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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 1 What is a Case Study? A case study analysis requires you to investigate a business problem, examine the alternative solutions, and propose the most effective solution using supportive evidence. A case study should include background information on the specific topic, an analysis of the case under student showing problems or effective strategies, as well as recommendations. A case study can focus on a business or entire industry, a specific project or program, or a person. Format your paper according to your assignment instructions: APA, MLA, Chicago Style The following sample includes APA-style citations and references. *Adapted by the Writing Center from original paper by Aimee Garten. Used by permission. The introduction of your case study should introduce the business, industry, project, or person that is represented in your study. 2 An Analysis of Human Resources Practices at Starbucks Coffee Company The thesis should state the Organizations must perform at reliable and successful levels to stay in business. proposed solution to the problem you have determined One indicator of organizational performance is its human resources outcomes. To be or state the general assessment of the case being studied. competitive in a global marketplace, a large multinational organization should manage human resources as strategically as any other division or department. Starbucks is an example of strong human resources strategy coupled with logistical planning and effective management. It serves as a strong example for all large organizations to model human resources upon. Overall Human Resources Strategies Human capital is a large investment for any organization. Management of this capital is a necessary task to ensure strong return on the investment. Human resource Section 1: The first section of the case study should management requires discuss the background of the strong strategy to organization, industry, or program. effectively and efficiently achieve goals, objectives, and – in turn – better performance. The strategy, management program, and all other human resource activity are then required to determine relevant dimensions of performance and the impact on the company’s success (Cania, 2014). Starbucks, a Seattle-based global coffee company, follows a mission to “inspire and nurture the human spirit: one person, one cup, and one neighborhood at a time” (Starbucks, 2015, para. 4). The company fulfils this mission through ethical sourcing of product, environmentally friendly processes and recycling practices, and employee service in the community. After the era of Great Recession, the company launched a new motto: “Great Coffee Everywhere” and grew to include international locations and athome products. This growth also included the acquisition of the La Boulange, Seattle’s Best Coffee, Tazo, Evolution Fresh, and Teavana brands. With large competitors like 3 Dunkin’ Donuts and new start-up Joyride, Starbucks is poised to be a leader in the next generation of coffee shops or be left behind as an outdated relic (Sacks, 2014). Unlike most large companies, employees of Starbucks are called “partners” and are encouraged to join young and build a career with the organization. Human resources are handled by Starbucks’ “Partner Resources Department” with 500 employees serving roles in staffing, learning and development, compensation and benefits, organizational development, and partner services (Starbucks, n.d.). Researchers Korschun, Bhattacharya, and Swain (2014) describe the engaged employee’s impact on the brand as follows: Employees who identify with the organization will adopt suggested workplace behaviors and be motivated to support the company’s products and brands. Yet prior research also prompts us to suggest that this effect will be mediated by the employee’s customer orientation. Identification is known to encourage behaviors that benefit the collective. Thus, the more an employee identifies with the organization, the more he or she will seek opportunities to contribute to company performance. Because serving customers’ needs is a key way that frontline employees help the company maintain and deepen relationships with those customers, such employees may view their own efforts to contribute to customer loyalty as helping drive long-term organizational success. (p. 24). To remain competitive in the coffee and food-and-beverage marketplace, Starbucks needs to keep its partners happy and the public coming back for more. Here, the author ties her evaluations of the case to theories or research. What theory can you use as support to show that your case study has a problem, or is an effective practice? Sections 2-4: 4 the writer In the following three sections, focuses on several key points or operations about the case. It isn’t enough to simply state what is working or what is not working. You need to support this with evidence from theories, experts, or examples. Recruiting Practices Recruitment processes are an important part of any human resources strategy. Economic crisis, market booms, natural disasters, and other unforeseen occurrences should not send the hiring and firing process into a tailspin. Instead, organizations should have strong plans to weather any literal or metaphorical