please submit the following: First Draft of the Case Study Analysis Documented on
First Draft of the Case Study Analysis Document (story Jaguar) see the jaguar story and
final
separaton ely. make 6 pages for the draft and 10-15 for pages the final please. Please pay attentively to what the professor is asking.I have attached the pdf. Use the templateI have provided for the draft and final please. Please if there is any questions do let me know.
1 Comments on Writing Up a Case Study When writing up your case study, please understand that the template can be viewed as follows: 1. Discuss the Situation in 1-3 pages. Be thorough and brief. 2. State the Major Problems, and Minor Problems, in one or two sentences. If the major or minor problem descriptions are more than two sentences long, the problems statements are probably not well defined. 3. State the Causes of the problems. There should be at least one cause for each and every problem. Please remember that problem may have multiple causes and a given cause may give rise to multiple problems. It is a many-to- may relationship. 4. List the Systems Affected. The systems included are Structural, Psychosocial, Technical, Managerial, and the Goals and Objectives of the organization under consideration. The structural system can be thought of as the firm's organizational chart. The psychosocial system deals with the way individuals think, and then what they do. The technical system is concerned with the machines and/or computers used at the company. The managerial system is involved with how the firm is managed. Please remember that goals are long-term and objectives are short-term. Operations affect day-to-day business. 5. Describe the possible Alternative Solutions. There should be between 4 to 6 possible alternatives, possibly even more. Be sure that one of the possible solutions is the do nothing case. Some problems go away of their own accord. 6. Pick the Solution from the list of possible alternative solutions, and justify your choice. Be sure that the solution selected one of the alternatives. Also, please state the Justification for selecting the solution chosen. 2 7. Discuss the Ramifications of selecting the solution in step 4. This has to do with consequences of selecting a given solution. Please understand that given selected solution my generate unexpected additional problems. if so, then state what could be these unexpected additional problems. The length of the paper should be between 10 to 20 pages double-spaced, not including title page, table of contents, list of tables, list of figures, abstract, bibliography, and any appendices. The papers can be longer if appropriate. The margins should be one inch all around. Please use the APA citation method. Please select a case study at the end of the 9th week of class, the draft of the case study at the end of the 12th week of class, and the final draft at the end of the 15th week of class. If any extensions are needed, please contact me so that the necessary arrangements can be made. Running head: SHORTENED CAPITALIZED TITLE, MAX 50 CHARACTERS (APA 1.06) Author Name Abstract Summarize the paper in 125 words or less. The first line of the abstract paragraph should be not be indented with a single tab character. Also, the Abstract should appear on its own page. 1 Situation Type in the situation here. Problems Major Problems Major Problem 1 List the first major problem here. Major Problem 2 List the second major problem here Continue with listing the major problems as needed. Each major problem should have its own subsection in the paper. Minor Problems Minor Problem 1 List the first minor problem here. Minor Problem 2 List the second minor problem here Continue with listing the minor problems as needed. Each minor problem should have its own subsection in the paper. Causes Causes for the Major Problems Causes for Major Problem 1 List the causes for the first major problem here. Causes for Major Problem 2 List the causes for the second major problem here Continue with listing the causes for the major problems as needed. There should be one major causes subsection for each major cause. Causes for the Minor Problems Causes for Minor Problem 1 List the causes for the first minor problem here. Causes for Minor Problem 2 List the causes for the second minor problem here Continue with listing the causes for the minor problems as needed. There should be one minor causes subsection for each minor cause. Systems Affected Structural Issues Highlight the structural issues of the case affected by the major and minor problems. Indicate what issues go with what major or minor problems. Psychosocial Issues Highlight the psychosocial issues of the case affected by the major and minor problems. . Indicate what issues go with what major or minor problems. Technical Issues Highlight the technical issues of the case affected by the major and minor problems. . Indicate what issues go with what major or minor problems. Managerial Issues Highlight the managerial issues of the case affected by the major and minor problems. . Indicate what issues go with what major or minor problems. Goals and Objectives Highlight the goals and objective issues of the case affected by the major and minor problems. . Indicate what issues go with what major or minor problems. Alternatives First Alternative Discuss the first alternative Second Alternative Discuss the second alternative Continue listing alternatives as needed. Be sure to include the Do Nothing alternative. Solution Solution Selected List the solution selected. Please be sure that the solution selected is one of the alternatives listed. Justification for the Solution Selected Justify why the solution selected above was chosen. Ramifications Here is where you discuss the consequences of making the selection of the chosen solution. References 1 Case Study Sample Donald L. Buresh, Ph.D. University X 2 Abstract The purpose of the document is to analyze Case 14.1 “Tucker Knox Corporation”, a case that appears on page 419-423 in An Experiential Approach to Organization Development by Donald Harvey and Donald L. Brown. In this case study, it requests that you act as an organizational development practitioner who has landed the Tucker Knox Corporation as a client. 