Expert answer:Project 2 – Cyber Software, Inc. Case Study
Answer & Explanation:Project 2 -Cyber Software,
Inc.
Cyber Software, Inc. is a medium size manufacturer of cyber protection
software products. The company
has gross sales of 20 million dollars. Expenses are approximately 8 million
dollars leaving an after tax profit of 10 million dollars per annum. Some
of their major clients include local retail businesses as well as state and
municipal governments.One medium
sized client is the Baltimore City Government. Yesterday,the city found that their website was
hacked and credit card information provided to pay water, sewer, real estate
tax, and parking tickets was accessed. It
was suspected thatthe hackingwas part of the recent attacks byRussian cyber thieves.
Joseph Jackson is the CEO and ownerof
the corporation. Fortunatelyfor
Jackson the company was able to respond quickly and only 275 people were
affectedby the hacking.
However, this was a wakeup call forJackson. He knew that if he was to continue
growing the business he would have to develop better software as well as faster
clean up procedures for the victims. Jackson
felt it was imperative that the company always remain on the cutting edge of
the industry so that his customers felt safe and trusted the company’s
work. He takes pride in the fact that the company has been capable of
keeping his client’sinformation
safe. In reaction to the break in at the City, and wanting to keep their
business moving forward,
Jackson realizes that several changes need to take place. First,
the vision and mission statements in place need revision.
The existing vision statement of Cyber Software, Inc. is:
The top software security company that
strives to provide the best protection to our customers.
The existing mission statement of Cyber Software, Inc. is:
Help customers secure information through
innovative services
Second, Jackson decided that he would set up a separate division to work on
new program development and a third division to focus on victim clean up and
damage control. He thought the third division would provide a good
selling point to potential new clients as none of his competitors offeredthis service. The new
development division required the hiring of four new program developers with
extensive cyber security background. They all had good skills and some
had actual experience inhelping
to uncover a fewcyber thieves in
the Targetincident. They were creative and motivated to
help protect people from having their property stolen. Knowing the nature of
programmers Jackson did not structure the new development division. Their
progress or program approach was left to the programmers. In fact, Jackson,in general,tried to keep the company as a whole
free from a bureaucratic or structured environment. A year into the project the
four programmers began to diverge so much in their programming approach that it
became extremely expensive and in some ways they were wasting resources by
covering similar ground. Nobodycould
agree as to which course of action was most effective.
In the current client/customer service division two programmers were hiredas well as two experienced credit
specialists,and two paralegals.
Further, the division’s lack of structure has allowed a few strong
personalities to emerge and heindividuals
cannotseem to get along.
Like the new development division,customer
service seems to be spinning their wheels in developing standard procedures and
credit protection help for victims.
Also, both divisions were pulling people from their existing clients to help
work on the project. Jackson
knew that interfacing with ongoing work would help but it was ad hoc and
disturbing existing work. Jackson
could see that he would have to rethink his position on structure and “free”
work environment if the company was to continue to grow.
It’s time for an organizational structure and plan. A review of the
budget revealed that the company could afford to allocate $1,500,000 to the
operation of the two divisions before they would have a sellable product.
Existing salaries and expenses are $750,000.
This means that they have one year to get all viable projects on the
market.
Instructions
Project 2: Mini Management
Plan (Week 5)
A management plan is a model that
demonstrates how an organization operates on a day-to-day basis as well as over
the long run. A management plan is a report that includes numerous
sections that cover various aspects of the business.
In this assignment students will
take the role of the Vice President of Operation creating a mini-management
plan that focuses on those aspects of the business related to planning and
organizing. As Vice President of Operations, Joseph Jackson, the leader
of Cyber Software, Inc., has asked you to help him solve his organizational
problems. This mini-management plan is a professionally written document
that will be given to Joseph Jackson. In writing the plan, you must use
the terminology learned in the course. Since Joe Jackson is quite
knowledgeable, you are not defining terms using a dictionary but you will
explain and describe concepts and ideas so Joseph Jackson understands what you
mean, why the ideas are important to the business and how to implement the
proposed plan. The plan is not one in which the Vice President of
Operations tells Joseph Jackson that he should do this or do that or he
needs to or will do this or do that but one that is presented in an
action-oriented manner. Students are expected to make connections
between the facts of the case study and concepts, theories, and ideas presented
in the course readings.
The mini-management plan will
structure the entire company and will cover Joseph Jackson’s organization’s
mission, vision, structure and culture.
Students will read the case study
provided and respond to the following requirements.
Resources that will help you develop
the mini-management plan:
How to Make a Management Plan
http://ctb.ku.edu/en/table-of-contents/leadership/effective-manager/management-plan/main
Management Plan Example
Required Elements to Include in the
Management Plan:
Provide a brief management history of Cyber Software,
Inc.;Help Joe Jackson by proposing a new mission statement
and vision statement that align with what Joseph Jackson now envisions for
his company;Explain why the new mission statement and vision
statement are appropriate for Cyber Software, Inc.;Discuss other aspects of the planning phase that
impacts Cyber Software, Inc.;Create an organizational structure that aligns with the
vision of Joseph Jackson Structure the entire company; Explain why the structure is the most
appropriate structure for Cyber Software, Inc.;Discuss why other structures are not appropriate;Illustrate the new structure with an organizational
chart with names, job titles, and direct reports. Be creative but
make sure the jobs fit into the allotted budget;Create an organizational culture that aligns with the
vision of Joseph Jackson and his new organization structure;Explain how the new organizational structure and
culture affect the planning and organizing facet of Joe’s business and
prevent future mishaps;
Use at least four references from the course material
and at least three outside resources.
