CASE ANALYSIS

If you have some problems the first steps to do are to analyze the reports and the cases. Your general approach to case analysis and reports should be as follows:

1.Define the problem. The problem is always a blocked managerial objective. What objective (profit, growth, cost control, etc.) is being undermined in the situation?

2.Analyze the causes. What factors are causing the problem of blocked achievement of objectives (inadequate communication, poor motivation, indefinite plans, sloppy controls, interpersonal conflicts, fear of change). This should not be the search for villains, however, because individuals are seldom the sole or fundamental cause of problems.

3. Develop alternatives. Evaluate the alternatives. What action might be taken to remove the causes and solve the problem? Remember that these alternatives should deal with causes, not symptoms of the problem.

1. Evaluate alternatives. Evaluate the alternatives according to appropriate criteria:

- How well does the alternative meet management’s objective?

- How much time and organizational resources are required?

- What are the costs?

- Does the alternative conform to personal and organizational values for equitable and responsible behaviour?

- What is the probability of the success?

2. Select Alternatives (or combination) What are the weak points of the alternative?

3. Recommend a Detailed Plan of Implementation. Who should do what? When? How?

Three more points should be taken into account. Past history. In many cases it is often useful to look at historical data in order to gain some indication of future conditions. Expert opinion. It is often possible and useful to obtain opinions from individuals considered to be knowledgeable. Manager’s own judgment. In many cases a manager will simply have some ‘gut feeling’ about possible future conditions. And an analysis of a cross section of opinions may provide you with a good decision.

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