Case Study And Rubric Assignments 1, 2, And 10 Points

Case Study Assignments And Rubric Assignments 1 2 10 Points Eacht

The application of key Strategic Management concepts will be explored and students will be required to analyze case studies. The answers are usually not in the cases or the textbook. You must use the facts in the case and the concepts in the book to draw conclusions and make recommendations. The case studies are a great learning tool since they will help improve your understanding of the concepts and strengthen your critical reasoning skills. An effective case analysis process has 6 primary steps (text C-5).

Step 1 – gaining familiarity (1.6 pts) a. in general – determine who, what, how, where, & when (the critical facts of the case). b. in detail -identify the places, persons, activities and context of the situation. c. recognize the degree of certainty/uncertainty of acquired performance

Step 2 – Recognizing symptoms (1.6 pts) a.list all indicators including stated ‘problems’ that something is no as expected or as desired b. Ensure that symptoms are not assumed to be the problem (symptoms should lead to identification of the problem)

Step 3- Identifying goals (1.6 pts) a. identify critical statements by major parties (e.g., people, groups, the work unit and so on) b. list all goals of the major parties that exist or can be reasonably inferred

Step 4 – Conducting the analysis (1.6 pts) a. decide which ideas, models, and theories seem useful b. apply these conceptual tools to the situation c.as new information is revealed, cycle back to the sub- steps a and b

Step 5- Making the diagnosis (1.8 pts) a. identify predicaments (goal inconsistencies) b. identify problems (discrepancies between goals and performance c. prioritize predicaments/problems regarding timing, importance and so on

Step 6 – Doing the action a. specify and prioritize the criteria used to choose planning action alternatives (1.8pts) b. discover or invent feasible action alternatives c. examine the probable consequences of action alternatives d. select a course of action e. design an implementation plan/schedule f. create a plan for assessing the action to be implemented

Required Texts: Hitt, M.A., Ireland, R.D., & Hoskissson, R.E. (e). Strategic management: Competitiveness & globalization. Adair, J. (2010). Strategic leadership: How to think and plan strategically and provide direction. Philadelphia: Kogan Press. ISBN: Recommended/Supplementary Readings: Bartlett, C. A., & Ghoshal, S. (1994). Changing the role of top management: Beyond strategy to purpose. Harvard Business Review . November-December: 70-88. Bishop, P., & Hines, A. (2006) Thinking about the future: Guidelines for strategic foresight . Washington, DC: Social Technologies. Bhagat, R. S., Kedia, B. L., Harveston, P. D., & Triandis, H. C. (2002). Cultural variations in the cross-border transfer of organizational knowledge: An integrative framework. Academy of Management Review, 27 (2): . Dean, T. J., Brown, R. L., & Bamford, C. E. (1998). Differences in large and small firm responses to environmental context: Strategic implications from a comparative analysis of business formations. Strategic Management Journal , 19: . Dess, G. G., Lumpkin, G. T., Eisner, A. B., & McNamara, G. (2013). Strategic management: Creating competitive advantages, (7th Ed). New York: McGraw-Hill International. . Ghemawat, P. (2007). Redefining global strategy: Crossing borders in a world where differences still matter . Boston: Harvard Business School Press Hill, C. W. L., & Jones, G. R. (2008). Strategic management: An integrated approach , (8th ed). New York: Houghton Mifflin. Hitt, M. A., Freeman, R. E., & Harrison, J. S. (Eds.) (2001). Handbook of strategic management. Malden, MA: Blackwell. McCann, J. (2004). Organizational effectiveness: Changing concepts for changing environments. Human Resource Planning, 27 (1), 42-50. Marcus, A. (2009). Strategic foresight: A new look at scenarios . New York: Palgrave MacMillan. Monks, R., & Minow, N. (2001). Corporate governance (2nd ed.) Makden, MA: Blackwell. Porter, M. E. 1996. What is strategy? Harvard Business Review 74 (6):61-78. Powell, T. C. 2003. Varieties of competitive parities. Strategic Management Journal, 24 (1):61-86. Stabell, C. B., & Fjeldstad, O. D. (1998). Configuring value for competitive advantage: On chains, shops, and networks. Strategic Management Journal, 19 :.

