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Serials, How to Save Money Case Study Analysis
Group 3: Hannah Bitner
Heather Morgan
Sheila Peacock
Elena Spear
INFO640-902:
Managing Information Orgs
Professor Collins
Winter 2011
************************************************************************************
We certify that:
This paper/project/exam is entirely our own work.
We have not quoted the words of any other person from a printed source or a website without
indicating what has been quoted and providing an appropriate citation.
We have not submitted this paper/project to satisfy the requirements of any other course.
Signature: Hannah Bitner, Heather Morgan, Sheila Peacock, Elena Spear Date: March 13, 2011
*************************************************************************************
Table of Contents
Statement of the Problem ............................................................................................................3
Statement of the Facts .................................................................................................................4
Statement of Alternative Courses of Action .................................................................................5
Advantages & Disadvantages for Each Alternative Course of Action ..........................................6
Rational Persuasion .................................................................................................................6
Rehearsing/Personal Mental Prep ............................................................................................7
Pressure ...................................................................................................................................7
Coalition ..................................................................................................................................7
Consultation ............................................................................................................................8
Do Nothing ..............................................................................................................................8
Evaluation of the Advantages and Disadvantages ........................................................................9
Certainty of Occurrence of Advantages and Disadvantages .........................................................9
Selection of the Best Alternative .................................................................................................9
Group Strategies and Responsibilities ....................................................................................... 10
References ................................................................................................................................ 11
Appendix .................................................................................................................................. 12
Appendix A: Identified Case Study Problems and Rankings ................................................. 13
Appendix B: Advantages and Disadvantages for Alternative Courses of Action.................... 14
Appendix C: Certainties of Advantages and Disadvantages .................................................. 17
Appendix D: Net Advantages and Net Disadvantages ........................................................... 20
Appendix E: Group Task Divisions ...................................................................................... 21
Statement of the Problem
After group analysis of the problems, it has been determined that the communication
problem in this case study is the most urgent (as seen in Appendix A).
The justification for this choice follows:
It was unanimously determined that the problem of Ethics, or in our case preferential
treatment, was the least urgent. It is a decision that has already been made and nothing can be
done currently to reverse that decision. At some point in the future, guidelines or policies should
be created in regards to hiring practices for the position of President at the school.
It was also unanimously decided that the Problem Solving issues and Communication
issues were intertwined. It was determined that if the Communication issues were alleviated
first, then the Problem Solving issues may also be eased as a consequence. If effective
communication can be established between the library director and the president of the
university, then there will be a greater chance for brainstorming and sharing of practical, ethical
ideas regarding the purchase of costly serials. This effective communication includes both active
listening from the President and assertive communication from the library director. Since the
library director isn't pleased with the president’s idea about the purchase of periodicals, she
needs to be able to voice her concerns rather than only trying to avoid confrontation. Baldwin,
Bommer, and Rubin (2008) point out that “communicating assertively means acting with
confidence, assurance, and a positive attitude” and “being assertive does not mean you will
always get what you want” (p. 64).
Concurrently, the president needs to improve his active listening skills – even if he
cannot enact the ideas that the library director shares, he still should listen to her concerns.
Baldwin, Bommer, and Rubin (2008) state: “Even when managers cannot give employees what
they want, employees feel better when they believe their point of view has been heard. Listening
to employees is a way of showing acceptance, which makes for a more open work climate and
higher satisfaction and productivity. Moreover, managers who listen to employees can learn new
ways to approach company problems” (p. 67). If the president did utilize active listening in this
case, perhaps he might have learned of a better alternative to his idea regarding the purchase of
serials. Communication isn’t just about what one says but it is also about how one listens. As
pointed out in the following quote from Madlock’s (2008) article, the skill of active listening is
essential in order to be a competent communicator as a leader:
“Specifically, Salacuse noted that in order for leaders to persuade people to follow their
vision, they need to communicate effectively by appealing to the interests of the followers. In
that competent communicators must employ communicative resources such as language,
gestures, and voice (Stohl, 1984), and in order for supervisors to be perceived as competent
communicators, they must share and respond to information in a timely manner, actively
listen to other points of view, communicate clearly and succinctly to all levels of the
organization, and utilize differing communication channels (Shaw, 2005).” (p. 63)
For this project, the group has decided to focus strictly on Burrard’s lack of
communication with the president regarding his purchasing solution.
