05 Jun Question Brumagim (10/09)
Question
Brumagim (10/09)
MBA Harrison Company Case Rubric
Evaluator___________________________ Student: __________________________ Date: __________________
TRAIT
Does Not Meet Expectations
1
Meets Expectations
2
Exceeds Expectations
3
Score
QUESTION 1 – Implications of Integrated Business Processes (LOCATED AT END OF STUDENT CASE ANALYSIS)
Strategy Definition
Does not identify most strategic terms, provides weak justification for selected strategy, or provides extraneous justification for strategy. Strategy is unreasonable, or unclear.
Correctly defines strategic terms and provides reasonable and specific justification for selected strategy. Broad strategy appears reasonable and contains some specific aspects of the strategy.
Provides integrative and detailed description of an overall strategy tied to assumptions. Strategic direction is clearly and adequately defended. Case for the ability to finance the strategy has been made.
Operational Considerations
Does not identify, describe in detail, or link functional areas to overall strategy.
Links some important functions relevant to strategy and begins to see overall relationship between strategy and functions. Functions are described in some detail.
Convincingly links all relevant functional areas to strategy. Explains functions in detail to support a credible strategy.
QUESTION 2 – Ethical and Socially Responsible Decisions
Identifies Social/Ethical Issues
(Related to entire question)
Has only a vague idea of what the issues are. Identifies (lists) three or fewer issues as directly or implicitly stated in the case.
Identifies and clearly articulates more than five issues as directly or implicitly stated in the case. List includes an environmental sustainability issue.
Identifies and clearly articulates more than seven issues as directly or implicitly stated in the case. List includes a logical and reasonable sustainability issue and relates it directly to the company.
Considers Stakeholders
(Related to the one issue selected)
Does not identify many major stakeholders. Is unsure who should be involved in influencing the decision-making process. Is unsure of who will be affected by the decision and how.
Determines most major stakeholders. Determines who will be affected by the decision and how. Effects are reasonable and clearly stated. The discussion may or may not identify company personnel/ directors as stakeholders.
Determines all major stakeholders. Describes how stakeholders can influence the decision, as well as how they will be affected by it. Ideas are reasonable. Identifies company personnel/directors as stakeholders.
Analyzes Alternatives & Consequences
(Related to the issue selected)
Just begins to appraise relevant facts and assumptions and identifies less than three feasible alternatives.
Clarifies three alternative actions and predicts associated general consequences of each. The assessment is reasonable.
Clarifies three alternative actions in detailand evaluates each on the basis of whether or not there is reasonable concern and consequences for stakeholders.
Chooses an Action
(Related to the one issue selected)
Has difficulty identifying an appropriate course of action from among alternatives.
Commits to a course of action that is based on reason and a consideration of ethical principles.
Commits to a course of action that is economically feasible. Shows evidence of thoughtful reflection of ethical consequences for stakeholders.
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