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    Maufefette-Learning With Cases

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    Anonymous H8AZMs
    This document discusses techniques for preparing and analyzing case studies. It provides: 1) An overview of the individual preparation process, including both a short cycle (scanning for key details) and long cycle (in-depth analysis). 2) A case preparation chart template to guide analysis, including defining the key issues, analyzing case data, generating and evaluating alternatives, and proposing an action plan. 3) Examples of analytical tools that can be used, such as cause-effect diagrams, decision criteria lists, decision trees, and alternative analysis matrices. 4) Guidance on addressing missing information and assumptions, such as identifying critical unknowns and considering different potential outcomes.

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    Download as PDF, TXT or read online from Scribd

    Maufefette-Learning With Cases

    Uploaded by

    Anonymous H8AZMs
    101 views10 pages
    This document discusses techniques for preparing and analyzing case studies. It provides: 1) An overview of the individual preparation process, including both a short cycle (scanning for key details) and long cycle (in-depth analysis). 2) A case preparation chart template to guide analysis, including defining the key issues, analyzing case data, generating and evaluating alternatives, and proposing an action plan. 3) Examples of analytical tools that can be used, such as cause-effect diagrams, decision criteria lists, decision trees, and alternative analysis matrices. 4) Guidance on addressing missing information and assumptions, such as identifying critical unknowns and considering different potential outcomes.

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    This document discusses techniques for preparing and analyzing case studies. It provides: 1) An overview of the individual preparation process, including both a short cycle (scanning for key details) and long cycle (in-depth analysis). 2) A case preparation chart template to guide analysis, including defining the key issues, analyzing case data, generating and evaluating alternatives, and proposing an action plan. 3) Examples of analytical tools that can be used, such as cause-effect diagrams, decision criteria lists, decision trees, and alternative analysis matrices. 4) Guidance on addressing missing information and assumptions, such as identifying critical unknowns and considering different potential outcomes.

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    © All Rights Reserved
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    Download as pdf or txt
    101 views10 pages

    Maufefette-Learning With Cases

    Uploaded by

    Anonymous H8AZMs
    This document discusses techniques for preparing and analyzing case studies. It provides: 1) An overview of the individual preparation process, including both a short cycle (scanning for key details) and long cycle (in-depth analysis). 2) A case preparation chart template to guide analysis, including defining the key issues, analyzing case data, generating and evaluating alternatives, and proposing an action plan. 3) Examples of analytical tools that can be used, such as cause-effect diagrams, decision criteria lists, decision trees, and alternative analysis matrices. 4) Guidance on addressing missing information and assumptions, such as identifying critical unknowns and considering different potential outcomes.

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    Learning with Cases

    Maufefette-Leenders, L. A., Erskine, J. A. and


    Leenders, M. R., 1999. Learning with cases,
    Richard Ivey School of Business, The
    University of Western Ontario, Ontario.

    School of Computer and Information Science

    The case difficulty cube


    Situation => Problem (3) => Decision/ Solution (2) => Judgement/ Justification (1)
    The Case Difficulty Cube
    The Three Dimensions of Case
    Difficulty
    Y

    1,3,3

    3,3,3

    1,1,3

    3,1,3

    se
    na
    t

    io
    n

    D
    im
    en
    si
    on

    1,3,1

    Pr
    e

    Conceptual Dimension

    1,1,1
    1,1,1

    Analytical Dimension

    3,1,1

    Axis
    X
    Y
    Z

    Dimension
    Analytical
    Conceptual
    Presentation

    School of Computer and Information Science

    Degree
    1-3
    1-3
    1-3
    2

    Case Learning process

    Learning

    Large Group
    Discussion

     Critical thinking
     Your own guts
     Ammunition
     Group synergy
     Negotiation
     Argumentation

    Small Group
    Discussion

    Individual Preparation

     Presentation
     Persuasion
     Master Concept
    Time
    School of Computer and Information Science

    Individual preparation The short cycle

    Purpose

    Get a good feel or size up for the case

    Step 1
    Step 2
    Step 3
    Step 4
    Step 5

    Read opening and ending paragraphs


    Who? What? Why? When? How?
    Quick look at the case exhibits
    Quick review of case subtitles
    Read assignment questions

    School of Computer and Information Science

    Individual preparation The Long Cycle

    Purpose

    Analyse and solve the case

    Part 1
    Part 2
    Step A
    Step B
    Step C
    Step D
    Step E
    Step F
    Step G

    Read the case


    Apply the case solving process
    Define the issue
    Analyse the case data
    General alternatives
    Select decision criteria
    Analyse and evaluate alternatives
    Develop an action and implementation plan

    School of Computer and Information Science

    Examples

    Defining the issue

    Stating problems and questions concerning task


    understanding
    Defining scope of task
    Idea generation (brain storming)

    Gathering
    information

    Statistical data upload


    Sharing of articles
    Making assumptions

    Analysing
    information

    Prioritising information
    SWOT
    Cause analysis
    Qualitative and quantitative analysis of case data
    School of Computer and Information Science

    Examples

    Formulating
    solutions

    Taking a decision
    Implementation details
    Draft versions of individual sections

    Formulating
    justifications

    Reference to a similar case


    Applying theories and models
    Reference to contextual conditions

    Managing group
    work

    Task allocation and deadlines


    Meeting times
    Document layout and number of pages
    Explaining usage of PPT or digital library
    School of Computer and Information Science

