Comprehensive Term Project

3/8/23, 12:14 AM Comprehensive Term Project
Comprehensive Term Project

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Comprehensive Term Project:
(Comprehensive Term Project due by 04/24/2023 11:59PM)
For your convenience, all of the information needed to complete the Comprehensive Term Project is
outlined below. The information was taken directly from the course syllabus (see Course Syllabus, Table
of Contents, Comprehensive Term Project).
COMPREHENSIVE TERM PROJECT
A team-based term project is used as a means to facilitate learning in this course. The date on which
the completed project is due is clearly stated in the course schedule section of the syllabus. A project
submitted after the stated deadline will not be accepted (i.e., a project submitted late will earn a grade of
zero; partial credit will not be awarded).
Group Formation Process and Instructions
Rather than randomly assign each student [you] to a group, each student [you] will have an opportunity
to indicate the group that they [you] would prefer to join. To be clear, this means you will have an
opportunity to let me know what group you would prefer to join; it does not mean that you will be able to
decide who is or is not going to be in your group. It merely means that you will have a chance to
indicate what group you would prefer to join (i.e., indicate a group preference). Simply stated, within the
parameters outlined below (see Instructions for Joining a Group), each student enrolled in the course is
free to join one of ten possible groups (i.e., the class will be comprised of 70 students, the class will be
divided into 10 groups, and each group will be comprised of a maximum of 7 students). Step-by-step
instructions to help you join a group are outlined next.

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Instructions for Joining a Group
Step 1: Click on the Modules navigation button in the Course Navigation menu located along the left
side of the Course Home Page screen and scroll down the Course Modules page and click on the
JOIN A GROUP module. (Note: the JOIN A GROUP module is located directly below the module
labeled WEEK 17: UNIT 17 on the Course Modules page.) The JOIN A GROUP module is designed to
provide you with a convenient means to indicate your group preference. When you “expand” the JOIN A
GROUP module by clicking on the “Show module contents” button, you will see 11 content items (i.e.,
the JOIN A GROUP INSTRUCTIONS content page and 10 threaded discussion areas). Each threaded
discussion area represents a group and, each threaded discussion area is labeled accordingly (i.e.,
GROUP A, GROUP B, GROUP C, GROUP D, GROUP E, GROUP F, GROUP G, GROUP H, GROUP I,
and GROUP J).
Step 2: Click on the group that you would prefer to join (i.e., click on the appropriate threaded discussion
area). Next, click on “Reply” and type the word YES in the response area and click on the “Post Reply”
button. This simple protocol will indicate to me this is the group that you would prefer join. Important:
Please refrain from adding any additional comments. These threaded discussion areas are intended
solely as a means for you to indicate to me the group that you would prefer to join; they are not intended
to be discussion forums. Specifically, do not type your name next to the word “YES” that you typed in
the response area; your name will automatically appear next to your posting. Furthermore, do not reply
to another student’s posting. If 7 students have already indicated a preference for a particular group,
then you must select a different group, no exceptions (i.e., you will not be permitted to join a group that 7
students have already indicated a preference to join). If you attempt to join a group that 7 students have
already indicated a preference to join, then I will delete your posting and randomly assign you to a group
with less than 7 students at the beginning of Week 3. Furthermore, do not indicate more than one group
preference. If you indicate more than one group preference, then I will delete each instance (i.e., each
posting) and randomly assign you to a group with less than 7 students at the beginning of Week 3.
In sum, the group formation process used in this course is designed to allow one of three things to
happen: (1) allow those students that want to be in a group with a particular classmate a chance to do
so; (2) allow those students that want to randomly assign themselves to a group a chance to do so; and
(3) allow those students that do not want to assign themselves to a group to let me do it for them.
Note: If you want me to randomly assign you to a group, then no action is required on your part (i.e., I
will randomly assign you to a group at the beginning of Week 3).
You can indicate your group preference from the beginning of the term (i.e., Week 1) through the end of
Week 2. You will not be able to gain access to the threaded discussion areas associated with each
group after the end of Week 2, no exceptions. I will finalize groups at the beginning of Week 3. That is,
at the beginning of Week 3 I will review all group preferences indicated and, if necessary, randomly
assign students that did not indicate a preference (or failed to follow the instructions) to a group.
Additionally, at this point in time, I will create 10 group rooms (i.e., collaborative workspaces), one for
each group.
Project Groundwork Assignment
Each group must produce and submit a document comprised of the following items:
1. The complete name of the organization the group intends to study.

2. A peer performance appraisal system. At minimum, each team must develop an official Peer
Performance Appraisal Form (i.e., worksheet). Further, each team must provide a brief description of
its appraisal system. At minimum, the description should outline the purpose of the system and
include instructions for completing the team’s official Peer Performance Appraisal Form (i.e.,
worksheet).
The abovementioned items must be submitted as a single document (i.e., a single file). Furthermore,
although this is a group-based assignment, each group member [this means you] must submit an exact
copy of the document. This protocol will confirm that each group member [again, this means you]
agrees to study the named organization and fully understands and accepts the group’s appraisal
system, including its official Peer Performance Appraisal Form. The Project Groundwork Assignment is
due on the date indicated in the course schedule.
The Project Groundwork Assignment (comprised of the abovementioned items) must be submitted
through Canvas. To submit the assignment, click on the appropriate assignment (i.e., the assignment
named “Project Groundwork Assignment”). Next, click on the Submit Assignment button. Then, attach
the appropriate assignment (i.e., upload the appropriate file, Microsoft Office Word or Excel files only)
and submit it by clicking on the Submit Assignment button. It is imperative that you select the
appropriate assignment and attach the appropriate assignment (i.e., upload the appropriate file).
Remember that there are a total of four assignments that you will be submitting throughout the term
through Canvas. Each assignment is linked directly to a specific area in the Canvas Gradebook.
Consequently, if you do not select the appropriate assignment and attach the appropriate assignment
(i.e., upload the appropriate file), I will need to delete it because it will not be recorded in the appropriate
area in the Canvas Gradebook.

