Company analysis-Doctors without Borders
This is a group project. My part is managing organizational environments.
Doctors without Bordersas our nonprofits organization.
In the paper, you need to include recommendation part.
This is my teachers instructions.
Importantly, each group member will take responsibility for writing a particular section but also discuss it with peers at group meetings. I expect each paper to be well-organized and coordinated so that even if group members disagree in their opinions such differences in approach should be clearly articulated. The group papers will start with a short introduction presenting the main findings of the project and end with a conclusion that will provide a list of recommendations by section. The recommendations will clearly indicate what the company could do to operate more effectively in each particular area analyzed in the paper. The papers will be presented in the last class of this course dedicated to group presentations.
1. Prepare for analysis
a? Read the assigned reading and study questions
a? Read the first few paragraphs of the case and skim the rest.
a? Ask yourself: a?What broadly is the case about and what types of information am I being given to analyze?a?
2. Analyze the case
a? Read the case very carefully, underlining key facts as you go.
a? Put yourself in the position of the manager(s) in the case and carefully consider the root causes of case problem(s) or case dilemmas
To do so it may be helpful to ask yourself the following general questions:
i. Who is the protagonist?
ii. What are his or her objectives (implicit or explicit)?
iii. What decisions (implicit or explicit) must I make?
iv. What problems, opportunities, and risks do I, as the protagonist, face? a? Critically evaluate data and case facts and analyze alternative solutions or explanations
i. Do enough number crunching to discover the story told by the data presented in the case
ii. Develop tables, charts, and graphs to expose more clearly the main points of your analysis
iii. Make the assumptions that underpin your analysis as explicit as possible
iv. Support any and all opinions with well-reasoned arguments and numerical evidence; donat stop until you can purge a?I thinka? and a?I feela? from your assessment and, instead, are able to rely completely on a?my analysis showsa?
v. Always ask yourself:
a. What evidence do I have to help make the decision? Is the evidence reliable and unbiased?
b. What alternative courses of action are available?
c. What criteria should I use to judge the alternatives?
d. What are the critical assumptions I will have to make in evaluating these alternatives?
a? Avoid the temptation to focus on what actually happened in the case. (Ground yourself in the time and situation faced by the manager(s) in the case itself!). What actually happened in the case might be interesting, but it is not significant. What is significant is that you understand the pros and cons associated with alternative actions and that you are able apply course concepts and analytical tools with rigor and sophistication.
3. Develop a realistic action plan or a well-reasoned, substantiated analysis
a? a?What did I learn from this case?a?
a? a?How does the situation and the lesson relate to my own experiences?a?