By- Prof. Bholanath Dutta
Department of MBA
CMR Institute of Technology
THE CASE METHOD
How the Case Method Works
When students are presented with a case, they place
themselves in the role of the decision-maker as
they read through the situation and identify the
problem they are faced with. The next step is to
perform the necessary analysis - examining the
causes, considering alternative courses of action to come to a set of recommendations.
Prof. Bholanath Dutta/CMRIT/MBA Dept
THE CASE METHOD…
To get the most out of cases, students must read
and reflect on the case and then often meet in
small study groups before class to "warm up" and
discuss their findings with other classmates. In
class - under the questioning and guidance of the
professor - students probe underlying issues,
compare different alternatives, and finally, suggest
courses of action in the light of the company's
objectives.
Prof. Bholanath Dutta/CMRIT/MBA Dept
THE CASE METHOD…
As a case study unfolds in class, students do 85%
of the talking, as the professor steers the
conversation by making occasional observations
and asking questions. This classroom interaction
is enriched by the 80-90 individuals from diverse
industries, functions, countries, and experiences.
Prof. Bholanath Dutta/CMRIT/MBA Dept
THE CASE METHOD…
During the course of their management education,
students study and prepare hundreds of cases - a
transforming experience that helps them to
recognize the unique aspects of different
situations, define problems, suggest further
avenues of analysis, and devise and implement
action plans. Once they finish the program,
management graduates have the confidence they
need to go off and tackle the many business
challenges they will face in their careers.
Prof. Bholanath Dutta/CMRIT/MBA Dept
CASE STUDY IN MANAGEMENT
EDUCATION
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In a manner similar to that used in law and medical
education
May deal with an organization or a sub-unit
Multi-functional: Diversification, merger,
restructuring, corporate planning
Functional: Human resources management,
interpersonal skills, organizational behavior,
accounting/ finance, marketing
Fosters critical thinking
Facilitates structured learning in groups
Prof. Bholanath Dutta/CMRIT/MBA Dept
WHAT IS A CASE?
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Narrative of an actual or realistic situation or
problem (in written or filmed form), which needs a
decision
A case for teaching usually presents information,
but not analysis
It is an exercise in building analytical bridges
between theory and actual or simulated “real life”
situation
Cases are written to highlight specific aspects of
a situation to serve as a manageable teaching aid
Prof. Bholanath Dutta/CMRIT/MBA Dept
WHY CASES?
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Simulates events in the corporate world
Provides practical orientation and value addition
to theory
Not possible to have extended internships
Management is a very vast field with many
divisions
More comprehensive coverage of subjects
Prof. Bholanath Dutta/CMRIT/MBA Dept
MORE ON “WHAT IS A CASE?”
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Information supplied in the case is frequently
partial and, at times, even misleading or biased
Alternatively, the sheer volume of information
given is overwhelming
To further complicate matters, the problems
presented are both ambiguous and complex (and
so are real life situations too)
Generally, a case has no single “correct” answer.
There are only choices, and the reasons behind
them – some better and some worse than the
others
Prof. Bholanath Dutta/CMRIT/MBA Dept
LEARNING THROUGH CASES
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Requires working together in a group to analyze
and solve a problem
Unlike lectures, case discussion demands your
ideas and active participation (from passive
listener to active contributor)
One cannot learn driving by listening to a lecture
about it. Likewise, analyzing and decision
making have to be learnt through practice
Prof. Bholanath Dutta/CMRIT/MBA Dept
LEARNING THROUGH CASES...
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Requires more intensive effort, particularly on
the part of the students, but offers
corresponding rewards
Repeated exposure to cases improves skills in
analyzing and dealing with ambiguous situations
and incomplete information – there may be no
easy, definite or correct solutions
Encourages participative learning, learning from
alternative opinions presented by others –
listening and articulating
Prof. Bholanath Dutta/CMRIT/MBA Dept
SOME DOUBTS ABOUT CASES
Students may ask:
 What are we supposed to do?
