Q Team Live Case Analysis (Core Assessment due Unit 8) All Park University courses must include a core assessment that measures the course's Core Learning Outcomes. The purpose of this assessment is to determine if expectations have been met concerning mastery of learning outcomes across all instructional modalities. For this capstone course, the core assessment is a team project that involves a strategic analysis of a publicly held company to be administered in all sections of MG495. This team project is worth 20 percent of the student's final grade and will test students' mastery of the Core Learning Outcomes through a detailed analysis of managerial decisions and actions that help determine the long-term performance of an organization. It includes the environmental scanning (both external and internal), strategy formulation (strategic or long-range planning), strategic implementation, and evaluation and control. The teams for the core assessment project will consist of 3 – 5 members. Each team must submit the name of their company for the instructor’s approval by midnight on Sunday of unit 1. Each team will have a designated Live Case Analysis Work Area to communicate among members and work on their project. Live Case Analysis: This team project is worth 200 points. Required: • Executive summary • Historical overview of a company your team selects and products and/or services provided by that company. • Analysis of economy and industry. • SWOT analysis of the company. • Forecast of the economy, industry, and company for next year. • Pro-forma Income Statement and Balance Sheet • Recommendations and conclusions. Guides and Tips: (Overall length: 10 - 15 pages, not including references, charts, etc.) • A team must select a publicly held company where financial data is readily available. Most publicly held companies have this information readily available. You will need at least 3 years of historical data (5 – 10 years is preferred). A private company can be used if they provide you access to financial data. • Discuss the relationship, if any, between the economy and industry, and the industry and company. • Provide an overview of the company’s Strengths, Weaknesses, Opportunities, and Threats. Please note that Strengths and Weakness are internal, Threats are external, and Opportunities tend to be a combination of internal Strengths combined with favorable industry/economy factors. There is a difference between Opportunities and Options. • Use one of the readily available forecasts of the economy versus trying to develop your own economic forecasting model. Most major industries are forecasted by the government, think tanks, and/or industry trade groups. Use their information for your forecast of the industry. For the company, use historical sales data and perform regression analysis. Regression analysis for most publicly held companies will provide strong R squared and R values to be used in forecasting future sales. In those cases where R squared and R values are too low for forecasting purposes, you will have to develop your own methodology to forecast sales. Be sure and explain how you arrive at a forecasted sales value. • An abbreviated Pro-forma Income Statement and Balance Sheet is needed. You do no need to encompass all the variables but rather show sales, cost of goods sold or cost of services provides, and fixed costs. Other noteworthy items can be included if they are significant. • Draw conclusions based on your forecast and analysis of the company including the challenges faced by the company and industry. Click on the links below for the CASE ANALYSIS FORMAT/GUIDELINES FOR LIVE CASE and the REGRESSION ANALYSIS TIPS documents. Students MUST follow this format for completing the core assessment case analysis. CASE ANALYSIS FORMAT GUIDELINES FOR LIVE CASE.docDownload CASE ANALYSIS FORMAT GUIDELINES FOR LIVE CASE.doc REGRESSION ANALYSIS TIPSDownload REGRESSION ANALYSIS TIPS Rubric Unit 8: Core Assessment Rubric - MG 495 Unit 8: Core Assessment Rubric - MG 495 Criteria Ratings Pts This criterion is linked to a Learning OutcomeCLO1 Develop a strategic plan which encompasses current economic and industry issues 25 pts Thoroughly developed strategic plan which considers the effectiveness of existing approaches. Provides a thorough explanation of how this strategic plan encompasses economic and industry factors. (25 – 23 points) 22 pts Developed strategic plan considers the effectiveness of existing approaches. Provides and exceptional linkage between strategic plan and most of the economic and industry factors. (22 – 20 points) 19 pts Developed strategic plan considers the effectiveness of existing approaches. Provides good linkage between strategic plan and some but not all economic and industry factors. (19 – 18 points) 17 pts Developed strategic plan considers the existing approaches. Provides a linkage between strategic plan and some but not all economic and industry factors. (17 – 15 points) 14 pts Strategic plan is vague and marginally considers the effectiveness of existing approaches. No linkage to strategic plan and economic and industry factors. (14 – 0 points) 25 pts This criterion is linked to a Learning OutcomeCLO2 Demonstrate an understanding of management terminology, principles, and concepts. 