case analysis

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Bachelor of Management Strategy Implementation

MGMT 4002

Winter 2018

RECOGNITION OF MI’KMAQ TERRITORY Dalhousie University is located in Mi’kma’ki, the ancestral and unceded territory of the Mi’kmaq. We are all

Treaty people.

The Elders in Residence program provides students with access to First Nations Elders for guidance, counsel and

support. Visit the office in the Indigenous Student Centre, 1321 Edward Street, or email [email protected].

Instructor: Dr. Ramon Baltazar

Office: Rowe 4124

Telephone: 902-494-3799

E-mail [email protected]

Office hours: By appointment

Pre-Requisites for Course: Prerequisites: MGMT 4001.03

Exclusions: COMM 4352.03

Learning Objectives: By the end of the course, the student should be able to

1. Demonstrate understanding of key concepts in strategy implementation. 2. Demonstrate understanding of the strategy implementation process. 3. Apply strategy implementation concepts and the implementation process in strategic decision-making

situations.

4. Enhance written and oral communication skills

Approach Taken: This course is about the general manager’s job of implementing organization level strategy. It will challenge

students to apply relevant material to decision-making situations in business, public, and para-public organizations.

The course will entail lecture and Harvard-style case discussions, two individual case analytical assignments, a

major team project with report and presentation requirements, and a case analytical final examination.

Learning Materials:  Textbook: Dess, G., Eisner, A., McNamara, G., Peridis, T. and Weitzner, D. (2018). Strategic management:

Creating competitive advantage (4th Canadian edition). McGraw-Hill Ryerson.

 Casepack: BMGMT Strategy Implementation 19W available for purchase at https://hbsp.harvard.edu/import/596366

 Readings: The following readings are available from Dalhousie’s library system. - Collis & Rukstad (2008): Can you say what your strategy is? (Harvard Business Review) - Blenko, Mankins, & Rogers. (2010): The decision-driven organization (Harvard Business Review) - Aguinis, Joo, & Gottfredson (2013): What monetary rewards can and cannot do: How to show employees

the money (Business Horizons)

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- McGregor & Doshi (2015): Organizational culture - How company culture shapes employee motivation (Harvard Business Review)

- Kotter (2007): Leading change – Why transformation efforts fail (Harvard Business Review) - Watkins (2012): How managers become leaders (Harvard Business Review) - Christensen (2010): How will you measure your life? (Harvard Business Review) -

 On Brightspace: - Charles Schwab - Maritime Life Assurance Company - Jeff Immelt and the new General Electric

Method of Evaluation: Grades will be allocated as follows:

Attendance (5%) and contribution (15%) 20%

Individual case assignments (2 @ 15% each) 30%

Team project report (22%) and presentation (8%) 30%

Final exam 20%

Students registered for this course are required to pass the final examination in order to pass the course. That is,

passing the course requires a 50% score or greater on the course overall, as well as a 50% score or greater on the

final examination. The course grading scale is attached as Appendix 1.

Attendance and contribution. Attendance will be scored in direct proportion to the number of sessions the student

attends. The course will entail lecture discussions, exercises, and case discussion activities. The student’s

contribution to these activities will be scored based on frequency and quality of participation. Quality contributions

demonstrate prior preparation of assigned material. For the readings, students are expected to be able to articulate

the key concepts, tools, and frameworks developed in the material. For the exercises, students are expected to have

prepared them beforehand unless otherwise noted and engage with the class in doing them. For the cases, students

are expected to be able to articulate the key issues that concern the case manager and make recommendations based

on case facts and the appropriate application of course concepts, tools, and frameworks.

Individual case assignments. Students are required to submit two individual case analysis assignments. Each

assignment is a 2,500-word report, not including optional exhibits, on a decision situation. The assignment will

require taking the position of the case manager, identifying issues and the key decision(s) that needs to be made,

analyzing the decision situation based on course material, assessing decision options, and making recommendations

that include a brief implementation plan. Formal assignment guidelines are attached as Appendices 2 and 3. The

grading rubric for the assignment (and the final examination) is attached as Appendix 4.

Strategy Implementation Project (SIP). The course requires completion of a team project that involves presenting

and submitting a report on a project organization viewed through the lens of the course. Students are expected to

self-organize into teams of about five members. Once formed, the team is asked to submit its preferences for a

project organization and a presentation date. The project organization must be cleared with the course instructor.

