MBA 699 Module Seven Case Analysis Guidelines and – MBA-699-Q1999 Strategic Opportunity Mgmt 22TW1<\/p>\n
Overview
\nAn important aspect of a change management strategy is to consider how different alternatives may impact future outcomes. Organizations often use the business case method to
\nexplore strategic alternatives as it helps simulate a real situation. Such simulations help with identifying business issues and provide critical information that organizations can then use
\nto arrive at their own conclusions.
\nThe VP of business development has asked you to analyze other organizations that have gone through the exit process. Doing so will help you identify common risks, challenges, and
\nbest practices related to mergers and acquisitions and apply this knowledge to guide the change management strategy of the life sciences organization. For example, if two merging
\norganizations have extremely different communication styles or organizational cultures, it may often lead to conflict between the management and the employees. The same is true
\nwhen one organization is acquiring another organization. Therefore, it is important that you identify all potential risks and challenges and include the best practices to avoid similar
\nconflicts in your organization after it has been acquired.
\nYou have decided to research a business case that may help you learn from the experiences of another organization.
\nThe focus of your analysis should be on change management and the associated best practices that impacted the transformation of the organization in the case.
\nPrompt
\nReview the case study Bumpy Road Ahead: The Automotive Interiors Merger That Wasn\u2019t. Next, consider the following steps to complete your analysis of the automotive case and
\napply your findings from the case analysis to your work in the life sciences organization in the course scenario. Take a look at the case study titled “Bumpy Road Ahead: The Automotive Interiors Merger That Wasn’t.” Next, think about the procedures that need to be taken in order to finish your analysis of the automobile case and apply the knowledge you gained from that study to your work in the life sciences firm that you will be experiencing in the course scenario.
\nIn particular, you are required to take into account the following criteria:
\nSpecifically, you must address the following criteria:
\nCase Study Review
\n1. Provide a brief overview of the two organizations in the case study that addresses the following:
\na. Identify common characteristics of each organization.
\nb. Explain how the products and services of the two organizations differ.
\n2. Describe the key issues that affected the merger plan and its implementation.
\na. What were the key issues related to organizational cultures and structural integration that created problems after the merger of the two organizations? Support your
\nresponse with information from the case.
\n3. Evaluate the postmerger integration and change management strategies used in the case. Your response should address the following:
\na. How did the key decision makers respond to the challenges with the postmerger integration?
\nb. What led to the challenges faced by the organization after the merger?
\nc. Could these challenges have been prevented using different change management strategies? Explain.
\nRecommendations
\n4. Based on your findings from the case study, describe specific areas that may lead to post-acquisition risks and challenges for the life sciences organization in the course
\nscenario. Support your response.
\n5. Recommend change management best practices the life sciences organization can use for managing post-acquisition integration in a planned manner and avoid the risks and
\nchallenges you\u2019ve identified above.
\nGuidelines for Submission
\n\uec6d \ue902
\n9\/28\/22, 12:34 AM MBA 699 Module Seven Case Analysis Guidelines and Rubric – MBA-699-Q1999 Strategic Opportunity Mgmt 22TW1
\nhttps:\/\/learn.snhu.edu\/d2l\/le\/content\/1144854\/viewContent\/20523627\/View 2\/3
\nSubmit a 4- to 5-page Word document using double spacing, 12-point Times New Roman font, and one-inch margins. Sources should be cited according to APA style. Consult the
\nShapiro Library APA Style Guide for more information on citations.
