Speculate on what you believe the managerial strategy, (classical, human relations, or high-involvement) may be of the company you are reporting on. Provide rationale for your speculation to justify your answer. Most students will use as their example a former employer.

Review what the 6 structural variables for this company are, based on your knowledge and experience, having worked in this organization. Again, provide why you believe your answers to be what they are.

Provide the 4 contextual variables for this company, based on the Task environment/domain. Numbers like size of organization, can be rough estimates, no need for precision, as the company may not longer even exist to be able to find that information. Generalization, therefore, is acceptable.

Based on your detailed breakdown of the above components, do you believe that the compensation strategy is effective? If so, why? If not, what would be a better strategy based on your research, for this company to consider instead?

What types of reward problems can you identify within their current situation;

Describe from your experience the compensation mix (chp 4) and what do you evaluate as effective components? Did opportunities for performance pay exist? If so, describe it, and/or what you might recommend as methods of performance pay that would be effective to encourage the required behaviours, in balance of the affordability of the performance reward to the company. (chp 5).

(chp 6) Was this company a lead, lag, or match level of compensation and why? Finally, what are the constraints on the business that you have to consider in the formulation of your compensation strategy?

Describe from your experience the compensation mix (chp 4) and what do you evaluate as effective components? Did opportunities for performance pay exist? If so, describe it, and/or what you might recommend as methods of performance pay that would be effective to encourage the required behaviours, in balance of the affordability of the performance reward to the company. (chp 5).

(chp 6) Was this company a lead, lag, or match level of compensation and why? Finally, what are the constraints on the business that you have to consider in the formulation of your compensation strategy?

Typically, if you were the compensation analyst, for this company, you would submit the 5 steps associated with the formulation of strategy; pg 194- Define the Required behaviours, define the role of compensation, determine the compensation mix, determine the compensation level and evaluated the proposed strategy. For this situation, you are offering advise only from your learning thus far in compensation. There is already a strategy in place, so you are not starting from scratch. You are taking what you already know about the organization, and offering methods for management to tweak their current strategy, based on sound understanding of the first 6 chapters.

Therefore, there is no need to create the 5-steps, however, consideration from the various steps may be helpful in, determining which advice you may or may not offer.