SEWA Trade Facilitation Centre A - Feedback

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 precedes the next assignment
Feedback follows the evaluation
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
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.
Options and decisions already stated in SA Introducing the Organisation and the characters who or what is STFC? Who is Reema Nanavaty? Mona Dave?
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
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
This is an information heavy case. How to shorten the SA
Reorganising facts Using an exhibit Connecting inferences
Situational Analysis 6a rearranging facts

Views and perspectives Origin, emergence, evolution
Issues & experienced problems
SEWA, STFC
Objectives and Values The internal organisation governance, membership
Performance, recognition, growth
Activities
Products, market, competition and customers
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 options E.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 STFCs 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

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Sewa Trade Facilitation Centre: Changing the Spool

The Learning Outcomes Course Takeaways

The Skill Component of WAC

The Course Content

The Course Content

Assessment and Feedback in WAC

The Nature of Assessment

Feedback in WAC What is it

Feedback follows the evaluation

Feedback in WAC What is it

Feedback Case Assignment 1

Situational Analysis 6a rearranging facts

Issues & experienced problems

Objectives and Values The internal organisation governance, membership

Performance, recognition, growth

Products, market, competition and customers

Situational Analysis 6b Using exhibits

Problem Statement (1)

Problem statement not emerging from SA Multiple problems

Problem Statement (2)

Options and their Evaluation

Recommendation, Action Plan, Contingency Plan

The next step ..

Moving ahead together . Thank You

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