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Case Study - 2013

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Case Study - 2013 Axel Computers, an American transnational corporation has had a manufacturing facility in Claragh since 1991. The Claragh plant manufactures ... – PowerPoint PPT presentation

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Title: Case Study - 2013


1
Case Study - 2013
2
  •  Axel Computers, an American transnational
    corporation has had a manufacturing facility in
    Claragh since 1991. The Claragh plant
    manufactures components for desktop computers. It
    has been the
  • main -------- in the town since the early 1990s.
    With the increase in popularity of laptops,
    tablet computers and smartphones the demand for
    larger desktop computers has fallen in recent
    years. As a result the workforce of the Claragh
    branch of Axel Computers has fallen to 500
    compared to 1,300 at the peak of production in
    1995.
  • In 2012, the American head office of Axel
    Computers announced that the Claragh plant will
    close in July 2013. There is obvious distress
    among staff and local business people. Although
    Axel
  • Computers is not as important to the local
    -------as before it is still the main ---------in
    the town.
  • The Claragh Chamber of ---------------- and
    Claragh Town------------- have decided to come
    together and devise a ---- of Action' to deal
    with the closure of the factory. It is hoped that
    they will come up with ----- and strategies to
    minimise the negative effects of the closure.
  •  Emphasis will be on job creation, training and
    community enterprise development. Their first
    task will be to contact relevant government
    --------for support. A town meeting has been
    arranged so that locals can voice their opinions
    on developments.
  •  
  • Mark Ryan has worked at Axel Computers since he
    left school twelve years ago. He started working
    on the assembly line and worked his way up to his
    present position 'Manufacturing Technician'. Over
    the years he participated in as many ----------
    opportunities and courses as possible. His most
    recent job involved installing microprocessors
    into PC's. Like all other staff of the computer
    manufacturing firm, he is greatly concerned about
    the future. He is worried that his
  • lack of a third level ------------and lack of
    varied work experience will make it more
    difficult to find ------------in the current
    economic climate.
  • As Mark has worked for Axel Computers for twelve
    years he will receive a generous
    -------------package. He is considering using
    this money to gain a formal qualification. The
    I.T. industry is still strong in Ireland but Mark
    knows that the major I.T. companies operate in
    the area of software development. He is
    interested in achieving a suitable qualification
    in Computer ------------Development and
    Engineering but is not sure how to get the
    information on the relevant third level courses.
  • Axel Computers, in an attempt to help staff
    prepare themselves to re-enter the jobs market,
    has arranged for everyone to meet with
    recruitment experts. These professionals will
    advise on Curriculum Vitae preparation and help
    each worker to devise his/her strategy to gain
    employment.
  • Axel will also organise support for staff who
    wish to set up a-------------------- of their
    own.