Public and publicly traded organizations are preferred due to the availability of information that encompasses course

topics. One project team per organization will be allocated on a first-come first-served basis. Project teams are

expected to identify, analyze, and make recommendation for resolving major strategic issues currently facing their

chosen organization. This requires performing secondary research on the organization’s industry, competencies,

strategy, structure, control systems, and people management system, culture, and performance over at least a five-

year period normally culminating in 2017. Research material may be gathered from internet and other sources

including, among others, organization web sites, industry or sector association web sites, articles in the popular

press, and scholarly publications. Project reports must be typed and be no longer than 20 single-spaced pages

excluding appendices. Report evaluation criteria include the relevance of identified issues, use of appropriate course

concepts in the analysis of the organizational situation, and the soundness of recommendations. The quality of the

analysis of the organizational situation will constitute 60% of the report score. Project presentations must be

computer based, involve all team members, and occupy 20-25 minutes of class time. The presenting team should be

prepared to facilitate a 5-minute question and answer period after the formal presentation. Presentations will be

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evaluated based on content (use of course concepts and updated case facts, depth of analysis and insight, and logic),

organization of the presentation, delivery (enunciation, eye contact, speaking volume) and the quality of visual and

other presentation aids. Presentation date options are listed on the course syllabus and will be allocated on a first-

come-first-served basis. Project team members are expected to contribute equally to group activities. In this spirit, a

peer evaluation is administered for the group project. The result of the evaluation will be factored into the

individual’s project score. Detailed project guidelines and the peer evaluation form are attached as Appendices 5 and

6, respectively.

Final exam. The final examination will test the student’s knowledge and skills in strategy implementation through a

case write-up. The case document will be provided to students for study one day prior to the examination. The

examination is scheduled on the last day of class. The exam will be closed book with allowance for a standard

calculator. A fresh copy of the case will be provided along with exam booklets at the examination. The grading

rubric for the exam is the same as that for the individual assignments. Make-up exams will be provided only for

severe health-related reasons or extenuating circumstances for which official documentation is provided.

Accreditation: As an AACSB (Association to Advance Collegiate Schools of Business) accredited university, Dalhousie

University’s business programs are subject to Assurance of Learning (AOL) standards. During the semester

anonymous data may be collected to assess if AOL goals and objectives are being met. The data collected will be

used for program improvement purposes only and will not impact nor be associated with student grades

Drop dates: Last day to add/drop classes – January 18, 2019

Last day to drop without a “W” – February 4, 2019

Last day to drop with a “W” – March 11, 2019

Other important dates

Ground rules:

Students are expected to attend all classes, be on time and stay for the full class session. If the student expects to

arrive late or leave early, s/he must advise the instructor in advance, preferably by email. Cell phones must be

turned off during class. Laptops and other devices may be used for taking notes in class, but not for email or social

media. Students are expected to keep chatter to a minimum while class is going on.

Course Schedule:

The schedule is shown below. Note that it is the professor’s prerogative to make adjustments to the schedule to

accommodate the pace and nature of learning in class.

Date Activity - Topic or

Case

Preparation and Submission Material

January 10

January 11

Lecture discussion –

Course overview;

Strategy formulation

Read –Collis & Rukstad (2008): Can you say what your strategy

is? (Readings)

January 17

January 18

Case discussion –

Charles Schwab

Lecture discussion –

Strategy, strategic

decisions, and their

implementations

Prepare – Charles Schwab (Brightspace)

Read –Blenko et al. (2010): The decision-driven organization

(Readings)

Submit Strategy Implementation Project (SIP) team

membership in class

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January 24

January 25

Case discussion –

Halifax Port Authority

Lecture Discussion –

Organization structure

Prepare – Halifax Port Authority and the Seaport Farmers’

Market (Casepack)

Read – Text Chapter 9: Creating effective organization designs

Submit SIP team proposal in class

January 31

February 8

Case discussion –

Maritime Life

Lecture discussion –

Control systems

Prepare – Maritime Life Assurance Co. (Brightspace)