The peer review process used in this course, including detailed instructions and tips to help your team
develop a peer performance appraisal system and worksheet, is fully explained next.
Peer Review Process
A peer review process is used in this course. Why? Occasionally there are “free riders” on the teams,
people who don’t carry their weight in getting the work done. Stated differently, although I can
objectively evaluate the overall quality of the output that your team produces, I cannot reliably appraise
your input (i.e., contribution) to that output. Therefore, in order to appraise your contribution, I must
garner feedback from individuals who directly observed your actual performance. Clearly, your peers
are in a far better position than I am to rate your day-to-day performance as a teammate. How will you
be affected by your peers’ assessment of your performance throughout the term? I will allow a team to
petition me to differentially assign Comprehensive Term Project scores to its members if the majority of
its members indicate (through the team’s peer performance appraisal system) there have been serious
problems in getting a particular teammate to contribute. Specifically, near the end of the term each
member of your team will submit to me a numerical grade (from 0 to 100 points) reflecting their appraisal
of your overall performance as a teammate throughout the term. If your average peer review score
indicates that there was a performance deficiency on your part, I will award a different Comprehensive
Term Project score to you so that the score you receive is a more accurate reflection of your overall
contribution. Beyond question, an average peer review score of less than 73 (i.e., less than a grade of
“C”) is indicative of a serious performance problem. Therefore, if you receive an average peer review
score of less than 73, I will interpret the score as a formal petition by your teammates to differentially
assign Comprehensive Term Project scores. If this is the case, then your average peer review score
represents the maximum percentage (or fraction) of your team’s Comprehensive Term Project score that
you will be awarded. For instance, if your team earned a Comprehensive Term Project score of 90%
(i.e., 90/100 or 0.90) and you earned an average peer review score of 72% (i.e., 72/100 or 0.72), then
you would be awarded a Comprehensive Term Project score of 64.8% [i.e., (90/100)(72/100) =
0.648(100) = 64.8%]. Note: if your average peer review score falls below 73, then I will generally adopt
the recommendation of your teammates (i.e., use your average peer review score to derive your final
Comprehensive Term Project score). Nonetheless, I reserve the right to impose a penalty that I judge to
be appropriate. On the other hand, if your average peer review score does not fall below 73, then your
Comprehensive Term Project score will not be adjusted as a result of the peer review process used in
the course.
The form that you are required to use to record and submit your final appraisal of each member of your
team is attached at the end of the syllabus (see Table of Contents, MGMT 4500: Peer Review Summary
Form). The form is accompanied by a detailed set of instructions to help you complete and submit it.
Completing and submitting a Peer Review Summary Form is not an optional assignment. The
completed form is due on the date indicated in the course schedule section of the syllabus. The Peer
Review Summary Form must be submitted through Canvas. To submit the assignment, click on the
appropriate assignment (i.e., the assignment named “Peer Review Summary Form”). Next, click on the
Submit Assignment button. Then, attach the appropriate assignment (i.e., upload the appropriate file,
Microsoft Office Word files only) and submit it by clicking on the Submit Assignment button. It is
imperative that you select the appropriate assignment and attach the appropriate assignment (i.e.,
upload the appropriate file). Remember that there are a total of four assignments that you will be
submitting throughout the term through Canvas. Each assignment is linked directly to a specific area in
the Canvas Gradebook. Consequently, if you do not select the appropriate assignment and attach the
appropriate assignment (i.e., upload the appropriate file), I will need to delete it because it will not be
recorded in the appropriate area in the Canvas Gradebook. Important: it is imperative that you submit
your Peer Review Summary Form on time because I need it to calculate an average peer review score
for each member of your team. Failure to submit your Peer Review Summary Form by the stated
deadline will result in a reduction of your final course grade by one full grade designation (i.e., an “A”
would become an “A-” and so on). Furthermore, if you fail to submit your Peer Review Summary Form
by the stated deadline and I do not receive it by 5:00PM on the last Thursday of the term, then you will
earn a grade of “F” in the course.
Note: you can use the Document Sharing module to download a blank form. To download a blank
form, click on the Modules navigation button in the Course Navigation menu located along the left side
of the Course Home Page screen and scroll down the Course Modules page and click on the
Document Sharing module. Next, click on the content item labeled Forms. Then, select the file (i.e.,
form) that you want to download (i.e., PEER REVIEW SUMMARY FORM Document Sharing
SP23.doc).
Instructions and Tips for Developing a Peer Performance Appraisal System
Aside from the general requirements outlined below, each team is empowered to develop a performance
appraisal system that it deems will promote group effectiveness. The general requirements are as
follows:
The appraisal system must permit each team member to independently evaluate the performance of
each member of the team.
The appraisal system must yield results that can be expressed in quantitative terms. Specifically, the
appraisal system must yield an overall numerical rating for each team member (i.e., a final score for
each team member) that can be converted to and expressed on scale of 0-100 points.
Each team must develop an official Peer Performance Appraisal Form (i.e., worksheet). A sample
Peer Performance Appraisal Form is illustrated in Table 2. Teams are welcome to adopt the form
shown in Table 2 in its entirety; however, I encourage each team to develop their own unique form.
Each team must provide a brief description of its appraisal system. At minimum, the description
should outline the purpose of the system and include instructions for completing the team’s official
Peer Performance Appraisal Form (i.e., worksheet).
Each team should put a lot of thought into the appraisal system it develops as well as the appraisal form
it adopts; once implemented (i.e., submitted), the team’s appraisal system (including its appraisal form)
cannot be modified.
There are two broad types of appraisal systems (or rating formats): results-oriented and behavior-
oriented. For our purposes, a behavior-oriented appraisal system is recommended. While there are
many different types of behavior-oriented appraisal systems, I recommend using a graphic rating scale
format. A performance appraisal form (i.e., worksheet) using a graphic rating scale format—a behavior-
oriented appraisal system—is illustrated in Table 2.
As illustrated in Table 2, ten rating factors (or performance dimensions) are identified along with six
response categories (each response category describes a level of performance and is accompanied by
a point value). As shown in Table 2, the response categories and corresponding point values are as
follows: outstanding (5.0 points), very good (4.5 points), good (4.0 points), fair (3.5 points), poor (3.0
points), and very poor (2.5 points). Additionally, each performance dimension is weighted to reflect the
dimensions relative importance. (Note: if your team chooses to weight its performance dimensions,
remember that the total of the weights must always equal 1.) Finally, it is important to clearly define the
meaning of each response category as well as each performance dimension. For example, in Table 2,
what does “outstanding” mean? Similarly, in Table 2, what does “attendance” mean? Specifically, how
does one earn an outstanding rating for attendance? I encourage your team to carefully identify and
clearly define the rating factors (performance dimensions) it will use to measure member performance
and to clearly describe the level of performance associated with each response category. Again, feel
free to use the peer performance appraisal form shown in Table 2 as a template to develop your team’s
appraisal form. In fact, the performance dimensions outlined in Table 2 represent areas in which teams
typically experience problems. For example, I often hear students complain about teammates that fail to
attend meetings on a regular basis (attendance), fail to meet assigned deadlines (dependability), do not
complete assigned tasks in a satisfactory manner (quality of work), do not do their fair share of the work
(quantity of work), and so on.
The performance appraisal form shown in Table 2 is easy to use. The rater simply selects the response
category that best describes the performance of the individual being rated on each performance
