DBA 715 Case Analysis Guidelines And Rubric For Management I

DBA 715 Case Analysis Guidelines and Rubric for Management Issues

Each Case Analysis should be 4 pages long with a minimum of five scholarly sources and 10-12 in-text citations. The analysis must include:

  1. Statement of the problem: Identify the organizational issues, symptoms, root causes, and short-term solutions.
  2. Causes of the problem: Provide analysis using relevant theories and models.
  3. Decision criteria and alternative solutions: Establish management evaluation criteria, discuss pros and cons for each option.
  4. Recommendations: Propose specific solutions and an action plan.

Additional guidelines specify that:

  • Case Analysis 1 focuses on 1-3 organizational behavior issues related to values, attitudes, moods, and emotions that demonstrate integrity and excellence. It also examines theoretical issues and ways to improve organizational success. Due in Module 2.
  • Case Analysis 2 involves researching two peer-reviewed articles on your dissertation topic related to corporate social responsibility (CSR). It should evaluate areas of CSR excellence and identify benchmark companies. Due in Module 4.
  • Case Analysis 3 involves reviewing two peer-reviewed articles relevant to your dissertation topic that predict future changes in corporations, including resistant changes. Due in Module 5.

The grading rubric covers:

  • Identification of issues (20%)
  • Analysis and evaluation (35%)
  • Recommendations (25%)
  • Overall documentation quality (20%)

Paper For Above instruction

The focus of this case analysis is to methodically evaluate organizational problems, diagnose root causes, explore alternative solutions, and recommend effective actions rooted in strategic analysis. Adhering closely to the outlined structure and incorporating relevant scholarly theories will provide a comprehensive framework to enhance organizational effectiveness and sustainability.

To begin, the statement of the problem requires a clear identification of the key issues faced by management or key personnel within an organization. These issues often manifest as symptoms that mask underlying root causes—factors such as cultural misalignments, communication breakdowns, or leadership deficiencies. For example, a decline in employee morale or a persistent gap between strategic initiatives and operational execution can serve as symptoms requiring in-depth analysis. Short-term solutions might include training, process adjustments, or policy reforms, but these should be evaluated within a broader strategic context.

Next, analyzing the causes involves applying relevant theories and models. Organizational behavior theories—such as Lewin’s Change Management Model, Herzberg’s Motivation-Hygiene Theory, or Schein’s Organizational Culture Model—are instrumental. For instance, Lewin’s model can guide understanding of resistance to change, while Herzberg’s theory can elucidate factors affecting employee motivation. Applying these models helps diagnose whether issues stem from systemic cultural factors, leadership styles, or incentive structures. Proper analysis requires supporting evidence from scholarly sources, establishing a clear link between theory and organizational reality.

Subsequently, defining decision criteria involves establishing standards for evaluating potential solutions. Criteria may include feasibility, cost-effectiveness, alignment with organizational values, and likelihood of sustainable impact. Each alternative—such as implementing new communication platforms, restructuring departments, or leadership coaching—must be assessed against these criteria. Pros and cons should be articulated carefully; for example, while restructuring might improve clarity, it could also cause disruption and resistance.

Based on this analysis, recommendations should include specific actions. For example, if the root cause involves cultural misalignment, a recommended solution might involve a phased cultural transformation program supported by leadership development, employee engagement initiatives, and ongoing feedback mechanisms. The action plan must be detailed, with clearly articulated steps, timelines, and measurement metrics to track progress.

In relation to organizational behavior issues, specific attention should be given to values, attitudes, moods, and emotions that reflect integrity and excellence. For example, fostering a culture of transparency and accountability reinforces core values, positively influences employee attitudes, and enhances organizational reputation. Applying behavioral theories helps build strategies—such as recognition programs or ethical leadership training—that promote a climate of trust and high performance.

Regarding research articles on corporate social responsibility, selecting peer-reviewed studies enables evaluation of CSR practices that demonstrate excellence. For instance, studies can highlight how CSR initiatives impact stakeholder trust, brand reputation, or competitive advantage. Benchmark companies like Patagonia or Ben & Jerry’s exemplify CSR excellence through innovative environmental and social programs. Critical analysis should consider the strengths and limitations of these practices, supporting the discussion with scholarly evidence.

In exploring future organizational change, analyzing peer-reviewed literature on emerging trends—such as digital transformation, AI integration, or sustainable business models—can reveal likely resistance points. Resistance may originate from entrenched interests, cultural inertia, or resource constraints. Strategies to overcome resistance include change management communication plans, participative decision-making, and aligning change initiatives with core values. Recognizing these hurdles enhances strategic preparedness for future organizational evolution.

Overall, integrating these insights within a coherent, well-structured paper that demonstrates critical thinking, supported by scholarly evidence, serves as a practical guide for organizational improvement. Proper organization, clarity, and adherence to citation standards are essential to ensure quality and academic rigor. The analysis must be data-driven, strategic, and consultative, aiming to provide actionable insights that foster organizational excellence in complex, dynamic environments.

References

  • Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the competing values framework. John Wiley & Sons.
  • Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. John Wiley & Sons.
  • Lewin, K. (1947). Frontiers in group dynamics: Concept, method, and reality in social science; social equilibria and change. Human Relations, 1(1), 5–41.
  • Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
  • Porter, M. E., & Kramer, M. R. (2006). Strategy & Society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78–92.
  • Freeman, R. E., & Reed, D. L. (1983). Stockholders and Stakeholders: A new perspective on corporate governance. California Management Review, 25(3), 88–106.
  • Bryman, A., & Bell, E. (2015). Business Research Methods. Oxford University Press.
  • Hollensen, S. (2015). Global Marketing. Pearson.
  • Grant, R. M. (2019). Contemporary Strategy Analysis: Text and Cases. Wiley.
  • Kotter, J. P. (1996). Leading Change. Harvard Business School Press.

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