...Assignment 1 (Case Analysis) Before beginning Assignment 1, be sure to read the Hints for Preparing Assignments page. A link to this page is also located in the Evaluation block on the course homepage. Due: After you have completed Lesson 8 Weighting: 15% of the final grade Assignment 1 Instructions Your first assignment is an analysis of the AtlanticRider.com case. A link to a PDF of this case is provided on the Assignment 1 page. Once you have read and analyzed the material, answer the Assignment Questions that follow these instructions. Do not answer the questions at the end of the case. Answer the questions fully and provide support for your answers by making reference to information from the case or in the textbook. An approximate length guideline for this assignment is 4 to 5 double-spaced pages, with 1-inch margins and a 12-point font. Your assignment must not exceed 6 double-spaced pages. If it does, your assignment may be returned to you unmarked. If you are not sure how to analyze the case and edit your answers down to the maximum length, please contact the Student Support Centre for assistance. Assignment Questions (total marks 30) 1. What is the nature of the market segment(s) served by AtlanticRider.com? To which VALS group(s) would the typical AtlanticRider.com member fit? Based on the services offered on its site, how well does AtlanticRider.com serve its market segment(s)? (10 marks) 2. Management is considering...
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...Case Analysis This packet details the steps necessary to produce a case analysis that may be required for work in business and technology courses. This packet is not intended to replace instructor guidelines and should not be used in that manner. The packet’s intended use is as a supplement to classroom instruction on assembling a case analysis. Therefore, it contains only general information that must be tailored to fit specific guidelines as required by your discipline and by your instructor. This packet is subdivided into five sections: I. General Information States what a case is and what purposes it serves. II. Process Gives step-by-step instructions on how to get started on your case analysis. III. Format Provides a description of the most common format used in case analysis. IV. Checklist Allows appraisal of your completed case analysis to assure that it follows all necessary guidelines. V. Resources Lists helpful resources used to compile this packet provided so that you may obtain further information. General Information Definition: A case analysis is used to achieve a business goal. It is a hypothetical, yet realistic, business situation that is developed to give the student a sense of the types of business situations a manager or business owner may encounter on a daily basis; a case analysis prompt usually includes information on the business’s employees, goals and values. The situation requires a decision to be made and a solution to be proposed...
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...Calendar____________ L. Lopez 2016 (amendments always possible) *This is an organic class calendar, meaning (a) amendments are possible, and (b) at the end of the term, you will send a copy back to me with some additions.** Listen carefully for instructions our first week of class and look for >>> to know where to add additional resources from the NYT or PBS Newshour. **The reason for asking you to find/add more articles some weeks is for you to see how much there is to inform you ahead, past graduation, when you need to continue to keep learning going yourself. By then, you should bring new perspectives to the articles and changing ideas/ways of doing nearly everything. ***When NYT responses are due on a day when a case analysis is due, send ONE email with both NYT responses and case analysis included with abbreviated case name in the subject line (e.g., Google 2:30). If you are emailing with a question or about an absence, put QUESTION or ABSENCE in the subject line. Always put the start time of your section in the subject line and always send using your Baruch email account to Linda.Lopez@baruch.cuny.edu (NOT baruchmail). When responding to case questions (cases and questions found at the end of textbook chapters), recall these are analyses, not responses of one or two lines. ****Attendance is required for all panel presentations as well as for any class featuring a guest speaker. If you must leave class early, sign out on the back...
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...Guidelines for Addressing Case Topics FRAMEWORK FOR ANALYSIS SITUATION ANALYSIS The Situation Analysis involves analyzing a number of internal and external factors. Important internal factors to analyze include the organizational structure, the resources at hand, and the personalities involved in the decision- making. Externally, you should analyze the organization's positioning relative to the competition, the size and characteristics of various target audiences, consumer attitudes toward the product or service, the nature of the purchase/consumption function, the salient attributes of the product or service, and the threats versus opportunities posed by the various elements of the environments (i.e., social, political, legal, technological, and economic). Secondary sources should be used for this section of your paper. Assumptions based on logic may be appropriate, if stated as such. Remember, an advertising manager will never have ALL the information he or she would like in order to make a decision. A. External Environment 1. Relevant economic, social, political, legal, technological trends 2. Nature and extent of demand a. demand elasticity b. size of the market 3. Industry structure a. entry/exit barriers b. competition 1) nature of competition 2) profile of competitors (background, resources, etc.) ...