 What are we learning?
 Why doesn’t the teacher teach?
Prof. Bholanath Dutta/CMRIT/MBA Dept
RESPONSES TO THE DOUBTS
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Case method advocates student-centered
learning rather than instructor-centered teaching
Student experience as a process of continuous
discovery
Creates a context for learning:
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Orchestrates targeted, yet flexible discussion
Motivates and elicits student participation
Synthesizes student-generated ideas
Faculty plays the role of devil’s advocate
Prof. Bholanath Dutta/CMRIT/MBA Dept
TYPES OF MANAGEMENT/
BUSINESS CASES
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Specific evaluation cases
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Specific decision cases
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Describes what a company has done.
Purpose: to understand and evaluate the company’s
actions.
Company faces a specific problem.
Purpose: to consider alternative actions and arrive at
a decision.
General evaluation and appraisal cases
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Case includes unstructured information.
Purpose: evaluation, appraisal and recommendation.
Prof. Bholanath Dutta/CMRIT/MBA Dept
CASE LEARNING
PHILOSOPHIES
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Provides a context in which students can
use and test analytical tools and models.
Not just about description but
understanding underlying patterns.
Interest should be in concepts, tools and
models rather than chunks of reality.
Don't learn cases, learn with cases!
Prof. Bholanath Dutta/CMRIT/MBA Dept
ARRIVING AT A SOLUTION
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Depends on the nature of the case.
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Quantitative problems require specific solutions.
Subjective/judgmental matters may not be solved by
one unique outcome/decision.
When the class is struggling with the case it
sometimes helps to hear the teacher’s view.
For some cases the teacher may know what
the company actually did.
It is very important that the recommended
course of action is consistent with the
analysis.
Prof. Bholanath Dutta/CMRIT/MBA Dept
PREPARING FOR A CASE
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Get a quick sense of the whole case from the title,
headings, outline, introduction & conclusions
Does it require a decision, if so by whom, about
what and with what objectives? Who are the other
parties in the case and what are their objectives?
Now re-read the case carefully, underlining or
highlighting the main facts
Identify key problems or issues on paper. Then sort
out relevant information for each problem; and the
resources & constraints associated with each
Identify and rank alternative policies/decisions,
possible
courses
of actionDept
and their consequences
Prof.
Bholanath Dutta/CMRIT/MBA
CASE ANALYSIS
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Real life situations are multi-faceted; avoid being
confined to a few symptoms – understand the
problems and issues in their totality
The “obvious solution” could be based on
assumptions not validated, and may be quite
superficial
Evaluate backgrounds and behavior of significant
people, deduce limitations imposed by the
environment, question assumptions, consider
alternatives, weigh pros and cons of each possible
action before deciding on specific actions
Prof. Bholanath Dutta/CMRIT/MBA Dept
PROBLEM SOLVING
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Comprehend and capture the core information and
issues
Reflective observation: Stand back and assess the
situation without premature value judgment or
fixing blame
Draw upon relevant theories and concepts to place
the data in a conceptual framework and put
boundary limits on the problem
Develop and test alternative hypotheses to arrive at
possible decisions and solutions
Prof. Bholanath Dutta/CMRIT/MBA Dept
IMPORTANT FACTORS TO BE
CONSIDERED
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Nature of industry/product and technology involved
Size of the organization
Type of ownership/management - its culture/style
The informal and formal organization structure
Resources in terms of money, people, etc.
Strengths and weaknesses of the organization and
individuals
Organizational and individual objectives – conflicts,
if any
Competition, business environment & other
external factors
Prof. Bholanath Dutta/CMRIT/MBA Dept
CASE DISCUSSION
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Be prepared to present your views with conviction
Be prepared to listen to others with an open mind
Complete the discussion on one point, before
moving on to the next.