dimension. The rater then computes a weighted score for each performance dimension by multiplying
the score awarded on each performance dimension by its corresponding weight. A total weighted score
is then computed by summing the weighted points awarded for each performance dimension. In the
example in Table 2, the person being rated earned a final rating of 4.90. This score translates to a 98 on
a 0-100 point scale. I am illustrating this point because (as previously noted) the performance appraisal
system that your team develops and implements must yield a numerical rating for each team member
that can be converted to and expressed on a scale of 0-100 points. This is because I use a scale of 0-
100 points to assign final Comprehensive Term Project scores and, if necessary, to differentially assign
Comprehensive Term Project scores, hence, the 0-100 point scale serves as a standard scale for the
entire class.
Table 2: Sample Peer Performance Appraisal Form
Level of Performance (Response Categories)
Rating Factors
Out- Very Very
(Performance
Dimensions) standing Good Good Fair Poor Poor Weight Weighted
Score
(5.0) (4.5) (4.0) (3.5) (3.0) (2.5)
1. Attendance ● ○ ○ ○ ○ ○ 0.10 0.50
2. Dependability ● ○ ○ ○ ○ ○ 0.15 0.75
3. Quality of work ● ○ ○ ○ ○ ○ 0.15 0.75
4. Quantity of work ● ○ ○ ○ ○ ○ 0.05 0.25
5. Willingness to listen ● ○ ○ ○ ○ ○ 0.10 0.50
6. Leadership provided ● ○ ○ ○ ○ ○ 0.05 0.25
7. Conflict management ● ○ ○ ○ ○ ○ 0.10 0.50
8. Camaraderie ○ ○ ● ○ ○ ○ 0.10 0.40
9. Course knowledge ● ○ ○ ○ ○ ○ 0.10 0.50
10. Communication ● ○ ○ ○ ○ ○ 0.10 0.50
Total Weighted Score 1.00 4.90
Total weighted score converted to a 0-100 point scale (4.90/5.00)(100) = 98 98
Source: the foregoing discussion of peer performance appraisal systems was adapted from Cascio, W.
F. (2013). Managing Human Resources: Productivity, Quality of Work Life, Profits, 9th ed., McGraw-Hill,
New York, NY.
In sum, although one could cite many factors that impede team effectiveness, my experience with
student work groups demonstrates the vast majority of problems that surface within them stem from
unclear (or an absence of) performance standards and expectations. Simply stated, most students
falsely assume their peers know what the performance standards of the group are and what is expected
of them. In fact, this is the primary reason for requiring your team to develop a performance appraisal
system. By requiring your team to develop an appraisal system at the outset of the term, I am reminding
your team of the importance of establishing clear performance standards and expectations for its
members.
Note: each team is expected to use its peer performance appraisal system as a means to remedy any
performance-related issues they may experience throughout the term. If after repeated attempts a team
finds they are unable to get a particular teammate to contribute, then I strongly recommend reassigning
any work initially delegated to that teammate to other members of the team. In other words, high-
performing teams are adept at knowing when it is time to stop depending on an unreliable teammate.
Instructions for Completing the Comprehensive Term Project
How do we go about selecting an organization to study?
The first step, of course, is to select an organization to study. Your group will play the role of this
organization’s top-management team or the role of a consulting team hired by the organization;
whichever position your group prefers is fine. The organization could be, for instance, a firm that you or
one of your teammates is currently employed by, your own firm, or a firm that you and your teammates
simply want to learn more about. Although there is no one “best” way to go about selecting an
organization to study, I strongly recommend choosing a well-known organization about which a lot has
been written. Organizations like Wal-Mart, Coca-Cola Corporation, Toyota Motor Company, Southwest
Airlines, McDonald’s, and Starbucks Coffee Company receive extensive coverage in business
periodicals such as BusinessWeek and Fortune. If you choose a well-known company, you will be able
to access a considerable amount of information. Remember, the best sources of information are
business periodicals. Again, if you select a well-known organization, you can be sure that a
considerable amount of information has been published about it. Moreover, most large companies have
extensive websites. However, any information found on a company website must be interpreted with a
healthy dose of skepticism; company websites are notoriously biased, so use them with caution. By all
means, use the Internet to search the World Wide Web for information. Above all, make use of the
Auraria Library.
What should we do if we cannot find the information we need?
First and foremost, you need to accept the fact that you will not be able to access all of the information
you would like to get your hands on. If you cannot find the information you need (i.e., if after you have
employed all the resources at hand and you are still unable to find the data you need), then the only
thing you can do is interpret the data that you do have. This means you will need to put forward a
hypothesis or theory. When one hypothesizes or theorizes about something, by definition it means they
are guessing. Putting forward your best guess is perfectly acceptable as long as it is cogent (i.e.,
convincing or rational) and well defended. For example, assume you are unable to find a list of the long-
term objectives for the firm you are studying. However, based on your research you do know that they
have just opened three new stores in Colorado and recently acquired a major competitor. Based on this
information, you could reasonably assume they are trying to gain market share (i.e., improve their
competitive position) and are using the grand strategies of market development and horizontal
integration to achieve this end. Bottom line: your grade will not suffer if you must resort to making
assumptions (i.e., guessing) as long as you build a case to defend your theory. Of course, your grade
will suffer if you put forward your best guess and fail to defend it. Simply stated, when you don’t have
the data you need, don’t be afraid to make an educated guess.
How many sources do we need to consult?
In addition to the textbook, I expect your group to consult a minimum of ten different secondary sources.
Again, the best sources of information are business periodicals and, if you select a well-known
organization, you can be sure that a considerable amount of information has been published about it.
Documentation of Sources
There are two components to documentation: reference notes and the bibliography. The final report
must include reference notes and a bibliography. Reference notes are used to acknowledge the use of
another person’s ideas, thoughts, words, etc. All secondary sources that you use in the report must be
properly acknowledged (i.e., documented) regardless of whether you quote or paraphrase. Using
material without proper documentation is called plagiarism (see Table of Contents, Academic Ethics).
Reference notes can be placed at the bottom or foot of the page (footnotes), in the text (in-text
references), or at the end of the report (endnotes). A bibliography is simply a list of all works used in the
report. As previously noted, in addition to the textbook, I expect your group to consult a minimum of ten
different sources (i.e., your team’s bibliography should list at least ten different sources).
Detailed instructions to assist your group with completing the project are outlined below.
Required Framework for the Comprehensive Term Project
A required framework for organizing the report is outlined below. It is intended to provide your group
with a systematic structure in which to organize its thinking. The final report must contain four major
sections. Each section is discussed in turn below. Note: your group must use the Strategic
Management Model presented in the textbook to organize Section 1, Section 3, and Section 4 of the
report (see Exhibit 1.5 in the textbook). In essence, your team is writing a case study (Section 1);
identifying the strategic issues/problems based on the data it has put forward in Section 1 (Section 2);
analyzing the organization to determine the root causes of the strategic problems/issues it identified in
Section 2 with an eye towards formulating possible solutions or strategic options (Section 3); and, finally,
your team is charged with formulating a comprehensive strategic plan, that is, converting its analysis of
the strategic issues and evaluation of strategic options into a thoughtful, workable strategic plan – a final
consulting report that contains sound, defensible recommendations that effectively address and remedy
all of the issues/problems that it has identified (Section 4).
Important: Your team’s investigation must begin at the highest level of the organization. This means that
if your team selects a large, diversified organization comprised of numerous related and/or unrelated
businesses (i.e., a multi-business firm versus a single-business firm), its investigation must begin at the
highest level (i.e., the corporate level, see Exhibit 1.2 in the textbook). However, if your team does