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...QUALITATIVE METHOD OF CASE ANALYSIS EOPT THEORY INTRODUCTION Qualitative Case Analysis, as distinct from the Quantitative method, deals with organizational issues that impede or prevent companies from being effectively organized. Qualitative Case Analysis is typically used in Organizational Behaviour, Human Resource Management, Organizational Change, Industrial Relations or any venue that is significantly impacted by human interaction. This type of analysis identifies inconsistencies, incongruities and conflicts that are sub-optimal and allows the analyst to prescribe solutions that address both the acute problems facing the organization (the individual events or actions observed) and the chronic, underlying conditions that promote these sub-optimal conditions. 1. OVERVIEW The Overview is a 5 – 7 sentence paragraph that establishes the context in which any analysis or decision must be made for the case in question. This section of the report indicates to the reader that the analyst (You) understands the circumstances of the organization’s dilemma. The writer must identify the key people involved, most critical event or events the have happened and the situation that has resulted. Finally, the writer must detail the apparent decisions that must be made. Note: This is not an Introduction and absolutely no conclusions are drawn at this point. The writer is merely explaining what she perceives is the present situation. This is extremely important as the writer...
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...ARCTIC MINING CONSULTANTS Case Synopsis Arctic Mining Consultants is a mining company that deals with mineral exploration. In this case study, the project given is staking 15 claims in Eagle Lake, Alaska. The project Manager was Tom Parker, who has a wide experience and specialized knowledge in all nontechnical aspects of mineral exploration. He is a geological field technician and field coordinator for Arctic Mining Consultants. He assigned his previous field assistants John Talbot, Greg Boyce and Brian Millar to help him complete the project. The job required them to stake at least 7 lengths each day in order to be completed on time. However, the whole team has became very tense and agitated, especially Tom Parker, as the deadline was just around the corner and there’s still many to be finished within the limited time. The problem became worse with the way Tom managed and treated his team. The only motivation to the team was the $300 bonuses promised by the company when the job is done on time, otherwise, they might wished to give up already. This happened because working as a field assistant and in long-working hours only giving them low wages, which is considered unreasonable compared to what they have to do. During the eight hard days, everything had actually proved the strengths and weaknesses of each of the team members, including Tom. Case analysis symptoms 1) What symptom(s) exist in this case to suggest that something has gone wrong? The symptom(s) to suggest...
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...Case Analysis Guide The Six Steps for Preparing a Case Analysis with excerpts from: “Teaching and the Case Method”, Barnes, Christiansen, Hansen; Harvard Business School Publishing. Professor Edward G. Wertheim, College of Business Administration, Northeastern University Why study using the case method? Stated simply, to teach you, the student, how to think. “The sole direct path to enduring improvements in the methods of instruction and learning consists in centering upon the conditions which exact, promote, and test thinking. Thinking IS the method of intelligent learning, of learning that employs and rewards mind. We speak, legitimately enough, about the method of thinking, but the important thing to bear in mind is that thinking IS method, the method of intelligent experience in the course which it takes”. * *From “Teaching and the Case Method”, Barnes, Christiansen, Hansen; Harvard Business School Publishing. Your Responsibilities: Participation in a case method class is futile without careful preparation. It is similarly futile to attempt to learn simply by listening to your classmates’ opinions of the “right answer”. Learning in a case method course is based on active participation in the generation of alternative solutions and creation of actionable strategies. The case itself is merely the conduit for discussion. Most students are disconcerted by the seemingly vast and disjointed information presented. Even though the prospect of a...