Statement of the Facts
The facts supporting the need to resolve the issue of communication are as follows.
Maurice DeGaury, the new president of Selbour University, set up a meeting with Eva Burrard,
the library director, to listen to her suggestions on ways to cut the library’s budget (Case Study,
paragraph 4). DeGaury made several recommendations, including cutting funding to periodicals
which would affect several key programs, as a way to reduce the library budget (paragraph 5).
Burrard did not like DeGaury’s plan to supplement the cost of the periodicals; however, she was
interrupted before she could fully express her opinion (paragraphs 8-9). DeGaury did not want
to listen to criticism about his idea (paragraph 9). Burrard left the meeting without voicing her
hesitations concerning the periodicals (paragraph 10).
Statement of Alternative Courses of Action
As a group, we compiled six alternative courses of action which could take place in our
case study. Four of these six courses of action include actions defined by Baldwin, Bommer, and
Rubin (2008) as influence tactics: rational persuasion, pressure, coalition, and consultation. The
other two courses of action are rehearsing/mental prep and doing nothing. Rational persuasion
would involve Burrard researching and creating a presentation that provides logical facts and
arguments as to why DeGaury’s idea is ill-conceived. Burrard would also include ways she
thinks the expensive serials problem could be alleviated. Baldwin, Bommer, and Rubin describe
rational persuasion as “using logical arguments and facts to persuade someone your request will
result in beneficial outcomes” (p. 208). Rehearsing/personal mental prep involves Burrard
enlisting a friend that is a good listener as well as honest and non-judgmental to listen to her
views and thoughts before she presents them to DeGaury. As Weeks (2001) mentions:
“An excellent way to anticipate specific problems that you may encounter in a stressful
conversation is to rehearse with a neutral friend. Pick someone who doesn't have the
same communication problems as you. Ideally, the friend should be a good listener,
honest but nonjudgmental. Start with content. Just tell your friend what you want to say
to your counterpart without worrying about tone or phrasing.” (p. 116)
Pressure involves Burrard threatening to either quit or bring DeGaury before an ethics board due
to the way he wants to reduce the cost of serials. Consultation and coalition are extremely
similar, but coalition would involve Burrard working along with the library staff, committee, and
faculty to persuade DeGaury to change his mind about his idea. Coalition is emphasized in
Developing Management Skills: What Great Managers Know and Do as “seeking the help of
other people to get someone to do what you want, or using the support of other people to get
someone to agree with you” (p. 208). On the other hand, consultation would involve working
along with the library staff, committee, faculty, and DeGaury to determine better ways to fund
the purchase of the serials needed by the university. Baldwin, Bommer, and Rubin emphasize
that consultation is “seeking someone’s participation in planning or developing something they
ultimately need to buy into” (p. 208). Lastly, doing nothing would involve Burrard choosing not
to respond to the situation.
Advantages & Disadvantages for Each Alternative Course of Action
Rational Persuasion
For rational persuasion, the advantages identified included: Burrard feeling more
confident with her views because she will have facts, statistics and a prepared presentation to
back them up; Burrard providing DeGaury with what he originally asked to have as based on the
description of our case study (“a detailed presentation of several alternative ways the goals might
be accomplished”); and the ability of Burrard to research why individual subscriptions would not
benefit the library or university. The disadvantages for rational persuasion would include the
further strain of Burrard and DeGaury’s relationship (since Burrard will be offering negative
feedback even after DeGaury already mentioned he did not want to hear it) and the time
consuming task of creating the presentation.
Rehearsing/Personal Mental Prep
For rehearsing/personal mental prep, two advantages were identified: Burrard would be
able to become more aware of the improvements she needs to make with her communication
skills and Burrard will feel more confident with her views since she has already practiced
communicating them. One disadvantage identified is the possibility that Burrard will choke, or
will be unable to perform when it is needed. Practicing in front of a friend is much different than
performing in front of person who intimidates you. Another disadvantage of rehearsing/personal
mental prep is similar to that of rational persuasion: Burrard will be offering negative feedback
even after DeGaury said he did not want to hear it. A third disadvantage is that DeGaury may
end up dominating the conversation once again.