\nCriteria Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
\nCase Study Review:
\nOverview
\nExceeds proficiency in an
\nexceptionally clear, insightful,
\nsophisticated, or creative
\nmanner
\nProvides a brief overview of
\nthe two organizations in the
\ncase; identifies common
\ncharacteristics of the two
\norganizations; explains how
\nthe products and services of
\nthe two organizations differ
\nShows progress toward
\nproficiency, but with errors or
\nomissions; areas for
\nimprovement may include
\nexplaining the similarities and
\ndifferences in the two
\norganizations
\nDoes not attempt criterion 20
\nCase Study Review: Key
\nIssues
\nExceeds proficiency in an
\nexceptionally clear, insightful,
\nsophisticated, or creative
\nmanner
\nDescribes key issues related
\nto organizational cultures and
\nstructural integration that
\ncreated problems after the
\nmerger of the two
\norganizations
\nShows progress toward
\nproficiency, but with errors or
\nomissions; areas for
\nimprovement may include
\ndescribing at least one key
\nissue supported by facts from
\nthe case
\nDoes not attempt criterion 20
\nCase Study Review:
\nPostmerger Integration
\nExceeds proficiency in an
\nexceptionally clear, insightful,
\nsophisticated, or creative
\nmanner
\nEvaluates the postmerger
\nintegration and change
\nmanagement strategies;
\nsupports Assessment with facts
\nfrom the case and addresses
\nhow the key decision makers
\nresponded to the challenges
\nwith the postmerger
\nintegration, the possible cause
\nof challenges, and if these
\nchallenges could have been
\nprevented using different
\nchange management
\nstrategies
\nShows progress toward
\nproficiency, but with errors or
\nomissions; areas for
\nimprovement may include
\nusing relevant facts from the
\ncase to support the
\nAssessment, such as an
\nexample of how the key
\ndecision makers responded to
\nthe challenges, what caused
\nthe challenges, or what could
\nhave been done to prevent
\nthese challenges
\nDoes not attempt criterion 20
\nModule Seven Case Analysis Rubric
\n9\/28\/22, 12:34 AM MBA 699 Module Seven Case Analysis Guidelines and Rubric – MBA-699-Q1999 Strategic Opportunity Mgmt 22TW1
\nhttps:\/\/learn.snhu.edu\/d2l\/le\/content\/1144854\/viewContent\/20523627\/View 3\/3
\nCriteria Exemplary (100%) Proficient (90%) Needs Improvement (70%) Not Evident (0%) Value
\nRecommendations: Post acquisition Risks and
\nChallenges
\nExceeds proficiency in an
\nexceptionally clear, insightful,
\nsophisticated, or creative
\nmanner
\nIdentifies specific areas that
\nmay lead to post-acquisition
\nchallenges in the organization
\nfrom the course scenario;
\nprovides examples of possible
\nrisks and challenges the
\norganization in the scenario
\nmay face
\nShows progress toward
\nproficiency, but with errors or
\nomissions; areas for
\nimprovement may include
\nproviding specific and relevant
\nexamples of possible risks and
\nchallenges that the
\norganization in the scenario
\nmay face post-acquisition
\nDoes not attempt criterion 15
\nRecommendations: Change
\nManagement Best
\nPractices
\nExceeds proficiency in an
\nexceptionally clear, insightful,
\nsophisticated, or creative
\nmanner
\nRecommends change
\nmanagement best practices
\nthat the organization in the
\nscenario can implement for
\nmanaging post-acquisition
\nintegration in a planned
\nmanner
\nShows progress toward
\nproficiency, but with errors or
\nomissions; areas for
\nimprovement may include
\nidentifying at least two
\nchange management best
\npractices relevant to the
\norganization in the course
\nscenario for managing post acquisition integration
\nDoes not attempt criterion 15
\nArticulation of Response Exceeds proficiency in an
\nexceptionally clear, insightful,
\nsophisticated, or creative
\nmanner
\nClearly conveys meaning with
\ncorrect grammar, sentence
\nstructure, and spelling,
\ndemonstrating an
\nunderstanding of audience
\nand purpose
\nShows progress toward
\nproficiency, but with errors in
\ngrammar, sentence structure,
\nand spelling, negatively
\nimpacting readability
\nSubmission has critical errors
\nin grammar, sentence
\nstructure, and spelling,
\npreventing understanding of
\nideas
\n5
\nCitations and Attributions Uses citations for ideas
\nrequiring attribution, with few
\nor no minor errors
\nUses citations for ideas
\nrequiring attribution, with
\nconsistent minor errors
\nUses citations for ideas
\nrequiring attribution, with
\nmajor errors
\nDoes not use citations for
\nideas requiring attribution
\n5
\nTotal: 100%<\/p>\n","protected":false},"excerpt":{"rendered":"
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