George Mason University Department Budgeting Case Study Analysis Paper is APA stylePaper have to follow the format outline provide in file “Analyzing a Man

George Mason University Department Budgeting Case Study Analysis Paper is APA stylePaper have to follow the format outline provide in file “Analyzing a Management case”No minimum or maximum, but have to be thorough in outlining your
responses to the areas that must be addressed and your reasoning for your
recommendations. Must demonstrate that you understand the subject,
provide rational arguments for your thesis, and follow the format for writing the
case study. Analyzing a Management Case
At the outset, it is important to remember that analysis of a situation must
precede an evaluation of it, and that both must precede
any conclusions drawn about the problem or any decisions regarding the
possible solution of it. This may seem obvious, but in too many cases
opinions and conclusions run ahead of the analysis stage of any problem.
Eager to find a solution and assuming they already understand the various
parameters of the problem, many media managers rush to the end of the
decision making process before paying adequate attention to the beginning
of it.
Analysis implies an objective study of the widest possible array of facts that
the manager can obtain. Often it requires going back and forth over these
facts several times to get a real feel for the situation. Evaluation is an
extension of analysis in that it is the state at which the manager’s opinions
start entering into the mix. Indeed, after analyzing a steady stream of facts
over and over, patterns begin to emerge that lead managers to form these
opinions about what is really going on and why. One of the hardest things
for managers to do, however, is to hold off this evaluation – this judgment until as many of the relevant facts that can be observed are observed.
Jim & Diane Willis, in their text New Directions in Media Management,
point out an excellent model to systematically attacking case studies:
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Go over various elements of the problem or situation several times
until they begin becoming familiar to you and a pattern begins to
emerge that encompasses all these elements simultaneously. This
guideline helps prevent managers from prematurely focusing on only a
subgroup of the elements needed for the possible solution. It also aids
the manager in observing the big picture instead of just small portions
of it.
Suspend judgment. Do no leap to conclusions too early. The manager
who forms opinions and jumps to conclusions to prematurely is often
resistant to new, important facts that present themselves for
consideration.
Study the problem from various vantage points. For instance, the
manager might consider the issue from the standpoint of the employees
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or from the company’s clients instead of from his or her own
viewpoint.
Produce more than one possible solution and devise a way to test all of
them. If a manager feels strong pressure to achieve a possible solution,
that person may be more solution minded than problem minded.
Developing a second or third possible solution after the first helps to
prevent the problem.
Take a break when you are stuck. This is an extremely hard thing for
all of us to do. “If only I stay with this problem a few more minutes, I
know I can find a solution”, we say to our tired minds and bodies. It
seldom works, and the therapy that comes from moving on to some
leisure activity for even an hour or so works wonders.
Talk about your problem with someone away from work whom you like
and trust. Getting advice from someone who is not reporting to you at
work is a good idea. Talking the problem over with someone is a good
way to consider aspects of it that might not otherwise have been
considered. It is harder to take shortcuts and leaps when discussing the
problem with someone who will stop and ask you to explain the
reasons for those shortcuts. In addition, talking a problem over seems
to take away some of the loneliness of decision making and allows the
individual to fear failure a little less because he or she has developed a
comrade in arriving at that decision.
Here is the format to follow when evaluating case studies and how you will
prepare your final case study to be presented for critique and a grade (point
value for each in parenthesis):
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Abstract/Focus (15). What is/are the management issue(s) represented
here? What is/are the central problem(s)? Is the problem short term or
long term? Identify them accordingly (ST or LT) in the fact set that
follows. Finally, what are the desired goals of management here?
Write them down now.
Fact Set (20). This is a continuation of the Abstract/Focus section that
excerpts pertinent facts that may be affecting the problem. However,
be sure to distinguish and label facts (F) and interpretations (I) so that
you do not confuse them.
Responsibility (10). Whose responsibility is it to make a decision on
this problem or situation? Identify that person or persons now and state
why they are responsible.
Strategy (15). What strategy would you devise to deal with the
problem? Why?
Action Plan (20). How and when would you implement your strategy
and who would do it? (By the way, it is often better to take on the
short-term problem first, then the long-term problem).
Evaluation (10). How will you know if your action plan is working?
What sort of measurement or monitoring technique will you use?
General Qualities (10). This category covers neatness, spelling,
grammar, inclusion of a title page, and following the academically
correct format throughout the paper.
Following these guidelines not only will help facilitate a thorough
examination of the problem, but is also required when submitting your
answer to the case study. A final word of instruction: Don’t be afraid to
exercise your creativity in evaluating and designing possible solutions for
case studies. What may at first seem to be a far out idea or solution may
emerge as the soundest path to take.
required by the Sarbanes-Oxley Act
rs as
certify all financial
rly and
annual
statements prepared by
of 2002.
Department Budget Exercise
CASE STUDY
You are the head of the Promotion and Creative Services Department for a
top-25 TV station, and you are charged with compiling next year’s budget.
$750,000. However, upper management has further stipulated that you
The GM and Controller expect you to reduce your unit’s budget request to
can’t terminate any positions to save money, and every employee in your
unit must be given a raise, because the last two years’ salaries have been
frozen. The proposed raise pool is 1.5%; inflation on expenses aside from
salaries is running at 1%. Here is your current operating budget for
this year:
PROMOTION AND CREATIVE SERVICES DEPARTMENT BUDGET
SALARIES:
$70,000
Promotion Manager
Other Employees:
Asst. Promotion Manager
Graphic Artist
Web Master
Art Director
Secretary
Total Salaries:
50,000
35,000
45,000
30,000
25,000
$255,000
EXPENSES:
$10,000
Consumables/Supplies
Publicity
Advertising
Software/Hardware Upgrades
Travel
Entertainment
Total Expenses
Current Department Budget:
Target Budget:
50,000
500,000
30,000
10,000
1,500
$601,500
$856,500
$800,000

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