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CASE STUDY ANALYSIS RUBRIC A case study analysis requires you to investigate a business problem, examine the alternative solutions, and propose the most effective solution using supporting evidence

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CASE STUDY ANALYSIS RUBRIC A case study analysis requires you to investigate a business problem, examine the alternative solutions, and propose the most effective solution using supporting evidence. Just responding to a case study set of questions is not optimal nor will it Preparing the Case - Before you begin writing, follow these guidelines to help you prepare and understand the case study: 1. Read and Examine the Case Thoroughly o Take notes, highlight relevant facts, underline key problems. 2. Focus Your Analysis o Identify two to five key problems. o Why do they exist? o How do they impact the organization? o Who is responsible for them? 3. Uncover Possible Solutions/Changes Needed o Review course readings, discussions, outside research, your experience. 4. Select the Best Solution o Consider strong supporting evidence, pros, and cons. Is this solution realistic? Drafting the Case - Once you have gathered the necessary information, a draft of your analysis should include these general sections, but these may differ depending on your assignment directions or your specific case study: 1. Introduction o Identify the key problems and issues in the case study. o Formulate and include a thesis statement, summarizing the outcome of your analysis in 1–2 sentences. 2. Background o Set the scene: background information, relevant facts, and the most important issues. o Demonstrate that you have researched the problems in this case study. 3. Evaluation of the Case o Outline the various pieces of the case study that you are focusing on. o Evaluate these pieces by discussing what is working and what is not working. o State why these parts of the case study are or are not working well. 4. Proposed Solution/Changes o Provide specific and realistic solution(s) or changes needed. o Explain why this solution was chosen. o Support this solution with solid evidence, such as: § Concepts from class (text readings, discussions, lectures) § Outside research § Personal experience (anecdotes) 5. Recommendations o Determine and discuss specific strategies for accomplishing the proposed solution. o If applicable, recommend further action to resolve some of the issues. o What should be done and who should do it? Finalizing the Case - After you have composed the first draft of your case study analysis, read through it to check for any gaps or inconsistencies in content or structure: • • • Is your thesis statement clear and direct? Have you provided solid evidence? Is any component from the analysis missing? When you make the necessary revisions, proofread and edit your analysis before submitting the final draft LEADERSHIP DEVELOPMENT: CASES FOR ANALYSIS Consolidated Products Consolidated Products is a medium-sized manufacturer of consumer products with nonunion- ized production workers. Ben Samuels was a plant manager for Consolidated Products for Copyright 2018 Cangage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202 CHAPTER 2 TRAITS, BEHAVIORS, AND RELATIONSHIPS 59 e company's f plants, growing 10 years, and he was very well liked by the employees there. They were grateful for the fitness center he built for employees, and they enjoyed the social activities sponsored by the plant several times a year, including company picnics and holiday parties. He knew most of the workers by name, and he spent part of each day walking around the plant to visit with them and ask about their families or hobbies. Ben believed that it was important to treat employees properly so they would have a sense of loyalty to company. He tried to avoid any layoffs when production demand was slack, figuring that the company could not afford to lose skilled workers that are so difficult to replace. The workers knew that if they had a special problem, Ben would try to help them. For example, when someone was injured but wanted to continue working, Ben found another job in the plant that the person could do despite having a disability. Ben believed that if you treat people right, they would do job for you without close supervision or prodding. Ben applied the same principle to his supervisors, and he mostly left them alone to run their departments as they saw fit. He did not set objectives and standards for the plant, and he never asked the supervisors to develop plans for improving productivity and product quality. Under Ben, the plant had the lowest turnover among the five but the sec- ond worst record for costs and production levels. When the company was acquired by another firm, Ben was asked to take early retirement, and Phil Jones was brought in to replace him. Phil had a reputation as an manager who could get things done, and he quickly began making changes. Costs were cut by trimming a number of activities such as the fitness center at the plant, company picnics and parties, and the human relations training programs for supervisors. Phil believed that human relations training was a waste of time; if employees don't want to do the work, get rid of them and find somebody else who does. Supervisors were instructed to establish high performance standards for their depart- ments and insist that people achieve them. A computer monitoring system was introduced so that the output of each worker could be checked closely against the standards. Phil told his supervisors to give any worker who had substandard performance one warning, and then if performance did not improve within two weeks to fire the person. Phil believed that workers don't time or making a mistake, he would reprimand the person right on the spot to set an example. t respect a supervisor who is weak and passive. When Phil observed