3
  •  Axel Computers, an American transnational
    corporation has had a manufacturing facility in
    Claragh since 1991. The Claragh plant
    manufactures components for desktop computers. It
    has been the
  • main employer in the town since the early 1990s.
    With the increase in popularity of laptops,
    tablet computers and smartphones the demand for
    larger desktop computers has fallen in recent
    years. As a result the workforce of the Claragh
    branch of Axel Computers has fallen to 500
    compared to 1,300 at the peak of production in
    1995.
  • In 2012, the American head office of Axel
    Computers announced that the Claragh plant will
    close in July 2013. There is obvious distress
    among staff and local business people. Although
    Axel
  • Computers is not as important to the local
    economy as before it is still the main employer
    in the town.
  • The Claragh Chamber of Commerce and Claragh Town
    Council have decided to come together and devise
    a 'Plan of Action' to deal with the closure of
    the factory. It is hoped that they will come up
    with ideas and strategies to minimise the
    negative effects of the closure.
  •  Emphasis will be on job creation, training and
    community enterprise development. Their first
    task will be to contact relevant government
    agencies for support. A town meeting has been
    arranged so that locals can voice their opinions
    on developments.
  •  
  • Mark Ryan has worked at Axel Computers since he
    left school twelve years ago. He started working
    on the assembly line and worked his way up to his
    present position 'Manufacturing Technician'. Over
    the years he participated in as many training
    opportunities and courses as possible. His most
    recent job involved installing microprocessors
    into PC's. Like all other staff of the computer
    manufacturing firm, he is greatly concerned about
    the future. He is worried that his
  • lack of a third level qualification and lack of
    varied work experience will make it more
    difficult to find employment in the current
    economic climate.
  • As Mark has worked for Axel Computers for twelve
    years he will receive a generous redundancy
    package. He is considering using this money to
    gain a formal qualification. The I.T. industry is
    still strong in Ireland but Mark knows that the
    major I.T. companies operate in the area of
    software development. He is interested in
    achieving a suitable qualification in Computer
    Software Development and Engineering but is not
    sure how to get the information on the relevant
    third level courses.
  • Axel Computers, in an attempt to help staff
    prepare themselves to re-enter the jobs market,
    has arranged for everyone to meet with
    recruitment experts. These professionals will
    advise on Curriculum Vitae preparation and help
    each worker to devise his/her strategy to gain
    employment.
  • Axel will also organise support for staff who
    wish to set up a business of their own.

4
Exam Supplement
5
Section A Audio-visual
  • Compulsory and worth 30 marks
  • Answer all 8 questions on
  • What you see?
  • What you hear?
  • Application of LCVP
  • Knowledge, learning and skills

25 minutes
6
Audio-visual tips
  • Read the eight questions carefully before the DVD
    commences.
  • Use the BUG technique.
  • Ensure to take notes on the rough work sheet on
    the inside cover of the answer booklet.
  • Questions 7 8 are worth 12 marks.
  • They require detail.
  • Ensure to elaborate and always give examples if
    appropriate.

7
Section B Case Study
  • Compulsory and worth 30 marks
  • Answer all 3 questions
  • Questions may be sub-divided into parts
  • The Case Study for 2013
  • is now available

8
Case study analysis tips
  • Use the case study to revise the entire course by
    posing relevant questions.
  • The case study mind map can be a vehicle to
    revise all the specific learning outcomes.

9
Write everything you know about
Safety, Health and Welfare at work Act The Employment Equality Act The protection of Young Persons Act




Planning Evaluating Skills




10
Suggested Methodologies
  • Make a clozed test from the case study.
  • Facilitate students to discuss the blanks.
  • Revise past exam questions on previous case
    studies and papers
  • Ask students to make a list of possible questions
    on this years case study.
  • Ask students to complete their own mind maps.
  • Fold A3 page in half and summarise the three
    pieces of legislation on one side and planning,
    evaluation skills on the other.

11
Case Study TIPS for exam
  • Read the questions carefully.
  • Stop and think.
  • Use the BUG technique.
  • Ensure detail and always elaborate.

25 minutes
12
Section C
23 minutes per question
  • Answer 4 out of 6 questions that cover the entire
    syllabus.
  • Questions may be sub-divided into parts.
  • Choose questions that may deliver the most marks
    for you.
  • Ensure you can answer all parts of the question.
  • Take account of mark allocations for questions
    and parts of questions and plan the use of time
    accordingly.
  • Always state your answer, explain your answer
    with at least two different points and give an
    example supporting your answer.
  • Do not leave blank spaces or give one word
    answers.
  • Use BUG technique.

13
BUG technique
  • BOX, UNDERLINE GLANCE BACK
  • Explain three objectives that the class
    might have for organising the visit.
  • This is a prompt to students that they needed to
    explain three objectives for organising a visit
    rather than misinterpreting the question and
    focusing solely on visiting the organisation.

