INTRODUCTION TO CASE METHOD STUDY

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2. WHAT IS A CASE ? • A business case imitates or simulates a real situations that put reader in the role of a participant in the situation. • A Case present some: • INFORMATIONS (too much or too little) • DATA (relevant or irrelevant) • And FACTS (clearly written or implicitly ), trough: • WORDS • FIGURES • TABLES • DIAGRAM, ETC • It is normally written from the point of view of decision maker involved

3. IS THIS A CASE? A case has three characteristics: • A signifcant business issue or issues, • Sufficient information on which to base conclusions, and • No stated conclusions. Many cases have these complicating properties: • Information that includes “noise” (irrelevancies, dead ends, and false, biased, or limited testimony by character in the case). • Unstated information that must be inferred from the information that is stated. • A nonlinear structure in which related evidence is scattered throughout the text in is often disguised or left to inference.

4. SKILLS FOR CASE METHOD STUDENTS A case method students needs two sets of skills: • Analyze a case, • Communicate their thinking effectively. As a reader of cases, therefore, you must be able to: • Construct conclusions from the information in the text. • Filter out irrelevant or low-value portions of the text. • Furnish missing information through inferences. • Associate evidence from different parts of the case and integrate it into a conclusion. • Write a report and communicate effectively to other.

5. TYPES OF CASES

6. WHERE IS A CASE TAKE PLACE? • DIFFERENT FUNCTIONAL AREAS • Marketing • Finance • Operation, HRM, etc. • Multiple functions together • DIFFERENT ORGANIZATION • Big, medium or small • Profit or non-profit • Old or new, etc. • DIFFERENT INDUSTRIES • Manufacturing • Airline • Trading, etc. • DIFFERENT COUNTRY • USA • Europe • Asia, etc.

7. DIFFICULT VS EASY CASE • EASY • PROBLEM AND SOLUTION GIVEN: do you think the solution fits the problem? Are there some alternatives? • DIRECT APPLICATION OF SINGLE CONCEPT • SHORT CASE WITH LITTLE EXTRANEOUS INFORMATION IN A NEAT AND STRAIGHTFOWARD MANNER • MEDIUM • PROBLEM GIVEN: what should they do? • COMBINATION OF SEVERAL CONCEPT • NORMAL LENGTH CASE WITH AVERAGE AMOUNT OF INFORMATION • DIFFICULT • SITUATION AND BACKGOUND: what are the problems and solutions? • INTEGRATION OF MULTIPLE CONCEPT ACROSS FUNCTIONAL AREA • LONG CASE WITH EXTENSIVE INFORMATION IN UNORGANISED MANNER

8. WHAT IS THE CASE METHOD? • The case method refers to use of cases as EDUCATIONAL VEHICLES to give students AN OPPORTUNITY to put themselves in the decision maker’s orproblem solver’s shoes. • Through: • Repeated personal analysis • Discussion with others • Definition of problems • Identification of alternatives • Statement of objectives and decision criteria • Choice of action and plan for implementation  Student gains an opportunity to develop analytical and administrative skills in a laboratory setting. • Train to solve business problem through constant drilling in decision making. • In medical analogy, The case provides the corpse for the student to pactice on (without any risks).

9. OBJECTIVES OF THE CASE METHOD • PRESENT DECRIPTION OF ACTUAL BUSINESS SITUATIONS • INTRODUCE REALISM TO EDUCATION • TO TEACH THE INFINITE GOALS, FACTS, CONDITIONS, PROBLEMS, PERSONALITIES, AND CONFLICT IN BUSINESS • TEACH DECISION MAKING • THINK INDEPENDENTLY, WORK COOPERATIVELY

10. PRINCIPLES IN CASE METHOD • LEARNING RESPONSIBILITY PARTICIPANT • MULTIWAY COMMUNICATIONS • LECTURER AS CONDUCTOR/FACILITATOR • PARTICIPANT IS ORCHESTRA/ACTIVE CONTRIBUTOR • SOLUTION MAY NOT BE AGREED BY ALL

11. CHARACTERISTICS OF CASE BASED LEARNING • PROCESS IS MOST IMPORTANT • PROBLEMS ARE COMPLEX • INFINITE FACTS, CRUDE DATA • POLISHING STUDENT’S ANALITICAL ABILITY, JUDGEMENT, AND DECISION MAKING • LEARNER CENTERED • THERE IS ALWAYS A SOLUTION, BUT THERE IS NEVER A MOST CORRECT ONE • EXCITING, FRUSTATING, ENJOYABLE, YOU ONLY GET AS MUCH AS YOU GIVE