select an organization involved in more than one business, I strongly recommend choosing one
business unit to emphasize throughout the project, especially if the firm is involved in unrelated
businesses (i.e., especially if the firm is a conglomerate). Nonetheless, your team will need to reference
and examine the other businesses whenever appropriate. This will become much clearer as you work
your way through the textbook. Tip: I don’t recommend selecting a large conglomerate to study (e.g.,
General Electric, Textron, American Brands, U.S. Industries, etc.).
Note: two sample Comprehensive Term Projects are available in the Document Sharing module. I
recommend reading each of them from start to finish. They are best characterized as being B+/A-
projects. For obvious reasons, groups may not study the organizations used in these two sample
projects. To access the sample projects, click on the Modules navigation button in the Course
Navigation menu located along the left side of the Course Home Page screen and scroll down the
Course Modules page and click on the Document Sharing module. Next, click on the content item
labeled Sample Comprehensive Term Projects and select the file (i.e., Sample Comprehensive Term
Project) that you want to download (i.e., Sample Comprehensive Term Project #1 or Sample
Comprehensive Term Project #2).
Section 1: Case Study (7-10 Pages)
The first section of the report is best characterized as a written case study; it is much more than a
cursory story or chronicle about the firm your team has selected to investigate. Nonetheless, in the first
few paragraphs of this section, provide a brief description of the organization (i.e., outline some basic
background information). For example, identify the organization, when it was founded, its original
organizational mission, and the like. In other words, use the first few paragraphs to highlight some of the
most critical and interesting facts about the organization (i.e., historical facts).
Use the next few pages to outline the most significant events that have occurred in the company and/or
the industry in which it operates to date (i.e., provide a succinct chronology of the most noteworthy
events, developments, and so on that have occurred in the company and its industry to date). To
conserve space, I strongly recommend using a bulleted list to organize and present this information.
Also, consider attaching a detailed chronological listing of historical events as an appendix. Emphasis
should be placed on identifying the major strategic decisions the firm has made and strategic actions the
firm has taken since it was founded with far greater attention being given to the strategic decisions made
and actions taken within the past five years or so. In other words, focus on discussing any major internal
or external transformations, marked events, and the like that have occurred since the firm was founded
with far greater emphasis on the past five years or so.
Although it is critical to put forward some general background information as well as to highlight some
relevant and interesting facts about the firm, the fundamental purpose of this section is to paint an
especially rich (or detailed) picture of the firm’s present situation (i.e., the firm’s current state of affairs,
circumstances, etc.). In other words, in this section, your team’s main aim is to provide a clear answer
to the first application question cited in the syllabus: “Where is the company currently headed?” As
previously noted, use the Strategic Management Model presented in the textbook to organize this
section of the paper. This section of the report (i.e., Section 1) should include, at minimum, the
following:
A brief discussion of the firm’s current organizational mission. At minimum, answer the following
questions: What does the organization do (i.e., what goods and services does it currently produce or
provide)? What is the scope of its operations (e.g., local, regional, national, international)? Where
are its primary facilities located? Who are the firm’s primary customers? Who are the firm’s major
stakeholders? In other words, go beyond merely copying the firm’s formal mission statement. Note:
as stated in the textbook, “[n]o external body requires that the company mission be defined....” The
point: if you have selected a firm that does not have a “formally defined” mission, then it will be
necessary to examine the firm’s actions and make some assumptions. In any event, you should
answer the aforementioned questions. (See Chapters 2 and 3)
A brief discussion of the most significant events that have recently taken place (or are currently
taking place) in the external environment (i.e., discuss the most significant events that have taken
place or are currently unfolding in the remote, industry, and operating environments). In essence,
your team should attempt to identify and briefly discuss possible (or obvious) opportunities and
threats. Note: your team will devote more attention to the task of identifying and analyzing
opportunities and threats in Section 3. (See Chapters 4 and 5)
A brief discussion of the current state of affairs inside the firm. That is, discuss interesting and
significant events that have recently occurred or are currently unfolding inside the firm (e.g., point out
any obvious strengths and weaknesses such as lack of cohesion in the top management team,
recent changes in leadership, turnover and/or absenteeism of key personnel, etc.). Additionally,
briefly discuss the firm’s current financial condition. Is it improving or deteriorating? In essence, your
team should attempt to identify and briefly discuss possible (or obvious) strengths and weaknesses.
Note: your team will devote more attention to the task identifying and analyzing strengths and
weaknesses in Section 3 of the report. (See Chapter 6)
A brief discussion of the firm’s generic strategy (or competitive strategy). That is, identify the generic
strategy (or competitive strategy) the firm is currently using. The authors of your textbook state:
“Many planning experts believe that the general philosophy of doing business declared by the firm in
the mission statement must be translated into a holistic statement of the firm’s strategic orientation
before it can be further defined in terms of a specific long-term strategy. In other words, a long-term
or grand strategy must be based on a core idea about how the firm can best compete in the
marketplace. The popular term for this core idea is generic strategy [or competitive strategy].”
(See Chapters 7, 8, and 9)
A brief discussion of the firm’s current long-term objectives. In other words, what are the firm’s
current long-term objectives? Don’t be vague; provide a few very specific examples. To illustrate, as
stated in the textbook, “...Gulf Oil set a five-year objective of moving from third to second place as a
producer of high-density polypropylene. Total sales were the measure.” (See Chapters 7, 8, and 9)
A brief discussion of the grand strategy (or combination of grand strategies) the firm is currently using
to achieve its long-term objectives. In other words, what grand strategy (or combination of grand
strategies) is the firm currently using to achieve its long-term objectives? Again, don’t be vague;
provide a few very specific examples. For example, what grand strategies is Gulf Oil using to
achieve its stated long-term objective (i.e., its five-year objective) of moving from third to second
place as a producer of high-density polypropylene? Considering the nature of the objective, one
could safely assume they are using a combination of grand strategies (e.g., market development,
product development, etc.). (See Chapters 7, 8, and 9)
A brief discussion of the firm’s current short-term objectives and action plans. Again, don’t be vague;
provide a few concrete examples. (See Chapter 10)
A brief discussion of the firm’s functional tactics. Again, don’t be vague; provide a few concrete
examples of the functional tactics the firm is using to achieve its short-term objectives and gain a
sustainable competitive advantage. (See Chapter 10)
A brief discussion of the policies the firm uses to aid strategy execution (i.e., policies that empower
action). Provide a few noteworthy examples. (See Chapter 10)
A brief description of the types of executive bonus compensation plans the firm is currently using.
(See Chapter 10)
A brief description of the firm’s organizational structure, culture, and leadership. (See Chapters 11
and 12)
A brief discussion of the central topics introduced in Chapter 13 (i.e., Strategic Control). For
example, discuss the topic of strategic control (e.g., identify the different types of strategic and
operational control systems the firm uses).
A brief discussion of the central topics introduced in Chapter 14 (i.e., Innovation and
Entrepreneurship). For example, discuss any actions the organization is currently taking (or has
recently undertaken) to make the firm more innovative and entrepreneurial and, hence, more
competitive.
Section 2: Identification of Key Strategic Issues/Problems (1 Page)
The second section of the paper should clearly identify and define the most pressing strategic issues
that need to be addressed by management. The objective is to identify the top three or four strategic
