16 Jun WHAT ARE THE CONSTRAINTS AND OPPORTUNITIES IMPLICIT TO THIS SITUATION?
1. Problem (Issue) statement
2. Data analysis
3. Suggested Alternatives
4. Key Decision Criteria
5. Alternatives analysis
6. Recommendations
7. Action and Implementation Plan
8. Ethical Issues
Further details on each of the steps and what should be well thought-¬‐out are subsequently detailed :
Ste p 1 – P ro b l em I s s u e S t a t emen t
The problem/issue statement should be a clear, concise statement of exactly what needs to be addressed. This is not easy to write! You need to decide on what are the main issues to be addressed. Asking yourself the following questions may help:
1. What appears to be the problem(s) here?
2. How do I know that this is a problem? Note that by asking this question, you will be helping to differentiate the symptoms of the problem from the problem itself. Example: while declining sales or unhappy employees are a problem to most companies, they are in fact, symptoms of underlying problems which need to addressed.
3. What are the immediate issues that need to be addressed? This helps to differentiate between issues that can be resolved within the context of the case, and those that are bigger issues that needed to addressed at another time (preferably by someone else!).
4. Differentiate between importance and urgency for the issues identified. Some
issues may appear to be urgent, but upon closer examination are relatively unimportant, while others may be far more important (relative to solving our problem) than urgent. You want to deal with important issues in order of urgency to keep focussed on your objective. Important issues are those that have a significant effect on:
1. Profitability,
2. strategic direction of the company,
3. source of competitive advantage,
4. morale of the company’s employees, and/or
5. customer satisfaction.
5. Identify how the issues are of relevance to strategic human resource management. Whilst the issue you have identified will impact on various parts of the business for this subject we are particularly concerned with human resource management implications.
In attempting to write a clear concise description of the issues you may yourself re-¬‐ writing the problem statement several times during the analysis of a case, as you peel back the layers of symptoms or causation. Students may find the following blog a useful resource: http://www.ceptara.com/blog/how-¬‐to-¬‐write-¬‐problem-¬‐statement
Ste p 2 – Da t a An a l y s i s
Having identified the problem/s you now need to provide evidence from the case to support your problem issue statement. In analysing the case data, you are trying to answer the following:
1. Why or how did these issues arise? You are trying to determine cause and effect for the problems identified. You cannot solve a problem that you cannot determine the cause of! It may be helpful to think of the organization in question as consisting of the following components:
1. resources, such as materials, equipment, or supplies, and
2. people who transform these resources using
3. processes, which creates something of greater value.
Now, where are the problems being caused within this framework, and why?
2. Who is affected most by this issues? You are trying to identify who are the relevant
stakeholders to the situation, and who will be affected by the decisions to be made.
3. What are the constraints and opportunities implicit to this situation? It is very rare that resources are not a constraint, and allocations must be made on the assumption that not enough will be available to please everyone.
4. What do the numbers tell you? You need to take a look at the numbers given in the case study and make a judgement as to their relevance to the problem identified. Not all numbers will be immediately useful or relevant, but you need to be careful not to overlook anything. When deciding to analyse numbers, keep in mind why you are doing it, and what you intend to do with the result. Use common sense and comparisons to industry standards when making judgements as to the meaning of your answers to avoid jumping to conclusions.
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