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You have to think like a practicing manager if you want to analyze a  case successfully. As part of your analysis, it is necessary, but not  sufficient to answer the following questions in enough depth to show  that you have performed more than a superficial reading of the case’s  content, and subsequently applied relevant theory.

• What is the issue being presented or analyzed in the  case? Focus on the main issue in the case if more than one topic is  presented. Use your judgment to decide on which issue is the one that is  potentially most costly to an organization if left unresolved. There  are more kinds of cost to be considered than economic costs. Do not  neglect them in your analysis.
• Where did the issue take place? Consider this because  you need to take into account cultural and environmental considerations  that may differ from those of the United States, in your analysis.
• When did the issue take place? There may be historic  and environmental considerations different from those of the United  States, which should be taken into account in your analysis.
• Who was affected by the issues? In other words, who are  the stakeholders inside and outside of the organization that need to be  considered when formulating an analysis, and possible response to the  situation?
• Why did the issue occur? This may involve conjecture on  your part. It is all right to speculate; just identify your speculation  as such. In an empirical case, causal factors may be identified as  such.
• How would you, as a manager, apply the insights gained from the case to improve an (your) organization’s operations?

Exercise 5.1 (Fifth Edition incorrectly listed as Exercise 5.1 on page 74)– Indicators of effectiveness

Please read the exercise and:

1. Submit the original and revised lists of indicators of effectiveness that you generated for your organization.
2. Also provide a brief rationale for why you selected those indicators.
3. How did your list compare to the provided factors on pp. 74-75?

Chapter 6, Exercise 6.1 – The intervention style indicators

Please read the exercise and:

1. Score the instrument.
2. Which is your most preferred style (or styles)?
3. How does this make you more (or less) effective as a manager? As someone leading a change effort?
4. Do the results of this instrument surprise you? Do you think that  you should change your style? Why or why not (to both questions)?
5. Submit your answers to questions 1-4 by the previously specified deadline.