case analysis
juicywang
case_study-5.pptWHAT IS A CASE STUDY?
A Case Study is :
+ A Description of an Actual Situation
+ Involving a Decision, Challenge, or Opportunity
+ Faced by Person/s in the Organization
WHY CASE STUDIES?
- Allows Student to Step Into Role of Decision Maker
- Repetitive Opportunity to Identify, Analyze, and Solve Issues is Real Life
- Practice Art as Well as Science
- Test Understanding of Theory
- Force Student to Make Decisions With Available Information
- Because of Discussion Based Format, Excellent Vehicle for:
+ Developing Self Confidence
+ Ability to Think Independently
+ Work Cooperatively
- Foster Development of Insights into Own Strengths and Weaknesses
INVENTORY OF SKILLS DEVELOPED
- Analytical Skills
- Decision Making Skills
- Application Skills
- Oral Communication Skills
- Written Communication Skills
- Interpersonal Skills
- Creative Skills
STRUCTURE OF A CASE STUDY
- Problem
- Causes/ Issues
- Criteria
- Alternatives
- Analysis
- Select/ Implement
- References
FIRST – THE PROBLEM
- A Question Proposed for Solution
+ Incorrect Problem Definition Leads to Inefficient Use of Resources
+ Problem is Your Target
+ Try To Make Sure You Have It!!
- A Cause is a person/ thing that brings about an effect or result
- Tools
+ Fact Map – A Visual Tool
+ Experience w “Level ID”
RULES FOR A FACT MAP
- Write ALL Facts From Case Study on Paper and Circle Each Fact
- Compare Each Fact to Every Other Individual Fact and Ask “Did Fact 1 Cause Fact 2, Did Fact 1 Cause Fact 3,etc.”
- Next Draw a Line With an Arrow Pointing Toward The Effect/ Result
- When You Have Compared All Facts, Look To the Fact With the Most Arrows Pointing At It
PROBLEM ID USING LEVELS
Problems Occur On 4 Levels
- Intrapersonal
+ Inside a person
- Interpersonal
+ Between Two or More People
- Organizational
+ Policies and Procedures, Cultural
- Environmental
+Causes Outside Organization, ie Economy, Federal Regulations
RULES FOR ID LEVELS
- Determine the Level of Problem
- Develop Alternatives at That Level
+Is This Enough/ Too Much To Solve this Problem?
- If No, You have Defined at Improper Level. Try Another!
Corollary #1: Alternatives Need to Match Your Defined Problem in Level
Corollary #2: If You Miss the Level With Your Problem/ Alt Match, Better To Err Globally
NEXT – CAUSES/ ISSUES
- Identify All Causes in the Case Study That Impact Your Problem and List in This Paragraph
+ Try To Stick With Just The Facts!!
+ Do NOT Make Assumptions Here
- Repeat For Issues ( A Matter of Public Importance) and List Those That Impact Your Designated Problem. Again – NO Assumptions.
SELECTING CRITERIA
- A Standard of Judgment; A Rule or Principle for Evaluating Something
- Go To the List of Qualitative Criteria in Your Packet
- For Each Case, Prioritize as They Relate to Your Defined Problem
- Select the MOST Important Three
+Please Note That the Others Are Still Present; We will Simply Not Use Them In the Interest of Resource Use
SOME QUALITATIVE CRITERIA
- Time
- Acceptance of Affected Parties
- Competitive Advantage
- Money
- Ethics
- Legal
- Corporate Image
- Customer Satisfaction
DEVELOPING ALTERNATIVES
- The Problem Is Your Target – Aim At It!
- “Level” Match to Address Efficiently
- Goal Is To Develop Breadth of Decision Opportunity
+Use Brainstorming Techniques to Generate Multiple Solutions
+Sort Alts Into Categories – Look for Breadth – Select Three From “Across the Spectrum”
ANALYSIS
- The Combination of Breadth of Your Alternatives With Thoroughness of Research Using Your Criteria
- =
- Depth of Analysis
Methods of Analysis
- T Chart Method
orderly representation of alternative features or points involved in a decision.
- PMI
plus, minus, and interesting - consequences, areas of curiosity or uncertainty, or attributes that you simply don't care to view as either good or bad at this point
More Methods……
- Buriden’s Ass
used when two or more equally attractive alternatives are faced. (From an old fable of an ass placed between two equally nice bales of hay. The ass couldn't decide which bale to turn to because they were both so attractive, and so it starved to death from indecision.) The method is simply to list all the negative points or drawbacks about each decision. That is, when two or more alternatives seem very desirable, we become blinded to any drawbacks. The Buriden's Ass method simply focuses on the drawbacks.
One More Method
- Measured Criteria
list the criteria you want your decision to meet and assign points to each criterion based on its relative importance in the decision. Then, each alternative is given a certain number of points according to how fully it meets the criterion.
SELECT/ IMPLEMENT
- The Best Solution Will Do You No Good If Left Sitting Unused – Lybrook
- Select The Best Alternative – The One That BEST Matches Your Criteria – And Relate HOW, WHEN, WHO, WHERE, WHAT You Will Do
- Corollary – Be Aware of Your Decision Authority. Be Appropriate. (ie, Case #1 Asks for A Recommendation)
GRADING RUBRIC
- Typed/ Word Processed 1
- Mechanics ( -¼ point / mistake ) 2
- References (2 required) 2 Cited in text of case? APA Format / proper?
- Format 7 +Problem Correctly Stated? 2
- +Issues / Causes Identified 1
- +Appropriate Criteria Identified 2
- +Alternatives Match Problem Level 1
- +Implementation Appropriate 1
- Analysis 8 +Breadth (Each Alternative addressed) ) 3
- +Depth (Multiple +/-‘s for each alt) 5
- Total 20
