Sewa Trade Facilitation Centre: Changing the Spool

Class Feedback

WAC – A Recap

The Learning Outcomes – Course Takeaways

• Learn how business situations can be analysed systematically and logically

• Learn how to apply a systematic method to arrive at possible alternatives to business decisions situations and thus make more professional managerial decisions

• Learn how business situation analysis may be reported in writing and what makes this writing effective

• Assessment of and feedback on your writing skills

The Skill Component of WAC

• Critical Reasoning

• Analytical Skills

• Decision Making

• Writing

The Course Content (1)

• How to analyse – reading a case (annotation), Comprehending the situation ( reorganising the facts, make a meaning), drawing of inferences

• What is an inference – inductive and deductive logic (critical reasoning, distinction between judgement, conclusion and inference)

The Course Content (2)

• A structure for analysis – situational analysis, problem statement, objectives, alternatives and their evaluation, recommendation, action plan and contingency plan (a logical and systematic process, objective decision making)

• Learning through case methodology – integration and consolidation of learning (applying of the method across cases in different courses)

Assessment and Feedback in WAC

The Nature of Assessment

• Assessment of learning – the grading process

• Assessment for learning – the feedback process

Feedback in WAC – What is it

Feedback follows the evaluation

Feedback precedes the next assignment

Feedback in WAC – What is it• Feedback is given in the form of detailed comments

on every individual assignment

• The comments relate to both, the conceptual understanding and the writing.

• Feedback is both, generic (given as general observations based on the evaluation) and individual (comments on the individual assignments.

Feedback – Case Assignment 1

• The Conceptual Learning and Application– The steps in the process– The linkages

• Writing– Style– Language and grammar

Situational Analysis - 1

• Distinction between case summary and situational analysis

• Incomplete facts – facts included selectively, partially (sometimes we pre-select a problem and then select facts that validate a problem). Working backwards rather than forward

• Inferences missing

Situational Analysis - 2• Generalisation or inference (inappropriate inductive

reasoning)

“From the facts stated that a buyer ended up frustrated as she had to buy in person from the inventory and no one from STFC ever called up to ask how the products were selling, it can be inferred that the company was not able to provide good after sale services which showed lack of professionalism on the part of the artisans, lack in product reliability and absence of modernised system to facilitate purchase”.

Situational Analysis - 3

• Options and decisions already stated in SA

• Introducing the Organisation and the characters – who or what is STFC? Who is Reema Nanavaty? Mona Dave?

Situational Analysis - 4

• Possible inferences in this case– About the organisation – dedication to a cause,

robust foundation, clarity of mission, struggle to preserve identity (emergence and evolution)

– Defining and redefining scope while remaining rooted to the purpose (from organising wives of workers to setting up Banascraft and Kutchcraft)

– Professionalism in governance – measuring impact, structure for governance, organising

Situational Analysis - 5

• Possible inferences in this case– Empowerment of women (social, financial and self) –

member centric, the democratic process, experiences quoted

– Inadequacies in systems and processes – service reliability, product reliability, visual merchandising, customer access, use of funds, BOD views

– Market responsiveness – selling artisans skills or products that showcase the skills? Inability to meet competition, desire to grow but identification of growth track, responding to changing times

Situational Analysis - 6

• This is an information heavy case. How to shorten the SA– Reorganising facts– Using an exhibit– Connecting inferences

Situational Analysis – 6a – rearranging facts

SEWA, STFC

Origin, emergence, evolution

The internal organisation – governance, membership

Objectives and Values

ActivitiesPerformance, recognition, growth

Issues & experienced problems

Products, market, competition and customers

Views and perspectives

Situational Analysis – 6b –Using exhibits

– Time line to explain evolution (elaboration not relevant in SA but relevant to support inference about dedication to cause)

– Financial analysis – to support inference about poor financial management

– Supply chain and business process – to support inference about reorganising

– Member experience – to support inference about the experienced empowerment – achievements of the organisation

Problem Statement (1)

• Confusion between problem, cause and consequence

e.g. “to revamp into for-profit organisation for organisation expansion with improved livelihood of the members”

• Problem statement not emerging from SA• Multiple problems

Problem Statement (2)

• Multiple problems“The problem faced by STFC chairperson, Reema Nanavaty

is a decisional one – should STFC go ahead with the change in status from not for profit to for profit, in order to raise additional funds from external sources, or should it stay a not for profit organisation and raise funds from internal and other sources. Either of these would be done keeping in mind the current objectives of STFC.”

Problem, options or objectives???

“the lack of access to funds and after sales service”

Objectives

• Objectives not prioritised

• Objectives or options?

Options and their Evaluation

• Describing the option and not just stating e.g. what is a hybrid organisation?

• Stating the pros and cons of each option?

• Option and objective matrix – this alone is not sufficient. This needs to be as an exhibit (if you want to show), the text must explain the relationships

Recommendation, Action Plan, Contingency Plan

• Inter option evaluation to justify taking the decision

• Action plan is steps that lead to implementing the decision

• Contingency cannot be a new option altogether; it is generally the second best option.

Executive Summary

• Summary of report

• Include an introduction to organisation, problem, objectives, options, evaluation and decision.

Linkages (1)

• Linkage between SA, stated problem and objectives

• Linkage between stated problem and optionsE.g. “The problem is that will STFC be able to function with

the same socially favourable objectives as it function now, after shifting to for profit organisation to meet the needs.”

“to switch to for profit co-operative, option for ‘hybrid’ membership based organisation, better management of STFC’s back inventory and cash flow”.

Linkages (2)

• Linkage between problem and decision

The Writing

• Style : long sentences, disconnect between paras, disconnect within para, multiple ideas in a single sentence

• Language and grammar – singular and plural, spelling mistakes, incorrect sentence construction

To conclude …..

• What was good – relative conceptual clarity, more or less original effort, sincere work

• What needs work – as elaborated in some of the slides and as emerging from your individual feedback.

The next step …..

• Complete the learning diary before the next class

• My individual agenda for the path ahead –– for WAC– integrating WAC learning with other courses – Analytical reasoning

Moving ahead together ….

Thank You