Read – Text Chapter 10: Strategic control and corporate

governance (Text, pp. 340-357); Aguinis et al. (2013): What

monetary rewards can and cannot do

Submit Assignment 1: Maritime Life - Soft copy to

Brightspace by 6 PM, Wednesday, January 30, and identical

hard copy to my dropbox by 8:00 AM Thursday, January 31

February 7

February 15

Case discussion –

Levendary Cafe

Lecture discussion -

People management

systems and culture

Prepare – Levendary Café: The China challenge (Casepack)

Read – McGregor & Doshi (2015): How company culture

shapes employee motivation

February 14

March 1

Case discussion – Ron

Ventura

Lecture discussion –

Strategic leadership

Prepare – Ron Ventura at Mitchell Memorial Hospital

(Casepack)

Read – Text Chapter 11: Strategic leadership, pp. 379-402;

Watkins (2012): How managers become leaders

February 28

March 8

Case discussion –

Thomas Green

Lecture discussion –

Leading strategic

change

Prepare – Thomas Green: Power, office politics, and a career in

crisis (Casepack)

Read – Kotter (2007): Leading change – Why transformation

efforts fail (Readings);

March 7

March 15

Case discussion –

General Electric

Lecture discussion –

Corporate social

responsibility and

ethics

Prepare – Jeff Immelt and the newGeneral Electric

(Brightspace)

Read – Text Chapter 11: Strategic leadership, pp. 402-415;

Christensen (2010): How will you measure your life?

(Readings)

Submit Assignment 2: GE - Soft copy to Brightspace by 6 PM,

Wednesday, March 6, and identical hard copy to my dropbox

by 8:00 AM Thursday, March 7

March 14

March 22

Course review and

wrap-up

March 21

April 8

SIP Project

presentations Teams 1-4: Present SIP project findings

Submit SIP team report: Soft copy to Brightspace by 6 PM,

Wednesday, March 20, and identical hard copy to my dropbox

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by 8:00 AM Thursday, March 21

March 28

March 29

SIP Project

presentations

Teams 5-8: Present SIP project findings

April 4 (Sec 2)

April 5 (Sec 1)

Final examination Prepare – Final exam case handed 24 hours prior or earlier;

Exams held in class

Dalhousie is scent free - Thank you for helping us all breathe easier!

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APPENDIX 1

University policies, statements, guidelines and resources for support

This course is governed by the academic rules and regulations set forth in the University Calendar and the Senate

(University Regulations, Academic Regulations)

Grade Scale and Definitions

Grade Grade Point

Value

Definition

A+

A

A-

4.30

4.00

3.70

90-100

85-89

80-84

Excellent Considerable evidence of original

thinking; demonstrated outstanding

capacity to analyze and synthesize;

outstanding grasp of subject matter;

evidence of extensive knowledge base.

B+

B

B-

3.30

3.00

2.70

77-79

73-76

70-72

Good Evidence of grasp of subject matter,

some evidence of critical capacity and

analytical ability; reasonable

understanding of relevant issues;

evidence of familiarity with the

literature.

C+

C

C-

2.30

2.00

1.70

65-69

60-64

55-59

Satisfactory Evidence of some understanding of the

subject matter; ability to develop

solutions to simple problems;

benefitting from his/her university

experience.

D 1.00 50-54 Marginal Pass Evidence of minimally acceptable

familiarity with subject matter, critical

and analytical skills (except in programs

where a minimum grade of "C" or "C+"

is required).

F 0.00 0-49 Inadequate Insufficient evidence of understanding

of the subject matter; weakness in

critical and analytical skills; limited or

irrelevant use of the literature.

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INC 0.00 Incomplete

W Neutral and

no credit

obtained

Withdrew after

deadline

ILL Neutral and

no credit

obtained

Compassionate

reasons, illness

P Neutral Pass

TR Neutral Transfer credit on

admission

Pending

(PND)

Neutral Grade not reported

University Grading Practices The Grading Practices Policy outlines the university's commitment and professors' responsibilities on how grading

will be achieved. The policy applies to all credit-bearing courses at both the undergraduate and graduate levels at the

university.

Missed or Late Academic Requirements due to Student Absence Dalhousie students are asked to take responsibility for their own short-term absences (3 days or less) by contacting

their instructor by phone or email prior to the academic requirement deadline or scheduled time AND by submitting

a completed Student Declaration of Absence form to their instructor in case of missed or late academic

requirements. Only 2 separate Student Declaration of Absence forms may be submitted per course during a term

(note: faculty, college, school, instructor or course-specific guidelines may set a lower maximum).

