The Evolution of Strategy at Proctor Gamble

The Evolution of Strategy at Proctor Gamble Identify problems: The Problems can be succin" rel="nofollow">inctly stated in" rel="nofollow">in a 2-3 sentence (short) paragraph for each. Conduct strategic analyses: Identify the Strategic Issues. Each issue can be summarized in" rel="nofollow">in 1-2 sentences, and then follow it with a short analysis of what you thin" rel="nofollow">ink needs to be done to address each issue. I want you to determin" rel="nofollow">ine what would solve/address the issue. Examples might be related to more train" rel="nofollow">inin" rel="nofollow">ing of staff, more in" rel="nofollow">investment in" rel="nofollow">in equipment, greater use of specific types of technology, etc. Propose alternative solutions: Then, once you have done that, evaluate each as to its effectiveness and/or appropriateness. Make recommendations: The actions that you propose should address the very next steps that the organization needs to take. Case study papers should be 3-5 pages in" rel="nofollow">in length, doubled spaced. Rubric: Poor Novice Competent Proficient Identify problems: The Problems can be succin" rel="nofollow">inctly stated in" rel="nofollow">in a 2-3 sentence (short) paragraph for each. Poin" rel="nofollow">ints: 0 (0%) The response is not acceptable. Poin" rel="nofollow">ints: 5 (10%) The response needs major improvements. Poin" rel="nofollow">ints: 7.5 (15%) The response covers most problems. Poin" rel="nofollow">ints: 10 (20%) The response covers all the problems. Conduct strategic analyses: Identify the Strategic Issues. Each issue can be summarized in" rel="nofollow">in 1-2 sentences, and then follow it with a short analysis of what you thin" rel="nofollow">ink needs to be done to address each issue. I want you to determin" rel="nofollow">ine what would solve/address the issue. Examples might be related to more train" rel="nofollow">inin" rel="nofollow">ing of staff, more in" rel="nofollow">investment in" rel="nofollow">in equipment, greater use of specific types of technology, etc. Poin" rel="nofollow">ints: 0 (0%) The analysis is not acceptable. Poin" rel="nofollow">ints: 0 (0%) The analysis needs major improvements. Poin" rel="nofollow">ints: 11.25 (22.5%) The analysis is in" rel="nofollow">in detail and well organized. Poin" rel="nofollow">ints: 15 (30%) The analysis is comprehensive, in" rel="nofollow">in depth, and well organized. Propose alternative solutions: Then, once you have done that, evaluate each as to its effectiveness and/or appropriateness. Poin" rel="nofollow">ints: 0 (0%) The alternative solutions are not acceptable. Poin" rel="nofollow">ints: 6.25 (12.5%) The alternative solutions needs major improvements. Poin" rel="nofollow">ints: 9.38 (18.75%) The alternative solutions are well explain" rel="nofollow">ined. Poin" rel="nofollow">ints: 12.5 (25%) The alternative solutions are carefully examin" rel="nofollow">ined and well explain" rel="nofollow">ined. Make recommendations: The actions that you propose should address the very next steps that the organization needs to take. Poin" rel="nofollow">ints: 0 (0%) The recommendations are not acceptable. Poin" rel="nofollow">ints: 6.25 (12.5%) The recommendations needs major improvements. Poin" rel="nofollow">ints: 9.38 (18.75%) The recommendations cover major steps. Poin" rel="nofollow">ints: 12.5 (25%) The recommendations are clear and cover detailed steps. Reference: Stategic Management; An in" rel="nofollow">integrated Approach; Theory and Cases.