25 pts Outstanding demonstration of understanding Management terminology, principles and concepts. (25 – 23 points) 22 pts Good demonstration of understanding Management terminology, principles and concepts. (22 – 20 points) 19 pts Demonstrates a few misconceptions related to terminology, principles and concepts. (19 – 18 points) 17 pts Demonstrates several misconceptions related to terminology, principles and concepts. (17 – 15 points) 14 pts Demonstrates very little understanding of Management terminology, principles and concepts. (14 – 0 points) 25 pts This criterion is linked to a Learning OutcomeCLO3 Evaluate various implementation strategies within an organization 25 pts Distinctly identifies, describes, and evaluates in detail at least two implementation strategies including tactics and timelines. (25 – 23 points) 22 pts Clearly identifies, describes, and evaluates at least one implementation strategy including tactics and timelines. (22 – 20 points) 19 pts Identifies, describes, and evaluates at least one implementation strategy including tactics and timelines. (19 – 18 points) 17 pts Vaguely identifies, describes and evaluates an implementation strategy and includes a tactic and timelines. (17 – 15 points) 14 pts Does not identify, describe and evaluate implementation strategies and includes vague or unclear tactics and timelines. (14 – 0 points) 25 pts This criterion is linked to a Learning OutcomeCLO4 Demonstrate an understanding of the interrelationships and interdependencies among the marketing, finance, operations, administration, and management functional systems of a business. 25 pts Demonstrates exceptional understanding of the interrelationships and interdependencies among the marketing, finance, operations, administration and management functional systems of business. (25 – 23 points) 22 pts Demonstrates good understanding of the interrelationships and interdependencies among the marketing, finance, operations, administration and management functional systems of business. (22 – 20 points) 19 pts Demonstrates fair understanding of the interrelationships and interdependencies among the marketing, finance, operations, administration and management functional systems of business. (19 – 18 points) 17 pts Demonstrates a clear lack of understanding of the interrelationships and interdependencies among the marketing, finance, operations, administration and management functional systems of business. (17 – 15 points) 14 pts Demonstrates little to no understanding of the interrelationships and interdependencies among the marketing, finance, operations, administration and management functional systems of business. (14 – 0 points) 25 pts This criterion is linked to a Learning OutcomeCLO5 Analyze an organization’s business environment to determine the most effective and efficient use of resources 25 pts Distinctly identifies, describes and analyzes an organization’s internal and external business environment in a detailed SWOT analysis that completely addresses all components of the SWOT to determine the most effective use of resources. (25 – 23 points) 22 pts Clearly identifies, describes and analyzes an organization’s internal and external business environment in a detailed SWOT analysis that completely addresses all components of the SWOT to determine the most effective use of resources. (22 – 20 points) 19 pts Identifies, describes and analyzes most but not all, of an organization’s internal and external business environment in a SWOT analysis to determine an effective and efficient use of resources (19 – 18 points) 17 pts Does not clearly identify, describe or analyze an organization’s internal and external business environment in a SWOT analysis to determine an effective and efficient use of resources or misses several critical issues. (17 – 15 points) 14 pts Does not identify, describe and / or analyze an organization’s internal and external business environment in a SWOT analysis to determine an effective and efficient use of resources or misses several critical issues. (14 – 0 points) 25 pts This criterion is linked to a Learning OutcomeCLO6 Develop a strategic recommendation plan which encompasses economic, industry and company factors. 25 pts Provides a strong linkage between recommendations and economic, industry and company factors. (25 – 23 points) 22 pts Provides a good linkage between recommendations and economic, industry and company factors. (22 – 20 points) 19 pts Provides a moderate linkage between recommendations and economic, industry and company factors. (19 – 18 points) 17 pts Provides a vague or ill-defined linkage between recommendations and economic, industry and company factors. (17 – 15 points) 14 pts Does not provide a linkage between recommendations and economic, industry and company factors. (14 – 0 points) 25 pts This criterion is linked to a Learning OutcomeCLO7. Assessment of ethical principles and social responsibility 25 pts Provides a detailed and comprehensive assessment of managerial strategies that support ethical principles and social responsibility. (25 – 23 points) 22 pts Provides a good assessment of managerial strategies that support ethical principles and social responsibility. (22 – 20 points) 19 pts Provides a reasonable assessment of managerial strategies that support ethical principles and social responsibility. May miss some minor points. (19 – 18 points) 17 pts Provides limited assessment of managerial strategies that support ethical principles and social responsibility. May omit one or more key points or provide marginal assessment of 2 or 3 key points. (17 – 15 points) 14 pts Poor assessment of managerial strategies that support ethical principles and social responsibility. Two or more key points are incorrectly applied or not identified and discussed. (14 – 0 points) 25 pts This criterion is linked to a Learning OutcomeCLO8 Demonstrate an understanding of global implications 25 pts Demonstrates an exceptional understanding of the impact of globalization on the marketing, finance, operations, administration, and management functional systems of an organization. (25 – 23 points) 22 pts Demonstrate a good understanding of the impact of globalization on the marketing, finance, operations and management functional systems of an organization (22 – 20 points) 19 pts Demonstrate a fair understanding of the impact of globalization on the marketing, finance, operations and management functional systems of an organization (19 – 18 points) 17 pts Demonstrate a clear lack of understanding of the impact of globalization on the marketing, finance, operations and management functional systems of an organization (17 – 15 points) 14 pts Demonstrate little or no understanding of the impact of globalization on the marketing, finance, operations and management functional systems of an organization (14 – 0 points) 25 pts Total Points: 200 PreviousNext