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True Case-Presume you are the decision maker in this case Read over the case study and start formul

True Case-Presume you are the decision maker in this case

Read over the case study and start formulating your thoughts about your decision in preparation for your submission in week 6.

1) Think about it: What are facts of the case you must consider in your decision-making process?

Imagine you are the COO of this small company and you have been approached by the CEO with the following issue. Please read the case carefully and offer your answer in 2-3 pages (or longer if you wish).

DO YOU TAKE THIS MAN?

Does marriage outweigh good business practice?

As co-founders of a small company, the female President/CEO is married to the Senior Vice President of Sales. Things go smoothly for a while with the two of them in these positions. The COO is in charge of running the business operations and close confident of both parties.

Lately when the President asks the Sr. VP of Sales for his detailed sales reports and sales forecasts, he is promising them and not delivering. In meetings the Sr. Vice President commits to the need for the reports, but when the reports are due he creates a myriad of excuses why they couldn’t be completed. The excuses he gives are usually related to making a choice between handling a customer before preparing reports. When there is a choice between the two, he always chooses the customer first.

In a private discussion between the COO and Sr. Vice President, the Sr. VP reveals that he believes his wife is too focused on the financial details of the business and doesn’t recognize the importance of instant response and relationship building with customers. He says that he is responsible for the major sales in this organization and he knows what it takes to keep those customers happy. If it means that he will be late with his sales reporting, he will be late. He doesn’t intend to change his mind on this issue.

The President believes that these reports are essential for her to complete accurate financial forecasting. All of her other Sr. VPs are getting their reports done on time. She also believes that being married to the Sr. VP of Sales may allow him to take advantage of their relationship. She is in a position to discipline him and even fire him if he continues to put off her requests. Of course, being his wife she is torn about how to handles this situation. She discloses this challenge to the COO and asks for his advice. Imagine you are the COO. What would be your advice to the President/CEO?

Keep in mind that as you are trying to advice your need to rely on the material you have learned in this course and refer to the appropriate chapters and reference your reasoning accordingly.

Do not forget the fact that this case will help you sharpen your analytical skills, since you must produce quantitative and qualitative evidence to support your recommendations. In case discussions, instructors will challenge you and your fellow participants to defend your arguments and analyses. You will hone both your problem-solving and your ability to think and reason rigorously. You still must ask yourself: “What really are the problems which this manager has to resolve?” Too often, in real-life situations managers manipulate facts and figures without the problems having been specifically defined.

here are some general guidelines that you can adapt to create a method that works best for you.

Read the first few paragraphs, then go through the case almost as fast as you can turn the pages, asking yourself, “What, broadly, is the case about, and what types of information am I being given to analyze?” You will find that the text description at the beginning is almost always followed by a series of exhibits that contain added quantitative and qualitative information for your analysis.
Read the case very carefully, underlining key facts and writing marginal notes as you go. Then ask yourself: “What are the basic problems these managers have to resolve?” Try hard to put yourself in the position of the managers in the case. Make the managers’ problems your problems.
Note the key problems or issues on a pad of paper. Then go through the case again.
Sort out the relevant considerations for each problem area.
Do appropriate qualitative and quantitative analysis.
Develop a set of recommendations, supported by your analysis of the case data.
Make sure you adhere to all the recommendations of the Guides to Case Study Analysis!

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