storm. Long-term vision should include anticipation of the need for new hires, job specificity, strong candidate pools, logical assessment of candidates, securing the best talent, integrating new hires, and reviewing processes for efficiency and efficacy (Fernandez-Araoz, et al., 2009). Though Starbucks responded to the recent recession with slashed jobs and closed locations, later efforts focused on long-term goals and recruitment strategy. The “Starbucks College Achievement Plan” was recently launched, offering free college education through Arizona State University Online to all partners, including part-time Be sure to include an evaluation of each key point of the case. employees (Starbucks, n.d.). Training Structure Business failures can sometimes be solved through training to develop new skills, refine efficiency, and instruct staff on new policies, procedures, and tools. Issues frequently trigger training but training efforts should always trigger business results (Castaldi, 2012). When a large mistake, error, or need for improvement arises, not every company is prepared to make improvements. As a large successful company, Starbucks has more resources available to take staff out of their daily work and place them in training sessions. Investment in training needs assessment and training sessions themselves may be daunting for small companies; however, an organization operating in 5 more flexible environments can reap the rewards (van Eerde, et.al., 2008). As an example of a luxurious training session, Starbucks took their entire work force off the line for a three-hour barista training event, focused on making perfect espresso, in the middle of the Here again, the author is presenting economic meltdown of 2008 (MacDonald, 2008). Most retail outlets would steer clear of a door-closing event during busy open hours. Starbucks, be greater than the risk. an evaluation of this particular practice of this company. The author however, deemed thetheory reward also uses or to research to support her evaluation. Organizational Effectiveness Starbucks has a strong human resources strategy and management system. This has led to high organizational effectiveness in the industry, stemming in part from successful employee engagement. Positive employee engagement leads to a psychological climate, cultural attitude, and set of employee behaviors that positively impact an organization from top to bottom (Kataria, et al., 2013). Therefore, it is safe to say that Starbucks’ Partner Resources has had positive effect on the organization as a whole. Solutions Solutions In a recent article, food editor Bret Thorn (2014) described the If your case study focuses on a problem within the company or project, you would include a section on your proposed solution. “starbucksification” of Dunkin’ Donuts. While a donut shop is not, specifically, Be sure to both present your competition for a coffee shop, customers are loyal to the coffees solution and to also present theory or research to support your made by each solution. establishment. This includes the spread of Dunkin’ Donuts to wider regions across the United States with larger retailing of their coffee products. What theory, expert, or example can you use as support to show that Like Starbucks, Dunkin’ your proposed solution would work? Donuts offers K-Cup and ground coffee in supermarkets and convenience stores around the world. In this section, the writer is showing a comparison of her case study to a case study from a competitor. 6 Like Starbucks, Dunkin’ Donuts (n.d.) recruits online, focusing on entry-level employees who seek career mobility. Unlike Starbucks, Dunkin’ Donuts has only 7,500 storefronts in just 40 states. Each location is a franchise with unique local business owners running daily operations. Dunkin’ Brands, Inc. is the corporate entity and also owns the Baskin Robbins ice cream shop chain. Corporate headquarters boasts free coffee, donuts, and ice cream at corporate offices along with fitness centers, electric car charging stations, and half-day Fridays (Dunkin’ Donuts). This cannot be said for employees of franchised locations. Without the central mission, homogenous culture, and overall size of Starbucks, Dunkin’ Donuts cannot provide a bold and uniform human resources management system for all employees. This gives Starbucks the competitive edge for recruiting from the common pool of potential employees. With more money to spend, Starbucks has more to offer in terms of investment in human capital. Thus, Starbucks has the edge. Conclusion Employers ask employees to work hard, be pleasant, and show results. The investment of time and money into human resources can, and will, pay off in positive organization outcomes if a strategic management system is in place and well-used. Seattle-based Starbucks has been an example of success through strategic human resource management through good times and bad. Its practices, though occasionally flawed, show an overwhelmingly successful model of large company investment in human capital. The conclusion is where you wrap up your take-away points for your reader. Here, you may also present the significance of your case study. Why is this valuable? 