Problem: In exactly one declarative sentence, state the decision maker, the decision faced, and minimal context pertaining to the decision so the reader can at least

picture the basic situation. Do not use punctuation like semicolons or dashes to attach a second independent clause to the sentence.

Analysis: In exactly one well-developed paragraph, provide your reader with:

Exposition of the case facts most relevant to the problem statement you just wrote.
Your problem sentence is a promise to the reader. This paragraph should stick to that promise. When you are done with this paragraph, ask yourself if it matches the

problem sentence.
Interpretation of the significance of the facts you are discussing.
Case facts are needed to establish a starting point with the reader, but they are not as valuable as your commentary on them. Anyone can repeat; it is the lowest tier

on the academic pyramid. I want what YOU think to be the star of this paragraph, not what the casebook already told us both. Just look at the name of the paragraph. It

is the “analysis” paragraph, not the “story” paragraph.
A beginning in the past or present; an end in the future.
The rest of the document will be about solutions for the future, so the analysis paragraph is the best place to have significant discussion about the past or present.
Forcing yourself to end with forward looking content will also force you to stop repeating case details.
This paragraph”s summarizing topic sentence may be either the first or last sentence. We already have a transitional device (section titles) so we do not need

transitional sentences.
Criteria: In exactly one declarative sentence, say what two to four criteria the decision maker should use to select a course of action. Given all the possible courses

of action, and what you just claimed matters, what variables matter most going forward?

A mix of qualitative and quantitative criteria is most persuasive. Measurable criteria are comfortable and easy to define, but tend to paint a narrow and/or shallow

picture.
Quantitative criteria might include: cost of X, return on investment, market share, risk of X, productivity, turnover, time needed to X, effort, inventory, chance of

X, delay, staff hours, or any items you might find on a balance sheet.
Qualitative criteria might include: competition, customer satisfaction, employee morale, image, ethics, goodwill, motivation, safety, or a culture of X.
First Alternative: In exactly one well-developed paragraph with its own sectional title, announce a possible course of action, detail it, and argue its merits. This is

a conditional action the decision maker could take. In addition to having an opening topic sentence which announces the action, it should also be:

Viable: The plan you describe should be possible, practical, and appropriate. Can it be done? Is it the right scale? Does it target or use the correct things?
Valuable: Say how the plan creates or increases positives and/or decreases or halts negatives. Why should the decision maker even bother?
Vivid: The reader must be able to picture your plan. There is not enough room in a paragraph to write deeply into the finest details about implementing a plan, but

reader must be given enough specifics to feel confident you know where you would begin if this alternative is selected. The key word here is “specific.” Specific

language will create a specific image.
Second Alternative: Write another alternative paragraph. The two alternatives should be distinct, proposing very different actions. If the actions are similar in

cosmetics, then force them to be different in goal or approach.

Recommendation: End your document with a well-developed paragraph that announces your selected alternative from the two above. This paragraph should, in any order:

Compare: Use comparative and/or superlative language to make claims about how the two alternatives meet or do not meet the criteria you selected earlier, relative to

each other.
Criticize: The two plans have not had their flaws mentioned yet, so you may want to mention them here. This not only has the usual benefits of bringing up a

counterpoint (shows breadth of knowledge, shows confidence), but it also generates more comparative claims.
Champion:Without repeating the alternative”s merits, defend your choice.
Some mention of implementation of the recommended alternative can be a nice touch and often separates an A from a B, but should be included only if and after the three

C”s above are handled well.
Purpose: This exam requires you to demonstrate case analysis method by creating a document with a problem statement, a well-developed analysis paragraph, a criteria

statement, two well-developed alternative paragraphs demonstrating possible solutions to the problem, and a well-developed comparative recommendation. Your document

should adhere to all section requirements, and principles of sentence mechanics, paragraph construction, document continuity we explored this semester.

Materials: As per one online reminder and two in-class reminders, you were allowed to bring your printed Baxter case, a 1 to 3 page article on international

communications in business (or a copy of the Diversity and International Communications chapter from our text), and your company and industry overview from your team’s

global expansion report. You can still do well on this test without these materials if you know the case, chapter, and your team’s report well, which you should since

the first two were required reading, and you spent almost two months researching your report’s company.

Task: Assume your clients accepted your team’s recommendation in your global expansion report. Now they’ve hired you again to help implement their increased presence

in any country your team looked at for the report. They already have experts who can take care of the money, logistics, building, and legal issues. The clients

specifically assigned you to suggest one action they should take regarding the impending interaction between its current employees and the new and future employees in

the new location.

What can be done for the good of the company in anticipation of this future interaction between employees from different parts of the world?