In a
past Soc 101 Online Campus class, a student sent the following note:
I’m not
really entirely sure what we’re supposed to do with this (Case
Analysis). It says a 6 to 8 page paper, but I don’t know exactly what
is meant by a case analysis. Many of the subject choices are only 2-3
pages long, and you want 6 to 8. Could you please give us some more
insight into this?
I responded with a note to the entire class, which
I would like to share with all Soc 101 students. Perhaps you will find it
helpful.
Herein,
I will recap what I believe each of you have in your course curriculum,
followed by guidelines for preparing a case analysis, which, again, I think
you will find in the curriculum.
For Week One,
study group members should read the case study that was selected by their
group (or assigned by the faculty member) during this week, from the
Contemporary Business Issues text.�
Study group members should review the case together.� Following initial discussion on the case,
all members should perform a document search: go into the UOP Online
Collection and obtain a minimum of 3 articles per person, related either to
the specific case or to the issue which the case involves/illustrates. Group
members should review each other�s articles and discuss which ones they feel
will best support the Study Group Case Analysis Paper that is due in Week
Four.
I have taught this course a number of times and have
always left it up the members of the study groups to select the case study on
which to base their Case Analysis Paper. The Case Studies to select from are
in Chapters 1 and 2 in, the main textbook for this course.
You will find these case studies on pages 33 and 53 of Contemporary
Business Issues. Select either one. As you know, the Case Analysis
Paper is due in Week Four. Over the weeks leading up to Week Four and
completion and submittal of the assignment, groups are to:
During Weeks One and Two, work together to create
a rough draft of the 6-8 page Case Analysis Paper.� Create a one-page outline of the paper, including references to
be used, and submit it as directed by the faculty member. (I generally do not
require submittal of the outline but offer the option to group members to
have me review it and provide feedback.)
During Week Three, group members should be
finalizing their Study Group Case Analysis Paper.
During Week Four, group members
should put the final touches on the Study Group Case Analysis Paper, having
each member proof the paper for errors. The final draft of the Study Group
Case Analysis Paper should be submitted in Week Four.
What follows is taken directly from the curriculum:
PREPARING CASE
STUDY ANALYSES
The following general guidelines may be used in preparing
for an oral or written case analysis and presentation.
There may be several feasible courses of action regarding
the solution to any case.� It is more
important to concern yourself with the process of problem definition and
isolation, analysis, and evaluation of alternatives, and the choice of one or
more recommendations, rather than trying to find a single answer.
Very often, the right answer is the one that you can
propose, explain, defend, and make-work.
The Process of Analyzing a Case
1. Read
and study the case thoroughly and efficiently.
Read the case once for
familiarity, noting issues that come to the forefront.� Read the case again.� Determine all the facts, making notes
about symptoms of problems, root problems, unresolved issues, and roles of
key players.� Watch for issues beneath
the surface.
2. Isolate
the problem(s).
Get a feel for the
overall environment by putting yourself in the position of one of the key
players.� Seek out the pertinent
issues and problems.
3. Analyze
and evaluate alternatives.
a. Once
the problems and issues are isolated, work at gaining a better understanding
of causes.� In what area of the unit
do the problems exist?� Why?� What caused them?� Examine and evaluate the strengths and
weaknesses of the unit’s processes (e.g., planning, communication), human
behaviors, and/or exhibits (e.g., financial statements, sales reports,
etc.)� Check the effectiveness of
managerial competencies.� Are the
unit’s objectives and strategies compatible with its skills and resources?
b. Formulate
a solid evaluation of the case.
Examine various
alternatives. Weigh the pros and cons of each.� Are they feasible?�
Decide on the most valid.
4. Make
recommendations.
Draw up your set of
recommendations on what must be done and prepare an agenda of corrective
actions.� What recommendations would
you make to the manager of this unit?�
What specific functions and activities does the unit have to perform
in order to solve its problems?� Are
the recommendations workable?�
Affordable?� A good rule of
thumb to follow is to avoid recommending anything you would not do yourself
if you were in management’s shoes.�
Give reasons for your recommendations.
Presenting the Case
1. Identify
key problems and issues: State them as clearly and precisely as
possible.� It is essential that your
presentation reflect a sharply focused diagnosis of significant problems and
issues confronting management.
2. Present
the analysis and evaluation: Support your evaluation with facts.� If you add exhibits or documentation
discuss them, don’t just tack them on to the report.
3.
Recommendations and plan of action: Recommendations
should address all of the problems and/or issues that were identified and
analyzed.� What are the consequences
of your recommendations?� Be sure the
unit is financially able to carry them out.�
Don’t speak in generalities, such as: “Everyone should do more
communicating.”� Be
specific.� What should be done?� Who should do it?� When?�
For example, state the following:�
“Manager X should take the following steps: 1., 2., 3.,
etc.”