Prepare a 1,400 to 1,750-word case study analysis paper.
Writing the Case Analysis
Written case analyses are short, structured reports.
Usually, the instructor will ask for between two and ten typed pages, depending
upon the complexity of the case. Some case studies are assigned as individual
efforts; others are group projects. Still others may be a partial group effort,
with the group collaborating in the analysis and each individual student being
asked to prepare a separate written analysis.
Your task, in writing your case analysis, is to combine
aspects of the case and key issues with your perceptions and supported
opinions. You must then examine alternatives, choose the most viable solution,
and provide evidence to support your views. You obtain this evidence from class
discussions, your text readings, outside research, and your personal
Determine how you want to present your views and
structure your paper.
Most case studies follow a prescribed format and
structure and can vary depending upon the course in which it is used, such as
those discussed next. Check with your instructor regarding his or her
preference as to the sections of the case study analysis report. Case study
analyses are written as reports with headings, not as essays. The report should
clearly identify the relevant sections for the reader.
Use standard APA format to develop a title page.
Determine a thesis. Summarize, in one sentence, the
principal outcome of your analysis. This is the thesis for your report and
should be clearly stated in the first few paragraphs. The introduction
identifies the central problem.
Take the central problem, and place it in a context for
the reader providing background information about the case. Do not reiterate or
rehash the facts stated in the case. Rather, place the case in a research
context. The background section demonstrates to the reader that you have
conducted research, either academically or in the field, regarding the types of
problems that the case study describes. Be sure that your written presentation
focuses your diagnosis of the problems on the most important issues.
This is where you identify your thoughts about the
problems that exist. It is considered a very important part of the report.
Start with the “who-when-where-what-why-how” typical questions (Gerson &
Gerson, 2002). Ask yourself here as you ponder the situation: “What are the
problems at this company?” There certainly is usually more than one problem.
Identify the ones you see as being instrumental to the success of the company
or its project.
Now that you have conducted research and placed the
problem(s) into a context, you will have informed choices about the alternative
solutions to the problem(s).
You are not expected to analyze all possible
alternatives. However, you should have considered several alternatives when you
formed your opinion about the case. Discuss these alternatives and why you
rejected them in determining your solution to the case. Why are these viable
alternatives? What are the constraints (e.g. money, time, personnel, resources)
imposed and the reason that you do not recommend the alternative at this time?
Discuss your proposed solution providing support with
solid evidence. Generally, you should only provide one proposed solution. Keep
in mind that in the context of the case study, the characters or company can
only start on one solution at a time. Which one do you propose and why? Justify
why this solution is the best option through a logical argument supported by
The proposed solution should be specific and realistic.
If appropriate, you may conclude your written analysis
with a discussion of the implications of the problems you identified on the
functioning of the organization or on the relationship among individuals in the
case. You may also want to make recommendations for further action that might
be taken to resolve some of these issues. Be specific about what should be done
and who should do it. This section discusses specific strategies that the
individuals in the case can do to accomplish the proposed solution.
In early April, Carl Robins, the new campus recruiter
for ABC, Inc., successfully recruited several new hires in spite of having been
at his new job for only six months; this was his first recruitment effort.
He hired 15 new trainees to work for Monica Carrolls,
the Operations Supervisor. He scheduled a new hire orientation to take place
June 15, hoping to have all new hires working by July.
On May 15, Monica contacted Carl about the training
schedule, orientation, manuals, policy booklets, physicals, drug tests, and a
host of other issues, which Carl would coordinate for the new hires. Carl
assured Monica that everything would be arranged in time.
After Memorial Day, Carl was at his office and pulled
out his new trainee file to finalize the paperwork needed for the orientation
on June 15. While going through the files, Carl became concerned. Some of the
new trainees did not have applications completed or their transcripts on file,
and none of them had been sent to the clinic for the mandatory drug screen. He
then searched the orientation manuals and found only three copies with several
pages missing from each.
Frustrated, he went for a quick walk. Upon his return to
the office, he decided to check out the training room for the orientation.
There, he found Joe, from technology services, setting up computer terminals.
Carl reviewed the scheduling log and found that Joe had also reserved the room
for the entire month of June for computer training seminars for the new
database software implementation.
Carl panicked. He went back to his office, put his head on
his desk, and thought to himself, "What am I going to do?"
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