CASE METHOD

SEMINAR

Dr. Maria Victoria P. Tibon

2nd Trimester, SY 2015-2016
Objective

 At the end of the session, each

participant should develop sufficient
understanding of the case method so as
to be able to go through its various steps
“ The only learning which
significantly influences
behavior is self-discovered,
self-appropriated learning”
What is a Case?

 A pedagogical method
 Based on inquiry or research about a real-life
or true-to-life situation ( a “slice of life” so to
speak)
 An accurate historic portrayal of an actual,
usually, multifaceted situation with which
managers in real organizations had to cope.
 Describes a critical decision facing key
organization members
What is a Case?

 An actual, multifaceted situation faced

by managers in organizations that
requires a critical decision.
What does a case involve?

 Total organization or a specific segment

such as a branch office
 An overall, very complex policy problem
or a problem or issue dominantly in one
or two functional areas
 Requires a great deal of past experience
and text-driven knowledge to provide a
range of satisfactory answers.
Why the Case Method?

 Widely accepted as a training tool for

decisionmaking
 Effective in developing managerial skills
 Highly rated in teaching problem-solving
skills, imparting knowledge and
participant acceptance
Disclaimer
 The process of analysis, discussion and skill
development is more important than the
solutions
 There is often no single correct solution to
some problems. Participants discover that there
may be several ways to solve a given set of
problems .
 Usually, the most thorough analysis applying
the most relevant concepts and lessons from
previous experiences leads to the more
reasonable solutions
Disclaimer

 Case analysis is not a quick fix; it calls

for a thorough understanding and
evaluation of the facts, environment,
perceptions, opinions, behavior and
interdependencies presented in the
case.
Steps in Case Analysis

 Read and organize the information contained in

the case
 Examine alternative explanations for the
situation described
 Deduce the limitations imposed by the
environment
 Work out an approach which will provide a
reasonable course of action to be taken under
the conditions as they are understood.
Read the Case

 Read the case very quickly to obtain

general impressions. Examine the
context or environment. After having
read the case once quickly, it is useful to
read it again carefully.
 Identify important points and organize
them logically
Analyze the Case

 Get together in small groups to prepare

cases.
 However, the group is not a substitute
for individual responsibility
Analyze the Case

 Identify central issues

 Recognize important relationships
 Make correct inferences from data
 Deduce conclusions from the
information or data provided
 Interpret whether conclusions are
warranted on the basis of the data given
The Case Format

 Statement of the Problem

 Objectives
 Areas for Consideration
 Alternative Courses of Action
 Conclusion and Recommendation
 Statement of the Problem

Understood Success of a
Problem Chosen
Solution
Statement of the Problem

If a problem is not understood,

you are at best firing blind,
hoping your solutions will have
an effect
 Statement of the Problem

A PROBLEM is an undesirable
factor that must be dealt with
if the desired organizational results
are to be achieved
Statement of the Problem

A problem either:

 Prevents the attainment of desired

objectives
OR
 Causes a deviation from a desired level
of performance
 Depiction of a Problem
A
C
C
O
M
. DESIRED RESULTS

P
L
I PROBLEM
S

.
H
M
E
N START
T
TIME
 Depiction of a Problem
A
C
C
O
M
. DESIRED RESULTS

P
L
I PROBLEM
S

.
H
M
E ▪ Current Predicament
N START
T
TIME
Types of Problems

 PEOPLE : behavioral in nature

 OPERATIONAL: caused by other

factors other than people and technology

 TECHNICAL: technological in nature

Dimensions that define a problem:

1. IDENTITY
2. LOCATION
3. TIMING
4. MAGNITUDE
Objectives

 Are desired results which will be

achieved when the problem is resolved
Areas for Consideration

 Criteria by which you are going to

assess your alternative courses of action
 Doing SWOT analysis can facilitate in
the identification of these areas of
consideration
 SWOT Analysis

 Acronym for the internal Strengths and Weaknesses of a

firm and the environmental Opportunities and Threats
facing that firm
 A widely used technique through which managers create
a quick overview of a company’s strategic situation
 Based on the assumption that an effective strategy
derives from a sound “fit” between a firm’s internal
resources (strengths and weaknesses) and its external
situation (opportunities and threats)
 Definitions of SWOT

 Strength: a resource advantage relative to competitors

and the needs of the markets a firm serves or expects to
serve
 Weakness: a limitation or deficiency in one or more
resources or competencies relative to competitors that
impedes a firm’s effective performance
 Opportunity: a major favorable situation in a firm’s
environment
 Threat: a major unfavorable situation in a firm’s
environment
 Questions for SWOT Analysis

Potential Strengths Potential Opportunities Potential Weaknesses Potential Threats

Strategy? Expand core businesses? Strategy? Increase in domestic

Product Line? New market segments? Product line? competition?
Market Coverage? Widen product range? Manufacturing costs? Increase in foreign
Mfg Competence? Diversify into new Infighting among competition?
Marketing Skills growth businesses? divisions? Change in consumer
Matls Mgt Systems? Expand into foreign High conflict and tastes?
R&D skills and markets? politics? Rise in new or
leadership? Enter new related Growth without substitute products?
HR competencies? businesses? direction? Rising labor costs?
Brand name? Downturn in the
Management style? economy?
Alternative Courses of Action

 Answers the problem directly

 At least two in number
 Describe each course of action
Conclusion/Recommendation

 Select the course of action that satisfies

your areas of consideration best
 Justify why and how the problem can be
solved by this course of action
 Outline the steps in implementing the
chosen course of action. Include time
frames, people and resources involved
Case Presentation and
Discussion
 The participant’s role is transformed from
passive observer as in the lecture
method to active contributor.
 The instructor’s role is transformed from
a lecturer to discussion moderator,
coach, mentor, partner
 Even the wisest instructor has no
monopoly on ideas
Case Presentation and
Discussion
 Listen
 Be open minded and receptive to the ideas of
others.
 Build on the contribution of others, relate
comments to but not repeat, previous statements
 Support good arguments, challenge
assumptions, point out inconsistencies and
probe weaknesses
 Know when and how to synthesize and
summarize the comments of previous speakers
and when to shift the discussion to new ground
Case Presentation and
Discussion
 Present information effectively. Identify
important points, organize them logically and
state them succinctly while noting important
assumptions. Provide supporting evidence and
persuade others to accept your position.
 Be willing to answer questions, respond to
criticism and consider new evidence, modifying
an earlier position when warranted.
 Frequent participation is not necessarily good,
particularly if the student’s contributions are
mediocre.
A manager’s performance is
evaluated based on the achievement
of results from problem to problem
and decision to decision
REFERENCES

 http://python.rice.edu/~arb/Courses/750_03_ch
apt3.pdf
 Kepner, Charles (1981).The New Rational
Manager. Princeton NJ USA: Kepner Tregoe,
Inc.
 Altier, William (1999). The Thinking Manager’s
Toolbox. Oxford: Oxford University Press
 Lyles, Richard (1982). Practical Problem
Solving and Decisionmaking.