On March 5, 2002, the Markkula Center for Applied Ethics convened a panel of four Santa Clara University business ethicists to discuss the Enron scandal. Panelists included Kirk O. Hanson, executive director of the Ethics Center and University Professor of Organizations and Society; Manuel Velasquez, Dirksen Professor of Business Ethics, Department of Management; Dennis Moberg, Wilkinson Professor of Management and Ethics, and Martin Calkins, S.J., assistant professor of management. Edited excerpts
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Listing of alternative courses of action that could be taken & Evaluation of alternative courses of action. 1. Team Work * Sniff and Scurry display team work in their quest to find cheese. They work together. Sniff, “sniffed ahead” and Scurry, “scurried ahead” looking for cheese. Their effective team work allowed them to stay on the cheese. In order to work effectively together the two of them had to communicate well with each other. Hem and Haw did not work together. 2. Listening
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employee whose messages are distorted and misunderstood when it reaches the C.E.O’s office. The author of this case analysis sites some alternative courses of action to choose the best way on how to solve the problem. The author also shows the advantages and disadvantages of each alternative courses of action he sited. The best alternative course of action will be recommended by the author. Central Problem When I communicate from the CEO’s Office, my message either becomes distorted or misunderstood
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Presentation of the facts surrounding the case. 1. Identification of the key issues. 2. Listing of alternative courses of action that could be taken. 3. Evaluation of alternative courses of action. 4. Recommendation of the best course of action. Presentation of the Facts Surrounding the Case It is helpful to read a case until you are comfortable with the information in it. Re-readings often are an aid to comprehending facts, possible strategies, or questions that need clarification
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determine and evaluate possible courses of action. 2. In making decisions, management ordinarily considers both financial and nonfinancial information. 3. In incremental analysis, total variable costs will always change under alternative courses of action, and total fixed costs will always remain constant. 4. Accountants are mainly involved in developing nonfinancial information for management's consideration in choosing among alternatives. 5. Decision-making
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determine and evaluate possible courses of action. 2. In making decisions, management ordinarily considers both financial and nonfinancial information. 3. In incremental analysis, total variable costs will always change under alternative courses of action, and total fixed costs will always remain constant. 4. Accountants are mainly involved in developing nonfinancial information for management's consideration in choosing among alternatives. 5. Decision-making
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Adamson University 900 San Marcelino St., Ermita, Manila Marketing and Management Department In Partial Fulfillment of the Requirements in Strategic Operation’s Management "A Case of Golden Opportunity Commercial Bank” Submitted by: Lugnasin, Jessica E. Malibiran, Kathleen Fong, Kimberly Co, Kimberly Besana, Blasie Jonota, Myrine Ruiz, Danielle Lorenz Submitted to: Prof. Rodel Pomentil Faculty Class Schedule: MF 3:30 – 5:00PM Date Submitted: October 5, 2013 Viewpoint:
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established department or group to handles communication related issues. V. Alternative Courses of Action: 1. Alternative Course of Action - I Recommend a regular time schedule for personal communication/dialogue among departments and employees. 2. Alternative Course of Action - II Propose the creation of a technical working group to review various communication problem of the company. 3. Alternative Course of Action - III Recommend the conduct of communication trainings and seminars starting
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Contents: 1. What is a business case? 2. Why use cases? 3. Is there an analysis framework to follow? 4. Case Analysis Model a. Problem Identification b. Environmental Analysis c. Creative/Practical Strategic Alternatives d. Decision Criteria e. Select Appropriate Alternative/New Strategy(s) f. Develop an implementation plan 5. Evaluate the results 1|P age 14 1. What is a business case? A business case is a “story” or “narrative” describing a problem or problems in an organization
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critically and thoroughly evaluate alternative solutions • Learn how to make a final decision that you are confident in supporting Through the use of cases, students learn that the most obvious solution is not always the best solution. The only way to discover a “best” solution is to consider all possible alternatives, to identify the potential positive and negative outcomes for all possible alternatives, and then to select an alternative course of action that seems best based on the
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