NB! The principal teaching objectives in the Organisational Behaviour module focus more on skill development than on the communication of knowledge per se.
read first time
read 2nd time (take notes to filter out the most important)
1. Problem Identification
- What are the symptoms of the 'illness' afflicting the organisation? In other words, what is the evidence that the organisation described in the case is 'unhealthy'?
- It is vital not to attempt to identify the underlying illness that has caused these symptoms to appear.
- Like a doctor, note the symptoms as the basis for the next step in the procedure.
2. Analysis (diagnosis)
- !! Use SOGI framework for analysis
- Analyse the situation that has led to the problems (symptoms) you have identified.
- It is at this stage that you need to integrate the theoretical concepts introduced in the course notes and texts to the case study
You must identify the underlying 'illness' afflicting the organisation
3. Alternatives
- Based upon identification of this underlying 'illness', it should now be possible to identify a variety of alternative courses of action (or treatments) that can be taken
- It is useful to identify at least four separate alternatives.
- Each of these alternatives should be evaluated in terms of its advantages and disadvantages, as well as the relative risks involved in implementation.
4. Recommendation
After outlining the alternatives, you must now make a clear recommendation, for example, regarding which of the alternatives you prefer and why
Your recommendation should follow logically from your evaluation of the costs and benefits of each alternative course of action.
Plan of Action (not very detailed, however, consider how your recommended course of action may be implemented):
- How long will implementation take?
- What levels of the organisation are likely to be affected?
- How are any side-effects to be dealt with?
- Is any resistance likely to occur and how will this be tackled?
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