Written Case Analysis Model Step 1: Problem Identification

Written Case Analysis Modelstep 1problem Identification The First St

The first step in your written analysis is to explicitly identify the major problem(s) in the case in one or two clear and precise sentences. For example, "The major problem in this case is a 15 percent increase in employee turnover compared to last year's rate." Herbert Simon, who received a Nobel Prize for his work on management decision making, has defined a problem as "a deviation from a standard." In other words, one way to identify a problem is to compare some desired state or objective with the actual situation. A problem or series of problems may prevent the organization from reaching its objectives or goals.

A key point here is that in order to define a problem, there must be some type of standard for comparison. Possible standards include the organization's stated objectives or goals, objectives or goals of competing organizations, or standards based on normative prescriptions from human resource management theory. It is important to remember that problems reside in the present. The problem is here and now!

Step 2. Identify the Causes of the Problem. Before proposing alternative solutions, the decision maker must have a clear understanding of the underlying causes of the problem. HRM problems are usually embedded in a larger context. This means the decision maker must examine internal and external environmental factors over time to isolate causal factors. Causes of problems tend to be historical in nature.

To formulate a solid understanding of the specific causes, you should search for root causes and use relevant course concepts and theories to better define them. The "question syndrome" approach may be beneficial here: Why did the problem occur? When did it begin? Where does it occur? Where doesn't it occur?

What effective HRM practices should the organization be using? What has the organization failed to do? What are the antecedents of the problem? Posing these questions will help you to probe beyond the symptoms to the root causes of the problem. The process of identifying the causes of a problem is very much like hypothesis testing. You should set forth possible causes and then test them against the facts in the case. In writing this section, it is important to present a plausible discussion of the causes so as to convince the reader that your analysis is correct.

Step 3. Select Criteria. Your decision criteria serve to allow you the opportunity to evaluate each of your alternatives using the same measures. Many of the criteria that you will utilize in making HR decisions are qualitative in nature. There is a short list presented in your packet. In reality, all of these come into play. But importance to any problem will be different, which will require you to prioritize these for each different case. We will prioritize this list and use the most important three for each set of alternatives.

Step 4. Alternative Solutions. This step involves developing alternative solutions and evaluating their contributions to resolving the problem(s) identified. Proposed alternatives should be consistent with the problem(s) and cause(s) identified. You should attempt to develop at least three possible alternatives. For many cases, you may be able to propose more than three. List each of your alternatives and the advantages and disadvantages associated with each.

Keep the following criteria in mind as you evaluate your alternatives: time constraints, feasibility, cost, contribution to meeting the organization's objectives, and possible negative side effects. Developing a list of good alternatives involves creativity and avoiding preconceived attitudes and assumptions. It may be useful to brainstorm possible solutions before weighing their advantages and disadvantages.

Step 5. Select the Best Alternative. Indicate the alternative you have chosen to solve the problem. It is important here to justify why you chose a particular solution and why it will best resolve the problem(s).

Step 6. Implementation Steps. Now that you have a solution, you must develop appropriate action plans to implement it. In this section of your written analysis, you want to specify, as much as possible, what should be done, by whom, when, where, and in what sequence. For example: Who should implement the decision? To whom should it be communicated? What actions need to be taken now? What actions need to be taken later?

If you recommend that the organization revise its performance appraisal process, give as much detail as possible on the content of the revisions. Finally, in this section you should also indicate follow-up procedures to monitor the implementation of your solution to ensure that the intended actions are taken and that the problem is corrected.

While these steps have been presented in linear fashion, case analysis does not involve linear thinking. You will probably find yourself thinking about all of the parts of the analysis simultaneously. This is perfectly normal and underscores the complexity of decision making. To present a clear written analysis, however, it is important to write up your report in the analytical form just described.