a worker wasting Phil also checked closely on the performance of his supervisors. Demanding objectives were department performance. Finally, Phil insisted that supervisors check with him first before taking any significant actions that deviated from established plans and policies. As another cost-cutting move, Phil reduced the frequency of equipment maintenance, good record of reliable operation, Phil believed that dhe productive. Since the machines had a cessive and was cutting into production. Finally, when business was slow for one of the prod- uct lines, Phil laid off workers rather than finding something else for them to do. By the end of Phil's first year as plant manager, production costs reduced by 20 per- cent and production output was up by 10 percent. However, three of his seven supervisors left to take other jobs, and turnover was also high among the machine operators. Some of the turnover was due to workers who were fired, but competent machine operators were also quitting, and it was becoming increasingly difficult to find any replacements for them. Finally, there was increasing talk of unionizing among the workers.56 QUESTIONS 1. Compare the leadership traits and behaviors of Ben Samuels and Phil Jones. 2. Which leader do you think is more effective? Why? Which leader would you prefer to work for? 3. If you were Phil Jones's boss, what would you do now? were Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202 LEADERSHIP DEVELOPMENT: CASES FOR ANALYSIS Consolidated Products Consolidated Products is a medium-sized manufacturer of consumer products with nonunion- ized production workers. Ben Samuels was a plant manager for Consolidated Products for Copyright 2018 Cangage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. WCN 02-200-202 CHAPTER 2 TRAITS, BEHAVIORS, AND RELATIONSHIPS 59 e company's f plants, growing 10 years, and he was very well liked by the employees there. They were grateful for the fitness center he built for employees, and they enjoyed the social activities sponsored by the plant several times a year, including company picnics and holiday parties. He knew most of the workers by name, and he spent part of each day walking around the plant to visit with them and ask about their families or hobbies. Ben believed that it was important to treat employees properly so they would have a sense of loyalty to company. He tried to avoid any layoffs when production demand was slack, figuring that the company could not afford to lose skilled workers that are so difficult to replace. The workers knew that if they had a special problem, Ben would try to help them. For example, when someone was injured but wanted to continue working, Ben found another job in the plant that the person could do despite having a disability. Ben believed that if you treat people right, they would do job for you without close supervision or prodding. Ben applied the same principle to his supervisors, and he mostly left them alone to run their departments as they saw fit. He did not set objectives and standards for the plant, and he never asked the supervisors to develop plans for improving productivity and product quality. Under Ben, the plant had the lowest turnover among the five but the sec- ond worst record for costs and production levels. When the company was acquired by another firm, Ben was asked to take early retirement, and Phil Jones was brought in to replace him. Phil had a reputation as an manager who could get things done, and he quickly began making changes. Costs were cut by trimming a number of activities such as the fitness center at the plant, company picnics and parties, and the human relations training programs for supervisors. Phil believed that human relations training was a waste of time; if employees don't want to do the work, get rid of them and find somebody else who does. Supervisors were instructed to establish high performance standards for their depart- ments and insist that people achieve them. A computer monitoring system was introduced so that the output of each worker could be checked closely against the standards. Phil told his supervisors to give any worker who had substandard performance one warning, and then if performance did not improve within two weeks to fire the person. Phil believed that workers don't time or making a mistake, he would reprimand the person right on the spot to set an example. t respect a supervisor who is weak and passive. When Phil observed a worker wasting Phil also checked closely on the performance of his supervisors. Demanding objectives were department performance. Finally, Phil insisted that supervisors check with him first before taking any significant actions that deviated from established plans and policies. As another cost-cutting move, Phil reduced the frequency of equipment maintenance, good record of reliable operation, Phil believed that dhe productive. Since the machines had a cessive and was cutting into production. Finally, when business was slow for one of the prod- uct lines, Phil laid off workers rather than finding something else for them to do. By the end of Phil's first year as plant manager, production costs reduced by 20 per- cent and production output was up by 10 percent. However, three of his seven supervisors left to take other jobs, and turnover was also high among the machine operators. Some of the turnover was due to workers who were fired, but competent machine operators were also quitting, and it was becoming increasingly difficult to find any replacements for them. Finally, there was increasing talk of unionizing among the workers.56 QUESTIONS 1. Compare the leadership traits and behaviors of Ben Samuels and Phil Jones. 2. Which leader do you think is more effective? Why? Which leader would you prefer to work for? 3. If you were Phil Jones's boss, what would you do now? were Copyright 2018 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part.