Required Formatting of the
Management Plan:
This mini-management plan should be presented in a
professional manner using single space, double-spaced between paragraphs.5-7 pages in length excluding the title page, diagrams,
and reference page.Title page with your name, the course name, the date,
and the instructor’s name.Use headings;Use APA formatting for in-text citations and reference
page. You are expected to paraphrase and not use quotes other than
in identifying the mission statement and vision statement.In citing sources, the page number/paragraph of the
cited source must be provided;Write in the third person;Submit paper in the Assignment Folder.
How+to+Analyze+a+Case+Study.docx
how_to_analyze_a_case_study.docx
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Helpful Hints to Use for Study and Writing Projects
PART ONE:
How to Analyze a Case Study
Knowing how to analyze a case will help you attack virtually any business problem.
A case study helps students learn by immersing them in a real-world business scenario where
they can act as problem-solvers and decision-makers. The case presents facts about a particular
organization or decision. Students are asked to analyze the case by focusing on the most
important facts and using this information to determine the opportunities and problems facing
that organization, the people within the organization or decision. Students are then asked to
identify alternative courses of action to deal with the problems or decision they identify.
A case study analysis must not merely summarize the case. It should identify key issues and
problems, outline and assess alternative courses of action, and draw appropriate conclusions. The
case study analysis can be broken down into the following steps (FICER):
1.
2.
3.
4.
5.
Facts- select the most important facts surrounding the case.
Issues-identify the most important issues in the case
Courses of action-Specify alternative courses of action.
Evaluate- each course of action.
Recommend- the best course of action.
Let’s look at what each step involves.
1. Identify the most important facts surrounding the case.
Read the case several times to become familiar with the information it contains. Pay
attention to the information in any accompanying exhibits, tables, or figures. Many case
scenarios, as in real life, present a great deal of detailed information. Some of these
facts are more relevant than others for problem identification. One can assume the facts
and figures in the case are true, but statements, judgments, or decisions made by
individuals should be questioned. Underline and then list the most important facts and
figures that would help you define the central problem or issue. If key facts and
numbers are not available, you can make assumptions, but these assumptions should be
reasonable given the situation. The “correctness” of your conclusions may depend on
the assumptions you make.
2. Identify the key issue or issues.
Use the facts provided by the case to identify the key issue or issues (or decision) facing
the person(s) or organization. Many cases present multiple issues or problems. Identify
the most important and separate them from more trivial issues. State the major problem
or challenge facing the company or person(s). You should be able to describe the
problem or challenge in one or two sentences. You should be able to explain how this
problem affects the strategy or performance of the organization or person(s). You will
need to explain why the problem occurred.
3. Specify alternative courses of action.
List the courses of action the company or person(s) can take to solve its problem or
meet the challenge it faces. For instance, for information system-related problems, do
these alternatives require a new information system or the modification of an existing
system? Are new technologies, business processes, organizational structures, or
management behavior required? What changes to organizational processes would be
required by each alternative? What management policy would be required to implement
each alternative?
Remember, there is a difference between what an organization “should do” and what
that organization actually “can do”. Some solutions are too expensive or operationally
difficult to implement, and you should avoid solutions that are beyond the
organization’s resources. Identify the constraints that will limit the solutions available.
Is each alternative executable given these constraints? Be practical in your approach to
selecting courses of action.
Creating courses of action requires thinking outside the box. To do this think about all
the people (company as well) involved in the action, what stake they may have in the
action, and how best to meet their objectives. Sometimes “walking around in
everyone’s shoes” will give you a new insight to the situation or issue and thus lead to a
new course of action.
4. Evaluate each course of action.
Evaluate each alternative using the facts and issues you identified earlier, given the
conditions and information available. Identify the costs and benefits of each alternative.
Ask yourself “what would be the likely outcome of this course of action? State the risks
as well as the rewards associated with each course of action. Is your recommendation
feasible from a technical, operational, and financial standpoint? Be sure to state any
assumptions on which you have based your decision.
5. Recommend the best course of action.
State your choice for the best course of action and provide a detailed explanation of
why you made this selection. You may also want to provide an explanation of why
other alternatives were not selected. Your final recommendation should flow logically
from the rest of your case analysis and should clearly specify what assumptions were
used to shape your conclusion. There is often no single “right” answer, and each option
is likely to have risks as well as rewards.
Quick Summary
How to Analyze a Case Study
FICER
1. Facts- select the most important facts surrounding the case.
2. Issues-identify the most important issues in the case
3. Courses of action-Specify alternative courses of action.
4. Evaluate- each course of action.
5. Recommend- the best course of action.
Adapted From: Pearson How to analyze a case study
wps.prenhall.com/bp_laudon_essmis_6/21/5555/1422312…/index.html
PART TWO:
Writing in the third person is a must for all of your projects. In case you have a hard time
understanding the difference here is a short article that will help explain the differences. The
article contains good examples of the way to use each voice of speech.
The Three Persons of Speech
…
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