Try to link your comments to those of others;
minimize repetition
Ensure that the discussion moves forward towards
a constructive solution. Stay focused
Give opportunity for all to contribute
Do not hesitate to admit confusion, seek
clarification or simply be wrong
Prof. Bholanath
Dutta/CMRIT/MBA
Avoid over
dominating
andDept
mundane comments
CASE PRESENTATION
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Identify important points, organize them logically,
and state them succinctly while noting important
assumptions
Provide supportive evidence and persuade others
to accept your positions
Be willing to answer questions, respond to criticism
Consider new evidence and be prepared to modify
an earlier position when warranted
Prof. Bholanath Dutta/CMRIT/MBA Dept
WORKING AS A
TEAM MEMBER
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Ensure that the division of labour is equitable
Communicate with your other team members
Work as a team
Plan and structure team meetings
Prof. Bholanath Dutta/CMRIT/MBA Dept
EFFECTIVE CASE ANALYSIS
PROCESS: Step 1
GAINING FAMILIARITY:
 Determine who, what, when, where, how & why
 Identify places, persons and activities of the
organization
 Recognize the degree of certainty/uncertainty of the
available information
Prof. Bholanath Dutta/CMRIT/MBA Dept
EFFECTIVE CASE ANALYSIS
PROCESS: Step 2
RECOGNIZING PROBLEMS/SYMPTOMS:
 List issues/problems
 Ensure that symptoms are not assumed to be the
problems
Prof. Bholanath Dutta/CMRIT/MBA Dept
EFFECTIVE CASE ANALYSIS
PROCESS: Step 3
IDENTIFYING THE GOALS:
 Identify critical statements by major parties
 List all goals that can be reasonably inferred
Prof. Bholanath Dutta/CMRIT/MBA Dept
EFFECTIVE CASE ANALYSIS
PROCESS: Step 4
CONDUCTING ANALYSIS:
 (a) Decide which
models/ideas/theories
seem useful
 (b) Apply these conceptual
tools to the situation
 As new information and
insights are revealed, loop
back to items (a) and (b)
above
Prof. Bholanath Dutta/CMRIT/MBA Dept
EFFECTIVE CASE ANALYSIS
PROCESS: Step 5
MAKING THE DIAGNOSIS:
 Identify goal inconsistencies
 Identify problems – discrepancies between
goals and performance
 Prioritize problems
Prof. Bholanath Dutta/CMRIT/MBA Dept
EFFECTIVE CASE ANALYSIS
PROCESS: Step 6
ACTION PLAN:
 Specify and prioritize criteria used to choose action
alternatives
 Discover/invent alternatives
 Examine the consequences of each alternative
 Select a course of action
 Design an implementation schedule/plan
 Create a plan for assessment of the plan to be
implemented
Prof. Bholanath Dutta/CMRIT/MBA Dept
CAUTION
( to be followed in both written and oral case analyses,
discussions and presentations and also in real life situations)
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Avoid overstatements, emotionally laden words or
premature value judgments that may cloud one’s
perceptions
Avoid dealing with broad generalizations or policy
issues rather than the specifics of the case
Avoid impractical statements that would require a
sudden personality or behavioral change
Go beyond the obvious, look for cues or nuances
that may suggest other approaches. Avoid quick fix
solutions
Don’t be superficial, examine alternatives, think
carefully
Prof. Bholanath Dutta/CMRIT/MBA Dept
CAUTION…
( to be followed in both written and oral case analyses,
discussions and presentations and also in real life situations)
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Avoid looking for who is to blame rather than trying
to understand why people behaved as they have.
Most people are well intended and try to do their
best under the given circumstances
Avoid the temptation to “fire” someone, reorganize
or form a task force. These things may prove useful
after analysis, but are often used to avoid the
needed analysis
Prof. Bholanath Dutta/CMRIT/MBA Dept
Prof. Bholanath Dutta/CMRIT/MBA Dept