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CASE STUDY Format

This document outlines the typical format for analyzing an organizational development case study. It includes 9 sections: 1) Point of view, 2) Time context, 3) Statement of the problem, 4) Statement of objectives, 5) Areas of consideration using SWOT analysis, 6) Assumptions, 7) Alternative courses of action, 8) Conclusion and recommendation, and 9) Plan of action. The format provides a structured approach to defining the problem, considering alternatives, and developing a recommended solution along with an action plan.

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charles jacob rodrigo
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154 views10 pages

CASE STUDY Format

This document outlines the typical format for analyzing an organizational development case study. It includes 9 sections: 1) Point of view, 2) Time context, 3) Statement of the problem, 4) Statement of objectives, 5) Areas of consideration using SWOT analysis, 6) Assumptions, 7) Alternative courses of action, 8) Conclusion and recommendation, and 9) Plan of action. The format provides a structured approach to defining the problem, considering alternatives, and developing a recommended solution along with an action plan.

Uploaded by

charles jacob rodrigo
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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ORGANIZATIONAL DEVELOPMENT

CASE STUDY
FORMAT

Reference: Pamantasan ng Lungsod ng Maynila


I. POINT OF VIEW

Any decision maker or person who is


in the position to make the final
recommendations as mentioned in the case.
II. TIME CONTEXT

It is the first suggested outline in solving


business cases. Students needs to
specify the time context (month and year) if
case facts are explicit about it. The time
context should tell us when the problem
was observed; which required the necessity
of an action. A business problem requiring
an action during world war will have a
different action if it were to be tackled
today. In short, a business problem will
have different solutions, under different
political and economic environments.
III. STATEMENT OF THE PROBLEM

This defines the perceived problem in the case which becomes the subject
of the analysis. It may be presented in declarative or question form.
These are the goals which the case analysis
IV. STATEMENT hopes to achieve. The basically

OF THE
satisfy the test of SMART (Specific,
Measurable, Attainable, Realistic, and

OBJECTIVES Time-bound)
V. AREAS OF
CONSIDERATION
State the internal and external environment of the
company/firm through SWOT (Strengths,
Weaknesses, Opportunities, and Threats) Analysis.

Strengths: characteristics of the business


or project that give it an advantage over
others
Weaknesses: are characteristics that place the
team at a disadvantage relative to others
Opportunities: elements that the project could
exploit to its advantage
Threats: elements in the environment that
could cause trouble for the business or
project
VI. ASSUMPTIONS

These are the factors that are not clear or not specifically stated in

the case. You need to clarify these factors and state them as

assumptions to limit the analysis. In layman’s terms, the assumptions

you will list here will be the boundaries of your analysis. It will also

help the panelist to understand the reason behind the items you list in

your case analysis.


These are the possible solutions to the problem identified. Each
ACA must stand alone and must be able to solve the stated problem

VII. and achieve the objectives. Each ACA must be mutually exclusive,
I.e., the student must choose an ACA to the exclusion of the others.
ALTERNATIVE Each ACA must be analyzed in the light of the SWOT analysis and
COURSES OF assumptions, if there are any. Advantages and disadvantages of

ACTION (ACA) each ACA should be clearly stated. If the case contains
enough information/data, advantages and disadvantages
should be supported quantitatively to minimize bias.
VIII. CONCLUSION /
RECOMMENDATION

Based on the analysis of the ACAs, the


conclusion, recommendation/decision can be
made. There is no need to repeat the analysis
done in the ACA section of the analysis. You do
not need to repeat the analysis which you have
done in the ACA section of the analysis. To
make this part clearer, it is best to come up
with a decision matrix.
IX. PLAN OF ACTION

The plan of action delineates the


series of actions to be undertaken to
operationalize the adopted ACA. To
ensure that the analysis is done
comprehensively, it would be best to
program the plan according to the basic
functional areas and to present the plan by
having column headings for activity,
person/unit responsible/ time frame, and
budget.

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