Individual Decisions in Paradise, Part I--- 700 word paper for critical thinking class

University of Phoenix Material

Preparing Business Scenario Analyses

The following general guidelines may be used in preparing for an oral or written business scenario analysis and presentation.

There may be several feasible courses of action regarding the solution to any case. It is more important to concern yourself with the process of problem definition and isolation, analysis, and evaluation of alternatives, and the choice of one or more recommendations, rather than trying to find a single answer.

Very often, the right answer is the one that you can propose, explain, defend, and make work.

The Process of Analyzing a Case

1. Read and study the scenario thoroughly and efficiently.

Read the scenario once for familiarity, noting issues that come to the forefront. Read the scenario again. Determine all the facts, making notes about symptoms of problems, root problems, unresolved issues, and roles of key players. Watch for issues beneath the surface.

2. Isolate the problem(s).

Get a feel for the overall environment by putting yourself in the position of one of the key players. Seek out the pertinent issues and problems.

3. Analyze and evaluate alternatives.

a. Once the problems and issues are isolated, work at gaining a better understanding of causes. In what area of the unit do the problems exist? Why? What caused them? Examine and evaluate the strengths and weaknesses of the unit’s processes (e.g., planning, communication), human behaviors, and/or exhibits (e.g., financial statements, sales reports.) Check the effectiveness of managerial competencies. Are the unit’s objectives and strategies compatible with its skills and resources?

b. Formulate a solid evaluation of the case.

Examine various alternatives. Weigh the pros and cons of each. Are they feasible? Decide on the most valid.

4. Make recommendations.

Draw up your set of recommendations on what must be done and prepare an agenda of corrective actions. What recommendations would you make to the manager of this unit? What specific functions and activities does the unit have to perform in order to solve its problems? Are the recommendations workable? Affordable? A good rule of thumb to follow is to avoid recommending anything you would not do yourself if you were in management’s shoes. Give reasons for your recommendations.

Presenting the Case

1. Identify key problems and issues: State them as clearly and precisely as possible. It is essential that your presentation reflect a sharply focused diagnosis of significant problems and issues confronting management.

2. Present the analysis and evaluation: Support your evaluation with facts. If you add exhibits or documentation, discuss them; don’t just tack them on to the report.

3. Recommendations and plan of action: Recommendations should address all of the problems and/or issues that were identified and analyzed. What are the consequences of your recommendations? Be sure the unit is financially able to carry them out. Don’t speak in generalities, such as: “Everyone should do more communicating.” Be specific. What should be done? Who should do it? When? For example, state the following: “Manager X should take the following steps: 1., 2., 3., etc.”

University of Phoenix Material

Business Scenario Characteristics: Evaluation Form

WRITTEN WORK	ORAL PRESENTATION	SAMPLE SCORE Example: 50 points	ACTUAL SCORE
MECHANICS	7
APA/MLA Style	Style
Punctuation	Utilization of A/V
Spelling	Team Effort
Grammar	Techniques
Sentence Structure	Reading
Syntax	Time Usage
ANALYSIS (What is)	10
Framework for analysis diagrammed	Framework for analysis diagrammed
Brief introduction of case	Brief introduction of case
Pertinent issued identified	Pertinent issued identified
Problem(s) clearly and specifically defined	Problem(s) clearly and specifically defined
Assumptions clearly illustrated	Assumptions clearly illustrated
All relevant stakeholders considered	All relevant stakeholders considered
Facts and figures used when appropriate	Facts and figures used when appropriate
Materials from class and text related	Materials from class and text related
Transition from analysis to synthesis	Transition from analysis to synthesis
SYNTHESIS (What could be)	13
Framework identified	Framework identified
Other supporting information incorporated	Other supporting information incorporated
Evaluation organized	Evaluation organized
Problems redefined.	Problems redefined.
Alternatives clearly and specifically stated	Alternatives clearly and specifically stated
Alternatives address pertinent issues	Alternatives address pertinent issues
Alternatives flow from analysis	Alternatives flow from analysis
Pros and cons of each alternative considered	Pros and cons of each alternative considered
Plans reconstructed	Plans reconstructed
Transition from synthesis to prescription	Transition from synthesis to prescription
PRESCRIPTION (What should be)	15
Identification of framework	Identification of framework
Recommendations flow logically from alternatives	Recommendations flow logically from alternatives
Recommendations clearly and specifically described	Recommendations clearly and specifically described
Recommendations clearly support issues	Recommendations clearly support issues
All stakeholders interests considered	All stakeholders interests considered
Implementation considerations explained	Implementation considerations explained
Barriers identified and appraised	Barriers identified and appraised
Plan workable and plausible	Plan workable and plausible
Key scenario problems and solutions summarized	Key scenario problems and solutions summarized
GENERAL	5
Critical thinking	Critical thinking
Persuasiveness of presentation	Persuasiveness of presentation
Overall grasp of key issues	Overall grasp of key issues
Originality of analysis	Originality of analysis
Group participation/ discussion	Group participation/ discussion
Impact of presentation	Impact of presentation
TOTAL	50

Copyright 2006 by Rodo Sofranac. Reprinted by permission of the author.