Sample Paper For Above instruction

Analyzing the strategic challenges faced by a company through case study methodology demands a structured approach rooted in core strategic management concepts. The process involves six essential steps: gaining familiarity, recognizing symptoms, identifying goals, conducting analysis, making diagnoses, and taking action. This essay will exemplify each step in the context of a hypothetical case study of a mid-sized manufacturing firm experiencing declining market share and operational inefficiencies.

In the initial phase, gaining familiarity involves gathering critical facts about the company’s environment, such as its product lines, market position, competitive landscape, resources, and organizational structure. For instance, understanding that the firm produces consumer electronics and has recently faced stiff competition from international entrants sets the stage for subsequent analysis. This step also entails assessing the certainty of the information gathered, such as recognizing gaps in knowledge about customer preferences or supplier reliability.

Recognizing symptoms then requires identifying indicators that signal problems. In this scenario, symptoms include declining sales figures, increased product returns, customer complaints, and rising operational costs. It is crucial to distinguish these symptoms from root causes; for example, high costs might be symptomatic of outdated manufacturing technology rather than a strategic mistake, such as poor market positioning.

The third step involves identifying goals, which are often articulated by key stakeholders like management, employees, and shareholders. The company's management may aim to improve profitability, innovate product offerings, and expand into new markets. Customers may prioritize quality and price, while shareholders seek sustained returns. Understanding these goals helps clarify the strategic tensions that need addressing.

Conducting analysis encompasses applying strategic tools such as SWOT analysis, Porter’s Five Forces, and value chain analysis to comprehend competitive pressures and internal capabilities. For example, SWOT analysis might reveal the firm’s strengths in R&D but weaknesses in manufacturing efficiency. Applying Porter’s Five Forces could highlight high supplier power and intense rivalry, informing strategic choices.

The diagnosis step involves pinpointing specific predicaments—like misaligned product development and outdated manufacturing processes—that hinder achieving goals. Prioritization considers factors such as urgency and impact; for example, fixing manufacturing inefficiencies might be more immediate than expanding into new markets. Recognizing goal inconsistencies guides strategic decision-making further.

Finally, the action phase focuses on selecting and implementing strategies. Criteria for decision-making include feasibility, potential impact, costs, and alignment with the company’s core competencies. Action alternatives could involve investing in new technology, restructuring management, or launching a marketing campaign. An implementation schedule must be devised, accompanied by mechanisms for monitoring and evaluation.

Applying this six-step framework systematically enables managers to craft informed strategies grounded in solid analysis and aligned with organizational goals. This holistic approach fosters adaptive and proactive strategic management essential for navigating complex competitive environments.

References

  • Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2013). Strategic Management: Competitiveness & Globalization (11th Ed.). Cengage Learning.
  • Porter, M. E. (1996). What is Strategy? Harvard Business Review, 74(6), 61–78.
  • Ghemawat, P. (2007). Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter. Harvard Business School Press.
  • Barney, J. B., & Hesterly, W. S. (2015). Strategic Management and Competitive Advantage: Concepts and Cases. Pearson.
  • Johnson, G., Scholes, K., & Whittington, R. (2017). Exploring Corporate Strategy. Pearson.
  • Thompson, A. A., Peteraf, M., Gamble, J. E., & Strickland III, A. J. (2018). Crafting and Executing Strategy. McGraw-Hill Education.
  • Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review.
  • Hill, C. W. L., & Jones, G. R. (2012). Strategic Management Theory: An Integrated Approach. Houghton Mifflin.
  • Prahalad, C. K., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review.
  • Mintzberg, H., Ahlstrand, B., & Lampel, J. (1998). Strategy Safari: A Guided Tour Through The Wilds of Strategic Management. Free Press.

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