Instructions 1) Description of the case situation. Identify key issues, people, and conditions in the case. Also, consider any constraints or demands imposed by the situation or environment. This component will set the context for your case analysis and should be completely objective (facts only). The description of the case situation should comprise a SMALL portion of the overall case analysis. 2) Diagnosis of the problem. Begin this section with a clear statement of what you see as the focal problem in the case (which is not always the one posed at the end). Often a case will embed problems within a broad context of many other problems. The key is to identify the focal problem (and its antecedents or causes) that is central to the case. Then diagnose what is causing/contributing to the problem using information from the case and key concepts from the text (and, possibly, application readings) in an appropriate way. Be sure to define the concepts that you use. Antecedents or causes often include elements of the situation, as well as people with differing motivations/goals. Keep in mind that behavior that might seem strange or \"irrational\" to you likely makes perfect sense to the actor. Try to differentiate symptoms from underlying causes. Consider the problem from the multiple viewpoints of the relevant stakeholders. This component should comprise a LARGE portion of the case analysis. 3) Generation and analysis of decision or course of action. Discuss a possible solution or course of action, again integrating information from the case and key concepts from the text (and, possibly, application readings) in an appropriate way. Consider the possible solution from multiple viewpoints. Provide a detailed description of the decision or course of action that you would recommend. Your decision or course of action should follow logically from your diagnosis of the problem. Provide a rationale for your choice of decision or course of action and discuss its potential impactboth intended and unintended. This component should comprise a MODERATE portion of the case analysis. Analysis Paper has a logical structure, including subheads to break the papers into description, diagnosis, and decision or course of action sections. The papers should be clear and coherent and conform to all technical requirements (typewritten, 5-6 pages double spaced with 11- or 12point font and 1\" margins). Criteria Description of the Case Situation Do you identify objectively (facts only) key issues, people and conditions in the case? Do you consider objectively any constraints or demands imposed by the situation or environment? Does this description set a useful context for the remainder of your case analysis? Diagnosis of the Problem Do you begin this section with a clear statement of what you see as the focal problem? Do you critically diagnose what is causing/contributing to the problem using information from the case and key concepts from the text (and, possibly application readings) in an appropriate way? Do you define the concepts that you use? Do you identify possible antecedents/causes clearly? Do you differentiate symptoms from underlying causes? Do you consider the problem from the viewpoints of multiple stakeholders? Is there evidence of critical thinking? Generation and Analysis of Decision or Course of Action Do you offer a possible solution or course of action, again integrating information from the case and key concepts from the text (and, possibly, application readings) in an appropriate way? Do you define the concepts that you use? Do you consider this possible solution from multiple viewpoints? Do you describe specifically what you would do if you were the manager, consultant or other key person in the case? Does your choice of decision or course of action follow logically from your earlier diagnosis? Do you provide a rationale for your decision or course of action and discuss its potential impact, both intended and unintended? CHAPTER NINE: Foundations of Group Behavior Five-stage group development model Punctuated equilibrium model Norms (definition)/conformity pressure (Asch effect) How norms develop and why they are enforced (class) Deviant group behavior-types (Exhibit 9-4) Social loafing (definition, causes, ways to prevent) Faultlines Strengths/weaknesses of group decision making Groupthink (definition, symptoms, how to minimize) Groupshift (group polarization) Brainstorming rules (class) Nominal group technique (definition/steps) CHAPTER TEN: Understanding Work Teams Types of teams (problem-solving, self-managed, cross-functional, virtual) Task v. relationship conflict (p. 170) Team effectiveness model (Exhibit 10-3)not on concept quiz but might be useful for diagnosing team-related issues CHAPTER ELEVEN: Communication Communication process Downward/upward/lateral communication Active listening/characteristics of constructive feedback (class) Small-group networks (chain, wheel, all channel) and effectiveness criteria (Exhibit 11-3) Grapevine: When do rumors emerge? Channel richness and Exhibit 11-5 Barriers to effective communication (filtering, selective perception, information overload, emotions, language, silence) Communication apprehension Cultural barriers (to cross-cultural communication) High-context and low-context cultures Culture guide/suggestions for communicating with people from a different culture