Identify a Local Small to Medium Enterprise Business to be the Focus of Case Study - Management Assignment Help

Assignment Task:

Task:

Instructions
This is an individual assessment.

• You should identify a local Small to Medium Enterprise (business) to be the focus of your case study.
• You should gather secondary data (and possibly primary data if necessary and possible) to help understand how the business has responded (changed) in relation to the impact of the COVID-19 Pandemic – or some other change process they have undertaken.
• If asking your business questions (i.e. collecting primary data) you must seek permission from the business as outlined on Blackboard and using the “Letter for Businesses” BEFORE YOU PROCEED WITH QUESTIONING.
• You will produce a Case Study Report of 1,200 words (+/- 10%) due Friday 20 August 11:59pm.
• Further guidance will be provided in the lectures and tutorials regarding the types of questions and information you will use to gather information to develop this report.
• You should follow the format outlined in this guide to produce your report. Note: This report does not follow standard report format due to word limit restrictions. Please refer ‘Suggested Report Format’.
• Suggested Case Study Report Format
• Cover Page (not included in word count) (Marking Criteria 6)
• Make this professionally attractive. Include proposed Case Study Title (should include name of business or pseudonym), Course Name & Code, Lecturer Name, Your Name and Student ID Number, Due Date, Submission Date, Word Count for your submission. NB: No Executive Summary or Table of Contents required for Task 1
• Introduction (Organisation and Context) (Marking Criteria 3 & 6)
• A brief background to the case organisation to frame the current issues. What is the researcher’s (you!) position for this report? Include the purpose of the report and the scope of the report (what does your report seek to do? What doesn’t it seek to do?)
• KEY Issues (Marking Criteria 3, 4 & 6)
• This section should discuss relevant organisation components (e.g. Mission, vision, strategy, goals, structure, processes or systems, technology, people); and then use Diagnostic Tools to inform identify the key issues facing the organisation. No need to put diagnostic tools in the appendix…PUT THEM IN THE REPORT BODY HERE – the tools will not be included in the word count. REFER TO THEM! And MOST IMPORTANTLY – INTERPRET THEM…Write about why some issues are more important / impactful for your organisation than others. What is the impact on strategy / future feasibility of the business etc.? This section should summarise the key issues (i.e. do not include everything from your diagnostics!) that your case organisation is facing / has faced. What are the key outcomes of your external environmental analysis (i.e. PESTEL / SWOT). How have leaders / owners managed the change process? What did they do / didn’t they do to manage the change?)
• Analysis (Marking Criteria 1, 2, 3, 4 & 6)
• Use theory and course concepts to explain the issues identified in 3 (above) in more depth and comment on implications of the issues. You should be considering the type of organisational change the organisation has faced / is facing (p. 22); the role (give examples) of people in the change process (p. 27), how the change has been/is being managed/led (HINT: refer to the process models of change identified in Week 2 / Chapter 2); and what the organisation has/needs to change in light of the issues identified (HINT: How has the change affected the internal components of the organisation? You may need to ‘speculate’ about some of these issues…USE THE CONGRUENCE MODEL).
• Consider and apply appropriate model/s from Week 3 / Chapter 3 to diagnose the issues the organisation needs to change (or discuss HOW they have changed) – as well as determine WHAT the organisation should change – or do differently).
• Possible Solutions / Proposed Change (Marking Criteria 1, 2, 5, 6)
• Generate some alternative change strategies that the organisation could consider to address each of the KEY ISSUES that have emerged from your ANALYSIS. What are the advantages and disadvantages of your alternatives (link to implications from the analysis)? Relate these alternatives to the information and knowledge you have from Weeks’ 1-3 (e.g. type of change, change roles, how the organisation should change, and what they should change) – i.e. they should be addressing issues raised in the analysis section.
• Recommendations / Implementation (Marking Criteria 3, 5 & 6)
• Select most viable alternative(s) from above. These recommendations should be justified through their relevance to the analysis (i.e. no new ideas here). Be as specific as you can. Apply the S.M.A.R.T. principle. (Hint: Explain resources where possible; individuals / positions from the case; time frame and monitoring processes required for the recommendations to be put into practice). Applying the SMART approach to EACH recommendation doesn’t meant typing out S.M.A.R.T. for each recommendation, it means you should WRITE the recommendation with the SMART approach in mind.
• Reference List (not included in word count) (Marking Criteria 6)
• Include a complete list of resources cited throughout your report. The ‘Key Issues’ and ‘Analysis’ sections should contain scholarly references (quality refereed journal articles) that go beyond your text to support and justify information, arguments and decisions presented. I don’t like to put a ‘number’ on your references required. Research and work as hard as you are willing. Use quality resources to support your analysis and reference accurately.
• Appendices (not included in word count)
• For a report of such a small size it is recommended to include any analytical tools in the main body of the report. However, some students may wish to utilise their Appendix. Either way, please make sure you LABEL and REFER to the tools you include in your report.

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