the employees. When something was found wrong, he was scolding the employees but no attempt was made to find the case of faulty work. Meanwhile, labour unrest developed. The ,Worker began to complain about working on Saturdays and not having either time or facilities change...
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...1108/09653560010335112 Downloaded on: 09 December 2015, At: 11:19 (PT) References: this document contains references to 15 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1307 times since 2006* Downloaded by Arab Open University Kuwait At 11:19 09 December 2015 (PT) Users who downloaded this article also downloaded: Henry C. Wilson, (2000),"Emergency response preparedness: small group training. Part I – training and learning styles", Disaster Prevention and Management: An International Journal, Vol. 9 Iss 2 pp. 105-116 Piyali Ghosh, Rachita Satyawadi, Jagdamba Prasad Joshi, Rashmi Ranjan, Priya Singh, (2012),"Towards more effective training programmes: a study of trainer attributes", Industrial and Commercial Training, Vol. 44 Iss 4 pp. 194-202 http:// dx.doi.org/10.1108/00197851211231469 Charles W. Read, Brian H. Kleiner, (1996),"Which training methods are effective?", Management Development Review, Vol. 9 Iss 2 pp. 24-29 http://dx.doi.org/10.1108/09622519610111781 Access to this document was granted through an Emerald subscription provided by emerald-srm:563365 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for...
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...Journal ofEngineering and Technology Management, 10 (1993) 229-264 229 Elsevier Impacts of programmable manufacturing technology: A review of recent studies and contingency formulation Jeffrey K. Liker”, Ann Majchrzakb and Thomas Choi” “Industrial and Operations Engineering, University of Michigan, Ann Arbor, MI 48109, USA bZnstitute for Safety and Systems Management and Industrial and Systems Engineering, University of Southern California, Los Angeles, CA 90089, USA Abstract This paper reviews the literature on the social impacts of programmable manufacturing technology (PMT). Several perspectives on the social impact of technology are identified ranging from simple additive models that view technology as having a set of individual and independent causal impacts to a contingency perspective which views the impact of technology as dependent on technical and organizational characteristics. The paper statistically summarizes 30 empirical studies within the 1986-1990 period and finds common trends in findings as well as contradictory evidence. The common trends are that PMT tends to lead to more organic organizations, but also meets with negative employee attitudes, stress, and perceptions of reduced job security and mobility. The contradictory evidence is that most studies report simple, additive effects, while a substantial portion find that the impacts depend on a wide range of contingency variables. The authors argue that simplistic views of PMT as being...
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...SYSTEMS PART TWO: CASE EVIDENCE 3.3 SYSTEM TYPES - CASE STUDY FINDINGS 3.4 SUMMARY 4. ASSESSING HEALTH AND SAFETY MANAGEMENT SYSTEM EFFECTIVENESS PART ONE: LITERATURE AND FRAMEWORK FOR ASSESSMENT 4.1 INTRODUCTION 4.2 LITERATURE ON EFFECTIVENESS OF HEALTH AND SAFETY MANAGEMENT SYSTEMS PART TWO: CASE EVIDENCE 4.3 THE TWENTY CASES: CONTENT AND LEVEL OF DEVELOPMENT OF HEALTH AND SAFETY MANAGEMENT SYSTEMS 4.4 THE TWENTY CASES: OUTCOME DATA 4.5 SUMMARY 5. FACTORS SHAPING PERFORMANCE AND THE ROLE OF SYSTEM TYPE 5.1 INTRODUCTION 5.2 BASICS AND EXTRAS 5.3 SYSTEM-RELATED CHARACTERISTICS 5.4 THE ROLES OF THE KEY WORKPLACE PLAYERS 5.5 THE LINKAGES BETWEEN HEALTH AND SAFETY PERFORMANCE AND SYSTEM TYPE 5.6 SUMMARY 6. CONCLUSIONS REFERENCES APPENDIX ONE: CASE STUDY PROTOCOL APPENDIX TWO: ASSESSMENT CRITERIA APPENDIX THREE: CASE SUMMARIES AND SYSTEM TYPES Executive Summary This report examines planned approaches to health and safety management in the workplace. It is the result of a two-year study of enterprise-level health and safety management systems, funded by Worksafe Australia, and conducted from late 1994 to late 1996. The need for research on health and safety management systems arises from the intensive promotion of and apparent increasing interest at enterprise level in health and safety management systems. The need is underlined by limited research on the efficacy of health and safety management systems and alternative systems. In this study, a health and safety...