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...Management s374: General Management & Strategy The University of Texas at Austin - Summer 2015 Dennis S. Passovoy (Professor) (512) 471-2195 GSB 5.124G (in McCombs) via Canvas INBOX Davit Davtyan (TA) Phone: Office: E-Mail: Office Hours: M T W TH 1:00 – 1:45pm, or by appointment M T W TH 9:00 – 9:45am, or by appointment Class: #72305 (July 13 – August 14) M T W TH 2:00 – 3:45pm CBA 4.328 CBA 4.304A (in McCombs) via Canvas INBOX Prerequisites • • • • • • Upper-division standing Seventy-five semester hours of coursework, including: Management 336 or 336H Credit or registration for Finance 357 or 357H, and Marketing 337 or 337H And credit or registration for one of the following: Accounting 353J, 366P, Business Administration 353H, Finance 353, 366P, Management 353, 366P, Management Information Systems 353, 366P, Marketing 353, 366P, Operations Management 353, or 366P. May be counted toward the writing flag requirement. May be counted toward the independent inquiry flag requirement. Course Description This course is restricted to students in a McCombs School of Business major. It is designed to enable students to analyze business situations from the point of view of the practicing general manager. Addresses key tasks involved in general management, including strategic decisions that ensure the longterm health of the entire firm or a major division. Writing Flag This course carries the Writing Flag as well as the Independent...
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...credit/no credit basis or for a letter grade. Students must petition the MCBE if they wish to take the course for a letter grade within the first two weeks of the course. Your selection cannot be changed, so choose wisely! ------------------------------------------------- Common Body of Knowledge Content Coverage: 0 ------------------------------------------------- Business communication for domestic and international markets: case reports, electronic communication, meetings; audience, style and tone (I, II, III)* 1 ------------------------------------------------- Credibility; personal and corporate ethics (I)* 2 ------------------------------------------------- Analysis of business articles and cases (I-V)* 3 ------------------------------------------------- Interpretation of data, critical evaluation of information 4 ------------------------------------------------- Synthesis of data and information 5 ------------------------------------------------- Planning, organizing, writing, and presenting business cases and reports (I)* 6 ------------------------------------------------- Visual presentation technology: PowerPoint, Excel 7 ------------------------------------------------- International, intercultural,...
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...------------------------------------------------- Case Analysis Guidelines & Checklist Overview: In many ways writing a short analysis paper (including recommendations and/or conclusions) is like writing an “action memo” or executive memo in business. The following sections go over how to organize and format your written work here in class and in the business world to be attractive to the reader and effective in getting your point across. Approach: * Read the entire case carefully before you actually begin to write the paper, and make careful notes (including your emotional reactions, which can be useful). Try to read the case once at least a few hours or a day earlier, and then again when you are writing the paper. This will give you time to reflect on the issues, and to think out effective recommendations before you actually have to articulate them. * Relate your analysis and recommendations as specifically as possible to concepts of the course as presented by the textbook, cases, materials on the course web site, articles, and the various guest speakers and class discussions This is where you show what you have learned and are able to apply. * Remember that you have to make careful selections of what is most important in a case, and then develop a coherent, logical way (including useful section titles) to present your arguments using the outline below. Although you may use the guidance questions to help call your attention to interesting phenomena in the case or big issues or...
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...Analysis of Business Issues, Writing In the Disciplines (WID) BADM 2003W (95440): BADM_2003W.SEC.12 Tuesday Combined Class: SEMESTER: Spring 2014 LOCATION & TIME: Duques 353, Tuesday 11:10 AM-12:25 PM PROFESSOR: Dr. Bret Crane Department of Management Office: Funger Suite 315N Email: bretdcrane@gwu.edu Office Hours: Tuesdays 1:00-2 PM or by appointment TEACHING ASSISTANTS: |Erin Vander Wall | | |Leigha McReynolds | | |Mark De Cicco | | |Tess Strumwasser | | |Daniel Berkhout | | |Sam Yates | | |Vicki Brown | | | ...
