Management education is one of the world’s most prominent subjects of study, and as it grows, the demand for modern, relevant programs that best prepare students for the corporate world also grows with it.
Case studies have gained recognition as a technique of teaching real-world applications, but they require adaptability in form and content to each audience to achieve the desired results.
A management case study includes a summary of real-world management difficulties as well as possible solutions.
Students, practitioners, and professionals write case studies to help them think critically about challenges and create and execute solutions to complex management problems.
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These are concise case studies that focus on a single subject or topic.
These can be utilized in the classroom or other settings where time for case preparation is restricted.
Short cases, or cases, are becoming more popular as teaching tools in business schools and executive education programs.
A caselet is a valuable adjunct to a lecture since it is concise and focuses on a specific topic.
Short case studies are becoming more popular as teaching tools in business schools and executive education programs.
A short case study is a valuable adjunct to a lecture since it is concise and focuses on a specific topic.
A B-School course session design is more likely to be effective when it includes a balanced mix of cases and caselets, including other pedagogical tools.
A short case study is a condensed form of a case study that is typically two to three pages long.
It can either explain a sequence of events or present an issue or dilemma that necessitates a choice.
Short case studies are becoming increasingly popular as an instructional tool in management education and executive education.
The primary goal of a short case study is to allow the student to apply concepts and insights from theory to the short case study real-life concerns and concerns.
The various methods in which a short case study might help with the learning process are outlined below.
Short case studies are a valuable teaching tool that allows professors to tailor their teaching approach to the demands of the occasion. Experts contrast the ‘Sage on the Stage’ method and the ‘Guide on the Side’ process when addressing management education and learning.
Comprehensive cases are precious for leading a communal learning experience using the ‘Guide on the Side’ technique.
However, due to topic-specific, class-specific, or faculty-specific considerations, a faculty member may pick the ‘Sage on the Stage’ method.
In such scenarios, comprehensive cases can be substituted with the short case study to assist the student in applying concepts learned in lectures.
In brief, while cases can be used in place of lectures, the short case study is used as a complement to classes.
The interaction of facts, logic, and opinion underpins a conversation that leads to management decision-making.
A thorough case study challenges the student to sift through the material supplied, find the key facts, and then utilize reasoning and opinion to reach a set of judgments.
A short case study, because it is concise and focuses on the main topic, generally contains pertinent information.
This requires the student to offer value throughout the case study by rationally justifying his/her viewpoint based on expressed ideas, rather than spending time locating and summarizing pertinent data.
However, it should be made abundantly apparent to the students that in actual life, such a precise formulation of an issue would be the exception rather than the rule.
Short case studies are precious in comparative studies since the faculty may provide a group of short case studies on a specific topic or industry to demonstrate the differences in techniques used by different firms.
For example, a collection of three short case study on segmentation may cover three different industries: consumer goods, industrial products, and services.
A short case study assists students in connecting abstract models and theories to actual circumstances and experience, making the job of the instructor in the classroom easier.
Because of its specificity, professors may direct students’ attention to minor difficulties within the topic – for example, in a marketing class, using buzz marketing as a promotional tactic.
Because of its compact size, a short case study does not interfere with the classroom schedule or the faculty’s time while also speeding up the learning process.
Another benefit of the short case study is its simplicity of development.
Due to its targeted approach and simplicity, educators do not need to spend much time developing a short case study for classroom discussion.
For example, if a faculty member desires to focus solely on the more delicate subtleties of the bidding process in e-procurement, a short case study on reverse auctions in the steel sector may be swiftly constructed.
A balanced combination of cases and short cases in a management school course session schedule is more likely to be effective.
Let’s assume a Sales and Distribution Management elective course comprises four modules: Introduction to Sales and Distribution, Planning and Organizing the Sales Effort, Distribution, Channel Control, and Channel Institutions and Future Trends.
For each module, the session plan may include one or two cases and about three short cases.
These crucial concepts are covered in a brief case study in management. :
The steps for writing a short management case study are as follows.
You may be creating a case study to fulfill an academic obligation or assist in resolving real-world difficulties.
A professional assignment may need you to establish the aim, but an academic appointment will usually arrive with a stated purpose and instructions.
To raise awareness, use an analytical approach.
An analytical case study may best satisfy the purpose of alerting higher management to essential facts and challenges in the early phases of solving management difficulties.
An analytical case study focuses on what happened and why it happened. Choose a problem-solving strategy to identify and resolve enormous difficulties.