12. PROS AND CONS OF THE CASE METHOD (VIS-A-VIS THE LECTURE METHOD) • PROS: • Has a real life like stiry with concrete and specific problems • Is managerial oriented (not theoritical) • Shows administrative processes (not result only) • Put the student in the shoes of an inside manager (not outside on-looker) • Lets the student interrelate several facts to reach a comprehensive judgement and conclusion • Draw active student participation (not passive role) • CONS: • Is a slow learning process • Leaved many students frustated (they feel that they learned nothing) • Oversimplifies the real business situation • Cannot provide real life experiences

13. WHICH SCHOOL USE THE CASE METHOD? • Not at all: CHICAGO, MIT, CARNEGIE-MELON, TOKYO UNIVERSITY, BERKELEY, SEOUL NATIONAL UNIVERSITY • Half the time:STANFORD, MICHIGAN, LONDON SCHOOL OF BUSINESS, KEIO BUSINESS SCHOOL, WHARTON, YALE, INSEAD, IMD, AIM, IPMI • Very extensively: HARVARD, DAARDEN

14. GROUND RULES • ACTIVE PARTICIPATION CRITICAL • NO STUPID QUESTIONS, ONLY STUPID ANSWERS • DON’T HESITATE TO SHARE YOUR EXPERIENCES • LISTEN, HAVE AN OPEN MIND NO MATER WHAT IDEA GIVEN • THINK POSITIVELY • MAKE YOUR MISTAKES NOW! IN THE CLASSROOM THINK & CONNECT

15. CAN GROUPS • DISCCUSSION GROUPS. The word “CAN” means bathroom in American slank.At HARVARD, students bedrooms in dormitory are connected by bathrooms (CANS) where much discussion took place – therefore, discussion groups are called “CAN GROUP”. • From CAN GROUPS, student learn: • DO NOT JUMP TO CONCLUSIONS - OTHER PEOPLE WILL HAVE OTHER IDEAS THAT SHOULD BE CONSIDERED TOO • USE OTHERS AS RESOURCES - A MANAGER HAS TO BE GOOD AT THIS • TEAMWORK • HOW TO CONVINCE OTHERS TACTFULLY

16. PREPARATION FOR CASE DISCUSSION • INDIVIDUAL: ANALYZE THE CASE INDIVIDUALLY • IN GROUP DISCUSSION: DISCUSS THE CASE IN SMALL GROUP (CAN GROUPS) • IN CLASS DISCUSSION: INSTRUCTOR AS FACILITATOR; STUDENT AS ACTIVE MANAGER OR CONSULTANTS

17. ANALYZING A CASE • SCAN READING (SITUATION & CHARACTER) • READING TWICE, TRICE, (UNDERSTANDING DEEPER) • WRITE CASE FACTS AND OPINIONS • IDENTIFY THE PROBLEMS • IDENTIFY CORE PROBLEM • DEVELOP ALTERNATIVE SOLUTION • ANALYZE ALTERNATIVES • RECOMMEND THE BEST

18. CASE ANALYSIS FOR ORAL PRESENTATION • SALIENT CASE FACTS, state the key case facts • ANALYSIS, use diagrams when necessary • PROBLEMS, identify several problems • CORE PROBLEM, decide the core problem after analyzing the problems • ALTERNATIVE SOLUTIONS, identify several alternatives to resolve the core problem • RECOMMENDATION, recommend the best with reason But, Don’t solve the case problem by creating new more difficult problems

19. ORAL PRESENTATION • BE THOROUGHLY PREPARED, to increase confidence, and defeat nervousness • SPEAK FROM THE KEY NOTES, explain as clearly as possible • SPEAK TO ENTIRE GROUP, maintain eye contact to the entire audience • CONTROL VOICE RATE AND QUALITY • BE AWARE OF TIME CONSTRAINT

20. CASE DISCUSSION (DO) • PUSH YOUR IDEAS • KEEP AN OPEN MIND • RELATE OUTSIDE EXPERIENCE • BE PROVOCATIVE • LEARN FROM OTHER STUDENTS • RECOGNIZE THE FLOW OF DISCUSSION • BE CONSTRUCTIVE

