Trident BUS599 Module 3 case and slp

Question
BUS599 – MBA Integrative Project

Module 3 – Background

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Case: Inputs Diagnosis, SLP: Time Warp 2

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Background Reading for Case 3

The background reading for the Case in this module focuses on the Nadler-Tushman Congruence Model. You will be using this model to complete the case.

David Nadler is the founder and CEO of Mercer Delta Consulting Group. An internationally recognized expert in organizational change, Nadler has written seven books and numerous articles for practicing managers. Michael Tushman is a Full Professor at the Harvard Business School. He has written or edited eight books and is widely published in academic and practitioner journals.

Required reading:

Nadler, D. A. & Tushman, M. L. (1980) A Model for Diagnosing Organizational Behavior.Organizational Dynamics, 9 (2), 35-51. Retrieved on November 7, 2012 from EBSCO.

According to the authors, “Our congruence model of organizational behavior is based on how well components fit together – that is the congruence among components; the effectiveness of this model is based on the quality of these ‘fits’ or ‘congruence.’ (p.39).

From the reading, you will note that there are four input categories. They are as follows:

1. Environment (factors external to the organization);

2. Resources (factors internal to the organization);

3. Organizational history (Persistent Traditions); and

4. Strategy (goals, objectives and strategic initiatives) .

If the link to the article does not work, it is probably because your computer does not allow “cookies” which would let you connect directly to the library. In such a case, you will need to connect manually to the appropriate database.

Optional Reading for the Case:

The following is an interesting, updated, and highly recommended peer-reviewed journal article relating to organizational diagnosis. Following is the Abstract:

Abstract:

Using an operational framework, thediagnostic funnel is introduced, which prescribes the appropriate actions of a process consultant in conducting anorganizational diagnosis. Thediagnostic funnel comprises the four actions of (a) selecting a generaldiagnosticmodel, (b) collecting data that minimizes bias, (c) analyzing the data to reduce the likelihood of error, and (d) deriving a unique diagnostic paradigm, specific to the organization under study. It is argued that the actions described by thediagnostic funnel will result in a diagnosis that achieves a high level of scientific rigor. To provide a detailed description of thediagnostic funnel, a case example of anorganizational diagnosis is presented.

Gregory, B. T., Armenakis, A. A., Moates, K., Albritton, M., & Harris, S. G. (2007). Achieving Scientific Rigor in Organizational Diagnosis: An Application of the Diagnostic Funnel.Consulting Psychology Journal: Practice & Research,59(2), 79-90. Retrieved on November 7, 2012 from EBSCO.

There are no reading assignments for the SLP

However, if you need a refresher on various theories (product life cycle, pricing, price elasticity, market saturation, product development, etc.) there are a multitude on the Internet.

Optional Review Materials

Once again, a small sample of Internet materials that may help you throughout the course can be accessed at .investopedia.com/university/ratios/#axzz2JNe7QCr3″>http://www.investopedia.com/university/ratios/#axzz2JNe7QCr3 and .sveiby.com/articles/IntangibleMethods.htm”>http://www.sveiby.com/articles/IntangibleMethods.htm . This can serve as a complement to previous course materials. You are encouraged to supplement this list if you need additional refreshers.

BUS599 – MBA Integrative Project

Module 3 – SLP

Case: Inputs Diagnosis, SLP: Time Warp 2

.trident.edu/CourseHomeModule.aspx?course=456&term=114&module=3&page=home”>.jpg” alt=”Introduction”>.trident.edu/CourseHomeModule.aspx?course=456&term=114&module=3&page=bkg”>.jpg” alt=”Background information”>.trident.edu/CourseHomeModule.aspx?course=456&term=114&module=3&page=case”>.jpg” alt=”Case assignment”>.trident.edu/CourseHomeModule.aspx?course=456&term=114&module=3&page=slp”>.jpg” alt=”Session long project”>.trident.edu/CourseHomeModule.aspx?course=456&term=114&module=3&page=objectives”>.jpg” alt=”Objectives”>

BACKGROUND

In Module 3, you will continue with the scenario and simulation you worked on in the Module 1 and Module 2 SLPs.

REQUIRED READING

SCENARIO CONTINUATION:

It’s New Year’s Day, 2016. You just had a great New Year’s Eve celebration, having finished analyzing the performance of Clipboard Tablet Company, and are ready to charge ahead into the future. You turn on the TV and notice something strange (again). The TV commentator is saying something about New Year’s Day, 2012, and you realize that you are in Time Warp 2.