    Reading: The normal case outline

    The opening Paragraph


    Organisation Background (Structure,
    Products, Industry, Competition,
    Services, History, Financial Situation)
    Specific Area of Interest
    (Marketing, Finance,
    Operations, Other)

     Facts vs opinions
     Context vs Relevance
     it depends solutions
    (contingency theory)
     Special demands

    Specific Problem or
    Decision
    Alternatives
    (Optional)
    Conclusion
    (Task,
    Deadline

    School of Computer and Information Science

    Case preparation chart

    Case Title
    I. SHORT CYCLE PROCESS
    Name

    Position

     Decision makers &


    responsibilities
     Issues & Significance

    Who:
    Issue(s)

    What:
    Why:

     Reasons
     History / Trends

    When:
    How: (

    Analytical, Conceptual, Presentation


    School of Computer and Information Science

    Case preparation chart

    II. Long Cycle Process


    A. Issue(s)
    Immediate
    1.
    2.
    3.

    Basic
    1.
    2.
    3.

    e
    nc
    rta
    po
    y
    nc
    Im
    ge
    Ur

    Low

    High

    Low

    II

    High

    III

    IV

     Specific vs general
    decisions
     e.g. limited time frame
     e.g. Make of Buy
     Eisenhower about the
    priority of case issues
     I Forget
     II Postpone / III Delegate
     IV Do it

    B. Case Data Analysis

     Cause Effect Diagram:


    Analysing & Sharing Views
    School of Computer and Information Science

    10

    Case preparation chart

    II. Long Cycle Process (continued)

     Creativity
     Theories & concepts from
    readings

    C. Alternative Generation
    1.
    2.
    3.

     Likelihood of events vs
    uncertainty of outcomes

    D. Decision Criteria
    1.
    2.
    3.

     Assessment measures

    E. Alternative Assessment
    Quantitative

    Qualitative

    + N -

    + N -

    + N -

    Decision

    Go Go ?

    ? No No

    ? No No

     Quantitative
    e.g. profit, cost, ROI,
    inventory turn, risk
     Qualitative
    competitive advantage,
    employee morale, ethics,
    flexibility, motivation

    School of Computer and Information Science

    Case preparation chart


    F. Preferred Alternative
    Predicted outcome

    G. Action & Implementation Plan


    Who
    What
    When
    Where
    How

    Timing g
    Milestones

    11

     Rarely only one sensible


    course of action
     Multiplicity of objectives and
    actions require consistent
    argumentation
     Action (& Contingency) Plan

    Missing Information
    Assumptions
    School of Computer and Information Science

    12

    Tools: Cause Effect Diagram (2.b)

    Equipment

    People
    Effect

    Other
    Methods

    Materials

    School of Computer and Information Science

    13

    Tools: List of common decision criteria (2.c)


    Quantitative

    Qualitative

    Profit

    Competitive advantage

    Cost

    Customer satisfaction

    Return of investment

    Employee morale

    Market share

    Corporate image

    Capacity

    Ease of implementation

    Delivery time

    Synergy

    Risk

    Ethics

    Cash flow

    Flexibility

    Inventory turn

    Safety

    Productivity

    Visual appeal

    Staff turnover

    Obsolescence

    Quality

    Cultural sensitivity

    Growth rate

    Motivation

    Quantity

    Goodwill
    School of Computer and Information Science

    14

    Tools: Decision Tree diagram (2.d)


    me
    utco
    le O
    ib
    s
    s
    t Po
    Be s

    Most Likely Outcome


    Wor
    st P o
    ssible
    Outc
    ome

    eA
    ativ
    ern
    t
    l
    A

    Al t e
    rna
    tive

    e
    com
    Ou t
    sible
    s
    o
    tP
    Be s

    Most Likely Outcome


    Wor
    st P o
    ssible
    Outc
    ome

    School of Computer and Information Science

    15

    Tools: Alternative Analysis Matrix (2.f)

    Decision Criteria
    Alternatives
    Cost

    Time

    Ease of
    Implementation

    Customer
    Satisfaction

    1.
    2.
    3.
    4.

    School of Computer and Information Science

    16

    Missing Information and Assumptions 1

    If you think you need more information, be prepared to


    answer the following five questions
    1.
    2.
    3.
    4.
    5.

    What information do I really need to have?


    Why do I think it is critical to have this information?
    Where do I think this information is located? Who has it?
    How much time and money will it take to produce it?
    If provided, what difference will it make to my decision?

    School of Computer and Information Science

    17

    Missing Information and Assumptions 2

     Types of assumptions p.56:


     Context (interpret case context reasonably)
     Normal state of affairs (avoid creating special circumstances)
     Decision criteria (decisions based on non-stated circumstances must be
    clearly identified, e.g. 3 year payback period)
     If A then B assumptions (How do you know?, consider If A than not B)
     The perfect person (e.g. hire the perfect consultant)

    School of Computer and Information Science

    18

    Effective individual preparation

     Do not read the case over and over again, have a road
    map and use the short cycle approach
     Manage your time to avoid interruptions
     Set time limits no analysis gets ever complete
     Additional reading before case readings

    School of Computer and Information Science

    19

    10

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