how to properly analyze a case study
TRANSCRIPT
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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.