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...Paper: Bachelor Thesis in Business Administration. Department: School of Sustainable Development of society and Technology. School: Mälardalen University, Västerås. Period: VT-2008. Tutor: Leif Sanner. Date: June 5, 2008 The impact of employee empowerment on service quality and customer satisfaction in service organizations (A Case study of Länsförsäkringar Bank AB) Silvia C. Peters: 1982-05-15. Elham Mazdarani: 1976-12-11. GROUP: 1924 ABSTRACT COURSE: Bachelor Thesis in Business Administration, 15ECTS AUTHOURS: Peters Silvia Chigozirim. Flugsnappargatan 6, 3tr. 72472, Västerås. 0737225113. SUPERVISOR: LEIF SANNER TOPIC: The impact of employee empowerment on service quality and customer satisfaction: a case study of Länsförsäkringar AB. BACKGROUND: Considering the nature of service delivery and particularly intangible-dominant services, employee empowerment becomes a very important issue to organizations producing services. In that, the customers and the employees are, engaged simultaneously in the production of the service. This inseparability is what is considered by the organization in choosing how best to serve its customers, either by the traditional method or through the empowerment approach. The inability of the management to control the service encounter makes the employees responsible for the quality of service delivered to the customers. In order for the management to trust that the employees are successful in dealing with their customers, the management has...
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...Calendar Overall for Case-Study Presentation & Mid-Term Exam – MGT 4760 (Strategic Management) Sem 1, 2012/2013 Sec 8 (M-W) No. | Week | Topics | Class Day | Date | Schedule | Details | | 1 | Chapter 1: The Nature of Strategic Management | 1- Mon 2- Wed | 10/912/9 | | | | 2 | Chapter 2: The Business Vision and Mission | 3- Mon 4- Wed | 17/919/9 | | | | 3 | Chapter 3: The External Assessment | 5- Mon 6- Wed | 24/926/9 | | | | 4 | Chapter 4: The Internal Assessment | 7- Mon 8- Wed | 1/103/10 | Quiz 1 (Chapter 1.2.3) | | | 5 | Chapter 4: The Internal Assessment | 9- Mon 10- Wed | 8/1010/10 | | | | 6 | Chapter 5: Strategies in Action | 11- Mon 12- Wed | 15/1017/10 | | | | | BREAK(22/10 – 28/10) | 13- Mon 14- Wed | 22/1024/10 | | | | 7 | Chapter 5: Strategies in Action | 15- Mon 16- Wed | 29/1031/10 | Case Presentation Session 1Case Presentation Session 2 | Group 1:L: Lia Hilaliah (Case Study 3)Group 2:L: Mas Syairah bte Mohamad (Case Study 5) | | 8 | Chapter 6: Strategy Analysis and Choice | 17- Mon 18- Wed | 5/117/11 | | (Mid-Term Exam 7/11 Wednesday)Seminar Room 1.1 | | 9 | Chapter 6: Strategy Analysis and Choice | 19- Mon 20- Wed | 12/1114/11 | Case Presentation Session 3Case Presentation Session 4 | Group 3:L: Mohamed Sheikh (Case Study 9) Group 4:L: Izzati Nor binti Salleh (Case Study 14) | | 10 | Chapter 7: Implementing Strategies: Management and Operations...
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