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Reflection Assignment
Reflection Assignment RUBRIC
Criteria
This criterion is linked
to a Learning
OutcomeRequirements
This criterion is linked
to a Learning
OutcomeCritical
Analysis
Ratings
Pts
10 to >8.0 pts
Meets Expectation
Includes all of the
required components,
as specified in the
assignment.
8 to >6.0 pts
Approaches
Expectation
Includes most of the
required components, as
specified in the
assignment.
6 to >4.0 pts
Below Expectation
Includes some of the
required components, as
specified in the
assignment.
4 to >0 pts
Limited Evidence
Includes few of the
required components,
as specified in the
assignment.
15 to >12.0 pts
Meets Expectation
Provides a strong critical
analysis and
interpretation of the
information given.
12 to >9.0 pts
Approaches
Expectation
Some significant but not
major errors or omissions
in analysis and
interpretation.
9 to >6.0 pts
Below Expectation
Major errors or
omissions in analysis
and interpretation.
6 to >0 pts
Limited Evidence
Fails to provide critical
analysis and
interpretation of the
information given.
10 pts
15 pts
Reflection Assignment RUBRIC
Criteria
This criterion is linked
to a Learning
OutcomeProblem
Solving
This criterion is linked
to a Learning
OutcomeSources /
Examples
Ratings
15 to >12.0 pts
Meets Expectation
Demonstrates strong or adequate
thought and insight in
recommending solutions to
problems identified.
5 to >4.0 pts
Meets Expectation
Sources or examples
meet required criteria
and are well chosen to
provide substance and
perspectives on the issue
under examination.
Pts
12 to >9.0 pts
Approaches
Expectation
Some significant but not
major errors or
omissions in problem
solving.
4 to >3.0 pts
Approaches Expectation
Sources or examples meet
required criteria but are
less‐than adequately
chosen to provide
substance and
perspectives on the issue
under examination.
9 to >6.0 pts
Below Expectation
Major errors or
omissions in
problem solving.
3 to >2.0 pts
Below Expectation
Sources or examples
don’t meet required
criteria and are poorly
chosen to provide
substance and
perspectives on the issue
under examination.
6 to >0 pts
Limited
Evidence
Fails to
demonstrate
problem solving.
2 to >0 pts
Limited Evidence
Source or example
selection and
integration of
knowledge from
the course are
clearly deficient.
15 pts
5 pts
Reflection Assignment RUBRIC
Criteria
This criterion is linked
to a Learning
OutcomeDemonstrates
college-level
proficiency in
organization,
grammar, and style
Total Points: 50
Ratings
5 to >4.0 pts
Meets Expectation
Project is clearly
organized, well written,
and in proper format as
outlined in the
assignment. Strong
sentence and paragraph
structure; few errors in
grammar and spelling.
4 to >3.0 pts
Approaches Expectation
Project is fairly well
organized and written and
is in proper format as
outlined in the
assignment. Reasonably
good sentence and
paragraph structure;
significant number of
errors in grammar and
spelling.
3 to >2.0 pts
Below Expectation
Project is poorly
organized and does not
follow proper format.
Inconsistent to
inadequate sentence and
paragraph development;
numerous errors in
grammar and spelling.
Pts
2 to >0 pts
Limited Evidence
Project is not
organized or well
written and is not in
proper format. Poor
quality work;
unacceptable in terms
of grammar and
spelling.
5 pts
Reflection Assignment
This assignment is part of the Audio Partners case. Review the following resources to prepare for
the assignment:
Audio Partners
Audio Partners
Survey and Census Data.xlsx
Master Document_Students.pdf
Instruc tions
This assignment and grading rubric are based on the SPOT framework (Situation,
Problem, Opportunity, Tactic).
In this reflection paper (and in your reflections for each core MBA course), you will
identify a situation, problem, or opportunity related to your work with the Audio Partners
case. Once identified, you will then recommend a tactic to address the situation, problem
or opportunity. At this stage in the program, you may not yet have an appropriate tactic to
fix or address the issue, but don’t let that stop you from pointing it out. As you progress
through the program you may eventually find the right tactic to address it.
You will get 2x as many points for pointing out a situation, problem, or opportunity as you
will for supplying a tactic to address it. Therefore, it might be worth your time to look for
all the issues you can find first, then spend time on tactics afterward. Here are definitions
that can help you with the differences between situations, problems and opportunities:
•
•
•
•
Situation: a state of affairs that cannot be defined immediately as either good
or bad but requires attention
Problem: a matter or situation regarded as requiring immediate attention as it
is unwelcome and will cause harm if not dealt with.
Opportunity: a set of circumstances that make it possible to do something
For this reflection paper a Tactic is defined as an action or strategy planned to
achieve a desired end.
The story implies a number of situations, problems, and opportunities that echo issues
encountered during each of the six core courses in the curriculum. It also hints at issues
related to the seven Integrated Themes threaded through the MBA curriculum.
As you read the story, it will become clear that the founders need competent business
advice to transform their concept from an idea into a viable business plan—one with a high
likelihood of operational viability, attractiveness to investors, and sustainable competitive
success. You are to be that advisor.
Your ability to integrate recommendations across disciplines— spotting connections and
dependencies—will increase as you move through the MBA core classes, and especially as
you refine your fluency with strategic thinking, critical thinking, and systems. However,
integrating your recommendations across disciplines is not required for this assignment.
Rather, focus on the role examined in your course.
Depending on the content of your course, then, once you SPOT an issue you may need to
either:
1. Define the issue as it relates to the course you are in. In this case marketing. Is it a
situation, a problem or opportunity?
2. If you have a tactic or strategy for what you spotted, you can then develop a
recommended action. If you do not, move on to the next SPOT.
Need help SPOTting issues? Click on the tab to reveal a list of questions to spark ideas:
Questions to Think About
Words of Wisdom:
Ambiguity—As in the real world, the issues are usually implied, and not explicitly
identified for you. This project rewards not merely mastery of core business disciplines
alone, but the more subtle skills of critical reasoning, creative innovation, strategic
thinking, systems thinking, sound decision- making in uncertainty and at the ethical
intersection of people and profit, organizational literacy and leadership, and an ability to
shape recommendations that are scalable and sustainable across cultures into the future.
Ability to spot the issues yourself is one of those more subtle but indispensable skills.
Take Risks—This is not a closed-book project; its learning value is vested much less in a
grade than in peer-group discussion and your reflection during and after your completion
of the work.
Furthermore you are not betting your career or salary on it.
So, demonstrate your mastery of generally accepted practices examined in your class, but
do not let the conventional paradigm get in the way of creative experimentation with
innovations of your own that meet the need. Show off what you know, but enjoy the
assignment. It affords you a no-risk dry run for real world.
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