1. Assignment 2 Case Study

2. Criteria Weightage - 60 % Due Date – 11 th October 2012 Length of Analysis – 2500 words Leverage - +-10% including appendices, Diagrams, Tables, Reference etc….

3. Case Study In this case leading and managing change is concerned with how organizations respond and adapt to contexts, both local and global. Effort to manage uncertainty in both and organic (Natural) and systematic (Planned) fashion. Global circumstances require that managers be aware of the international community

4. Case Study To ensure business sustainability management skills are needed that result in business that are viable and competitive in the long term without negative impact on the environment, the economy or society.

5. Case Study This assignment requires you to think in these three themes – Change – Globalization – Sustainability

6. Case Study You are required to review the case study and use the case study information Consider Case study information is the only Source of information about the change at Stanley

7. Analysis Needed a)Identify the type of change that the organization is going though and Justify your response b)From the parent entity’s perspective – Critically analyse and discuss the change and note in particular the global and sustainability implications of change.

8. Analysis Needed Your discussion should include the four major components of an organization: 1)People 2)Process 3)Structure 4)Technology

9. Analysis Needed C) Typo error

10. Agenda 1. Why Case Studies? 2. How to deal with them? 3. The report

11. Mind Map

12. How to Conduct a Case Analysis Put yourself “inside” the case – Think like an actual participant Strategic decision maker Board of directors Outside consultant

13. Case Studies and Practice -Interesting, real world situations with insights into the studies of management -Decision making -may become easier -better quality of decisions -faster decision making -Working in teams

14. Case Studies Solutions -Different from normal homework design -Often more than one answer -depends on assumptions and problem definition -Time is well spent -confidence in a decision-making position -parallels to real-world situations

15. Attacking the Case -Problems with quantity of information -first too much/later not enough -Solution: -seek additional information -make assumptions -Decide which questions to ask -Instructor will be more interested in the analyses and process than in absolute correctness

16. Steps of Problem Analyses -Read the case thoroughly -Define the central issue -Define the firms goals -Identify the constraints to the problem -Identify all the relevant alternatives -Select the best alternative -Develop an implementation plan

17. More on the Question of Focus Is there one issue or many issues? – The answer may not be simple or obvious Often it makes sense to organize the problem statement in a hierarchical way – A single over-riding issue – Additional issues, but usually subsidiary to the main issue – Triage ( Auswahl ) Deal with most important areas first

18. A Different approach Five Step model

19. Five Steps: Step One Become familiar with the material – Read quickly through the case one time – Use initial read-through to assess possible links to strategic concepts – Read the case again, making notes – Evaluate application of strategic concepts – After forming first recommendation, thumb through the case again to assess consequences of actions you propose

20. Five Steps: Step Two Identify problems – Symptoms vs.. Problems: avoid getting hung up on symptoms – Some cases have more than one problem – Articulate the problem Writing down a problem statement gives you a reference point when you proceed through the case analysis – Some problems are not apparent until after you do the analysis

21. Five Steps: Step Three Conduct strategic analyses – Determine which strategic issues are involved – Use strategic tools to conduct the analysis Five-forces analysis PEST analysis SWOT analysis Value chain analysis Resource-Based View of the Firm (VRIO) Contingency frameworks Financial analysis – Test your own assumptions about the case

22. Five Steps: Step Four Propose alternative solutions – Develop a list of options first without judging them Do nothing is often a reasonable alternative – Evaluate alternatives Can the company afford it? Is the solution likely to evoke a competitive response? Will employees accept the change? How will it affect other stakeholders? How does it fit with the vision, mission, objectives? Will the culture or values of the company change?

23. Five Steps: Step Five Make recommendations – Make a set of recommendations that your analysis supports – Describe exactly what needs to be done – Explain why this course of action will solve the problem – Include suggestions for how best to implement the proposed solution – The solution you propose must solve the problem you identified

24. Points to Remember Always connect the problem(s), alternatives, and recommendations Often, the problem is stated in the case; you just have to look a little for it

25. The Report -Written or oral -Describes the solution of the case -Express yourself clearly -Explain the analyses and logic -Separate "facts" from opinion -Lay out a plan for implementating the decision

26. Written Reports -Short, well-organized report is better than a long, unorganized one -Do not include trivial matters -Typical sections: -executive summary -problem statement -alternatives -conclusion -implementation

27. Thank You