This document provides guidance on how to analyze a case study. It explains that a case study describes an actual administrative situation involving a decision or problem. It then outlines four types of case studies. The document proceeds to describe a two-step process for analyzing a case study: the short cycle process involves quickly reading the case study to understand the key details, while the long cycle process involves an in-depth analysis. Key steps in the analysis include defining the problem, analyzing data, generating alternatives, evaluating alternatives using decision criteria, and making a recommendation. Instructions are also provided for engaging with case studies before, during and after class discussions.

1. Case
Study
Solving procedure
Dr. Tripti Sahu
SBIIMS
Pune

2. What is a Case Study?
 A case study is a description of an
actual administrative situation
involving a decision to be made or a
problem to be solved.

3.  Illustrative Case Studies: They typically
utilize one or two instances of an event to
show what a situation is like.
 Exploratory (or pilot) Case Studies: These
are condensed case studies performed
before implementing a large scale
investigation.
 Cumulative Case Studies: These serve to
aggregate information from several sites
collected at different times.
 Critical Instance Case StudiesThese
examine one or more sites for either the
purpose of examining a situation of unique
interest

4. Step 1: The Short Cycle
Process
 Quickly read the case. Give a quick reading, you
can read only the first few and last paragraphs.
 Figure out the following :
◦ the decision maker in this case, and its position and
responsibilities
◦ What appears to be the issue and its significance for the
organization
◦ Reason for the issue arisen and the role of decision maker
◦ Level of urgency to the situation?
 Give a sincere look to exhibits and the figures
given.
 Review the case subtitles to see what areas are
covered in more depth.
 Read case questions (if any) This may give you
some clues about the main issues.

5. Step 2: The Long Cycle
Process
 A detailed reading of the case
 Analyzing the case.

6. Read to absorb
 Stating paragraph
 Background information
 Specific (functional) area of interest
 The specific problem
 Alternatives
 Conclusion

7. The Case Analyses
step1:
 Defining the issue(s)
 What appears to be the problem(s) here?
 How do I know that this is a problem?
(differentiate the symptoms of the problem
from the problem itself)
 Identify issues that need to be addressed
immediately? (differentiate between issues
that can be resolved within the context of the
case)
 Distinguish importance issues form
urgent ones. deal with important issues in
order of urgency

8. Analyzing Case Data
 Find out the reason behind the issue:
determine cause and effect for the
problems identified:
◦ resources
◦ people
◦ Processes
 Identify the area or people affected
most by this issues?
 Spot limitations and opportunities
 Analyze the numbers

9. Generating Alternatives
 Be practical and implementable
 Never give a decision which require
further investigation
 Doing nothing
 Avoid the meat sandwich method of
providing only two other clearly
undesirable alternatives to make one
reasonable alternative look better by
comparison.
 Think of obstacles present in the way of
implementing the decsions

10. Key Decision Criteria
 Brief, preferably in point form, such as
◦ improve (or at least maintain) profitability,
◦ increase sales, market share, or return on investment,
◦ maintain customer satisfaction, corporate image,
◦ employee morale, safety, or turnover,
◦ retain flexibility, and/or
◦ minimize environmental impact.
 Measurable: at least to the point of comparison, such
as alternative A will improve profitability more that
alternative B.
 Be related to your problem statement, and alternatives.
If you find that you are talking about something
else, that is a sign of a missing alternative or key
decision criteria, or a poorly formed problem statement.

11. Evaluating Alternatives
 Ranking Method
 Pros and Cons
Also consider the long and short
term effect of the alternative choosen

12. Recommendation
 You must have one! Business people
are decision-makers; this is your
opportunity to practice making
decisions. Give a justification for your
decision (use the KDC's). Check to
make sure that it is one (and only one)
of your Alternatives and that it does
resolve what you defined as the
Problem.

13. Instructions for students
Before the class discussion:
◦ Read the reading assignments (if any)
◦ Use the Short Cycle Process to familiarize
yourself with the case.
◦ Use the Long Cycle Process to analyze
the case
◦ Usually there will be group meetings to
discuss your ideas.
◦ Write up the case (if required

14. Instructions for students
In the class discussion:
◦ Someone will start the discussion, usually
at the prompting of the Instructor.
◦ Listen carefully and take notes. Pay close
attention to assumptions. Insist that they
are clearly stated.
◦ Take part in the discussion. Your
contribution is important, and is likely a
part of your evaluation for the course.

15. Instructions for students
After the class discussion:
◦ Review ASAP after the class. Note what
the key concept was and how the case fits
into the course.