Trident BUS599 Module 3 case and slp

BUS599 – MBA Integrative
Project
Module 3 – Background
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 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.