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Management Case Project 
Management Case Project-Fall 07
The student will analyze an assigned performance problem situation. The student will follow a perscribed decision making model and apply the subject matter learned in class to create a plan of action to deal with the performance problem. The purpose is to emphasize the problem analysis process and have the student utilize critical thinking skills. The case is based on 100% which will convert to 100 points.
Rubric Code: ZX8992
By johnhowe
Ready to use
Public Rubric
Subject: Business  
Type: Project  
Grade Levels: Undergraduate

Powered by iRubric Management Case Project
The description of a performance problem and the development of a solution.
  Not Acceptable

No answer provided.

0 pts

Poor

Answers Wrong or Incomplete.

2.4 pts

Fair

Answers Adequate.

3 pts

Good

Answers Above Average

3.4 pts

Excellent

Answers Well Above Average

4 pts

Defining the Problem
15 %

Describe the undesired behavior found in the problem situation.
Not Acceptable

Section left blank.
Poor

Behavioral problems not identified properly.
Fair

Behavioral problem briefly identified but incomplete.
Good

Behavioral problem adequately identified.
Excellent

Behavioral problem is completely identified. Demonstrated extra effort.
Listing Facts and Assumptions
10 %

Listing the Facts and Assumption contained in the problem situation.
Not Acceptable

Section left blank.
Poor

Did not adequately list all facts and assumptions and/or confused facts and assumptions.
Fair

Listed a few basic facts and assumptions. Some assumptions listed as facts. Some facts not related to the problem.
Good

Listed most relevant facts and assumptions. Did not list assumptions as facts. Most facts relevant to the problem.
Excellent

Listed all relevant facts and and assumptions. All facts and assumptions were directly related to the analysis of the problem.
Determining Causes-Leadership
11 %

Analysis of the situation facts and assumptions to determine possible leadership causes of the problem.
Not Acceptable

Section left blank.
Poor

Did not adequately determine possible leadership causes. Some questions not answered.
Fair

Adequately responded to all leadership analysis questions. Showed minimal analysis.
Good

All leadership analysis questions answered completely but all the answers were not directly connected to the problem situation and the facts.
Excellent

All leadership questions well thought out and answered completely. Showed direct connection to the problem definition and the stated facts and assumptions. Showed critical thinking skills.
Determining Causes-Motivation
11 %

Analysis of the situation facts and assumptions to determine possible motivational causes of the problem.
Not Acceptable

Section left blank.
Poor

Did not adequately determine possible motivational causes. Some questions not answered.
Fair

Adequately responded to all motivational analysis questions. Showed minimal analysis.
Good

All motivational analysis questions answered completely but all the answers were not directly connected to the problem situation and the facts.
Excellent

All motivational questions well thought out and answered completely. Showed direct connection to the problem definition and the stated facts and assumptions. Showed critical thinking skills.
Determining Causes-Ability
11 %

Analysis of the situation facts and assumptions to determine possible ability causes of the problem.
Not Acceptable

Section left blank.
Poor

Did not adequately determine possible ability causes. Some questions not answered.
Fair

Adequately responded to all ability analysis questions. Showed minimal analysis.
Good

All ability analysis questions answered completely but all the answers were not directly connected to the problem situation and the facts.
Excellent

All ability questions well thought out and answered completely. Showed direct connection to the problem definition and the stated facts and assumptions. Showed critical thinking skills.
Additional Information
5 %

What additional information is needed to clarify the possible causes of the problem.
Not Acceptable

Section left blank.
Poor

Did not recognize what additional information was needed.
Fair

Recognized some of the additional information needed.
Good

Recognized most of the critical information still needed to develop a plan.
Excellent

Recognized all the critical information still needed to develop a plan.
Setting Objectives
10 %

How you want the situation to be and when you want it to there.
Not Acceptable

Section left blank.
Poor

Did not clarify what the expected behavior was to be, how it was to be measured, or when the performance was to be improved.
Fair

General about the expected behavior, somewhat clear on how performance would be measured, and somewhat clear about when the performance was to improve. Or, was vague about the what was to be done, how it was the be measured, or the time frame.
Good

Specific about the expected behavior, clear on how performance would be measured, and specific about when the performance was to improve. Or, somewhat specific about the what was to be done, how it was the be measured, or the time frame.
Excellent

Very specific about the expected behavior, very clear on how performance would be measured, and very specific about when the performance was to improve.
Developing Alternative Plan 1
7 %

The development of a first possible plan of action to begin solving the problem.
Not Acceptable

Section left blank.
Poor

Alternative incomplete and/or not well thought out.
Adverse consequences not listed or not appropriate.
Fair

The alternative was appropriate and was somewhat related to the identified causes. The adverse consequences were basically defined.
Good

The alternative was appropriate and very closely tied to the identified causes. The adverse consequences were well defined.
Excellent

The alternative was well thought out and specifically focused on the identified causes; adverse consequences were complete and very clearly defined. Showed creativity.
Developing Alternative Plan 2
7 %

The development of a second possible plan of action to begin solving the problem.
Not Acceptable

Section left blank.
Poor

Alternative incomplete and/or not well thought out.
Adverse consequences not listed or not appropriate.
Fair

The alternative was appropriate and was somewhat related to the identified causes. The adverse consequences were basically defined.
Good

The alternative was appropriate and very closely tied to the identified causes. The adverse consequences were well defined.
Excellent

The alternative was well thought out and specifically focused on the identified causes; adverse consequences were complete and very clearly defined. Showed creativity.
Developing Alternative Plan 3
7 %

The development of a third possible plan of action to begin solving the problem.
Not Acceptable

Section left blank.
Poor

Alternative incomplete and/or not well thought out.
Adverse consequences not listed or not appropriate.
Fair

The alternative was appropriate and was somewhat related to the identified causes. The adverse consequences were basically defined.
Good

The alternative was appropriate and very closely tied to the identified causes. The adverse consequences were well defined.
Excellent

The alternative was well thought out and specifically focused on the identified causes; adverse consequences were complete and very clearly defined. Showed creativity.
Selecting the Best Plan
6 %

The selection of the best plan to implement and a thorough explanation of why the choice was made.
Not Acceptable

Section left blank.
Poor

Plan selected (might not be the best one)but rationale faulty.
Fair

Plan selected that might not be the best and the rationale was adequate but not directly related to the facts, assumptions, and identified or possible causes.
Good

A good plan was selected and the rationale was mostly related to the facts, assumptions, and identified or possible causes.
Excellent

The best alternative was selected and the rationale was directly related to the facts, assumptions, and identified or possible causes.



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