issues the firm faces. If your team identifies more than five issues, it is probably disaggregating broader
strategic matters. An effective way to approach the task of identifying the key strategic issues is for your
team to ask itself the following question: “If someone were to read Section 1 of our paper, what would
they identify as being the biggest challenges or problems the firm faces?” Note: perhaps the most
critical issue (or question) your team must address is: Does the firm have a strategy (i.e., “a game
plan”)?
Although the issues identified by your team should be described in a clear and concise way, your team
should avoid restating portions of the case that it has written as a means of providing evidence in
support its conclusions. Your team’s overall objective in this section should be one of demonstrating to
me that it has a good understanding of the organization’s current situation. Note: this initial diagnosis –
identifying possible strategic issues/problems based on the information (signs and symptoms) presented
in the case your team has written – is a critical step in your team’s paper. More specifically, this step is
critical to the analysis process. Having successfully completed this step, your team can now proceed to
the next step: in-depth analysis of the organization to determine the root causes of the strategic
problems/issues with an eye towards evaluating strategic options and formulating possible solutions.
Keep in mind, some of the issues and problems warranting further investigation are clearly evident in the
case that your team has written (i.e., were discovered through your team’s initial research), others are
not so visible and will only be uncovered after further analysis. In other words, some of the most critical
and pressing strategic issues management needs to address will only be exposed after a thoughtful
application of the diagnostic tools and techniques of strategic management (see Section 3).
Section 3: Analysis and Evaluation (10-14 Pages)
Section 1 and Section 2 of your team’s paper are best characterized as being descriptive. Thus far,
aside from identifying possible strategic issues/problems (i.e., an initial diagnosis of the problems/issues
the firm faces), your team has done very little analysis. Now the project takes a decidedly different
focus. The third section of your team’s paper should include a comprehensive, in-depth analysis of the
key strategic issues and problems identified in Section 2. Moreover, this in-depth analysis usually
exposes issues/problems that were not identified in the initial diagnosis (see Section 2). This is okay
and, in fact, should be anticipated. That is, your team should plan to fine-tune Section 2 of the report
after completing Section 3. Keep in mind, your team’s objective in Section 3 is twofold: (1) to gain
greater insight into and a better understanding of the key strategic issues and problems it identified in its
initial diagnosis and (2) to dig deeper not only to confirm its initial conclusions but to also uncover hidden
problems or issues. To achieve these objectives your team will need to use the material presented in
Chapters 1-14 of the textbook. That is, use the tools and techniques of strategic management (i.e., the
diagnostic aids and decision support tools presented in Chapters 1-14 of the textbook) to analyze the
organization and external environment. In addition to the using the concepts and approaches to
strategic management presented in this course, your team should draw on what it has learned from prior
coursework as well as from real-world experiences. Bottom line: your team should put forward evidence
in this section to support its diagnosis. That is, your team should put forward evidence to defend its
conclusions. In other words, your team should back-up its conclusions with facts and figures. Note:
upon further analysis and evaluation, your team may also find that some of the issues/problems it initially
identified as being critical are not as significant as they were originally thought to be. This conclusion is
perfectly fine as long as it is well defended by thoughtful analysis. Again, your team should use the
Strategic Management Model in the textbook as a framework for organizing this section of the report
(i.e., this section of the report should specifically address each component of the Strategic Management
Model). The quality of your team’s analysis is critical because it will serve as the foundation for
answering the second application question: “Where should it [i.e., the company] be headed?”
Additionally, the conclusions drawn from this section of the report will serve as the foundation for
answering the final application question: “What is the best way of getting it [i.e., the company] there?”
Note: your team will put forward concrete answers to these two application questions in the final section
of the report (i.e., Section 4). In this section of the report (i.e., Section 3) your team, at minimum, should
do the following:
Conduct a comprehensive and objective analysis of the external environment. Simply stated,
analyze the external environment (i.e., analyze the three interactive segments of the external
environment: the remote, industry, and operating environments). For example, what factors in the
remote environment represent significant opportunities and threats (e.g., economic factors, social
factors, political factors, technological factors, etc.)? Next, use Michael Porter’s Five-Forces Model
(i.e., method of analysis) to examine the industry environment. Additionally, regarding the industry
environment, you are expected to answer the following questions: “What are the boundaries of the
industry?” “What is the structure of the industry?” “Which firms are our competitors?” “What are the
major determinants of competition?” Finally, don’t forget to analyze the operating environment. For
example: evaluate the firm’s competitive position; develop profiles of the firm’s present and
prospective customers; assess the firm’s relationships with its suppliers; assess the firm’s
relationships with its creditors; examine the nature of labor market; etc. Bottom line: use the
concepts and approaches to strategic management presented in the textbook to identify and analyze
very specific opportunities and threats. (See Chapters 4 and 5)
Conduct a comprehensive and objective internal analysis. That is, use the concepts and approaches
to strategic management put forward in the textbook (see Chapter 6) to identify and analyze the
firm’s internal strengths and weaknesses. At minimum, your team should use the resource-based
view (RBV) of the firm to systematically assess the firm’s resources and, hence, identify critical
strengths and weaknesses. Your team should also attempt to use the value chain
approach/framework to develop a better understanding of how the firm creates value for its
customers. At minimum, attempt to identify and analyze the activities that effectively differentiate the
firm’s products/services, lower their costs, and/or any activities that serve to meet customer needs
quickly (i.e., identify and evaluate value chain activities that represent strengths or weaknesses and,
hence, represent sources of competitive advantage or disadvantage relative to competitors).
Moreover, as a basis for identifying and evaluating internal strengths and weaknesses, your team
should do the following: (1) compare the firm’s current performance with its past performance—use
the firm’s historical experience as a basis for identifying and evaluating the firm’s internal strengths
and weaknesses, (2) identify and evaluate the firm’s resources and competencies and compare them
to those possessed by existing (and potential) competitors, and (3) identify and evaluate the key
determinants of success in the industry and use your findings as a basis for identifying and
evaluating the firm’s internal strengths and weaknesses. Finally, use traditional financial analysis to
assess the firm’s financial health (see Chapter 6, Appendix B). How sound is the firm’s financial
position? Explain and defend your conclusion. At minimum, put forward a summary of the financial
position of the firm (e.g., prepare a chart similar to the one shown in Exhibit 6.B5).
Having conducted a rigorous internal and external analysis, your team is now prepared to put
forward a meaningful (i.e., an objective) SWOT analysis. In other words, clearly outline the internal
strengths and weaknesses of the firm and the external opportunities and threats it faces.
Analyze the firm’s current mission. Based on your internal and external analysis is the firm’s current
mission appropriate or does it need to be reformulated? Explain and defend your conclusion. (See
Chapters 2 and 3)
Analyze the generic strategy (or competitive strategy) the firm is using. Is it producing the desired
results? Specifically, is the firm’s generic strategy (or competitive strategy) providing the firm with a
relevant competitive advantage? If yes, why? If not, why? To answer these questions your team will
need to engage in further analysis. For example, evaluate the firm’s cost leadership opportunities.
Does the firm have the skills and resources that foster cost leadership? Can the firm meet the
organizational requirements needed to support and sustain cost leadership activities? Evaluate the
