SOUTHERN SKIES ADVANCED GRAPHICS
Week 3 Case Study Notes
There are no right or wrong answers with case analysis. The analysis - like management decision-making in the
real world - depends very much on one’s perceptions, on what one perceives to be important. You may have
identified a number of issues beyond those mentioned here. That is perfectly ok.
1. KEY PROBLEM OR ISSUE – There are four equally valid ways we can articulate the key issue or
problem in this case. Any ONE of these can be perfectly justified and put forward as the key issue in this
case.
(1) Organisational Structure:
 Inappropriate business structure for 23 employees and multiple projects.
 Too informal, insufficient procedures established
The key issue is an inappropriate organisational structure, incommensurate with the organisational
performance requirements. The result is that the loose or organic organisational structure increasingly
impedes performance.
(2) Management Style:
 Janet’s style emphasised motivation and commitment, but neglected more formal management aspects such as
planning and control.
The key issue is the inadequate managerial capabilities of the protagonist and leader of this organisation. Her
lack of inclination to organise effectively and her excessive delegation combine to impede organisational
performance.
(3) Organisational Growth:
 The organisation grew so quickly that its employees found it hard to make the transition from an informal
embryonic and organic small business to a more formal organisation.
The key issue here concerns the difficulties in transitioning from a small informal organisation to a medium-size
firm. The case shows rapid early organisational growth later becoming seriously impeded by a lack of
adjustment to existing organisational structures and systems.
(4) Work-Flow Planning:
 No formal controls in place to ensure project completion.
The problems evident in this case hinge upon a single concept – workflow planning – or rather the complete
lack of it. Were a sensible workflow planning system to be introduced and imputed upon the existing
organisation, it might be expected that projects would be allocated more sensibly and completion times may
improve as a consequence.
KEY PROBLEM OR ISSUE [AFTER MARK JOHNSON’S CHANGES]
 Loss Of Organisational Talent & Expertise: Half the staff had resigned or taken extended leave.
 The Cost Structure of the Business: The business still has a high salaries budget.
2. SUB-PROBLEMS & SUB-ISSUES
(1) Leadership: Who will lead the new organisation? This is unclear. There is therefore a problem concerning
the current and future leadership of Southern Skies Advanced Graphics.
(2) Power: Will there be a power struggle between Janet & Mark? Uncertainly prevails. The question of who
holds the power over the future direction of the company is certainly an issue at the end of this case.
(3) Teamwork: Will the creative experts (employees) work well in team situations? Formal oganisational
support mechanisms may be necessary. It is not entirely clear whether people will work well in teams,
collaborating on projects when necessary. Group dynamics within this organisation may be underdeveloped.
(4) Organisational Culture: Will motivation and morale emerge as positive aspects of the organisation going
forward? Will a strong culture emerge? What is the current organisational culture? Is there an achievementoriented culture in place at the end of the case? (it does not appear so, hence this may be an important issue)
(All of your chosen sub-issues need to be explained and linked to the case.)
FOR NEXT WEEK (WEEK 4) – CONSIDER THE FOLLOWING – PREPARE YOUR OWN NOTES
3. RELEVANT MANAGEMENT THEORIES:
???
4. FOUR DISTINCTIVE POSSIBLE STRATEGIES TO RESOLVE PROBLEMS
(Four simple statements - Each statement should be just 3-4 lines)
5a. PREFERRED STRATEGY/SOLUTION – BROAD STATEMENT – (3-4 lines)
5b. IMPLEMENTATION PLAN – Draft a More Detailed Step by Step Plan
Short Term Activity Steps:
Medium To Long Term Actions/Initiatives: