An opportunity to apply organizational-level diagnostic processes and organizational development pri

  

An opportunity to apply organizational-level diagnostic processes and organizational development principles to a real-life situation. You will also have the opportunity to assess the appropriateness of the intervention chosen and propose alternative interventions based on the presenting problems and underlying issues uncovered in the diagnosis. Your task:Please read the Ben & Jerry’s case (attached).Using the questions at the end of the as a guide, solve the case study by analyzing what is presented and stating specific actions that would best resolve major issues. Incorporate your answers to the questions in your analysis, as outlined in the How to Solve a Case Study guidelines (attached). These actions must reflect information in the case and the environment facing the firm.Your paper should be five to seven pages long, excluding cover and reference pages. Please follow APA guidelines for citations, quotations, and references, and use at least five scholarly resources that are dated within the last five years.
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How to Solve an Organizational Case Study – Second Case
A case study is a collection of facts and data based on a real or hypothetical business situation.
The goal of a case study is to enhance your ability to solve business problems, using a logical
framework. The issues in a case are generally not unique to a specific person, firm, or industry,
and they often deal with more than one business strategy element. Sometimes, the material
presented in a case may be in conflict. For example, two managers may disagree about a
strategy or there may be several interpretations of the same facts.
In all case studies, you must analyze what is presented and state which specific actions best
resolve major issues. These actions must reflect the information in the case and the
environment facing the firm.
The case should not exceed seven (7) pages in length, excluding the reference list.
STEPS IN SOLVING A CASE STUDY
Your analysis should include these sequential steps:
1. Presentation of the facts surrounding the case. (~0.5 page)
2. Identification of the key issues. (~0.5 page)
3. Listing of alternative courses of action that could be taken. (~1 page)
4. Evaluation of alternative courses of action. (~1.5 pages)
5. Recommendation of the best course of action. (~1.5 pages)
Presentation of the Facts Surrounding the Case
It is helpful to read a case until you are comfortable with the information in it. Re-readings often
are an aid to comprehending facts, possible strategies, or questions that need clarification and
were not apparent earlier. In studying a case, assume you are an outside consultant hired by
the firm. While facts should be accepted as true, statements, judgments, and decisions made
by the individuals in a case should be questioned, especially if not supported by facts—or when
one individual disagrees with another.
During your reading of the case, you should underline crucial facts, interpret figures and charts,
critically review the comments made by individuals, judge the rationality of past and current
decisions, and prepare questions whose answers would be useful in addressing the key
issue(s).
Identification of the Key Issue(s)
The facts stated in a case often point to the key issue(s) facing an organization, such as new
opportunities, a changing environment, a decline in competitive position, or excess inventories.
Identify the characteristics and ramifications of the issue(s) and examine them, using the
material in the case and the text. Sometimes, you must delve deeply because the key issue(s)
and their characteristics may not be immediately obvious.
Listing Alternative Courses of Action That Could Be Taken
Next, present alternative actions pertaining to the key issue(s) in the case. Consider courses of
action based on their suitability to the firm and situation. Proposed courses of action should
take into account such factors as the goals, the customer market, the overall organizational
strategy, the product assortment, competition, and personnel capabilities.
Evaluation of Alternative Courses of Action
Evaluate each potential option, according to case data, the key issue(s), the strategic concepts
in the text, and the firm’s environment. Specific criteria should be used and each option
analyzed on the basis of them. The ramifications and risks associated with each alternative
should be considered. Important data not included in the case should be mentioned. Your
discussion of the alternatives should include concepts from organizational diagnosis and
change theory.
Recommendation of the Best Course of Action
Be sure your analysis is not just a case summary. You will be evaluated on the basis of how
well you identify key issues or problems, outline and assess alternative courses of action, and
reach realistic conclusions (that take the organization’s size, competition, image, and so on into
consideration). You need to show a good understanding of both the principles of organizational
diagnosis and the case. Be precise about which alternative is more desirable for the
organization in its current context. Remember, your goal is to apply a logical reasoning process
to this organization. A written report must demonstrate this process.

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