firm’s differentiation opportunities. Does the firm have the skills and resources that foster
differentiation? Can the firm meet the organizational requirements needed to support and sustain
differentiation activities? Evaluate the firm’s ability to use rapid response (or speed) as a means to
gain competitive advantage. Does the firm have the skills and resources that foster speed? Can the
firm meet the organizational requirements needed to support and sustain rapid response activities?
Finally, evaluate market focus as a means to gain competitive advantage. (See Chapters 7, 8, and
9)
Analyze the firm’s current long-term objectives. Do they possess the qualities of long-term objectives
cited in the textbook? Based on your team’s internal and external analysis, are they appropriate?
Are they being realized? (See Chapters 7, 8, and 9)
Analyze the grand strategy (or combination of grand strategies) the firm is currently using to achieve
its long-term objectives. Based on your team’s internal and external analysis, are they appropriate?
Why or why not? Use the diagnostic instruments in the textbook to facilitate your team’s analysis
(e.g., use the Grand Strategy Selection Matrix and/or Model of Grand Strategy Clusters to facilitate
your team’s analysis as well as to explain and defend your team’s conclusion). (See Chapters 7, 8,
and 9)
Analyze the firm’s current short-term objectives and action plans. Do they effectively help guide the
implementation of the firm’s strategy? In other words, do they effectively facilitate the achievement
of the firm’s long-term objectives? Do they possess the qualities of short-term objectives discussed
in Chapter 10? Do they possess the qualities of objectives discussed in Chapter 7? (See Chapters
7 and 10)
Analyze the firm’s functional tactics. That is, analyze the functional tactics the firm is currently using
to achieve its short-term objectives and build sustainable competitive advantage. How effective are
they? Explain and defend your team’s answer. (See Chapter 10)
Analyze the policies the firm uses to aid strategy execution (i.e., policies that empower action). Are
they appropriate? Why or why not? (See Chapter 10)
Analyze the appropriateness and effectiveness of the firm’s executive bonus compensation plans.
The analysis should focus on the types of problems that can arise because of agency relationships
and the “fit” between the firm’s executive compensation plans and its strategic goals. (See Chapter
10)
Analyze the firm in the context of the ideas articulated in Chapters 11 and 12. For example, does the
firm’s structure facilitate effective strategy implementation? Does the firm’s culture facilitate effective
strategy implementation? In other words, analyze the relationship between the firm’s environment,
strategy, culture, and structure. Is there a good “fit” between them? Why or why not? Analyze the
firm’s strategic leadership practices. Are the firm’s strategic leadership practices a source of
competitive advantage? Why or why not?
Analyze the firm in the context of the ideas articulated in Chapter 13. For example, analyze the
types of strategic controls the firm uses. Are they appropriate? Why or why not? Analyze the
operational control systems the firm uses. Are they appropriate? Why or why not?
Analyze the firm in the context of the ideas articulated in Chapter 14. For example, analyze any
actions the organization is currently taking (or has recently undertaken) to make the firm more
innovative and entrepreneurial and, hence, more competitive. Are they appropriate? Why or why
not?
Section 4: Recommendations – 5-Year Strategic Plan/Final Consulting Report (7-10 Pages)
The final section of your team’s report should provide clear answers to the last two application questions
put forward earlier in the syllabus, that is: “Where should it [i.e., the company] be headed and What is
the best way of getting it [i.e., the company] there?” In other words, your team’s objective in this section
is to formulate a strategic plan comprised of very specific recommendations. The strategic plan should
cover a period of at least five years. It should effectively address/remedy the issues/problems that your
team identified and confirmed (through a thoughtful and comprehensive analysis and evaluation) as
being critical to firm success. Also, your team should clearly explain how its recommendations will solve
the problems it identified. Again, your team should offer convincing evidence and persuasive arguments
to back up its conclusions and recommendations – unsupported conclusions and recommendations
amount to nothing more than opinions. Finally, this section must address strategy implementation. That
is, a discussion of how your team intends to execute its recommendations. Once again, use the
Strategic Management Model in the textbook as a framework for organizing the final section of the
report; the final section of the report should specifically address each of the components of the Strategic
Management Model. In this section of the report (i.e., Section 4) your team, at minimum, should do the
following:
Summarize the major insights gained from your analysis of the external environment. That is, outline
the key opportunities and threats in the external environment. If your team put forward a meaningful
SWOT analysis in Section 3 of its paper, then this should be an easy task. Simply restate the most
significant findings from this analysis and direct the reader [me] to the appropriate place in the paper
for further details. (See Chapters 4 and 5)
Summarize the major insights gained from your internal analysis of the firm. That is, outline the
firm’s key internal strengths and weaknesses. Again, if your team put forward a meaningful SWOT
analysis in Section 3 of its paper, then this should be an easy task. Again, simply restate the most
significant findings from this analysis and direct the reader [me] to the appropriate place in the paper
for further details. (See Chapter 6)
Formulate a concrete recommendation regarding the firm’s current mission. If your team does not
perceive a need to reformulate the firm’s current mission, then simply outline the firm’s current
mission and provide a brief explanation of why it is appropriate. On the other hand, if your team’s
analysis indicates the current mission is not appropriate and must be reformulated, then formulate a
new mission and defend the recommendation. That is, explain why the new mission statement is
more appropriate. (See Chapters 2 and 3)
Recommend (formulate) a generic strategy (or competitive strategy) and defend your team’s choice.
For example, outline the skills and resources the firm has at its disposal to support the chosen
generic strategy (or competitive strategy). If the firm does not have the necessary skills and
resources, recommend possible actions the firm could take to remedy the situation (e.g., acquire
them, develop them, or make them unnecessary). Additionally, can the firm meet the organizational
requirements needed to support and sustain the proposed generic strategy (or competitive
strategy)? If yes, explain. If not, explain how the firm will go about meeting the requirements. (See
Chapters 7, 8, and 9)
Recommend (establish) very specific long-term objectives. That is, what outcomes (or results) does
your team recommend the firm strive to achieve (or produce) over the next five years? Specifically,
identify a minimum of seven long-term objectives. Consider establishing one long-term objective in
each of the seven areas in which strategic planners typically establish long-term objectives (e.g.,
profitability, productivity, competitive position, employee development, employee relations,
technological leadership, and public responsibility). In other words, don’t just tell me the firm should
establish long-term objectives in each of the seven areas. Instead, tell me exactly what you think the
firm should strive to achieve over the next five years in each of the seven areas. For example, a
long-term objective for the firm with respect to its competitive position in the marketplace might be
expressed as follows: “using market share as a measure, move from third to first place by 2025.”
(See Chapters 7, 8, and 9)
Recommend a grand strategy (or combination of grand strategies). That is, your team should clearly
explain how the long-term objectives it has established (above) are to be achieved. In other words,
what grand strategy (or combination of grand strategies) does your team recommend the firm use to
achieve the long-term objectives your team has established? Bottom line, your team should identify
the general actions the firm should take (or the means it will use) to achieve the long-term objectives
your team has established. In general, each objective should have at least one grand strategy
associated with its achievement. Use the Grand Strategy Selection Matrix and/or Model of Grand
Strategy Clusters to identify an appropriate grand strategy (or combination of grand strategies) as
well as to explain and defend your team’s final recommendation. (See Chapters 7, 8, and 9)
Recommend specific short-term objectives and action plans. That is, identify the short-term
objectives the firm must achieve to realize the long-term objectives your team has established.
