Assignment â€¢ Using the American Management Associationâ€™s (AMA) Guide to Strategic Case Analysis (see document link above), complete an 8-step case analysis for Smith Financial Corporation (see textbook pages 54-58). Remember to focus your analysis on the communication issues within this organization and develop a strategy that is supported by what you have learned from your research of these topics. Although it is tempting to spend the majority of the analysis on recounting the relevant facts, more of the analysis should be focused on Steps 2 through 8. The completed analysis should be completed in APA format and be 4 to 6 pages in length, excluding the Title page, the Abstract page and the References page, all in correct APA format. It is expected that you will reference at least 3 sources, in addition to your textbook, to support your analysis. Strategic Case Analysis â€“ AMA GUIDE (EXAMPLE) Using the AMA (American Management Association) 8 step case analysis process 1. The Basic Problem Solving or Case Analysis Process 2. Applying the Process The Basic Problem Solving or Case Analysis Process You have all engaged in the process numerous times in your life in general as well as in your academic career. However, since you will be utilizing this process extensively in this course it is appropriate to spend some time reviewing and discussing the process. Whether this process is being applied to a simple, routine decision or an immensely complex decision the steps in the process are the same. It is what one does within each of those steps that varies. To begin let’s review the process. Step 1 – Recap and analyze the relevant facts In this step you take a look at the information you have and can gather that is relevant to the situation. The relevancy component is key. Often cases that are presented in texts, and certainly the information that is available through all of the sources out there today, contain “stuff” that is related but not relevant. As a manager that is strategically analyzing a situation (case) the first step is to figure out what you need to pay attention to and what you don’t. That is relevance. For example, you are presented with a scenario that involves employees who are chronically late for work and the information you have mentions that it is snowing. Is the fact that it is snowing relevant or not? It may or may not be. It could just be extra “stuff” that is included. On the other hand if this group of chronically late employees all happen to travel the same road that is notorious for multi-car pile ups when it snows…then the fact that they are late when it is snowing is relevant. This also points out that in many situations trying to work from only the facts presented is not enough. The manager must be astute enough to recognize when additional information is required, and what type of information, in order to assess the relevance of a particular piece of data. At the same time he or she must know when to make the decision with the information at hand. Often this step is concluded with a SWOT analysis which further extrapolates the most important issues out of the overall situation analysis. This helps to zero in on the root problem. Step 2 – Determining the Root Problem & Step 3 – Identifying the Problem Components This is a crucial step and one that is often short-changed as we go about solving problems both personally and professionally. It is imperative that once we have gathered, recapped, and analyzed all of the relevant information we stop and articulate WHAT THE ROOT PROBLEM IS about which we must now make a decision. This step is not a long drawn out explanation. You should be able to state the problem in a sentence. It may then be necessary, and in the comprehensive case or more complex situations a given, to elaborate on any identifying component portions of the problem. Often it is necessary to prioritize or identify which components need to be
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