14
Compare contrast questions
  •  
  • Compare - what is common to both and what is
    different to both
  • Contrast - distinguish what is unique to each
  •  

Differences
Differences
Similarities
15
Integral themes in LCVP
  • Planning
  • Evaluation
  • Skills
  • My Own Place
  • Legislation
  • Activities

16
Planning
  • Ensure to cover all areas of Planning
  • Define planning,
  • Why Plan?
  • The advantages and challenges of a plan.
  • Can you draft a Business plan?
  • What are the main headings?
  • Can you draft an Enterprise/ Action Plan?

17
Evaluating
  • Why evaluate?
  • The advantages and challenges of evaluating.
  • How to evaluate?
  • Advantages and disadvantages of methods.
  • When evaluating use the DAR approach.
  • Describe Reflect on the experience, What
    happened? What did you do? Did you meet your
    objectives?
  • Assess Think back on the experience, what went
    well?, what did not work? Was it useful? What
    subjects were useful? What about teamwork?
  • Recommend What would you recommend for future
    activities? Are there any follow on activities.

18
Skills
  • Be able to articulate the following
  • Communication Skills
  • Team Work Skills
  • Organisation Skills
  • Research Skills
  • Administrative Skills
  • Presentation Skills
  • Information Technology Skills
  • Skills of Analysis

19
My own place
  • Be aware of employment, social services, job
    creation agencies, transport , financial
    institutions, industrial relations, economic
    activities, tourism, Business Enterprises,
    voluntary/ community enterprises and issues in
    your local area.

20
Legislation
  • Safety, Health and Welfare at work Act
  • The Employment Equality Act
  • The protection of Young Persons Act

21
Activities
  • Visit to a Training Scheme/Business Enterprise
    /Voluntary Organisation
  • My Own Place Investigation
  • Simulated Job Interviews
  • Career Investigations
  • Work Placements
  • Presentations/Interviews
  • Local business investigations
  • Visitors to the classroom
  • Voluntary/ Community organisation investigations
  • Use of ICT
  • An Enterprise Activity.

22
Outcome verbs
  • Ensure you understand the difference between
    terms like
  • State, Explain, Outline, Describe, Analyse,
    Discuss, Evaluate, Illustrate.
  • PEP approach
  • Pre-experience, experience and Post experience

23
Common misinterpretations
  • Is the question on a Visit in or a Visit out?
  • Are you asked to evaluate the organising of an
    event or evaluate the organisation?
  • Are you evaluating the Career or the Activity
    itself, i.e. the Career Investigation?
  • Why evaluate an activity vs evaluating an
    activity.
  • Work experience vs work shadowing.
  • Ensuring you know the differences between
    Strengths, Weaknesses, Opportunities and Threats.
    Ensure you can draft a SWOT analysis for an
    Entrepreneur, Business or Voluntary organisation
    that you studied.

24
Common misinterpretations
  • What makes an Activity successful vs discussing
    the Activity.
  • The role of the entrepreneur vs the role of the
    manager.
  • How to improve on a skill vs rather than
    describing the skill.
  • Entrepreneur skills, qualities and
    characteristics.
  • Personal risks v Business risks when establishing
    a Business.
  • Business Plan and Enterprise/Action Plan.
  • Obligations of an Employer and Employee.
  • What makes a business successful vs measuring
    the success of a Business?
  •  

25
Final tips
  • Be aware of all 93 Specific learning outcomes
  • Revise your Portfolio as this is an excellent
    revision tool and refer to the learning, skills
    and knowledge gained
  • Read all questions carefully and answer all the
    required parts
  • Always State, Explain, at least two different
    points and give an example
  • Ensure that all work is neat and legible
  • Ensure to develop points made and give meaningful
    evaluations if required.

26
Final tips
  • Take a critical look at each answer before
    leaving it to ensure that all relevant
  • details are included
  • Ensure to use the learning gained through the
    completion of the Portfolio
  • Take account of mark allocations for questions
    and parts of questions and plan the
  • use of time accordingly
  • Use the published marking scheme as a resource
    and a guide when preparing for
  • the Written Examination. These are available at
    the State Examinations Commissions website
    www.examinations.ie

27
  • Contact Business_at_pdst.ie
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