Stated differently, identify what the firm must accomplish to achieve (or move closer to achieving) its
long-term objectives. Specifically, identify at least one short-term objective for each long-term
objective your team has established. Remember to make sure your team’s short-term objectives
possess the characteristics of effective short-term objectives (see Chapter 10) as well as the basic
qualities of objectives (see Chapter 7). Additionally, each short-term objective must be accompanied
by an action plan. As stated in the textbook: “Short-term objectives are usually accompanied by
action plans, which enhance these objectives [i.e., short-term objectives] in three ways.” A detailed
discussion of how action plans enhance short-term objectives is discussed in the textbook (see
Chapter 10, Page 303). Simply stated, for each short-term objective your team establishes, your
team must outline an action plan that identifies:
(1) The functional tactics and activities associated with achieving the short-term objective (i.e., the
actions that will be undertaken in each functional area in the near future as part of the business’s
effort to achieve the stated short-term objective).
(2) A clear time frame for completing each action (i.e., identify when each action will begin and
when each action will be completed).
(3) Identify who is responsible for each action in the plan (e.g., Director of Marketing, Director of
Human Resources, etc.).
Note: I strongly recommend summarizing your team’s long-term objectives and grand strategies and
associated short-term objectives and action plans in a table of some type (e.g., develop a time-line).
(See Chapter 10)
Recommend policies to aid strategy execution (i.e., policies that empower action). (See Chapter 10)
Recommend appropriate executive bonus compensation practices. At minimum, propose an
appropriate executive bonus compensation plan. Don’t be afraid to put forward an innovative (or
novel) plan. Try to design a plan that reduces agency problems (i.e., identify some creative ways in
which to minimize agency problems). (See Chapters 2, 3, and 10)
Use the ideas put forward in Chapters 11 and 12 to make recommendations to promote effective
strategy implementation. Specifically, address any changes that will need to be made to the firm’s
current structure and/or culture to implement the new strategy. If no changes are necessary, explain
how the firm’s current structure and culture will promote effective strategy execution. Also, discuss
any changes in leadership (or leadership practices) that may be necessary to implement the new
strategy. If no changes are necessary, explain how the firm’s current leadership (e.g., top-
management team) will facilitate execution of the new strategy.
Use the ideas put forward in Chapter 13 to suggest ways to effectively control the new strategy. In
other words, recommend specific strategic and operational controls. For example, identify the key
assumptions (i.e., premises) the proposed strategy is based on; that is, identify what premises
should be monitored. Bottom line, your team should demonstrate that it understands the four basic
types of strategic controls outlined in Chapter 13.
Use the ideas put forward in Chapter 14 to recommend actions the organization should take to make
the firm more innovative and entrepreneurial and, hence, more competitive.
Grading Criteria for the Comprehensive Term Project
In grading your team’s completed project, I will ask myself a series of questions. My answers to the
questions will be used to derive your team’s final grade for the project. These questions are outlined
next.
Did this team do a competent/average, good/better than average, or superior/excellent job of writing
its case study? (Section 1)
Did this team do a competent/average, good/better than average, or superior/excellent job of
identifying and defining the critical strategic issues/problems? (Section 2)
Did this team do a competent/average, good/better than average, or superior/excellent job of using
the analytical tools and techniques of strategic management to analyze strategic issues/problems
and evaluate strategic options? (Section 3)
converting its analysis of strategic issues/problems and evaluation of strategic options into a
thoughtful, workable strategic plan/final consulting report (i.e., a strategic plan/final consulting report
that contains sound, defensible recommendations that effectively address/remedy all of the key
issues/problems that it has identified)? (Section 4)
To what degree (competent/average, good/better than average, or superior/excellent) does this
report demonstrate that this team understands the strategic management theories and concepts
introduced in Chapters 1-14 of the required textbook for this course? (Sections 1, 2, 3, and 4)
To what degree (competent/average, good/better than average, or superior/excellent) does this
report demonstrate that this team knows how and when to use the analytical tools and diagnostic
aids they are learning about in this course? (Sections 1, 2, 3, and 4)
organizing and writing their report (i.e., to what extent was this team’s report well-organized and well-
written)? (Sections 1, 2, 3, and 4)
General Requirements
Typeface: use a common typeface (e.g., Times New Roman or Arial).
Font Size: 12-point (Times New Roman)/11-point (Arial), excluding title page, headings, charts, tables,
exhibits, graphs, etc.
Top and Bottom Margins: approximately 1”
Right and Left Margins: approximately 1.25”
Paper Size: letter, 8.5” x 11”
Line Spacing: double-spaced (excluding headings, charts, tables, exhibits, graphs, etc.).
Length: between 25-35, double-spaced pages (absolutely no more than 35, double-spaced pages,
excluding such things as title page, table of contents, bibliography, reference notes, charts, tables,
exhibits, graphs, appendices, etc.). In other words, in addition to the 35 page limit, the final paper can
include an unlimited number of charts, tables, exhibits, graphs, and the like. Your team can put these
types of items in an appendix or integrate them into the text of the paper as long as the text of the paper
can be reasonably reduced to 35 pages. In general, I would prefer to have charts, tables, exhibits,
graphs, etc. integrated into the body of the paper as opposed to including them in an appendix.
Nonetheless, your team may attach as many appendices as deemed necessary. Bear in mind that
effective usage of appendices is a great way to conserve space. For example, to avoid exceeding the
35-page limit, consider placing a rather lengthy explanation of a given issue (or topic) in an appendix
instead of in the body of the paper. In other words, summarize some of the main points concerning the
issue (or topic) in the body of the paper and include supporting information in an appendix. Finally,
when using charts, tables, exhibits, graphs, and/or appendices, don’t forget to direct the reader [me] to
them. Consider organizing the paper like a textbook. For example, use phrases such as “see Exhibit X”
or “see Appendix X” to direct the reader [me] to them.
Instructions for Submitting the Comprehensive Term Project
The Comprehensive Term Project must be submitted through Canvas. Do not attempt to submit it by
any other means (i.e., do not attempt to submit it by traditional e-mail, through the USPS, etc.). To
submit the assignment, click on the appropriate assignment (i.e., the assignment named
“Comprehensive Term Project"). Next, click on the Submit Assignment button. Then, attach the
appropriate assignment (i.e., upload the appropriate file, Microsoft .doc, .docx, or .pdf files only) and
submit it by clicking on the Submit Assignment button. It is imperative that you select the appropriate
assignment and attach the appropriate assignment (i.e., upload the appropriate file). Remember that
there are a total of four assignments that you will be submitting throughout the term through Canvas.
Each assignment is linked directly to a specific area in the Canvas Gradebook. Consequently, if you do
not select the appropriate assignment and attach the appropriate assignment (i.e., upload the
appropriate file), I will need to delete it because it will not be recorded in the appropriate area in the
Canvas Gradebook.
Important: select one team member to submit the completed project (i.e., it is not necessary for each
team member to submit the completed project). The completed project must be submitted as one file
(i.e., do not upload multiple files, no exceptions).
Note: the form that I will use to evaluate your team’s completed project is included in the course syllabus
(see Table of Contents, MGMT 4500: COMPREHENSIVE TERM PROJECT EVALUATION FORM).
Your team must fill in the appropriate blanks in the form (i.e., Term, Section, and Group) and submit it
along with the completed project.
Note: you can use the Document Sharing module to download a blank form. To download a blank
form, click on the Modules navigation button in the Course Navigation menu located along the left side
of the Course Home Page screen and scroll down the Course Modules page and click on the
Document Sharing module. Next, click on the content item labeled Forms. Then, select the file (i.e.,
form) that you want to download (i.e., COMPREHENSIVE TERM PROJECT EVALUATION FORM
Document Sharing SP23.doc).