Pressure
By applying pressure to DeGaury, there would be three advantages and four
disadvantages. The advantages include: making Burrard feel as though she has control of the
situation, frightening DeGaury into behaving the way Burrard wants, and alerting others of the
poor ethical choice that DeGaury has proposed. One of the disadvantages of pressure is that
DeGaury may take Burrard up on her threat to quit and Burrard is left without a job. A second
disadvantage would be the university losing their president. A third disadvantage would be
Burrard not having the influence necessary to back up her threats. A final disadvantage is that
Burrard may strain her relationships with co-workers if they view her actions as unprofessional.
Coalition
The advantages of coalition include Burrard having the confidence that many people
support her decisions and also the possibility that Burrard will receive many ideas and feedback
about resolving the budget issue. In turn, a disadvantage of coalition may be that DeGaury feels
threatened that so many people are against his decision, which ends up backfiring on Burrard and
her supporters. Another disadvantage would be that Burrard may spread discontent among the
faculty because she has shared her hesitations with them. The final disadvantage is that Burrard
may receive too many ideas from the library committee and faculty and may not have enough
time to research them.
Consultation
Consultation will have some similar advantages and disadvantages of coalition. Some of
the advantages of consultation include: Burrard feels confident with herself, her position, and her
responsibilities; Burrard would also show her ability to make decisions, as well as work with
others; and Burrard and DeGaury would be able to avoid conflict by working through their
problems rationally. Disadvantages could include: DeGaury may think Burrard is being overly
confident, arrogant and critical; at the same time, DeGaury may think Burrard and others doubt
his authority and end up resigning; and lastly, DeGaury may convince the board of the college
that Burrard is not the right person for the job.
Do Nothing
By doing nothing, we found only one advantage but three disadvantages. Burrard's
refusal to address the problem with DeGaury allows her to avoid conflict with him; this is our
only advantage. The three disadvantages include: the university library will use unethical means
to provide periodicals to the students; DeGaury will believe that Burrard will do whatever he
suggests; and DeGaury may face several damaged relationships with the faculty.
Appendix B shows the different alternative courses of action identified, as well as their
advantages and disadvantages.
Evaluation of the Advantages and Disadvantages
For this step, the group evaluated each other’s lists of advantages and disadvantages via
threads on the discussion board. Suggestions were made on what to add, what to take away,
which advantages might be disadvantages (and vice versa), and questionable decisions were
defended. After this step was completed, we arrived at the list of advantages and disadvantages
that were detailed in the previous section.
Certainty of Occurrence of Advantages and Disadvantages
In order to determine the certainties of the advantages and disadvantages of each course
of action, we created a five point scale for the percentages. A percentage of zero means there
would be no chance at all of the advantage or disadvantage happening. Twenty-five percent
denotes that it will probably not happen. Fifty percent would mean it may happen. Seventy-five
percent denotes that there is a good chance it will happen. Lastly, one hundred percent means
that it will happen. Appendix C shows the different percentages we established for each of the
advantages and disadvantages of the alternative courses of action.
Selection of the Best Alternative
After tabulating the certainties of the advantages and disadvantages of each alternative
course of action (see Appendix D), the group narrowed the field down to two options:
consultation and rational persuasion. The alternatives, pressure, coalition, and doing nothing,
did not present enough of an advantage to pursue. The alternative of rehearsal/personal mental
prep had percentages for advantages and disadvantages that cancelled each other out. Of the two
alternatives that showed the advantages outweighing the disadvantages, the group determined
that rational persuasion had the best chance of succeeding in a subsequent conversation between
Burrard and DeGaury. Rational persuasion had the largest net advantage (250) and also had the
largest difference between net advantage and net disadvantage (100). Furthermore, Baldwin,
Bommer, and Rubin state that when giving a presentation, it doesn’t matter “how credible you
are, you need to provide some evidence other than your own opinion…” (p. 57).
In choosing rational persuasion over consultation, the group believes that Burrard will be
able to research DeGaury’s recommendation as well as alternatives to that recommendation to
form an argument that would both make sense to him (Chapman, 2009, p. 330) and would bring
the most benefit to the library (p. 341).
Group Strategies and Responsibilities
FILL IN YOUR OWN THOUGHTS!! Make sure to include a reference to Appendix E:
Group Task Divisions.