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...Case 2: ARCTIC MINING CONSULTANTS Case Synopsis Arctic Mining Consultants is a mining company that deals with mineral exploration. In this case study, the project given is staking 15 claims in Eagle Lake, Alaska. The project Manager was Tom Parker, who has a wide experience and specialized knowledge in all nontechnical aspects of mineral exploration. He is a geological field technician and field coordinator for Arctic Mining Consultants. He assigned his previous field assistants John Talbot, Greg Boyce and Brian Millar to help him complete the project. The job required them to stake at least 7 lengths each day in order to be completed on time. However, the whole team has became very tense and agitated, especially Tom Parker, as the deadline was just around the corner and there¶s still many to be finished within the limited time. The problem became worse with the way Tom managed and treated his team. The only motivation to the team was the $300 bonuses promised by the company when the job is done on time, otherwise, they might wished to give up already. This happened because working as a field assistant and in long-working hours only giving them low wages, which is considered unreasonable compared to what they have to do. During the eight hard days, everything had actually proved the strengths and weaknesses of each of the team members, including Tom. Summary of Case Project Team Tom Parker - geological field technician & field coordinator wide experience and specialized knowledge...
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...Analysis of Business Issues, Writing In the Disciplines (WID) BADM 2003W (93752): BADM_2003W.SEC.11 Monday Combined Class: SEMESTER: Spring 2014 LOCATION & TIME: Funger 209, Monday 2:20 PM-3:35 PM PROFESSOR: Dr. Bret Crane Department of Management Office: Funger Suite 315N Email: bretdcrane@gwu.edu Office Hours: Tuesdays 1:00-2 PM or by appointment TEACHING ASSISTANTS & WRITING LABS: | | | |Section # |Begin |End |Day |TA |Email | |30 |08:00 AM |09:15 AM |Wed |Mark De Cicco |mdecicco@gwmail.gwu.edu | |31 |09:25 AM |10:40 AM |Wed |Mark De Cicco |mdecicco@gwmail.gwu.edu | |32 |10:50 AM |12:05 PM |Wed |Tess Strumwasser |tstrumwa@gwu.edu | |33 |12:15 PM |01:30 PM |Wed |Tess Strumwasser |tstrumwa@gwu.edu | |34 |01:40 PM |02:55 PM |Wed |Daniel Berkhout |berkhout@gwmail.gwu.edu | |35 |03:05 PM |04:20 PM |Wed |Daniel Berkhout |berkhout@gwmail.gwu.edu | |36 |04:30...
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...University of Lethbridge – Faculty of Management MANAGEMENT 3100 Intermediate Financial Accounting I Course Outline – Fall 2014 Instructor: Carla Carnaghan, Ph.D., CISA, CMA Office & Hours: Calgary Campus office, 5:00 – 6:00pm Thursdays. Please email for appointment, and for alternative times. Office hours may be done in person, with Webex, or by phone, and for smaller issues with email. E-mail: Carla.Carnaghan@uleth.ca (emails received in the evening, particularly after 10 PM, may not be responded to until the next day) Telephone: 1- 403-329-2351 (Lethbridge office – Please use e-mail where possible) Class Times: Y Section: Th 1800-2050 (S6013A) Course Web Page: on Moodle Course Pre-requisites* Prerequisites: MGT 2400; ECON 1010 and 1012 and STAT 1770 or admission to the CA Bridging Program/Professional Diploma in Accounting; a minimum C- grade is required in all prerequisite courses; MGT 3040 (co-requisite) * It is the responsibility of students to check the prerequisites for courses before registration. If students are registered in a course for which they do not have the prerequisites, and they have not received prior permission from the appropriate program chair, they can be de-registered. If this occurs after the drop/add date, tuition will not be refunded. Course Objectives Building from MGT 2100, this course examines the accounting concepts, principles, judgments, and techniques used...
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...even if you do not have the formal authority to tell someone what to do? This course attempts to add to your understanding of life in complex organizations by covering topics including, leveraging culture to reach strategic objectives, motivating and rewarding desired behavior, designing organizations to fit with strategic objectives, selecting the appropriate leadership style to motivate others to perform, and using power and influence effectively. My approach will be managerial, focusing on the processes necessary to organize, motivate, and lead people engaged in collective activities. The emphasis will be on the development of concepts and strategies that may help you to be an effective manager. To accomplish these ends, readings, cases, and videos will be used to introduce you to frameworks from the social sciences that are useful for understanding organizational...
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