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3/8/23, 12:14 AM Comprehensive Term Project

Comprehensive Term Project

Due Apr 24 by 11:59pm Points 100 Submitting a file upload

Comprehensive Term Project:

(Comprehensive Term Project due by 04/24/2023 11:59PM)

COMPREHENSIVE TERM PROJECT

Group Formation Process and Instructions

Instructions for Joining a Group

Project Groundwork Assignment

1. The complete name of the organization the group intends to study.

Peer Review Process

Instructions and Tips for Developing a Peer Performance Appraisal System

Table 2: Sample Peer Performance Appraisal Form

Level of Performance (Response Categories)

1. Attendance ● ○ ○ ○ ○ ○ 0.10 0.50

2. Dependability ● ○ ○ ○ ○ ○ 0.15 0.75

3. Quality of work ● ○ ○ ○ ○ ○ 0.15 0.75

4. Quantity of work ● ○ ○ ○ ○ ○ 0.05 0.25

5. Willingness to listen ● ○ ○ ○ ○ ○ 0.10 0.50

6. Leadership provided ● ○ ○ ○ ○ ○ 0.05 0.25

7. Conflict management ● ○ ○ ○ ○ ○ 0.10 0.50

8. Camaraderie ○ ○ ● ○ ○ ○ 0.10 0.40

9. Course knowledge ● ○ ○ ○ ○ ○ 0.10 0.50

10. Communication ● ○ ○ ○ ○ ○ 0.10 0.50

Total Weighted Score 1.00 4.90

Total weighted score converted to a 0-100 point scale (4.90/5.00)(100) = 98 98

Instructions for Completing the Comprehensive Term Project

How do we go about selecting an organization to study?

What should we do if we cannot find the information we need?

How many sources do we need to consult?

Required Framework for the Comprehensive Term Project

Section 1: Case Study (7-10 Pages)

Section 2: Identification of Key Strategic Issues/Problems (1 Page)

Section 3: Analysis and Evaluation (10-14 Pages)

Section 4: Recommendations – 5-Year Strategic Plan/Final Consulting Report (7-10 Pages)

Grading Criteria for the Comprehensive Term Project

Typeface: use a common typeface (e.g., Times New Roman or Arial).

Top and Bottom Margins: approximately 1”

Right and Left Margins: approximately 1.25”

Paper Size: letter, 8.5” x 11”

Instructions for Submitting the Comprehensive Term Project

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