The submission of the form does not guarantee accommodations, or provide an automatic exemption, from any

academic requirements that were missed or late during an absence. Any alternate coursework arrangements for

missed or late academic requirements are at the discretion of individual course instructor(s).

Students who experience recurring short-term or long-term absences are strongly encouraged to meet with their

Academic Advisor ([email protected]).

Click here for further information.

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Standard Citation Style The Bachelor of Management Program uses APA as its standard citation style (unless otherwise indicated by

your professor). Please use APA style in your assignments to briefly identify (cite) other people’s ideas and

information and to indicate the sources of these citations in the References list at the end of your assignment.

For more information on APA style, consult Dalhousie Library website at https://libraries.dal.ca/help/style-

guides.html or consult the Frequently Asked Questions about APA

Academic Integrity At Dalhousie University, we are guided in all of our work by the values of academic integrity: honesty, trust,

fairness, responsibility and respect (The center for Academic Integrity, Duke University, 1999). As a student, you

are required to demonstrate these values in all f the work you do. The University provides policies and procedures

that every member of the university community is required to follow to ensure academic integrity.

In general:

The commitment of the Faculty of Management is to graduate future leaders of business, government and civil

society who manage with integrity and get things done. This is non-negotiable in our community and it starts with

your first class at Dalhousie University. So, when you submit any work for evaluation in this course or any other,

please ensure that you are familiar with your obligations under the Faculty of Management’s Academic Integrity

Policies and that you understand where to go for help and advice in living up to our standards. You should be

familiar with the Faculty of Management Professor and Student Contract on Academic Integrity, and it is your

responsibility to ask questions if there is anything you do not understand.

Dalhousie offers many ways to learn about academic writing and presentations so that all members of the University

community may acknowledge the intellectual property of others. Knowing how to find, evaluate, select, synthesize

and cite information for use in assignments is called being “information literate”. Information literacy is taught by

Dalhousie University Librarians in classes and through Dalhousie Libraries’ online Citing & Writing tutorials.

Do not plagiarize any materials for this course. For further guidance on what constitutes plagiarism, how to avoid it,

and proper methods for attributing sources, please consult the University Secretariat’s Academic Integrity page.

Please note that Dalhousie subscribes to a plagiarism detection software that checks for originality in submitted

papers. Any paper submitted by a student at Dalhousie University may be checked for originality to confirm that the

student has not plagiarized from other sources. Plagiarism is considered a very serious academic offence that may

lead to loss of credit, suspension or expulsion from the University, or even the revocation of a degree. It is essential

that there be correct attribution of authorities from which facts and opinions have been derived. At Dalhousie, there

are University Regulations which deal with plagiarism and, prior to submitting any paper in a course; students

should read the Policy on Intellectual Honesty contained in the Calendar.

Furthermore the University’s Senate has affirmed the right of any instructor to require that student assignments be

submitted in both written and computer readable format, e.g.: a text file or as an email attachment, and to submit any

paper to a check such as that performed by the plagiarism detection software. As a student in this class, you are to

keep an electronic copy of any paper you submit, and the course instructor may require you to submit that electronic

copy on demand. Use of third-party originality checking software does not preclude instructor use of alternate

means to identify lapses in originality and attribution. The result of such assessment may be used as evidence in any

disciplinary action taken by the Senate.

Finally:

If you suspect cheating by colleagues or lapses in standards by a professor, you may use the confidential email:

[email protected] which is read only by the Assistant Academic Integrity Officer

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Accessibility

The Student Accessibility Centre (Halifax Campus) and the Student Success Centre (Agricultural Campus) are

Dalhousie’s centres of expertise on student access, inclusion, and accommodation support. We work collaboratively

with students, faculty, and staff to create an inclusive educational environment for students.

If there are aspects of the design, instruction, and/or experiences within this course that result in barriers to your

inclusion please contact the Student Accessibility Centre (dal.ca/access) and/or make arrangements to discuss

with the instructor.

Please note that your classroom may contain accessible furniture and equipment. It is important that these items

remain in the classroom, undisturbed, so that students who require their use will be able to fully participate.

