Case Analysis

CASE ANALYSIS

Daft, R. and Dahlen, K. 1984. Organizational Theory: Cases and Applications.

CASES

Supplements rather than replaces textbook and lectures

Extends the learning process to the real world.

RATIONALE OF CASE METHOD

Based on realistic business / management concerns Process used to solve cases is similar to actual business

processes on problem solving Develops skills

Analytical Data / fact handling Team effectiveness Communication and presentation

Provides a broader view to problem solving Learning methodology used by best universities


TYPES OF CASE LEARNING

Theory application / illustrationWhen the problem has been solved and it is

the student’s responsibility to analyze the outcome and its consequences

Or evaluate the solution to the case and propose an alternative solution if necessary


Theory Application / Illustration

IDENTIFICATION

•Major emphasis of case?

•Variables and concepts that apply?

RELATIONSHIPS

•Define and point out models and frameworks.

•Identify and assess relationships among variables

INCONSISTENCIES

•What characteristics and relationships are inconsistent with the theories?

•How can these be applied to the analysis or plan of action?


TYPES OF CASE LEARNING

Problem Analysis (More common)

The objective is to analyze and interpret the situation.

Sort out the facts Determine cause-and-effect relationships Design a solution and plan for implementation

The goal is to solve the problem

Reminders!

There is no one best way to go about a case study.

Generally accepted practice – subject to individual preference / style

There is no one best answer for any caseMany variablesLogical assumptions

CASE METHOD PROCESS

Case reading Data collection and interpretation Critical issues

Problem Statement Key Objectives Areas of Consideration Alternative Courses of Action Recommendation Group Meetings Written Report preparation Group presentation


Problem Analysis•Data Collection and interpretation.

•Identify relevant facts.

•Identify critical issues and problems. •Theory

application. Which models and theories apply?

•Inconsistencies?

•Generate alternative solutions •Select plan of

action and implementation

Case readingDetermine basic problems

List key objectives

Analysis

Recommendation

Alternative courses of action


Problem Analysis

One reading of the case is not sufficient to fully understand the issues presented.Read to get an overall sense of the situationAssess all the variables involved, the

importance of each, and the nature and scope of the situation

Outline significant facts


Problem Analysis

Data Collection and InterpretationSorting out relevant from irrelevant data to

develop a diagnosis of the current situation


Problem Analysis

Critical IssuesLook for factors that threaten the survival,

goals, or performance of the organization or its major departments

Think in terms of cause and effectDo not confuse the symptoms with the problemDig beneath the surface and determine if

something more basic is generating the problem you have identified

Problem Analysis

Critical Issues – Possible questions to ask What sort of organization does the case deal with? ‘What is the nature of the industry? What is happening in the external environment? What problem does management (or the central

character) appear to be facing? What decisions need to be made? What are the objectives of the organization? What are the resources required or constraints

influencing the decision? What recommendations can help solve the problem? How should the plan of action be implemented?


PROBLEM STATEMENT

Write the identified problem in a one-sentence statement that concisely conveys the main concern.

Generally posed as a question. Question should not be answerable by

YES or NO.

KEY OBJECTIVES

List 3 – 5 key objectives that you aim to attain once the problem is solved.Objectives should be directly linked to to the

problem identified. Should be addressed by:

Alternative Courses of ActionRecommendation


AREAS OF CONSIDERATION

Or Analysis of Facts / Situation Analysis Focus on the implications of facts

Use relevant Models / frameworks Examples:

SWOT Porter’s Five Forces

Identify inconsistencies Should be vs. Actual

List all major assumptions made and bases for such assumptions


ALTERNATIVE COURSES OF ACTION Generating Solutions

Brainstorm list of possible solutions Brainstorming process

Review PROBLEM STATEMENT and identify alternatives that have a direct link with solving the problem


ALTERNATIVE COURSES OF ACTION Generating Solutions

Combine similar suggestions and begin eliminating alternatives based on your earlier analysis of the situation

Constraints of the organization Theoretical concepts Goals and objectives Interacting variables


ALTERNATIVE COURSES OF ACTION Evaluating Alternatives

What criteria will you use in evaluating each solution? What requirements must a course of action meet? Are there cost constraints? What about timeliness? Resource availability? Are there constituents to consider? Future shock waves?


ALTERNATIVE COURSES OF ACTION

= Potential solutions to the problem Include a discussion of pros and cons of each

alternative


RECOMMENDATION

Selecting the Course of Action Select the best course of action based on the pros and

cons and the logical assessment of each alternative State the specific steps you recommend and why Be sensitive to the arguments against your decision

and be prepared to refute any challenges to your reasoning

Be willing to take risks that can be supported by your analysis of the situation

Be creative and imaginative in developing your solution, but ensure that it is logically defensible


IMPLEMENTATION PLAN

Developing the Plan for ImplementationConsider

People involved Time frame Sequence of events

Will your plan of action address the problem?


Case Method

There is never enough information to make a decision

There is no perfect answer to a case problem Make do with the information you have, draw

logical inferences and assumptions from the available data, and support your arguments with evidence found in the case and theory

GROUP PRESENTATION

Prepare your logistics Business attire Presentation Materials

All group members must participate Avoid reading your report

Cue cards PowerPoint presentation

Keep the presentation concise No need to repeat case facts

Keep it interesting Be prepared to answer questions from the audience

Documents

Case Analysis