1. Situation In this section of the case analysis, you will focus on identifying situational aspects that have led to the situation being reported in the case. These aspects should include relevant context, people-related, and organizational factors that have contributed to the current situation. Please note that the focus of this is to highlight the Organizational Behavior (OB) related issues; however, it is understood that other management-related issues may also contribute to the situation. Remember to cite appropriately.
2. Problem The situational profile leads to the identification of the major problem in the case. For example, the case may frame the problem as personality and attitude, but the underlying OB problem may relate to organizational structure. Thus, you must analyze the situation deeper to uncover the foundational OB problem. In a case, there may be several problems; however, there is likely only one MAIN problem. All the other factors that appear to be problems are symptoms of the main problem. In this section, you will identify the main problem and explain why it represents that main OB problem in this case. Include specific examples from the case, and external sources to support your position. Be clear in your statement of the problem.
3. Case Question(s) Identify the specific questions that must be addressed in order to solve the central problem identified. Think of what you would need to know in order to make a decision on how to solve the problem you have identified. Please note that these questions MUST be related to the problem that you have identified and you must explain why an answer to each question is necessary to solve the problem. What information do you have to know to solve the problem? Questions unrelated to solving the problem or those that are general and not specific to your problem will not meet these criteria. Consider internal and external factors that may have influenced the current situation, whether mentioned in the case or not. Think about the functional information required in order to accurately address the central problem. List each question and explain why each is pivotal to solving the identified problem. Be clear and specific in your answers.
4. Alternative “Solutions” (3) Present three separate and independent courses of action to solve the problem. Be sure to explain the course of action, the organizational actors and resources required to complete, the benefits and risks of said action, and how/why the action could potentially solve the problem. Each action MUST solve the problem identified, independent of the others. Make your case with the support of external sources. Number each alternative solution as 4a, 4b, 4c. 5. Recommend Identify and recommend the solution that is most tenable. Provide evidence to argue in favor of the chosen solution, explaining why this solution is the most tenable and appropriate to solve the problem identified. Assume you are presenting your idea to the organizational decision-makers; you want and need their agreement and support. Present a persuasive argument as to why this solution is the best solution to the problem by demonstrating your knowledge of the course material, the field of Organizational Behavior (OB), and other relevant factors as support for your argument. OB language must be used. Thoroughly support your position using external sources.
6. Prediction Briefly predict and paint a picture of what the situation looks like AFTER implementation of your recommended solution. How would the situation as outlined in your response to the Situation (#1 above) change? How does the organizational experience change for the actors involved? Please note this is not a conclusion; it is a prediction of what the outcome will be after your recommendation is implemented.
