Group Case Analysis Report: Blue&Green Design Technology Company

This report provides a comprehensive analysis of the Blue&Green Design Technology Company case study, focusing on the challenges faced by the company and proposing strategic recommendations. The analysis includes a stakeholder analysis to identify key parties and their interests, along with a diagnostic assessment of the symptoms and underlying issues, such as communication gaps, resistance to change, and the need for improved human resource management and corporate governance. The recommendations section offers practical solutions, including strengthening HR practices to address knowledge gaps, fostering employee involvement in decision-making, and implementing a robust corporate governance strategy. The report emphasizes the importance of adapting to industry changes, improving internal communication, and establishing clear job roles to enhance the company's operational efficiency and overall success. The report concludes with a summary of the findings and recommendations, along with a reference list of cited sources.

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Group Case Analysis Report
[Title]
[Authors]

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Table of Contents
1. Introduction [guide: 100-250 words].............................................................................................3
2. Analysis [guide: 1000 words].........................................................................................................3
2.1 Stakeholder Analysis..............................................................................................................3
2.2 Symptoms and issues diagnostic............................................................................................4
3. Recommendations [Guide: 750-1000 words]................................................................................4
4. Conclusion [Guide: 100- 250 words]..............................................................................................4
Reference List........................................................................................................................................5
Appendix A [if needed]..........................................................................................................................5
Appendix B [if needed]..........................................................................................................................5
Table 1 xxxxx..........................................................................................................................................4
Figure 1 Stakeholder Analysis................................................................................................................3

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1. Introduction [guide: 100-250 words]
2. Analysis [guide: 1000 words]
2.1 Stakeholder Analysis
Include figures in here. Ensure you label your figure for inclusion in the table of contents (see example
below).
Figure 1 Stakeholder Analysis

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You may also find tables a useful way to express your ideas. A table can be inserted as follows:
Table 1 xxxxx
You will need to include a list of tables in your contents page (refer contents page)
2.2 Symptoms and issues diagnostic
In this section you will include all the tools we use in the analysis such as the fish bone diagram and
others.
3. Recommendations [Guide: 750-1000 words]
Considering the referred case study of Blue&Green Design Technology Company, where
Neyla Bulut was hired as a sales manager in 2016 and the organiation was operating more
like a start-up with managerial guidance from the 3 top executives who were actually the
founder of the organisation namely Serkan Keskin, Hakan Usta, and Ozan Kahveci who
started the company in 2001 and a staff strength of 10 employees with no such division in
there hierarchy and operation. However with the gradual change in the digital printing
software technologies and textile industry the need to bring in certain specific fundamental
changes in the business operation of the organisation change in communication with clients,
alteration in human resource management was seen necessary to compete better and strive for
organisational development. However though Bulut tried her address these changes through
forma proposals it was observed that the results did not match with the aforesaid proposals
leading to dissatisfaction among employees, communication gap within the management and
the staffs and altogether hindering growth. Hence Bulut for the very last time has suggested
certain core issues in her proposal which needs to be addressed in an immediate manner
So considering the situation mentioned above the core recommendations would include:
• Since it has been found that there is a strong communication gap rather a knowledge
gap existing within the present employee group and the managerial heads it is very necessary

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for the company to strengthen its present human resource management process to ensure than
while recruiting staffs and during the initial training process all the new employees are made
aware of the changing business needs of the industry and hence the requirement to keep
oneself updated through is the utmost priority of every employee so that they are equipped
with the necessary changes
• Secondly regarding the present staffs and their rigidity in accepting changes should be
handled in a much sensitive manage. One of the crucial areas where Bulut made a huge
mistake was considering the fact that she did not call for a team meeting for analysing the
pros and cons of the proposals she made regarding their present working pattern and what
suitable changes they it accommodate. If there was a communication regarding the whole
plan then she could have easily understood what the staffs actually think and how they
process. Hence it is recommended that the staffs should be equally allowed to suggest their
ideas and involved in such team meeting in future (Liu, F. and Maitlis, S., 2014.)
• And the third recommendation would be regarding a strong corporate governance
strategy for the whole organisation which will help in establishing and segregating job roles
for effective functioning (Fung, 2014). This means that all the employees would not be
assigned to do all the work. While some would be travelling for client meeting others would
be engaged in creating customer data base. Moreover the company was also in a greater need
for hiring professional HR personals who are specialised in key account management systems
like customer satisfaction survey, sales and technical support process organising web-based
turnings and seminars as Bulut alone could not manage to handle it professional and was
significantly losing confidence on her own talent
4. Conclusion [Guide: 100- 250 words]
Reference List
Fung, B., 2014. The demand and need for transparency and disclosure in corporate
governance. Universal Journal of Management, 2(2), pp.72-80.
Liu, F. and Maitlis, S., 2014. Emotional dynamics and strategizing processes: A study of
strategic conversations in top team meetings. Journal of Management Studies, 51(2), pp.202-
234.

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Appendix A [if needed]
Appendix B [if needed]