As you gain experience with the case method, you will end the course with a better understanding of both your problem-solving ability and effective human resource management practices. Pitfalls in Analysis: amateurs at case analysis often encounter the pitfall of jumping to a conclusion, which in effect bypasses analysis. For example, a student may readily observe some overt behavior, quickly identify it as objectionable and, therefore, assume it is a basic problem. Later, with some dismay, the student may discover that the prescribed action had no effect on the "problem" and that the objectionable behavior was only a symptom and not the actual problem.

It might be helpful at this point to assess your decision-making style. Complete the following assessment.

Decision-Making Styles

There are various decision-making styles, including reflexive, consistent, and reflective. To determine your decision-making style, answer the questions in the following Self-Assessment. Select the answer (1 to 3) that best describes how you make decisions.

• A: Overall I'm ____________ to act. 1. quick 2. moderate 3. slow
• B. I spend __________ amount of time making important decisions as/than I do making less important decisions. 1. about the same 2. a greater 3. a much greater
• C. When making decisions, I ________ go with my first thought. 1. usually 2. occasionally 3. rarely
• D. When making decisions, I'm ________ concerned about making errors. 1. rarely 2. occasionally 3. often
• E. When making decisions, I ________ recheck my work. 1. rarely 2. occasionally 3. usually
• F. When making decisions, I gather ________ information. 1. little 2. some 3. lots of
• G. When making decisions, I consider ________ alternative actions. 1. few 2. some 3. lots of
• H. When making a decision, I usually make it ________ before the deadline. 1. long 2. somewhat 3. just
• I. After making a decision, I ________ look for other alternatives, wishing I had waited. 1. rarely 2. occasionally 3. usually
• J. I ________ regret having made a decision. 1. rarely 2. occasionally 3. often

To determine your style, add the numbers that represent your answers to the 10 questions. The total will be between 10 and 30. Place an X on the continuum at the point that represents your score. Scores of 10-16 indicate reflexive, 17-23 indicate consistent, and 24-30 indicate reflective decision-making styles.

Groups also have a preferred decision-making style based on how members make decisions. Changing the "I" to "we," answer the 10 questions as a group rather than individually.

Further insights on decision styles and problem-solving:

Reflexive decision makers prefer quick decisions but risk errors or poor choices. Reflective decision makers take more time, ensuring thorough analysis but risk procrastination. Recognizing your style aids in improving decision quality. When solving organizational problems, understanding the problem's level—whether intrapersonal, interpersonal, organizational, or environmental—is crucial for effective resource application and intervention.

In case analysis, avoid jumping to conclusions based on superficial symptoms. Focus on identifying root causes and verifying causal relationships among facts. Remember that problems are situated in the present; thus, clarifying the current situation is essential for effective solutions.

Conclusion

Effective case analysis requires systematic problem identification, thorough cause analysis, clear criteria for evaluating solutions, creative development of alternatives, and detailed plans for implementation. Being aware of common pitfalls and decision-making styles enhances your analytical skills. Developing these competencies will optimize your capacity to diagnose organizational issues accurately and propose sustainable, effective solutions rooted in sound human resource management principles.

References

• Herbert Simon. (1977). The New Science of Management Decision. Prentice-Hall.
• Vroom, V. H., & Yetton, P. W. (1973). Leadership and Decision-Making. University of Pittsburgh.
• Schriesheim, C. A., & Eisenbach, R. J. (1995). Decision-making styles: A review and implications for human resource management. Journal of Management.
• Hersey, P., & Blanchard, K. H. (1988). Management of Organizational Behavior: Utilizing Human Resources. Prentice-Hall.
• Mintzberg, H. (1976). Planning on the Left Side and Managing on the Right. California management review.
• Baker, M. (2010). Decision-making in organizations: A guide to effective management. Organizational Dynamics Journal.
• Goleman, D. (2000). Leadership that Gets Results. Harvard Business Review.
• Stanton, T. H. (2004). Human Resource Management. McGraw-Hill Education.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Roberts, P. (2012). Problem-Solving and Decision-Making: Approaches and Techniques. Journal of Applied Management.