Case
study Int Human resources (Nestle company) China-Japan
Many students initially find case analyses of management problems to be
difficult and uncomfortable. This is due to the relative lack of structure of
most problems found in management. No correctly answered list of pre-questions
or mechanical process will lead to the “right” answer. In fact, there
usually is no single, definitively right solution to most managerial problems.
When analyzing a case, remember that there are often many possible solutions.
The goal is not to find the solution,but
to examine the case and practice analyzing and solving real-world problems from
a human resource perspective.
Please use the following format to guide your
thinking and to frame your written case analysis (if required).
Problem Identification: Part of your analysis
is to define the problem or problems (often there are multiple, interacting
problems). Look to any case guide questions (if provided) for some conceptual
direction, but do not seek merely to address these questions.
Define
the major problem or problems (not the symptoms in the case).
Problems
cause symptoms (e.g., stress causes the symptom of high blood pressure).
Often,
the symptoms are directly described in the case, whereas the problems usually
are not.
If
necessary, indicate how the problems are related to one another.
Situation Analysis: Another part of the
analysis is to explain the mechanisms that are causing the problem or problems.
Incorporate
specific and relevant human resource concepts.
Avoid
providing general or commonsensical responses that do not incorporate course
concepts, as well as simply summarizing case facts and examples.
Dont
make assumptions that cannot be supported by the facts in the case.
Be
wary of imposing personal opinions on the case that cannot be supported by case
facts and/or relevant management concepts, and try not to place blame.
Avoid
providing viewpoints that are sketchy and/or overlook important course
concepts, case facts, and events.
Recommendation: Finally,
recommendations must be developed that are appropriate for the situation and
for those who must implement them, so develop a structured plan of action. Who is to do what, when?
Your
solutions should follow logically from your analysis.
Treat
the problems, not the symptoms.
What
are the expected outcomes (both positive and negative) of the solution?
What
aspects of the problem remain unresolved by your solutions?
Make
sure that recommended actions incorporate management concepts and theories. Although
these recommendations are speculative, you still need to be sure to incorporate
relevant management concepts and provide specific, concrete examples to help
demonstrate and support your points.
Some other helpful hints for Case Study Preparation:
1.
I care about student writing. The case
analysis needs to be clear, crisp, and concise. Facts from the case are stated
only to make a point, not to retell the story. Do not rehash the minutia or
details in the case. The case analysis needs to be organized, and spelling,
grammar, and word usage must be correct.
2.
Make sure your paper has a logical flow.
Make clear links between the identified problems, the analysis of these
problems, and the proposed solutions.
3.
Provide analysis,
not description. Demonstrate your ability to use and apply theories and
concepts from the course material; integrate course material where it is
useful. Mine the text for nuggets of theory that help explain the issues. You
must show how it applies.
4.
Be thorough. It is better to give a through,
explicit analysis focused on one or two primary problems than it is to barely
touch upon 50 problems.
5.
Sometimes students come up with amazing
recommendations (for better and worse) that have no relationship to their
analysis. I want to see that its the analysis that frames decisions made about
the case. A poor analysis that results in good decisions means that somewhere
you have intuitively understood the case, but you need to backtrack and figure
out what you understood. A great analysis that results in decisions that come
from left field signals that are not using
your analysis.
Case
study Int Human resources (Nestle company) China-JapanMany students initially find case analyses of management problems to be
difficult and uncomfortable. This is due to the relative lack of structure of
most problems found in management. No correctly answered list of pre-questions
or mechanical process will lead to the “right” answer. In fact, there
usually is no single, definitively right solution to most managerial problems.
When analyzing a case, remember that there are often many possible solutions.
The goal is not to find the solution,but
to examine the case and practice analyzing and solving real-world problems from
a human resource perspective.Please use the following format to guide your
thinking and to frame your written case analysis (if required).Problem Identification: Part of your analysis
is to define the problem or problems (often there are multiple, interacting
problems). Look to any case guide questions (if provided) for some conceptual
direction, but do not seek merely to address these questions. Define
the major problem or problems (not the symptoms in the case). Problems
cause symptoms (e.g., stress causes the symptom of high blood pressure). Often,
the symptoms are directly described in the case, whereas the problems usually
are not. If
necessary, indicate how the problems are related to one another.Situation Analysis: Another part of the
analysis is to explain the mechanisms that are causing the problem or problems.Incorporate
specific and relevant human resource concepts. Avoid
providing general or commonsensical responses that do not incorporate course
concepts, as well as simply summarizing case facts and examples. Dont
make assumptions that cannot be supported by the facts in the case. Be
wary of imposing personal opinions on the case that cannot be supported by case
facts and/or relevant management concepts, and try not to place blame.Avoid
providing viewpoints that are sketchy and/or overlook important course
concepts, case facts, and events.Recommendation: Finally,
recommendations must be developed that are appropriate for the situation and
for those who must implement them, so develop a structured plan of action. Who is to do what, when? Your
solutions should follow logically from your analysis. Treat
the problems, not the symptoms. What
are the expected outcomes (both positive and negative) of the solution? What
aspects of the problem remain unresolved by your solutions? Make
sure that recommended actions incorporate management concepts and theories. Although
these recommendations are speculative, you still need to be sure to incorporate
relevant management concepts and provide specific, concrete examples to help
demonstrate and support your points.Some other helpful hints for Case Study Preparation:1.
I care about student writing. The case
analysis needs to be clear, crisp, and concise. Facts from the case are stated
only to make a point, not to retell the story. Do not rehash the minutia or
details in the case. The case analysis needs to be organized, and spelling,
grammar, and word usage must be correct.2.
Make sure your paper has a logical flow.
Make clear links between the identified problems, the analysis of these
problems, and the proposed solutions.3.
Provide analysis,
not description. Demonstrate your ability to use and apply theories and
concepts from the course material; integrate course material where it is
useful. Mine the text for nuggets of theory that help explain the issues. You
must show how it applies. 4.
Be thorough. It is better to give a through,
explicit analysis focused on one or two primary problems than it is to barely
touch upon 50 problems.5.
Sometimes students come up with amazing
recommendations (for better and worse) that have no relationship to their
analysis. I want to see that its the analysis that frames decisions made about
the case. A poor analysis that results in good decisions means that somewhere
you have intuitively understood the case, but you need to backtrack and figure
out what you understood. A great analysis that results in decisions that come
from left field signals that are not using
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