Two important skills for managers today are the ability to analyze complex real-life situations and to make
powerful team presentations. In order to practice these skills, students will select one chapter of the text
and –
1) Prepare a fifteen (15) minute summary of one chapter of Clampitt or HBR using no more than 15
PowerPoint slides.
2) In an additional (up to) five (5 ) minutes give an example from the workplace of one team member of
something that was covered in the chapter. Summarize the issue, state how this demonstrates the point of
the
chapter, and explain the implications. (Depth of analysis counts.)
3) Be prepared to field questions and lead a discussion as you would in a management team meeting (this
is not included in your allotted time). Your answers should be on point, brief, and based in the literature not opinion. If no one asks questions, be prepared to jump start the discussion with questions of your own.
4) Rehearse your presentation.
- Defining the issue:
a. What are the observables (actions or results)? What are the facts (not conclusions or judgments)?
b. What could be the causes of the observables? What does the literature say?
c. What is going on that is not obvious? Dig down to see what the underlying condition is.
Sample Solution
