BMGT1002D Management Case Study: External Environment and Culture Analysis of a Chosen Company (UCD, 2026) Module BMGT1002D Management University University College Dublin (UCD) Assessment Case Study (submitted as an essay

BMGT1002D Management Case Study: External Environment and Culture Analysis of a Chosen Company (UCD, 2026) Module BMGT1002D Management University University College Dublin (UCD) Assessment Case Study (submitted as an essay, video, presentation or podcast) Weighting 40% Length 2,500 words +/- 10% Deadline 27 October 2026, 11:59 PM In this UCD management case study, you study one real organisation in three stages. You first look outward at the general environment with PESTEL and at the industry with Porter’s Five Forces, then look inward at the organisation’s culture using one recognised model, and finally turn what you found into practical recommendations for the business.

Choosing Your Organisation Choose an organisation for which you can access the data needed for each type of analysis below. This can be your current employer, a previous employer or a company you have an interest in.

A. Introduction A brief introduction to the chosen company from a business perspective Your reason for choosing this company A brief overview of the sections that follow B. Assessment of the Business Environments Analyse the organisation’s external environment using the PESTEL framework and Porter’s ‘5 Forces’ framework. Then analyse its internal context using one of these culture models: Schein’s “iceberg”, Handy’s Competing Values framework or Hofstede’s Cultural Dimensions.

PESTEL (general environment): present the outcome of the analysis using descriptions and diagrams, with definitions of the components taken from the literature. Porter’s 5 Forces (competitive environment): present the outcome of the five forces analysis using descriptions and diagrams, with the framework defined from the literature. Culture analysis: describe and analyse the organisation’s culture using descriptions and diagrams or images, referring to the literature for the chosen framework. Each tool must be briefly defined, explained and evaluated before it is applied. Sources must go beyond the core text to original conceptual material and journal research; general internet sources are not enough. For company data, use public sources and UCD Library databases as well as insider information and personal contacts.

C. Recommendations Conclude with at least three recommendations, one based on each assessment. For each, identify the issue, name the tool that revealed it and give a concrete recommendation that would benefit the organisation.BMGT1002D Management Case Study: External Environment and Culture Analysis of a Chosen Company (UCD, 2026) Module BMGT1002D Management University University College Dublin (UCD) Assessment Case Study (submitted as an essay, video, presentation or podcast) Weighting 40% Length 2,500 words +/- 10% Deadline 27 October 2026, 11:59 PM In this UCD management case study, you study one real organisation in three stages. You first look outward at the general environment with PESTEL and at the industry with Porter’s Five Forces, then look inward at the organisation’s culture using one recognised model, and finally turn what you found into practical recommendations for the business.

Choosing Your Organisation Choose an organisation for which you can access the data needed for each type of analysis below. This can be your current employer, a previous employer or a company you have an interest in.

A. Introduction A brief introduction to the chosen company from a business perspective Your reason for choosing this company A brief overview of the sections that follow B. Assessment of the Business Environments Analyse the organisation’s external environment using the PESTEL framework and Porter’s ‘5 Forces’ framework. Then analyse its internal context using one of these culture models: Schein’s “iceberg”, Handy’s Competing Values framework or Hofstede’s Cultural Dimensions.

PESTEL (general environment): present the outcome of the analysis using descriptions and diagrams, with definitions of the components taken from the literature. Porter’s 5 Forces (competitive environment): present the outcome of the five forces analysis using descriptions and diagrams, with the framework defined from the literature. Culture analysis: describe and analyse the organisation’s culture using descriptions and diagrams or images, referring to the literature for the chosen framework. Each tool must be briefly defined, explained and evaluated before it is applied. Sources must go beyond the core text to original conceptual material and journal research; general internet sources are not enough. For company data, use public sources and UCD Library databases as well as insider information and personal contacts.

C. Recommendations Conclude with at least three recommendations, one based on each assessment. For each, identify the issue, name the tool that revealed it and give a concrete recommendation that would benefit the organisation.