Analysing A Case Study

A case study is defined as a written description of actual managerial problems, situations and events. A case study provides a simulation of various organizational problems facing on a daily basis.

The purpose of a case study is to provide learners: 

an experience of applying OB/Management concepts to an organization.



an experience of organizational problems that they have probably not had the opportunity to experience in.



an opportunity to practice their research and oral presentation skills when presenting their reports in class.



PREPARING A CASE FOR DISCUSSION

3.

Read the case thoroughly rather quickly for familiarity with situation and issue/s.

5.

Read the case a second time to develop an overall situation and issue being described.

7.

Study all the exhibits carefully: the numbers may alter or affect the diagnosis of the situation.

9.

Decide what the strategic issues are. You will not know how to analyze if you don’t identify the issues first.

11.

Start analysis of the issues with some numbers from the exhibits given. Checking by some kind of number crunching – calculating to determine financial conditions and performance of the company. Use key financial ratios. 1



the history, development and growth of the organization



the identification of the organization’s strengths and weaknesses



the identification of the organization’s external opportunities and threats



the kind of business strategy pursued by the organization



the nature of the organization’s structure



recommendation/s.



State clearly the major problems, causes and recommendations in a single paragraph on the first page of the report.



This will permit the reader a quick insight into the logic of the analysis: for example, Begin with ‘The major problems are …’, ‘The causes of these problems are …’ and end with ‘Consequently we recommend that …’.



This format allows to understand quickly



conveys the authors’ conclusions.



Present briefly (in no more than two pages) the key facts and major assumptions.



Explore the significant factors in the organization’s internal and external environments.



Include any important assumptions made.



Include a concise statement of the major problem/s identified, prioritizing these into major and minor.



Identify the relationships between problems. This should be a relatively brief section, more like a list than a detailed analysis, which will take place in the next section.



Include any opportunities facing the organization, as well as any problems.



It is very important to distinguish between symptoms of a problem (for example a fever) and the underlying causes (for example a bacterial infection), and their relationship.



A causal diagram (with arrows) will usually be of assistance.



Clearly apply the course material to defend your stated opinions on the causes of the problems

Technical Cultural

POIITCAL

The Organization Private or Public Sector

Economical Legal

SWOT ANALYSIS



Indicate a number of possible realistic solutions, including maintaining the status quo.



Identify the strengths and weaknesses of each one in terms of the firm's objectives, the characteristics of its internal and external environments and the presenting problems.



Include the expected outcomes of each.



The solution will be some combination of the above alternatives.



Specifically state what will be done, by whom, when, how, where and, most importantly, why.



Justify the decision with sound theoretical logic. Why will this approach work?



Apply the course concepts to the solution. Additional research may be necessary and is encouraged.



Ensure that the solutions do indeed address the identified problems and causes.



Outline how one would go about assessing the effectiveness of the developed plan.



Be sensitive to the needs of the organization and tailor your analysis to suit the specific issue discussed in your case.