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Using the themes, theories, concepts and understanding from our Business
Environment course, provide approximately 1000 to 2000 word paper addressing
business environment issues in Speedy Motor Case study. The Speedy Motors
Group Case Study is shown below.
Use the four questions at the end of Case Study as a guide in your write-up.
Strictly comply with APA style of writing and provide titles and sub-titles from the
case questions. Save your file in the following format: BUSM_206_
BusEnv_Case#2_DoeJ (where Doe=last name and J=Initials).

Guidelines for Analyzing Case Studies
While there is no “formula” for analyzing case studies, the following guidelines
are recommended;
1. Define the goals and objectives for your analysis. What questions are
you trying to answer? What issues are you trying to resolve?
BUSM 206 Business Environment 2012
Community Stakeholder
3. Rapidly skim through the case study and get a sense for how the
case study has been structured.
2. Section your paper based on the case question. This will come in the form
of titles and sub-titles.
4. Read through the case study with paper and pencil and make notes as
you go along
4. Structure the information in the case study: this is the key step.
a) Think of the information given in the case study as “raw data” that you have
gathered to help you answer the questions and resolve the issues in Step 1
above.
b) You need to structure this data in order to resolve the issues. Here are some
useful dimensions along which you can structure the given information
chronologically:
i. Evolution of the industry in which the enterprise operates (changes in
technology, customer needs, competitive landscape, etc.)
ii. Evolution of strategy – business, technology, and market – of the
enterprise
iii. Evolution of technology (including manufacturing), product platforms,
and product lines of the enterprise
iv. The technology, product, and process development process within the
enterprise
v. Growth (or decline) of the enterprise with respect to of market share,
revenues, costs, profits, etc.
vi. Organizational structure of the enterprise
vii. Key decisions made at different stages in the life of enterprise, and the
drivers for these decisions
viii. The interconnections and relationships between all the above factors
ix. Make extensive use of figures, tables, trees, etc. to shape your thinking
during the structuring process.
x. Perform any necessary analysis, for example, revenues or costs
associated with different design options
xi. Draw conclusions, answer questions, resolve issues, and make
recommendations using the structured information in Step 4.
Make sure key terms, words and terminologies are properly defined with
attribution given to the sources of the definitions.
Note: Case Studies defer in content, expectation and focus hence, be careful
when using the points above. It is not sacrosanct.
BUSM 206 Business Environment 2012
Community Stakeholder
SPEEDY MOTORS CASE STUDY
When Speedy Motors Company closed its assembly plant in
Eastland, Michigan, lobbyist for organized labor cited the case as one more
reason why the Federal government should pass a law regulating plant closings.
With less than a month’s notice the company laid off nearly 2,000 workers and
permanently shut down the facility, which had been in operation more than 20
years. The local union president called the action “a callous and heartless
treatment of the workers and of the community.”
Company executives defended the decision as inevitable in view of the harsh
competitive realities of the automotive industry.”Purchases of the Speedy motors
produce at Eastland have fallen to almost nothing and there is nothing we can
do about changes in consumer preferences,” a company spokesperson said.
Labor lobbyists insist that instances such as this show the need for a Federal law
which would require companies to give as much as two years’ notice before
closing a major factory, unless they can demonstrate that an emergency exists.
The proposed legislation would also require the employer to provide special
benefits to workers and the community affected by the shutdown.
“Closing plants needlessly and without warnings is an antisocial, criminal act,” a
union leader said. “Giant corporations don’t give a thought to the hardships
they are imposing on long-time employees and communities that depend on
their jobs. The only thing they consider is their profit.”
Opponents of the legislation maintain that the proposed law would strike at the
heart of the free enterprise system. “Companies must be free to do business
wherever they choose without being penalized,” a corporate spokesman
argued. “Plant closing legislation would constitute unjustified interference in
private decision making. Laws which restrict the ability of management to
operate a business in the most efficient manner are counterproductive and in
direct conflict with the theory of free enterprise”.
BUSM 206 Business Environment 2012
Community Stakeholder

Case Questions
1. What are business ethics? Give two examples of business practices that
stakeholders would regard as ethical and two that might be considered
unethical.
2. Does the closing of a plant when it ceases to be profitable violate the
“moral minimum”?
3. Who are the affected stakeholders, and how should their interest be
considered?
4. Who should take primary responsibility for those laid off or terminated
because of a plant closing?

 

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