Group strategies and responsibilities: In this section, you will have an opportunity to
comment upon the contributions of each member of the group to the project. This section must
include the following information: the strategies the group members used to follow the steps of
the assignment; the timeline (as presented in the Gantt chart) to complete the essential tasks of
the project; a description of the responsibilities of each member of the group including the chair
or leader, if one was selected; and an evaluation of how well each member of the group fulfilled
their responsibilities. You may write this section individually or as a group.
References
Baldwin, T. T., Bommer, W. H., & Rubin, R. S. (2008). Developing management skills: What
great managers know and do. New York: McGraw-Hill/Irwin.
Chapman, B. (2009). Leading you down the choice path: Rational persuasion as collective
rationality. Queen’s Law Journal, 35(1), 327-358.
Collins, C. (2011). Case study: Serials, how to save money [Word document].
Madlock, P. E. (2008). The link between leadership style, communicator competence, and
employee satisfaction. The Journal of Business Communication, 45(1), p. 61-78.
Weeks, H. (2001). Taking the stress out of stressful conversations. Harvard Business Review,
79(7), 112-119.
Appendix
Appendix A: Identified Case Study Problems and Rankings
Problem Description Ranking
Communication
Burrard needs to communicate with DeGaury why his
proposed solution will or will not work.
Very Urgent
Problem
Solving
DeGaury needs to use ethical problem solving skills, which
may include the university employees helping him to
brainstorm ideas.
Urgent
Ethics
The university’s hiring practices need to be reviewed.
Rules against preferential treatment need to be established.
Not Urgent
Appendix B: Advantages and Disadvantages for Alternative Courses of Action
Action Description Advantages Disadvantages
Rational Burrard will research and create a Burrard will feel more confident with Burrard and DeGaury's
Persuasion presentation that provides logical her views since she will have professonial relationship will
arguments and facts as to why DeGaury's facts, statistics, and a prepared be further strained since she
idea is ill-conceived. She will also provide presentation to back them up. will be offering negative
logical facts and arguments for ways she Burrard will be providing DeGaury feedback, even after he said he
thinks the expensive serials problem can with what he originally asked to have didn't want to hear it.
be alleviated. ("a detailed presentation of Creation of the presentation
several alternate ways the goals will be a time consuming task.
might be accomplished").
Burrard is able to research why
individual subscriptions would not
benefit the library or university.
Rehearsing/ Burrard will enlist a friend that is a "good With this friend, Burrard can rehearse Choking (or the inability to
Personal listener, honest but not judgmental" . what she will say to DeGaury and perform when it is needed) is a
Mental Prep This friend will not have the same become more aware of the potential problem. Practicing in
communication problems as Burrard. improvements she needs to make in front of a friend is much different
her communication skills. than a person who intimidates
Burrard will feel more confident you.
presenting her views since she has Burrard and DeGaury's
already practiced communicating professional relationship will
them. be further strained since she
will be offering negative
feedback even after he told her
he didn't want to hear it.
The president may once again
dominate the conversation.
Action Description Advantages Disadvantages
Pressure Burrard threatens to quit or bring DeGaury Burrard may feel as though she has DeGaury takes Burrard up on her
before an Ethics board because of the way control of the situation. threat and she is left without a
he wants to reduce the cost of the job.
serials. Burrard frightens DeGaury into The university loses their president.
behaving the way she wants.
Burrard alerts others to DeGaury’s Burrard does not really have the
potentially unethical decision. influence necessary to back up
her threat.
Burrard will strain relationships with co-workers who view the use of threats as unprofessional.
Coalition Burrard meets with the library committee Burrard has the confidence that many DeGaury feels threatened by so
and faculty to persuade DeGaury to change people support her and her decisions. many people being against his
his mind about his idea. decision which backfires on all
of them.
Burrard receives many ideas and Burrard spreads discontent
feedback about resolving the budget among the faculty because she
issue. has shared her hesitations with
them.
Burrard receives too many ideas
from the library committee and
faculty to research them in a
reasonable amount of time.
Action Description Advantages Disadvantages
Consultation Burrard will work with the library staff, Burrard will feel confident with herself, DeGaury thinks Burrard is being
committee, college faculty, and DeGaury to her position and her responsibilities. overly confident, arrogant and
determine alternative ways to garner the Burrard will show her ability to make critical.
funding that is needed. decisions and work with others. DeGaury thinks Burrard and others
Burrard and DeGaury will be able to doubt his authority and ends up
avoid conflict by working through their resigning.
problems rationally. DeGaury may end up convincing the
board of the college that Burrard is
not the right person for the job.