Student code of conduct Everyone at Dalhousie is expected to treat others with dignity and respect. The Code of Student Conduct allows

Dalhousie to take disciplinary action if students don’t follow this community expectation. When appropriate,

violations of the code can be resolved in a reasonable and informal manner—perhaps through a restorative justice

process. If an informal resolution can’t be reached, or would be inappropriate, procedures exist for formal dispute

resolution.

Diversity and inclusion – Culture of Respect Every person at Dalhousie has a right to be respected and safe. We believe inclusiveness is fundamental to

education. We stand for equality. Dalhousie is strengthened in our diversity. We are a respectful and inclusive

community. We are committed to being a place where everyone feels welcome and supported, which is why our

Strategic Direction prioritizes fostering a culture of diversity and inclusiveness (Strategic Priority 5.2).

Learning and Support Resources  Undergraduate Advising Office

 Writing Centre

 Studying for Success Program

 Indigenous Students

 Black Students

Faculty of Management clarification on plagiarism versus collaboration:

There are many forms of plagiarism, for instance, copying on exams and assignments. There is a clear line

between group work on assignments when explicitly authorised by the professor and copying solutions from

others. It is permissible to work on assignments with your friends but only when the professor gives you

permission in the specific context of the assignment. University rules clearly stipulate that all assignments should

be undertaken individually unless specifically authorised.

Specific examples of plagiarism include, but are not limited to, the following:

 Copying a computer file from another student, and using it as a template for your own solution

 Copying text written by another student

 Submitting the work of someone else, including that of a tutor as your own

An example of acceptable collaboration includes the following:

 When authorised by the professor, discussing the issues and underlying factors of a case with fellow

students, and then each of the students writing up their submissions individually, from start to finish.

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 International Students

 LGBTQ2SIA+ Collaborative

 Student Health & Wellness

 Human Rights and Equity Services

 Dalhousie Student Advocacy Services

 Dalhousie Ombudsperson

 Fair Dealing Guidelines

 Dalhousie University Libraries

 Copyright Office

 E-Learning website

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APPENDIX 2

MGMT 4002: Individual case assignment 1 guidelines

The purpose of this assignment is to provide you with practical insight into course material and improve your

analytical and report writing skills. The assignment is a case analysis. Guide questions and assessment weightings

are listed below.

The assignment should be submitted in a 2,500-word document, not including optional exhibits. Exhibits must

consist of student analyzed work, rather than mere reproductions of reading or lecture material. They must clearly

support, and be referenced within, the text to be considered valid components of the report. They may be inserted

within the pages of the section or appended to the document.

In preparing the assignment, the only materials you should reference are the case, readings, and lecture material

delivered prior to the assignment deadline.

Students are required to submit the assignments electronically and in hard copy. The electronic copy must be

submitted by by 6 PM, Wednesday, January 30. The hard copy must be submitted to my dropbox (#15 Rowe first

floor) by 8:00 AM Thursday, January 31. Students must submit identical electronic and hard copy versions of the

assignment – failure to do so will result in a grade of 0.

Late electronic submissions will be accepted until 8 AM AST on January 31 with a penalty of 20 percentage points.

Submissions past that time will not be accepted. The penalties are waived when the delay is due to serious illness or

other extenuating circumstances for which documentation is provided within university policy guidelines. A

different case will be assigned.

Case – Maritime Life Assurance Company

Assume the role of Consultant to Maritime Life. The firm’s Senior Vice President for the Group Division has asked

for your analysis and recommendations for dealing with the situation depicted in the case.

1. (10%) Identify the central issue(s) and decision(s) facing the Division in the next 5 years.

2. (60%) Perform an analysis of the situation depicted in the case. In doing so, use the appropriate course concepts,

tools, and frameworks including the material assigned with the case. Clearly indicate the topics you consider

relevant with headings and if necessary, define them briefly before applying them to the case. Make explicit the case

evidence and support information you relied on in making assessments and drawing conclusions

3. (15%) Identify the firm’s main decision alternatives and briefly assess their pros and cons.

4. (15%) Make and justify your recommendation(s), including a brief implementation plan.

Grading Rubric

The assignment will be evaluated based on the extent to which the guide questions are addressed, the coverage of

relevant course and case material, the quality and soundness of responses to the questions, and the clarity of the

report. A detailed grading rubric is attached as Appendix 4.

