Please make 4 pages PowerPoint about the in depth analysis of the situation & brief into of the case in introduction and background part roughly 5 minutes
please write Analysis of case part on one page
Analysis and Problem Statements
The analysis section is the most important part of your paper, and it may constitute about half of your paper. The analysis should apply concepts from the course to understand why the problem you identify exists (what are its root causes and implications). A good analysis of the past or present situation will set a good foundation for your discussion in the next step. Here are more tips:
The analysis should use the concepts we develop in class, but they need not be presented in the same language we use in class. Remember that you are writing to the decision-maker in the organisation that is the subject of the case, and he or she may not have taken our class! So, in most cases you will use the analytical techniques from class off-line, and then translate the results of that work into the body of your paper.
State explicitly any assumptions you make in the analysis.
Back up your analysis with quantitative support or other evidence where appropriate.
Make sure your analysis clearly addresses the problem(s) you identified.
Use business language and format. Be direct and precise. Keep in mind the audience of the paper, and always ask yourself if the sentence you just wrote will provide value to that audience.
Make sure you get to the root causes of the problem. Keep asking if there is something underlying the cause you have arrived at. Ultimately, it is the root cause that you have to solve.
SWOT analysis perhaps is the most frequently used tool in this section.
There may be many issues in any given case but not all of them are equally important. Make sure it is clear why you think these issues are important, since these issues set the stage for how you plan to approach the case. Remember not to simply recount the facts of the case. Get the burning question and address it.
You will probably need to devote most of your efforts to this section. This is the most difficult part of the assignment for most students because it involves theorising about why things have happened, rather than just describing what occurred. Although difficult, this section is essential because if you can figure out why the situation arose, then you can begin to pinpoint what aspects of the situation are going to be responsive to action. The goal is to figure out why the situation arose and what the implications are.
Your discussion here should foreshadow where you intend to direct your management actions, because to effectively solve a problem you want to act to address its causes, not just its symptoms. Thus, the analysis should clearly correspond to the issues above, and clearly set the stage for the problem and actions below. It also is helpful to include brief examples from the case to support your conclusions about the causes of the problem.
Given your analysis, how would you succinctly describe the key problem (or problems) to be addressed? The implicit question asked in a problem statement is What do we want to change? The link to your analysis should be readily apparent.
Problem statements should be free from both causes (which are identified in the analysis section) and solutions (which are presented in the management action section). For example, if you stated the as is part of the problem as: Department employees dont know how to fill out expense reports then you have implied that the cause is a lack of skill or knowledge. This leads almost inevitably to a training solution. However, before collecting and analysing the case facts, it is impossible to know whether or not this is a training problem. A more appropriate statement can be Department employees cannot fill out expense reports. This statement shows the symptom, i.e., what can be observed. It does not indicate any cause. Potential causes can be the lack of skills of employees or the difficulty to use the system. Stating the desired state as The expense forms need to be redesigned implies a solution. Again, before collecting and analysing some data, it is difficult to know what solutions are appropriate.
Here is a checklist to use to evaluate your problem statement:
Is there a clear link from your analysis to the problem statement?
Does everyone have a common understanding of the problem?
Is the problem sufficiently limited in scope?
Is the problem within managements control or influence?
Is the problem worth solving?
Does/Do the objective(s) solve the problem(s)?