Your decision-making process will be different this time, as you will be using CVP analysis, a technique with which you recently became familiar.

You analyze the results of the first set of decisions you made in Time Warp 1, from 2012 to 2015. You use CVP analysis to help determine a new strategy, employing the CVP Calculator.

You analyze the results using CVP and develop your complete four-year strategy, making notes about your analysis and your reasoning process, just in case you have to do this again.

You finish the report that shows your strategy for the next four years during Time Warp 2.

Do not run the simulation yet; just turn in the report.

ASSIGNMENT

Write a 4- to 6-page paper, not including cover and reference page, in which, after again reviewing and analyzing the results that you got in SLP2 (Time Warp 1 decisions), you develop a revised strategy and make a case for this new strategy using analysis and relevant theories.

KEYS TO THE ASSIGNMENT

The key aspects of this assignment that should be covered and taken into account in preparing your paper include:

· The revised strategy consists of the Prices, R&D Allocation %, and any product discontinuations for the X5, X6, and X7 tablets for each of the four years: 2012, 2013, 2014, and 2015.

· You must present a rational justification for this strategy. In other words, you must make a case for your proposed strategy using financial analysis and relevant theories.

· Use the CVP Calculator and review the PowerPoint that explains CVP and provides some examples.

· You need tocrunch some numbers (CVP Analysis) to help you determine your prices and R&D allocations.

· Make sure your proposed changes in strategy are firmly based in this analysis of financial and market data and sound business principles.

· Present your analysis professionally making strategic use of tables, charts and graphs.

· Time Line Summary:

SLP1

· 2015: Hired on December 15.

· Turned in first report to Sally a few days early on December 30.

· Celebrated on December 31.

SLP2

· Time Warp 1 begins: January 1, 2016 warps into January 1, 2012.

· You realize you have to make decisions for 2012 – 2015, which you do.

· December 31, 2015 – You have gone through all four years, and you write your report to summarize how you did. You are hoping that you will wake up tomorrow and it will be 2016.

SLP3

· Time Warp 2 begins: January 1, 2016 warps into January 1, 2012. (Again)

· Now it is January 1, 2012: You decide to use CVP analysis and develop a four-year plan for your strategy. You analyze the results of your first decisions in Time Warp 1 and make notes. You use the CVP Calculator to help develop a strategy, and make more notes explaining your logic and analysis.

ASSIGNMENT EXPECTATIONS

Your paper will be evaluated on the following seven points:

· Breadth – Is the full breadth of the subject, that is, the Keys to the Assignment, addressed?

· Depth – Does the paper address the topic in sufficient depth and include the background reading and other background resources as references?

· Critical thinking – Is the subject thought about critically, that is, accurately, logically, relevantly, and precisely?

· Clarity – Is the writing clear and are the concepts articulated properly? Are paraphrasing and synthesis of concepts the primary means of responding to the questions or are points conveyed through excessive use of quotations?

· Organization – Is the paper well written? Are the grammar, spelling, and vocabulary appropriate for graduate-level work? Are headings included in all papers longer than two pages?

· Referencing (citations and references) – Does the paper include citations and quotation marks where appropriate? Are the references from the background reading and assignment present and properly cited? Are all the references listed in the bibliography present and referred to via citation?

· Application – Are the concepts of the module appropriately applied to the subject?

TIPS AND SUGGESTIONS

Note the following tips and suggestions:

· YOU MIGHT FIND THESE DOWNLOADS USEFUL:

.trident.edu/Presentation.aspx?course=456&term=114&presentation=103243″>Decision Matrix Table – Download this Word doc with a blank table you can use to show your proposed strategy decisions.

.trident.edu/Presentation.aspx?course=456&term=114&presentation=103239″>PowerPoint discussing CVP – Provides a good overview of Cost Volume Profit analysis, the various equations that you can use, and how to use it. Some examples are provided showing how to use the CVP Calculator.

.trident.edu/Presentation.aspx?course=456&term=114&presentation=130084″>CVP Calculator – This an Excel-based calculator that you can use to determine prices, volumes, and profits. Keep in mind that it will tell you what need, but the market determines what you actually get.

· Include a cover page and reference page, in addition to the 4-6 pages of analysis described above.

· Include headings for all papers greater than two pages (basically all papers), but do not use headings as “space fillers.”

· Cite and reference all sources that you use in your work, including those that you paraphrase. This means include citations and quotation marks for direct quotes of more than five words, and citations for that information which you have “borrowed” or paraphrased from other sources.

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