The Process of Analyzing a Case
A. Read and examine the fact thoroughly and efficiently.
Read the fact uninterruptedly for contempt, noting issues that succeed to the forefront. Read it again. Get all the postulates, making notes encircling symptoms of bearings, source bearings, unresolved issues, and roles of key players. Watch for issues adown the exterior.
B. Identify the bearing(s).
Get a handle for the overall environment by putting yourself in the standing of one of the key players. Seek out the fit issues and bearings.
C. Analyze and evaluate alternatives.
Once the bearings and issues are mere, toil at gaining a fuller knowledge of causes. In what area of the individual do the bearings endure? Why do the bearings endure? What caused them? Examine and evaluate the strengths and weaknesses of the individual’s processes (communication, financial statements, sales reports, etc.). Check out the capability of superintendential competencies. Are the individual’s objectives and strategies coexistent after a while its skills and instrument?
D. Formulate a compact evaluation of the fact.
Examine diverse alternatives. Weigh the pros and cons of each. Are they contrivable? Decide which is most conclusive.
E. Make recommendations.
Draw up your set of recommendations on what must be done and adapt an agenda of regulative actions. What recommendations would you find to the superintendent of this individual?
What particular functions and activities does the individual possess to complete in dispose to explain its bearings? Are the recommendations toilable? Affordable? A amiable government of thumb to flourish is to escape recommending everything you would not do yourself if you were in management’s shoes. Give reasons for your recommendations.