MGMT 1P96 Fall 2018 Section # 2/Section # 3 Qualitative Method of Case Analysis EOPT Theory CASE ANALYSIS GUIDELINE DESCRIPTION This document was prepared by Michael Robertson and edited by Jacqueline Glenney. It was designed to help students in MGMT 1P96 understand the case analysis process following the qualitative method. Goodman School of Business |Qualitative Method of Case Analysis - Fall 2018 1 INTRODUCTION TO QUALITATIVE CASE ANALYSIS - EOPT THEORY Qualitative case analysis, as distinct from the quantitative method, deals with organizational issues that impede or prevent companies from being effectively organized. Qualitative case analysis is typically used in Organizational Behaviour, Human Resource Management, Organizational Change, Industrial Relations or any venue that is significantly impacted by human interaction. This type of analysis identifies inconsistencies, incongruities and conflicts that are sub-optimal and allows the analyst to prescribe solutions that address both the acute problems facing the organization (the individual events or actions observed) and the chronic, underlying conditions that promote these sub-optimal conditions. 1. OVERVIEW The overview is a 5 – 7 sentence paragraph that establishes the context in which any analysis or decision must be made for the case in question. This section of the report indicates to the reader that the analyst (You) understands the circumstances of the organization’s dilemma. The writer must identify the key people involved, most critical event or events that have happened and the situation that has resulted. Finally, the writer must detail the apparent decision(s) that must be made. Note: This is not an introduction and absolutely no conclusions are drawn at this point. The writer is merely explaining what he or she perceives is the present situation. This is extremely important as the writer establishes his or her credibility immediately with the reader to the extent that one demonstrates one’s depth of understanding. 2. PROBLEMS These are merely the list of those events, situations, actions or behaviours that are not appropriate to the organization at the time of the case in the context of the decision that the analyst is required to make. Relevance to the problem is crucial, as there are always aspects of the organization that appear sub-optimal but are not helpful in the present situation if addressed to the exclusion of other problems. You should group these problems into different categories so you can see the most relevant problem areas more easily. Typically, problems are drawn directly from case fact. This is a wholly objective task. Identifying causal linkages between certain problems by using words like “because” or “as a result of” are inappropriate at this stage. That occurs in the next section. 3. CAUSES Causes are the contextualization of the problems in terms of theory. Theory will uncover the chronic conditions that exist which have allowed the acute problems to surface. Goodman School of Business |Qualitative Method of Case Analysis - Fall 2018 2 EOPT Theory is an Open Social Systems approach to organizations that seems to work very well here. One concerns oneself with the “lack of fit” between any of three elements of the company: Organization, People and Task. Organization can be seen in two contexts: Structure and Processes/Systems. Structure is the physical organization of the company (ie: types and number of employment positions). Processes/Systems are the procedures and policies a company used to control its workforce. People are viewed as individuals and as groups. Task is what and how work is done. For example, as the commoditization of the PC occurred in the 1990’s, IBM recognized that the company’s main tasks had changed. IBM could no longer compete effectively for the consumer computer market. Hence the entrance of IBM into the IT services market. Internally, there was a “lack of fit” between the people, those who worked making and selling PCs, and the task, providing information services. Knowing this allowed IBM to address issues such as retraining, recruiting, job analysis, etc. Simply addressing a workforce that was unable to do the job, “the decision”, would have been only effective in the very short term. 4. GOALS “Goals” is the identification of the “end-state” conditions that are required for the company in question in order for it to be “effective.” This is a critical part of every analytical assignment. These describe the future circumstance and are concrete and measurable conditions that you must assess the alternative courses of action (see next paragraph). It requires the analyst to list three or four conditions that are critical for the future of the organization. Sales and profit are easy to identify but making these concrete and measurable is more difficult. Production effectiveness or increased output is easier and showing enhanced communication capacity is easier still. The key is to be able to express most goals in measureable terms. It is strongly recommended that you concentrate on the goals you identify as they will provide you with tremendous insight regarding all the other elements of qualitative case analysis. They will allow you to assess the relative impact of the problems in the case and allow you to prioritize them. You will be able to assess the impact and significance of the causal relationships you have uncovered. And, most importantly, these “goals” will help you to rank order the various alternative action strategies you identify. 5. ACTION ALTERNATIVES These are the alternative courses of action or strategies that are available that will address the causes of the organization’s problems. Again, relevance is crucial. They must be relevant to the underlying causes identified above. By addressing the causes, the conditions that allow for ineffective systems or behaviours are eliminated. It is necessary to identify how well each alternative meets of the organization’s goals in the instant case. Having done this you will have measurably demonstrated which one of the alternatives is the best. Goodman School of Business |Qualitative Method of Case Analysis - Fall 2018 3 6. RECOMMENDATION/IMPLEMENTATION This is the detail of the analyst’s preferred course of action. It must include explicit steps to be taken, timing of those steps, costs incurred and what human resources are involved in the delivery of the solutions. This is the most critical part of any report and the only portion that will see the light of day in the “real world”. So it is important that the writer be rigorous in explaining both the process by which the solution is implemented and the merits of the solution in relationship to the aforementioned goals of the initiative. 7. CONTINGENCY The contingency is a 3-4 sentence section that identifies an alternative course of action in the event that your original recommendation fails. Following the implementation of your recommendation (above in #6) you may find circumstances change, people react in unanticipated ways or you were simply wrong. The organization needs direction at this point as well. The writer who briefly details a contingency demonstrates the foresight that anticipates an uncertain future. However it is critical that the writer recognize that time has passed and resources have been expended and this contingency is designed in that context. Therefore, the writer must establish the point in time when the organization must be reexamined to assess success or failure of the original course of action recommended in step six, above. EXECUTIVE SUMMARY FOR QUALITATIVE CASE ANALYSIS The purpose of the executive summary is to provide the reader with a quick snapshot of the report. This section acts as a logical skeleton of the report where it presents the most important elements so that if the reader does not have time to read the entire report, he/she can gain a clear understanding of the report by reading the executive summary. The length of an executive summary depends on the length of the report, the instructor’s practices or the organization’s practices. As an example, a 50 page report would require a rather lengthy Executive Summary of approximately five pages in length. For MGMT 1P96, an Executive Summary would be no more than one page in length, single spaced which is approximately 800 words. It is placed at the beginning of the case report, even though it is the last section that is written up. It should contain six paragraphs as follows:       Paragraph One = Overview Paragraph Two = Problems Paragraph Three = Causes Paragraph Four = Goals Paragraph Five = Action Alternatives Paragraph Six = Recommendation, Implementation and Contingency Goodman School of Business |Qualitative Method of Case Analysis - Fall 2018 4 Work Smart Tip for Qualitative Case Analysis Take a blank piece of paper and draw crossed lines that quarter the page. Apply the above headings and use this to order the analysis as the analyst is brainstorming the case in question. One can begin to insert information and analysis in any part of the grid as they occur. Eventually the page is filled and a coherent analysis will become evident. Qualitative Analysis Tool Overview Problems Causes Action Alternatives Goals Recommendation/ Implementation Contingency Goodman School of Business |Qualitative Method of Case Analysis - Fall 2018 5