case study work plan.doc

case study work plan.doc - CASE STUDY WORK PLAN Human...

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CASE STUDY WORK PLAN Human Resource Organizational Behavior 101 Professor Jerry D. Estenson Discussion of Case Studies Louise A. Mauffette-Leenders, James Erskine and Michiel R. Leenders discussed case preparation in their book "Learning with Cases". The following guide borrows heavily from their work in an attempt to provide additional information on writing case studies. This guide is designed to assist you in capturing critical issues and developing a thoughtful recommendation for action. Your case study should present enough information for the reader to follow your thinking about an issue facing the organization. Section One: Background It is important to clearly restate key facts in a case. In large organizations, senior management may not be fully aware of critical issues developing at lower levels. Your job is to set the stage for the CEO. You will discuss key actors in the case (if this is a real case study, use titles not names), the agenda (what does the actor want to gain in this situation), the organization's structure (use models in the text to help you with this section), reporting relationships (use of charts helps in this section), and background information about the key players. You can organize this data in any format that you determine will assist the reader. Section Two: Define the Issue The first job in a case analysis is to produce a clear and comprehensive statement of the issue (s) involved in the case. For this assignment you are to pick only one issue and explain why you think it is most important. The concern, problem, decision, challenge, or opportunity you decide to analyze needs to be clearly identified. The old adage, "stating the right problem takes you more than half way toward the right solution" works in this instance. If you don't pose the right questions, you are unlikely to find the correct answers. Don't be too hasty in your analysis. What may appear to be a problem could be a symptom. Look for deeper hidden issues. The problem statement can start out with a general observation - sales at xyz have dropped over the last six months. The second sentence should be the issue or opportunity you are going to address - A major contributor to sales reduction is high sales staff turnover. Section Three: Analysis of Case Data: Issues or opportunities you find in the case tend to have two parts, immediate and basic . Immediate issue refers to the specific decision, problem, challenge, or opportunity faced by the decision-maker in the case. For example, the decision focus may be on increased sales. To increase sales there are a number of options available to the organization. Sale increase is therefore an immediate issue. Basic issues are larger and more generic in nature. They relate to the concepts, theories and models discussed during the course. For example, the organization may be focusing on money as the only means of creating a high performance work environment.
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  • Spring '09
  • Danny

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