how to properly analyze a case study

8/10/2019 How to Properly Analyze a Case Study

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How to Analyses Cases?


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What is a CASE

Description of an actual situation, involving a decision, a

challenge, an opportunity, a problem or an issue faced by

a person or persons in an organization.

Application of theory and concepts to evaluate a real life

situation.

Cases are field- based.

Cases are released in various forms. eg print, film, CD,audio, etc.


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OUR OBJECTIVE TODAY

1. How to reduce time in Case Analysis?

2. Understand and appreciation of Small

Group Discussion.

3. How to present case analysis?

4. Understand what evaluators are looking

for.


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Three Stage Learning Process

Learning

Time in

minutes

Individual

preparation

Small groupdiscussion

Large group

discussion

120 30 80


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The Case Difficulty Cube

2

3

1 Conceptual

2 Presentation

3 Analytical


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The Analytical Dimension

1. Problem/ Issues and Decision stated.

2. Problem and Alternatives given but does not includes

the final decision.3. The decision/ challenge/ issue needs to be identified.


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The Conceptual Dimension

1. One or two simple concepts.

2. Complex or multiple concepts.

3. Integrative conceptswith prerequisites.


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The Presentation Dimension

1. Short cases, 3-6 pages 1-2 exhibits

2. Medium length, 7-10 pages with some missing

information.

3. Long case, 10- 30 pages with substantial amount of

missing and disorganized data.


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Case Preparation

Chart


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Short Cycle Process

1. Read Opening and Ending Paragraphs.

2. Who? What? Why? When? How?

3. Quick Look at the Exhibits4. Quick Review of the case subtitles

5. Skim Case body

6. Read Assignment Questions


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Long Cycle Process

1. Part 1: Read the case (Exh 3-3 on pg 37)

2. Part 2: Apply the case solving process

1. Define the issue (Exh 3-4 pg 43)

2. Analyze the case data (Exh 3-5 pg 44)

3. Generate Alternatives

4. Select Decision criteria (Exh 3-6 pg 48)

5. Analyze and evaluate alternatives (Exh 3-7

pg 49)(Exh 3-8 pg 51)(Exh 3-9 pg 52)6. Select preferred alternatives

7. Develop an action and implementation Plan(1/3 of the action plan should contain 2/3 of the specific steps about

who, what, when, where and how)


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MISSING INFORMATION

1. What information is really required?

2. Why is it critical to have this information?

3. Where is this information? Who has it?4. How much time and money will it take?

5. If provided, what difference will it make to

my decision?


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TYPE OF ASSUMPTIONS

1. Context Assumption (Obvious)

2. Normal State of Affairs (Reasonable if not mentionedtrust the case

writer)3. Decision Criterion

(Criteria for evaluating alternatives)

4. If-Then

(mostly used for alternative evaluation orimplementation)

5. The perfect person (Dangerous and lease usefulremove or get a

person)


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hecklist

Inside on Case Writing: Decisions Over

Time FrameStory Line

Decision

Frame

Decision

Frame

Decision

Frame


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Inside on Case Writing: Decisions Over

Time Frame

The six decision

frame

cut options

7b

1

Issue not

identified

2

Awareness andinformation

gathering

3

Analysis and alternativegeneration

4

Decision

5

implementation

6Evaluation


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Inside on Teaching: Teaching

Objectives

1. Skills on the Analytical Dimension

Identify or Define a problem, issue, decision or opportunity.

Evaluate the decision already taken.

Analyze a problem or issue.

Specify decision criteria.

Develop and evaluate alternatives.

Generate an action and implementation plan.

2. Conceptual Dimension

Theories Concepts Techniques

____________ _______________ _____________

____________ _______________ _____________


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Inside on Teaching: Teaching

Objectives

3. Skills on the Presentation ObjectivesSeparate relevant, important information from available

or interesting information.

Specify relevant missing information.

Organize information logically.

Develop or use appropriate assumptions.

Practice data retrieval.


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Inside on Case Evaluation1. Identification of Issue (s)

2. Issue analysis

Immediate / Basic

Importance/ Urgency Causes/ Effects

Constraints/ Opportunity

Quantitative/Qualitative analysis

3. Alternatives/ Analysis

Analysis of alternatives provided

Generation of other alternatives

Decision criteria

4. Recommendations

Legitimacy of chosen alternative

Reasonableness of predicted options

Feasibility of action/implementation plan

5. Logic

Congruence between analysis and recommendation (s)6. Presentation

Quality of language

Appropriate us off exhibits

Organization of the report/presentation/discussion.


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CASE COMPETITION

TAKE HOME CASE

No questions Given

initially. Just prepare

Questions given fornext meeting ..

Presentation

Case Discussion

Report (very seldom)

CASE HANDED ATTHE VENUE With or without

questions.

Presentation onlymaybe with Q & A

Case Discussionmaybe with or without

a facilitator. Both, presentation and

discussion.

Short report could becombined with theabove.

how to properly analyze a case study

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