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APPENDIX 3

MGMT 4002: Individual case assignment 2 guidelines

The purpose of this assignment is to provide you with practical insight into course material and improve your

analytical and report writing skills. The assignment is a case analysis. Guide questions and assessment weightings

are listed below.

The assignment should be submitted in a 2,500-word document, not including optional exhibits. Exhibits must

consist of student analyzed work, rather than mere reproductions of reading or lecture material. They must clearly

support, and be referenced within, the text to be considered valid components of the report. They may be inserted

within the pages of the section or appended to the document.

In preparing the assignment, the only materials you should reference are the assignment case, and reading and

lecture material covered from the start of the course to February 14 for Section 2 and the March 2 for Section 1,

inclusive.

Students are required to submit the assignments electronically and in hard copy. The electronic copy must be

submitted by by 6 PM, Wednesday, March 6. The hard copy must be submitted to my dropbox (#15 Rowe first

floor) by 8:00 AM Thursday, March 7. Students must submit identical electronic and hard copy versions of the

assignment – failure to do so will result in a grade of 0.

Late submissions will be accepted until 8 AM AST on March 7, 2017 with a penalty of 20 percentage points.

Submissions past that time will not be accepted. The penalties are waived when the delay is due to serious illness or

other extenuating circumstances for which documentation is provided within university policy guidelines. A

different case will be assigned.

Case – Jeff Immelt and the new General Electric

Assume the role of Consultant to General Electric. The firm’s CEO, Jeff Immelt, has asked for your analysis and

recommendations for dealing with the situation depicted in the case.

1. (10%) Identify the central issue(s) and decision(s) facing the firm in the next 5 years.

2. (60%) Perform an analysis of the situation depicted in the case. In doing so, use the appropriate course concepts,

tools, and frameworks including the material assigned with the case. Clearly indicate the topics you consider

relevant with headings and if necessary, define them briefly before applying them to the case. Make explicit the case

evidence and support information you relied on in making assessments and drawing conclusions

3. (15%) Identify the firm’s main decision alternatives and briefly assess their pros and cons.

4. (15%) Make and justify your recommendation(s), including a brief implementation plan.

Grading Rubric

The assignment will be evaluated based on the extent to which the guide questions are addressed, the coverage of

relevant course and case material, the quality and soundness of responses to the questions, and the clarity of the

report. A detailed grading rubric is attached as Appendix 4.

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APPENDIX 4

MGMT 4002: Assignment and examination grading rubric

Objective Criterion / Tasks Exceeds Expectations

80 – 100%

A- to A+

Meets Expectations

50 – 79%

D to B+

Does Not Meet Expectations

0 – 49%

F

Problem identification (10)

Identifies and summarizes the

problem, question, or issue.

This dimension focuses on task

or issue identification,

including secondary or implicit

aspects of an issue and the

relationships between factors

that may be integral to effective

analysis.

Clearly identifies and

summarizes the main

problem(s) or decision(s).

Identifies secondary or

implicit issues. If applicable,

notes relationships between

factors in the situation and

how they relate to each other.

Identifies and summarizes the

main problem, but nuances

and critical details are absent

or glossed over.

Does not attempt to or fails to

identify and summarize the

main problem accurately.

Situation Analysis (60%)

Undertakes appropriate

quantitative or qualitative

analysis. This dimension

focuses on the appropriate use

of quantitative or qualitative

analysis of information to

clarify issues and facilitate

decision-making.

Provides a comprehensive and

rigorous analysis of the

situation based on course

concepts, tools, and

techniques that apply to the

situation.

Quantitative or qualitative

analysis is appropriate,

accurate, and thorough.

Analysis is used to clarify the

issues and facilitate effective

decision-making.

Where appropriate, evaluates

the quality of the evidence

provided, where applicable

making distinctions among

facts, opinions, and values

Provides some analysis of the

situation based on applicable

course material.

Quantitative or qualitative

analysis is appropriate but

incomplete or partially

inaccurate.

Analysis has limited ability to

help clarify the issues and

facilitate effective decision-

making.

Provides limited evaluation of

the quality of the evidence

from the case.

Provides limited or no

analysis of the situation based

on applicable course material.

Quantitative or qualitative

analysis conducted is

inappropriate, inaccurate,

superficial, or nonexistent.