Do Nothing Burrard chooses not to respond to the Burrard's refusal to address the The university library uses an
problem. problem with DeGaury allows her to unethical means to provide
avoid conflict with him. periodicals to the students.
DeGaury will know Burrard will do
whatever he suggests.
DeGaury faces damaged
relationships with the faculty.
Appendix C: Certainties of Advantages and Disadvantages
The following percentage scale was used:
0%
no chance at all 25%
will probably not happen 50%
may happen 75%
a good chance of happening 100%
will happen
Action
%
Advantages
Burrard will feel more confident with her views since she will have facts, statistics and a prepared presentation to back them up. 75%
Burrard will be providing DeGaury with what he originally asked to have ("a detailed presentation of several 100%
Rational alternative ways the goal might be accomplished").
Persuasion Burrard is able to research why individual subscriptions would not benefit the library or the college. 75%
Disadvantages
Burrard and DeGaury's relationship will be further strained since she will be offering negative feedback, even 50%
after he said he didn't want to hear it.
Creation of the presentation will be a time consuming task. 100%
Advantages
With a friend, Burrard can rehearse what she will say to DeGaury and become more aware of the 100%
improvements she needs to make in her communication skills.
Rehearsing/ Burrard will feel more confident with her views since she has already practiced communicating them. 50%
Personal Mental
Disadvantages
Prep Choking (or the inability to perform when it is needed) is a potential problem. Practicing in front of a friend is 50%
much different than a person that intimidates you.
Burrard and DeGaury's relationship will be further strained since she will be offering negative feedback, even 50%
after he said he didn't want to hear it.
The president may once again dominate the conversation. 50%
Advantages
Burrard may feel as though she has control of the situation. 50%
Burrard frightens DeGaury into behaving the way she wants. 25%
Pressure Burrard alerts others to DeGaury’s potentially unethical decision. 75%
Disadvantages
DeGaury takes Burrard up on her threat and she is left without a job. 25%
The university loses their president. 25%
Burrard does not really have the influence to back up her threat. 75%
Burrard will strain relationships with co-workers who view the use of threats as unprofessional. 75%
Advantages
Burrard has the confidence that many support her decision. 50%
Burrard receives many ideas and feedback about resolving the budget issue. 100%
Disadvantages
Coalition DeGaury feels threatened by so many people being against his decision which backfires on all of them. 75%
Burrard spreads discontent among the faculty because she shared her hesitations with them. 100%
Burrard receives many ideas from the library committee and faculty to research them in a reasonable 0%
amount of time.
Advantages
Burrard will feel confident with herself, her position and, her responsibilities. 25%
Burrard will show her ability to make decisions and work with others. 50%
Consultation Burrard and DeGaury will be able to work along with others to make an effective decision. 50%
Disadvantages
DeGaury will think Burrard is being overly confident, arrogant and critical. 50%
DeGaury will think Burrard and the others doubt his authority and end up resigning from his position. 25%
DeGaury will end up convincing the board of the college that DeGaury is not the right person for the job. 25%
Advantages
Burrard's refusal to address the problem with DeGaury allows her to avoid conflict with him. 100%
Do Nothing Disadvantages
The university uses an unethical means to provide periodicals to the students. 100%
DeGaury will know Burrard will do whatever he suggests. 50%
DeGaury faces damaged relationships with the faculty of the university. 75%
Appendix D: Net Advantages and Net Disadvantages
NA = Net Advantage (all percentages for the advantages are added together)
ND = Net Disadvantage (all percentages for the disadvantages are added together)
D = The difference between NA and ND (NA – ND)
Alternative Courses of Action
NA ND D
Consultation 125 100 25
Rational Persuasion 250 150 100
Pressure 150 200 -50
Coalition 150 175 -25
Rehearsing/Personal Mental Prep 150 150 0
Do Nothing 100 225 -125
The blue shading indicates the “greatest net advantage” and the “least net disadvantage”. The
green shading indicates actions where the net advantages are greater than the net disadvantages.