7 References Cania, L. (2014). The Impact of Strategic Human Resource Management on Organizational Performance. Economia: Seria Management 17(2), 373-383. Castaldi, J. (2012). Constructing a Business Case for Training: Cause, Coincidence, or Correlation?. T+D, 66(6), 32-34. Dunkin’ Donuts. (n.d.) Come Run with Dunkin’. http://www.dunkindonuts.com/content/dunkindonuts/en/ddcareers.html Fernández-Aráoz, C., Groysberg, B., & Nohria, N. (2009). The Definitive Guide to Recruiting in Good Times and Bad. Harvard Business Review, 87(5), 74-84. Kataria, A., Rastogi, R., & Garg, P. (2013). Organizational Effectiveness as a Function of Employee Engagement. South Asian Journal of Management, 20(4), 56-73. Korschun, D., Bhattacharya, C. B., & Swain, S. D. (2014). Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees. Journal of Marketing, 78(3), 20-37. MacDonald, N. (2008). Starbucks goes back to coffee camp. Maclean's, 121(10), 44. Marler, J. H. (2012). Strategic Human Resource Management in Context: A Historical and Global Perspective. Academy Of Management Perspectives, 26(2), 6-11. Sacks, D. (2014). Brewing the perfect Cup. Fast Company, (188), 86-104. Starbucks. (2015). Starbucks Company Profile. http://globalassets.starbucks.com/assets/4286be0614af48b6bf2e17ffcede5ab7.pdf Starbucks. (n.d.). Supplier Diversity Program. http://www.starbucks.com/responsibility/sourcing/suppliers 8 Starbucks Career Center. (2015). Career Center: Working at Starbucks, Military & Spouses – Serve with Us, Starbucks College Achievement Plan, Our Brands. http://www.starbucks.com/careers Thorn, B. (2014). The Starbucksification of Dunkin' Donuts. Nation's Restaurant News, 48(19), 110. van Eerde, W., Tang, K. S., & Talbot, G. (2008). The mediating role of training utility in the relationship between training needs assessment and organizational effectiveness. International Journal of Human Resource Management, 19(1), 6373. https://doi.org/10.1080/09585190701763917 5 Star and Amtech 5 Star Electronics and Amtech Electronics both manufacture integrated circuits and other electronic parts as subcontractors for large manufacturers. Both 5 Star and Amtech are located in Ohio and often bid on contracts as competitors. As subcontractors, both firms ben- cfited from the electronics boom of the 1990s, and both looked forward to growth and expansion. 5 Star has annual sales of about $100 million and employs 950 people. Amtech has annual sales of $80 million and employs about 800 people. 5 Star typically reports greater net profits than Amtech. The president of 5 Star, John Tyler, believed that 5 Star was the far superior company. Tyler credited his firm's greater effectiveness to his managers' ability to run a tight ship." 5 Star had detailed organization charts and job descriptions. Tyler believed that everyone should have clear responsibilities and narrowly defined jobs, which generates efficient per- formance and high company profits. Employees were generally satisfied with their jobs at 5 Star, although some managers wished for more empowerment opportunities. Amtech's president, Jim Rawls, did not believe in organization charts. He believed organization charts just put artificial barriers between specialists who should be working to- gether. He encouraged people to communicate face to face rather than with written memos. The head of mechanical engineering said, “Jim spends too much time making sure everyone Copyright 2018 Cangage Learning. All Rights Reserved. May not be copled, scanned, or duplicated, in whole or in part. WCN 02-200-202 458 PART 5 THE LEADER AS SOCIAL ARCHITECT understands what we're doing and listening to suggestions." Rawls was concerned with employee satisfaction and wanted everyone to feel part of the organization. Employees were often rotated among departments so they would be familiar with activities throughout the company. Although Amtech wasn't as profitable as 5 Star, they were able to bring new prod- ucts on line more quickly, work bugs out of new designs more accurately, and achieve higher quality because of superb employee commitment and collaboration. It is the end of May, and John Tyler, president of 5 Star, has just announced the acquisi- tion of Amtech Electronics. Both management teams are proud of their cultures and have unflattering opinions of the other's. Each company's customers are rather loyal, and their technologies are compatible, so Tyler believes a combined company will be even more effec- tive, particularly in a time of rapid change in both technology and products. The Amtech managers resisted the idea of an acquisition, but the 5 Star president is determined to unify the two companies quickly, increase the new firm's marketing position, and revitalize product lines—all by year end. QUESTIONS 1. Using the competing values model in Exhibit 14.4, what type of culture (adaptability, achievement, involvement, consistency) would you say is dominant at 5 Star? At Amtech? What is your evidence? 2. Is there a culture gap? Which type of culture do you think is most appropriate for the newly merged company? Why? 3. If you were John Tyler, what techniques would you use to integrate and shape the culture to overcome the culture gap? Source: Adapted from John F. Veiga, "The Paradoxical Twins: Acme and Omega Electronics," in John F. Veiga and John N. Yanouzas, The Dynamics of Organization Theory (St. Paul: West Publishing, 1984), pp. 132-138; and "Alpha and Amtech," Harvard Business School Case 94488-003, published by the President and Fellows of Harvard College, 1988.