Examine the facts, dynamics, communications, and any other pertinent factors of the specific scenario.
Interviewing individuals in an organization, analyzing written papers, or digging up pertinent data are all examples of research.
Describe the object of the case study in the opening statement.
The purpose might be to comprehend an organization’s difficulties or to resolve interdepartmental issues.
Specific facts or difficulties may be frequent in the sector.
Software problems, for example, may be a widespread issue in the technology business, necessitating substantial product testing and quality control teams. Readers should be informed about pertinent aspects.
Focus on the most critical concerns if there are several.
Underlying difficulties may cause some problems.
Conflicts between team members, for example, may arise as a result of confusing workplace regulations or employee responsibilities.
List the most dynamic solutions first, followed by explaining how they will address the main challenges. Address any issues that may arise as a result of the proposed solutions.
For example, cross-cultural disputes in a business may necessitate additional training for managers, requiring cash or a lengthy search for subject matter specialists.
Title- A good team Player
Abstract
After meeting his new boss, an assistant department manager expresses his worry regarding partiality in distributing job assignments in the department.
The following day, the new supervisor firmly advises her assistant to inform her of the names of the assistant managers who are not excellent team players.
Title- On Parole
Abstract
A distressing phone call is received by the new personnel manager of a medium-sized corporation from the parole officer of a recent mail department recruit.
She discovers that the new hire has not been reporting to his parole officer regularly and that he is in prison for viciously assaulting persons he has met at work.
The personnel manager reviews the personnel files and sees that required follow-up procedures were not followed. She is perplexed as to how to safeguard the rights of all employees.
Title-Something is rotting in Hondo.
Abstract
A factory manager is stuck in a bind. The EPA is imposing penalties for a plant’s high emissions.
To comply with EPA regulations, the corporation may either invest in new smokestack scrubbers or schedule significant emissions at night when the EPA does not monitor.
The plant manager is advised that the firm will not acquire the scrubbers and that if the EPA fines continue, the plant may be relocated 15 miles away in Mexico.
That hat would be a terrible blow to the town’s economy, would result in widespread unemployment, and would do little to address the town’s environmental concerns.
Title- Sexual Harassment
Abstract
Because of harassment from a coworker, a newly recruited production manager feels uneasy on the job.
She informs her employer that she intends to take action if this continues, even though the firm has no formal sexual harassment policy.
Title- Safety
Abstract
The associate controller of a medium-sized manufacturing business is concerned about higher management’s lax attitude toward environmental issues.
He discovers during a planning meeting that the company’s new plant will fulfill federal waste treatment criteria but not industry requirements.
Upper management is unwilling to alleviate the issue because its main competitors do not even have the waste treatment capability at the new plant location.
1. A software firm was venturing into a new field of MIS.
This firm was well-known in the software industry. A pharmaceutical business awarded the business a contract for MIS. The project was scheduled to take a year to complete. However, after eight months, a substantial portion of the project remained unfinished.
Failure to complete the job on time may result in a loss of face and lawsuits for the firm. What should the business do?
2. Mr. A is a Senior Manager at a global corporation (Production).
Ms. B was recently made Vice President of the firm, with Mr. A reporting to her.
Ms. B demands a late-evening meeting with Mr. A due to a difficulty in the manufacturing line.
Ms. B makes unwanted moves on Mr. A when he attends the meeting.
Mr. A immediately reports the incident to the company’s human resources manager.
The HR manager is skeptical of Mr. A’s claim and, along with Ms. B, accuses him of improper behavior.
The problem has been disclosed to the press, resulting in negative publicity for the firm. What should the business do?
3. A restaurant owner is now building up a new eatery.
He has three alternatives for the restroom: paper towels, roller towels, and hot air dryers.
Each dryer costs Rs. 500 upfront and Rs. 100 per month in service fees.
Paper towels cost five paise each, and the amount of paper towels used is proportional to the number of consumers.
Towel rolls are Rs. 5 per roll and are replaced every day.
Given that this will be a luxury restaurant, which choice should the owner choose?
4. A food merchant located in South India is aiming to expand into North India.
In South India, the store has a 15 percent market share, with three big competitors having a 10-12 percent stake.
The rest of the industry is made up of smaller firms.
Two of the competitors have already established themselves in North India.
Our organization has no retail experience in North India and no expertise in the region.
Should the corporation expand into North India as well?
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