21. CASE DISCUSSION (DONT) • MAKE SUDDEN TOPIC CHANGE • REPEAT YOURSELF • REPEAT OTHERS • USE UNFAIR HINDSIGHT • OVERPLAY ONE THEME

22. Menganalisis Kasus Secara Lisan

23. Persiapan • Sediakanwaktu yang cukupuntukmembaca (1-2 jam per kasusdirumah). • Baca setiapkasus, minimum 2 kali: yang pertama, untuk overview (mengetahuitopik & bahasankasussecaraumum) yang kedua, memahamisecaramendalamtentanghal-hal yang dianggappenting. • Temukanmasalah-masalahdanpermasalahan intinya. • Buatanalisis yang terstruktur, dengancara : (a) membuatinterpretasidarisetiapcase fact yang dianggappenting; (b) mencariketerkaitanantarasatuhaldenganhallainnya. • Identifikasialternatifsolusidankriteria-kriteriapemilihannya.

24. Diskusi di Can Group • Jangandatangke can group dalamkeadaanblank (diskusitidakakanefektif). • Klarifikasikandengananggota group lainnyamengenaiidentifikasimasalah, pertajampemahamanandamengenaiidentifikasimasalahnya. • Klarifikasikanhasilanalisisanda, ujiperspektifanalisis yang andagunakandenganmengundangkritikdankomentardarianggota group lainnya. • Diskusikanrekomendasidarigroup. • Group tidakharussepakatdalamidentifikasimasalah, analisis, danrekomendasi, tetapiandaharusmampumelihatesensi-esensidalamperbedaannya. • Siapkancatatanringkasmengenaihasildiskusi can group.

25. MekanismeBerkontribusipadaClass Discussion • Angkattangansebelumbicara. • Janganbicarasebelumdosen/fasilitatormenunjukanda. • Sebelummengemukakanpendapat, nyatakandahulutujuandariandaberbicara: apakah akanmenjelaskan case fact, mendukungpernyataanseseorang, ataumenentangpernyataanseseorang, atau yang lainnya. • Kemukakanapa yang menjadi point pendapatandadenganlogis, tegas, danjelas. Janganbertele-tele(ngelantur).

26. EFFECTIVE ARGUMENT (1) • Inductive argument: begins with a series of meaningful facts and concludes with a useful generalization. (Rule of thumb: when you have enough evidence to build inductive evidence then do so). • Deductive argument: begin with a generalization and work to a specific fact that is useful. (The power of deductive argument rests in the fact that if you are able to present a major premise that your audience will accept as true).

27. EFFECTIVE ARGUMENT (2) • To reach a conclusion, writers or speaker frequently use a combination of inductive and deductive argument. • The best structure is: • Present your position and arguments first; • Follow with the negative evidence or evaluation of competing proposals; and • Conclude with arguments that demonstrate the superiority of your position.

28. Written Analysis of Case (W.A.C)

29. Objective To present your reader with the results of your thinking in a form which is easy to follow and reflects the quality of your effort

30. Major Steps • Reading the case • Write analitical summary of the case • Write problems and analysis of core problem • Write and analyse alternativesolutions • Write recommendations

31. Written Structure/Outline • Current Situation (Salient Case Facts) • Problem/Issues • Analysis of Critical Factor • Alternative Solution • Recommendation

32. Current Situation (External) • Macroenvironment • Market condition • Value chain • Competition • Consumer characteristics

33. Current Situation (Internal) • Company vision, mission, strategy, & current business line and products • Company resources • Companysystem & strategy

34. Problem & Issues • Identifikasi (lebih dari satu) • Temukan yang paling central (core problem: hanya satu) • Tuliskandalamkalimattanya

35. Analysis of Critical Factors • Temukanframeworkteorinya • Gambarkanlogikberpikirdaripemecahanmasalahnya • Bahassetiapbutirnya

36. Alternative Solutions • Temukandenganmengacupadahasilanalisis dan teori. • Alternatif solusi harus menjawab core problem. • Identifikasisebanyak-banyaknyanamuntetaplogis(pengalaman dan dasar teori akan sangat membantu). • Analisis setiap solusi dengan mengungkapkan semua advantages dan disadvantages.

37. Recommendation • Tetapkansecararasional (termasuk ada penjelasan teorinya), • Menggunakan cara berfikir secara sistemik (system thinking approach), • Mempertimbangkankaitankebelakangdankedepannya (implications).