CASE STUDY ANALYSIS FORMAT GUIDELINE: The following is a guideline for preparing your case study analyses: Cover Page (Include Case Study Title, Student Name, Date of Submission; Executive Summary (recommended – should be written last to focus on key points/findings); Introduction Current Situation Analysis and pertinent Background including a synopsis of the relevant information from the case analysis. Body • Key Issues/Goals/Problems • Decision Criteria • Assumptions • Data Analysis (if warranted) Preferred Alternative with rationale. • Justification/Predicted Outcome or Recommendations: It is important that all guesstimates or creative ideas
are founded upon some rationale. If you are not confident in your ability to do so…PLEASE FEEL FREE TO DISCUSS “HOW TO” with your instructor well in advance of your case submission due date. Conclusion and References: Include a minimum of two references such as business journals, periodicals, and textual references as well as any online research other than blogs, dictionary and “pedia” sites such as Investopedia and Wikipedia. Make sure you support your ideas with facts and figures. Please try to use your own words and ideas based on research. Copying and pasting the work of others from the Internet is not research or evidentiary of learning on the part of the student thus marginalizing the quality of class contribution. Adhere to the inclusion of MLA or APA style in-text citations as well as an alphabetical “Works Cited” or “References” list in the references section. Appendices, charts, financials, visuals, and other related items if applicable can be placed here and referenced in the report. Note: For details on MLA or APA style formatting, refer to on-ground library resources as well as researching outside references such as Purdue Owl and citation machine. Font: Times New Roman , 12 pt. Margins: 1 inch all around; page numbers on every page. Minimum 2 pages required, not including the cover and reference pages. Two or more references are required.
The CEO Puts Her Foot in Her Mouth
Jan Davis, Communications Manager for Kingfisher Retailers, was stunned. Megan Drake, president of Kingfisher had just announced during an employee teleconference broadcast by satellite to over forty stores that she believed Kingfisher was losing its competitive edge in the electronics market and would have to engage in significant restructuring. Jan knew, of course, that revenues for the last two quarters had not met expectations and that Megan was upset. But to announce her displeasure and hint a major changes without a plan in place was dangerous for Kingfisher and for Megan herself. At the end of the conference, Megan knew she had made a mistake. She told Jan she was tired and angry at the lack of action from her senior vice presidents. She knew she should not have announced her concerns to the employees but had done so in an uncharacteristic fit of temper. Megan asked Jan what she should do next.
1. If you were Jan, what would you suggest?
2. What should Megan do next with regard to her senior leadership?
3. What happens when anger, fatigue, or a host of other circumstances contributes to individuals saying publicly something they immediately regret?
4. Should Megan hold another teleconference to put her concerns in context? Why? Why not?
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