Analysis does not help clarify

the issues or facilitate

effective decision-making.

Provides no evaluation of the

quality of the evidence cited

from the case.

Options Analysis (15)

Integrates the issues using

reasonable options. This

dimension focuses on the

treatment of diverse

perspectives and the assessment

of contrary views and evidence.

For every problem, identifies

all key options and provides a

comprehensive analysis of

their pros and cons

Identifies some key options

with good analysis of their

pros and cons

Identifies an incomplete set of

options or fails to adequately

discuss their pros and cons

Recommendation (15)

Identifies and a logical

conclusion, their implications,

and consequences. This

dimension focuses on

integrating previous dimensions

and extending them to draw

logical conclusions that solve

the problem.

Clearly identifies key

recommendations and how

they address the main problem

Clearly identifies and justifies

recommendations based on

criteria developed in previous

analyses

Provides a sound

implementation plan

Identifies key

recommendations and how

they address the main problem

Provides some links between

recommendations made and

findings from previous

analyses

Provides a reasonable

implementation plan

Fails to identify key

recommendations and how

they address the main problem

Fails to adequately link the

recommendations made to

findings from previous

analyses

Provides a poor or no

implementation plan

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APPENDIX 5

MGMT 4002: SIP project guidelines

The SIP is intended to provide students with practical insight into a real strategy situation. The final deliverables are

a 20-single-spaced page report excluding appendices, and a 20 to 25-minute presentation including a question and

answer period.

Both the final report and the presentation are expected to demonstrate understanding and appropriate application of

material covered in MGMT 4001 and 4002.

The final report should cover the following outline. The report should cover the topics listed with the appropriate

course tools and provide verifiable data to support the discussion.

A. Executive Summary: 1 page B. Introduction: ½ page. C. External and internal organization analysis: 3 pages D. Strategy and performance analysis: 3 pages. E. Organization design and culture analysis: 6 pages F. Discussion of issues and options: 3 pages G. Recommendations and implementation plans: 2 pages H. Summary and conclusion: 1 page I. Appendices: As many pages as required, clearly referenced in the main text

The report is worth 22% of the course grade. Report evaluation criteria include the quality and completeness of the

research applied to the project, use of appropriate course concepts in the analysis of the organizational situation, the

relevance of identified issues and quality of the analysis of options for addressing the issues, and the soundness of

recommendations. The analysis of the organizational situation will contribute 60% of the report score.

The presentation will be computer-based, involve all group members, and delivered in class in 20-25 minutes and a

5-minute question and answer period.

The presentation is worth 8% of the course grade. Presentations will be evaluated based on four equally weighted

criteria: content (use of course concepts and updated case facts, depth of analysis and insight, and logic),

organization of the presentation, delivery (enunciation, eye contact, speaking volume) and the quality of visual and

other presentation aids.

A peer evaluation that applies to the entire project is required of every team member. Appendix 6 contains the form.

Please consult the course schedule for project deliverable due dates.

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APPENDIX 6

MGMT 4002: Peer evaluation form

This evaluation requires you to rate every person’s contribution to the semester SIP team effort.

Rate every person’s contribution in every category below by assigning a value between 1 and 10, where 10 is the

highest level of contribution demonstrated by a team member. Then, using the category ratings as a guideline,

assess every individual’s overall contribution to the team work by assigning a value from 1 to 10. A score of 10

must be assigned to at least one team member.

The bottom line number is the only number that I will use in assigning grades to individuals. Please ensure that the

numbers are all between 1 and 10, and that a 10 is received by at least one team member.

For every group member, the evaluation will yield a grading factor between 0 and 1. The member’s activity score

will be calculated as the product of his or her grading factor and the group’s overall score. As an example, if the

member’s average contribution to the group effort as represented by the grading factor is .9 and the group scored 8

out of 10, then that member’s individual score would be 7.2.

Signature _______________________________________ Date ______________________________

Comments:

Category

Your Name

Member 2

Name

Member 3

Name

Member 4

Name

Member 5

Name

Member 6

Name

Motivation/Enthusiasm

Team meeting attendance

Leadership/Coordination

Quality of work

Quantity of work

Cooperation

Meeting deadlines

OVERALL

CONTRIBUTION

SCORE (out of 10)