Management: Decision Making and Case Study
Faculty of Business, Economics & Accounting Department of Business Studies
HELP Bachelor of Business Year 1 (HONS) – HUBBU
CASE STUDIES Semester 1, 2011
Subject:
MGT 101 Principles of Management
Subject Lecturer/ Tutor(s):
Puan Norzan Abdullah
ANALYZING A CASE STUDY STAGE 1: QUICKLY GO THROUGH THE GENERAL SCENARIO PRESENTED TO GAIN A GENERAL UNDERSTANDING OF THE SITUATION. Underline/highlight information which may indicate problems exist STAGE 2: EXAMINE THE QUESTIONS CAREFULLY Read the questions several times-work out what is asking of you STAGE 3: READ THE CASE AGAIN VERY THOROUGHLY Look for evidence STAGE 4: PLAN YOUR ANSWER-SOME GUIDELINES You must be able to cite evidence (s) to support your arguments Apply your knowledge of theories to evidence assembled Draw legitimate inferences about matters not explicitly stated Make concrete recommendations- avoid vague conclusions
STAGE 5: WRITE YOUR FINAL ANSWER Express your ideas in your OWN words – do not simply paraphrase what you read; be selective in what you quote from the case.
CASE STUDY 1 : DECISION MAKING PROCESSES AT STEEL INC. John Pieterson and Jack Gack are both employees at Steel Incorporated. The company counts more than 5,000 employees and has a presence in almost all European countries. Steel Inc. transforms bulk steel into smaller components, ready to be used in consumer products. Products range from toy parts to food cans. Like most steel companies, Steel Inc. is a traditional company characterized by a low level of flexibility and high levels of bureaucracy. The company has several branches and subsidiaries located all over Europe in order to stay close to its customers. The decision-making processes at Steel Inc. are crucial to the company’s operations. Once a customer (new or existing) approaches the firm, decision making has to happen at a quick pace. Obviously, decisions with regard to level of customization, speed of manufacturing, and prices determine which of the
HELP Bachelor of Business Year 1 (HONS) – HUBBU
CASE STUDIES Semester 1, 2011
Subject:
MGT 101 Principles of Management
Subject Lecturer/ Tutor(s):
Puan Norzan Abdullah
ANALYZING A CASE STUDY STAGE 1: QUICKLY GO THROUGH THE GENERAL SCENARIO PRESENTED TO GAIN A GENERAL UNDERSTANDING OF THE SITUATION. Underline/highlight information which may indicate problems exist STAGE 2: EXAMINE THE QUESTIONS CAREFULLY Read the questions several times-work out what is asking of you STAGE 3: READ THE CASE AGAIN VERY THOROUGHLY Look for evidence STAGE 4: PLAN YOUR ANSWER-SOME GUIDELINES You must be able to cite evidence (s) to support your arguments Apply your knowledge of theories to evidence assembled Draw legitimate inferences about matters not explicitly stated Make concrete recommendations- avoid vague conclusions
STAGE 5: WRITE YOUR FINAL ANSWER Express your ideas in your OWN words – do not simply paraphrase what you read; be selective in what you quote from the case.
CASE STUDY 1 : DECISION MAKING PROCESSES AT STEEL INC. John Pieterson and Jack Gack are both employees at Steel Incorporated. The company counts more than 5,000 employees and has a presence in almost all European countries. Steel Inc. transforms bulk steel into smaller components, ready to be used in consumer products. Products range from toy parts to food cans. Like most steel companies, Steel Inc. is a traditional company characterized by a low level of flexibility and high levels of bureaucracy. The company has several branches and subsidiaries located all over Europe in order to stay close to its customers. The decision-making processes at Steel Inc. are crucial to the company’s operations. Once a customer (new or existing) approaches the firm, decision making has to happen at a quick pace. Obviously, decisions with regard to level of customization, speed of manufacturing, and prices determine which of the