Appendix E: Group Task Divisions
TASK DESCRIPTION DUE DATE SIGN UPS
1) Case Study Plan
One person is responsible for compiling the
thoughts of the group to create the Case Study
Plan. This person is also responsible for
sending it out early to the group members on
2/20 to receive final feedback before submitting
it on behalf of the group later that night.
SUN
2/20/11
Elena
2) Gantt Chart
One person is responsible for compiling the
thoughts of the group and agreed upon division
of tasks in order to create a Gantt Chart. This
person is also responsible for sending it out
early to the group on 2/27 to receive final
feedback before submitting it on behalf of the
group later that night.
SUN
2/27/11
Heather
3) Creation of a
Template
One person will be responsible for creating a
template in Word for our final project. This
template should include a Title Page (with
academic honesty certification), Table of
Contents (with no page numbers listed yet), and
all Section Headings (including Appendix and
References). This document should be
deposited into the File Exchange for our group.
SUN
2/27/11
Sheila
4) Ranking of the
problems/Justification
of the number one
problem
The group will decide via discussion board the
most important problem presented in the case
study as well as the rankings of the other
problems along with appropriate justifications.
MON
2/28/11
Group
5) Statement of the
problem
One person will be responsible for creating a
table that will reflect the rankings of our three
problems; this person is also responsible for
creating “a simple, concise, and unambiguous
statement” as mentioned in the project
description. This task should be added to the
TUES
3/01/11
Elena
last revised copy of the project template.
6) Statement of the
facts
One person will create a paragraph that
describes the facts presented in our Case Study
that pertain to our management problem. This
task should be added to the last revised copy of
the project template.
TUES
3/01/11
Hannah
7) Brainstorming
about alternative
courses of action
The group will list alternative courses of actions
together via a thread on the discussion board. A
minimum of four actions should be chosen.
THURS
3/03/11
Group
8) Statement of
alternative courses of
action
One person will be responsible to compile our
list into a summary paragraph for the final
project. This task should be added to the last
revised copy of the project template.
FRI
3/04/11
Sheila
9) Brainstorming and
compilation of the
advantages and
disadvantages for
each alternative
course of action
Once alternative courses of actions are listed,
they will be divided as equally as possible
among group members via sign-ups through the
discussion board. Each member will be
responsible for her 1-2 course(s) of action(s).
SAT
3/05/11
Group
10) Evaluation of the
advantages and
disadvantages and
the certainties of their
occurrences
Advantages and Disadvantages should be listed
and evaluated. Certainty of occurrence
percentages should also be assigned to each
member’s respective course of action. This task
should be reported in individual threads on the
discussion board.
MON
3/07/11
Group
11) Appendix/
Creation of Tables
One person will be responsible for the creation
of all charts for the appendix and the
compilation of our thoughts about the
advantages and disadvantages. This task should
be added to the last revised copy of the project
template.
TUES
3/08/11
Heather
12) Selection of the
As a group, selection of the best alternative or
WED
Group
best alternative least disadvantage will be discussed via a new
thread on the discussion board. The group will
also provide support for their selection.
3/09/11
13) Statement of the
Selection of the best
alternative
One person will be responsible for creating a
summary of our thoughts and support for this
alternative course of action. This task should be
added to the last revised copy of the project
template.
THURS
3/10/11
Hannah
14) Final Formatting
One person will be responsible for filling in
page numbers in the table of contents, and final
proofreading of entire project (including
appendix and resources). This person will also
post the final copy on the file exchange on the
night of the 11th so each member can provide
final feedback. Each member is responsible for
her own Group Strategies section.
FRI
3/11/11
Elena
15) Group strategies
and responsibilities
This task will be completed individually - “the
strategies the group members used to follow the
steps of the assignment; the timeline (as
presented in the Gantt chart) to complete the
essential tasks of the project; a description of
the responsibilities of each member of the group
including the chair or leader, if one was
selected; and an evaluation of how well each
member of the group fulfilled their
responsibilities.” Each individual member will
be responsible to submit her own copy of the
project to the professor.
SUN
3/13/11
Group
Please Note:
References used during the writing of a section are put on the reference page by the
author of that section.
All group work will be in a discussion thread designated to each group task.
The project description provided by the professor should always be referenced when
creating each part. The descriptions listed in this table are NOT a replacement for her
expectations.