3 Situation Ed Leonard, a mechanical engineer with an MBA, was hired to develop an automation engineering department, and was considering leaving Tucker Knox. Now, Tucker Knox is a world leader in keyboard design and manufacturing, and has been number one in market share since 1981. The company competes with other private keyboard manufacturers, as well as the keyboard manufacturing division of IBM, Sperry, and Honeywell. The company was founded in 1969 by Larry Henderson, and built the company from the ground up until at the time of the case the annual sales was just over $110 million. During the executive board meetings, the typical conversation focused on how to retain market share. Their challenges consisted of 1) competing in the world market, 2) ensuing efficient manufacturing facilities, and 3) retaining their corporate headquarters in the United States. Because a keyboard consists of a significant number of moving parts, this lead to rather high labor costs, and the fact that assembly machines that were less than perfect. At one meeting, Howard Watson took on the responsibility of developing a corporate automation engineering department. Howard Watson was the director of manufacturing engineering, and a aggressive manager, who had not yet filled two vacant manager position. The reason was because he wanted to be sure to select the right person, an individual who would have great visibility throughout the company. After some discussion with Howard, Ed decided to join Tucker Knox. Ed started out in the machine design department in order to ensure that Ed would be able to work with the other members of the team, and because Howard was reluctant 4 to relinquish authority. The second reason Howard did not share with Ed. Shortly after Ed joined the company, Jack Donaldson, Howard’s boss and the vice president of technology, decided split the machine automation department into the multiple copy manufacturing group, and the research and design group. The Jack assigned Matt Jackson to lead the multiple copy manufacturing group, while Howard was to lead the research and design group. Through a series of skillful political negotiations, Howard and Ed attempted to demonstrate that the two groups should remain as one for financial reasons. In the end, Ed was put in the middle of a political conflict. Ed continued to build machine design development into a 23-person automation engineering department through corporate organization streamlining. This included the merging of the test engineering department, the plastics engineering department, and the plastics automation department. The automation engineering department grew rapidly, and there were issues relating to cost reductions, increased output, and increased response to changing customer demand. The new keyboard designs resulted in Jack demanding that the production facilities have the automation in place at the same time that the new keyboard design arrived in production. The automation was viewed as essential to provide low production costs in order to stay ahead of the competition. In order to achieve, Howard communicated with his peers and superiors in such a way to ensure that each person was comfortable with the decisions being made. Quite often, Howard presented the material to Larry first, and then to Jack, so as to minimize the possibility for conflict and discussion In June of year 2, Jack was promoted to senior vice president, while the manager of the Ireland plant retired for health reasons. Jack decided, for more than just business 5 reasons, that Howard should lead the Ireland plant. And so Howard moved to Ireland in August of the second year. Jack then decided to fill the vacant position of vice president of technology with Sam Martin, an individual who came from outside of Tucker Knox so that he could build his own loyal management team. In the first couple of months, Sam made no changes in the organization, but then promoted Ed to fill the position vacated by Howard. There were numerous discussions between Sam and Jack regarding this decision, and in the end, Jack decided to overrule Sam, and hire someone from outside the company to fill Howard’s vacant position. In the next few weeks it became apparent that Jack was attempting to fill positions with people that would be loyal to him, even though Sam did all of the actual hiring. Art Hodges, a manager of a packaging design department for a scientific instruments company out of Portland, Oregon was hired to fill Howard’s vacant position. Art did not have the years of experience that Sam had, and the idea was that he would be easily manipulated by Jack. Art proceeded to reassign Ed to the company’s largest manufacturing facility to set up a maintenance department. Ed was told that after completing the assignment he would be able to return to his own department. Now, Art followed Jack’s direction without question, and 4 weeks later Ed’s automation engineering department was assigned to Matt Jackson. Within 3 months, Jack had managed to surround himself with managers that he had hand selected, who he felt would be loyal to him. Six months after being given the assignment, Ed was brought back to the corporate facility, and given 6 weeks to find another job within the company or be laid off. At the end of the case, Ed slumped in his 6 chair, and thought about the lessons that he had learned, and had been so painfully taught. Routine was not what Ed wanted, and it was not what he got. Problems Major Problems Major Problem 1 Ed Leonard needs to find a job within six weeks within the company, or be laid off by Tucker Knox. Minor Problems Minor Problem 1 Ed Leonard did not develop sufficient relationships of trust with other members of the management team, particularly Art Hodges, Sam Martin and Jack Donaldson. Minor Problem 2 Ed Leonard needs to learn better negotiating skills so that he can be successful in a future position. Causes Causes for the Major Problems Cause for Major Problem 1 Ed Leonard was perceived to be loyal to Howard Watson, and did not seem to be loyal to Jack Donaldson. Causes for the Minor Problems Cause for Minor Problem 1 Ed Leonard was too involved in the development of the departments that he was assigned to create to spend the time diplomatically ensuring his future at Tucker Knox. 7 Causes for Minor Problem 2 Ed Leonard lacked the negotiating skills that were required to survive after Howard Watson was transferred to Ireland. Systems Affected Structural Issues Ed Leonard is losing his position in the maintenance department, and must seek a position elsewhere, while Jack Donaldson is solidifying his