DEC
31
Kev’s Autoworks and the marking guide
PLEASE read the case Kev’s Autoworks and the marking guide and follow the following format:
Table of Contents
AUTOGENERATE this – Learn how to customise headings so that you can autogenerate this. It is numbered in ROMAN NUMERALS – eg ii or iii.
AUTOGENERATE this – Learn how to customise headings so that you can autogenerate this. It is numbered in ROMAN NUMERALS – eg ii or iii.
Executive Summary
This section should comprise a brief overview of the case, giving a brief background of the current situation to set the scene for the report and noting any important assumptions made. (You will not have all the information you would like – so you may need to make some assumptions). As well as this, you should give a synopsis of your case report, outlining the major problems identified and the recommendations that have been made in the report. This should be NO more than one page double spaced. The executive summary should be on its own page. It is numbered in ROMAN NUMERALS – eg ii or iii.
This section should comprise a brief overview of the case, giving a brief background of the current situation to set the scene for the report and noting any important assumptions made. (You will not have all the information you would like – so you may need to make some assumptions). As well as this, you should give a synopsis of your case report, outlining the major problems identified and the recommendations that have been made in the report. This should be NO more than one page double spaced. The executive summary should be on its own page. It is numbered in ROMAN NUMERALS – eg ii or iii.
1.0 Problem Identification and Analysis
In this section you should identify and analyse all the major problems in the case in behavioural terms, ie. in management terms (it is not a marketing or an accounting case). Try to get to underlying causes of problems, not just symptoms. Seek advice from your tutor on the layout of this information. You should link each problem identified to relevant theory and also to actual evidence from the case. Remember you MUST integrate theory and reference all non- original work. Use Headings and subheadings. The page numbers begin with 1, 2, …
In this section you should identify and analyse all the major problems in the case in behavioural terms, ie. in management terms (it is not a marketing or an accounting case). Try to get to underlying causes of problems, not just symptoms. Seek advice from your tutor on the layout of this information. You should link each problem identified to relevant theory and also to actual evidence from the case. Remember you MUST integrate theory and reference all non- original work. Use Headings and subheadings. The page numbers begin with 1, 2, …
2.0 Statement of Major Problems
In most case studies you will identify a number of problems – too many to actually ‘solve’ in the number of words allowed. Hence it is crucial to make it very clear which are the major two or three problems or key issues that must be solved first. Therefore this section is just a short concise statement of the problems you are going to solve in the remainder of the case. Half a page is adequate. Having once identified the key problems, you can continually check back to ensure that you are actually attempting to solve them and not some other minor problems you identified. This section is crucial to a good case report.
In most case studies you will identify a number of problems – too many to actually ‘solve’ in the number of words allowed. Hence it is crucial to make it very clear which are the major two or three problems or key issues that must be solved first. Therefore this section is just a short concise statement of the problems you are going to solve in the remainder of the case. Half a page is adequate. Having once identified the key problems, you can continually check back to ensure that you are actually attempting to solve them and not some other minor problems you identified. This section is crucial to a good case report.
3.0 Generation and Evaluation of a Range of Alternative Solutions
While most problems will have a very large number of possible solutions it is your task to identify and evaluate a number of the more appropriate (at least 2-3 for each major problem identified). Each alternative solution should be briefly outlined and then evaluated in terms of its advantages and disadvantages (strong and weak points).
While most problems will have a very large number of possible solutions it is your task to identify and evaluate a number of the more appropriate (at least 2-3 for each major problem identified). Each alternative solution should be briefly outlined and then evaluated in terms of its advantages and disadvantages (strong and weak points).
Note: You must evaluate alternatives. It is not necessary to make a statement in this section as to which alternative is considered best – this is the next section. Do not integrate theory in this section and do not recommend theory. Practical solutions to the problems are required.
4.0 Recommendations
This section should state which of the alternative solutions (either singly or in combination) identified in section six is recommended for implementation. You should briefly justify your choice, explaining how it will solve the major problems identified in section six. Integration of relevant theory is essential here to make the justifications for your recommendations credible.
5.0 Implementation
In this section you should specifically explain with a series of action steps how you will implement the recommended solutions. Theory cannot be implemented; you must translate it into actions, as usually a number of people will be affected by what is recommended. Remember if a recommended solution cannot be realistically implemented, then it is no solution at all. The section should also have sufficient detail so that we do not have to refer to the case study report at all – ALL recommendations must have an IMPLEMENTATION schedule.
An example:
A meeting must be held as soon as possible to explain to employees the reason for the proposed changes and other feedback.
The action steps are: WHO: CEO
WHAT:
– walk the affected managers through the key findings of the review and explain objectively the outcomes of the review.
– Clearly articulate the key performance indicators that are required i.e. – staff satisfaction, customer satisfaction, staff turnover.
WHEN/WHERE: 29th Aug 2014 / Melbourne office
HOW: CEO to arrange a meeting to explain the reasoning of the review to affected managers.
COST:
– Relocation expenses
– recruitment costs
– redundancy costs
OR if you are going to use a TABLE (if you are using a table, the words in the table are NOT included in your word count):
-please better use word to express then use a table in the appendix
4.0 Recommendations
This section should state which of the alternative solutions (either singly or in combination) identified in section six is recommended for implementation. You should briefly justify your choice, explaining how it will solve the major problems identified in section six. Integration of relevant theory is essential here to make the justifications for your recommendations credible.
5.0 Implementation
In this section you should specifically explain with a series of action steps how you will implement the recommended solutions. Theory cannot be implemented; you must translate it into actions, as usually a number of people will be affected by what is recommended. Remember if a recommended solution cannot be realistically implemented, then it is no solution at all. The section should also have sufficient detail so that we do not have to refer to the case study report at all – ALL recommendations must have an IMPLEMENTATION schedule.
An example:
A meeting must be held as soon as possible to explain to employees the reason for the proposed changes and other feedback.
The action steps are: WHO: CEO
WHAT:
– walk the affected managers through the key findings of the review and explain objectively the outcomes of the review.
– Clearly articulate the key performance indicators that are required i.e. – staff satisfaction, customer satisfaction, staff turnover.
WHEN/WHERE: 29th Aug 2014 / Melbourne office
HOW: CEO to arrange a meeting to explain the reasoning of the review to affected managers.
COST:
– Relocation expenses
– recruitment costs
– redundancy costs
OR if you are going to use a TABLE (if you are using a table, the words in the table are NOT included in your word count):
-please better use word to express then use a table in the appendix
Appendices (if any)
Include any tables or diagrams etc that would add value to your case study report. Ensure that it is referenced accordingly and that it is referred to in the discussion.
Reference List
This will contain an alphabetical list of all the references you have cited in the body of the report. Do not include details of any sources you have not used. Ensure the style used is correct and consistent with the APA system which is the required format for Business & Economic students. Make sure you consult the Q- manual if you are uncertain how to do it correctly.
Include any tables or diagrams etc that would add value to your case study report. Ensure that it is referenced accordingly and that it is referred to in the discussion.
Reference List
This will contain an alphabetical list of all the references you have cited in the body of the report. Do not include details of any sources you have not used. Ensure the style used is correct and consistent with the APA system which is the required format for Business & Economic students. Make sure you consult the Q- manual if you are uncertain how to do it correctly.
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