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Comments on Writing Up a Case Study
When writing up your case study, please understand that the template can be
viewed as follows:
1. Discuss the Situation in 1-3 pages. Be thorough and
ief.
2. State the Major Problems, and Minor Problems, in one or
two sentences. If the major or minor problem descriptions are more than two
sentences long, the problems statements are probably not well defined.
3. State the Causes of the problems. There should be at least one cause for
each and every problem. Please remember that problem may have multiple
causes and a given cause may give rise to multiple problems. It is a many-to-
may relationship.
4. List the Systems Affected. The systems included are Structural,
Psychosocial, Technical, Managerial, and the Goals and Objectives of the
organization under consideration. The structural system can be thought of as
the firm's organizational chart. The psychosocial system deals with the way
individuals think, and then what they do. The technical system is concerned
with the machines and/or computers used at the company. The managerial
system is involved with how the firm is managed. Please remember that goals
are long-term and objectives are short-term. Operations affect day-to-day
usiness.
5. Describe the possible Alternative Solutions. There should be between 4
to 6 possible alternatives, possibly even more. Be sure that one of the
possible solutions is the do nothing case. Some problems go away of their
own accord.
6. Pick the Solution from the list of possible alternative solutions, and justify
your choice. Be sure that the solution selected one of the alternatives. Also,
please state the Justification for selecting the solution chosen.
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7. Discuss the Ramifications of selecting the solution in step 4. This has to
do with consequences of selecting a given solution. Please understand that
given selected solution my generate unexpected additional problems. if so,
then state what could be these unexpected additional problems.
The length of the paper should be between 10 to 20 pages double-spaced,
not including title page, table of contents, list of tables, list of figures, abstract,
ibliography, and any appendices. The papers can be longer if appropriate.
The margins should be one inch all around.
Please use the APA citation method. Please select a case study at the end of
the 9th week of class, the draft of the case study at the end of the 12th week
of class, and the final draft at the end of the 15th week of class. If any
extensions are needed, please contact me so that the necessary
a
angements can be made.
Running head: SHORTENED CAPITALIZED TITLE, MAX 50 CHARACTERS (APA 1.06)
Author Name
Abstract
Summarize the paper in 125 words or less. The first line of the abstract paragraph should be not be indented with a single tab character. Also, the Abstract should appear on its own page.
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Situation
Type in the situation here.
Problems
Major Problems
Major Problem 1
List the first major problem here.
Major Problem 2
List the second major problem here
Continue with listing the major problems as needed. Each major problem should have its own subsection in the paper.
Minor Problems
Minor Problem 1
List the first minor problem here.
Minor Problem 2
List the second minor problem here
Continue with listing the minor problems as needed. Each minor problem should have its own subsection in the paper.
Causes
Causes for the Major Problems
Causes for Major Problem 1
List the causes for the first major problem here.
Causes for Major Problem 2
List the causes for the second major problem here
Continue with listing the causes for the major problems as needed. There should be one major causes subsection for each major cause.
Causes for the Minor Problems
Causes for Minor Problem 1
List the causes for the first minor problem here.
Causes for Minor Problem 2
List the causes for the second minor problem here
Continue with listing the causes for the minor problems as needed. There should be one minor causes subsection for each minor cause.
Systems Affected
Structural Issues
Highlight the structural issues of the case affected by the major and minor problems. Indicate what issues go with what major or minor problems.
Psychosocial Issues
Highlight the psychosocial issues of the case affected by the major and minor problems. . Indicate what issues go with what major or minor problems.
Technical Issues
Highlight the technical issues of the case affected by the major and minor problems. . Indicate what issues go with what major or minor problems.
Managerial Issues
Highlight the managerial issues of the case affected by the major and minor problems. . Indicate what issues go with what major or minor problems.
Goals and Objectives
Highlight the goals and objective issues of the case affected by the major and minor problems. . Indicate what issues go with what major or minor problems.
Alternatives
First Alternative
Discuss the first alternative
Second Alternative
Discuss the second alternative
Continue listing alternatives as needed. Be sure to include the Do Nothing alternative.
Solution
Solution Selected
List the solution selected. Please be sure that the solution selected is one of the alternatives listed.
Justification for the Solution Selected
Justify why the solution selected above was chosen.
Ramifications
Here is where you discuss the consequences of making the selection of the chosen solution.
References
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Case Study Sample
Donald L. Buresh, Ph.D.
University X
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Abstract
The purpose of the document is to analyze Case 14.1 “Tucker Knox Corporation”, a case that
appears on page XXXXXXXXXXin An Experiential Approach to Organization Development by Donald
Harvey and Donald L. Brown. In this case study, it requests that you act as an organizational
development practitioner who has landed the Tucker Knox Corporation as a client.
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Situation
Ed Leonard, a mechanical engineer with an MBA, was hired to develop an
automation engineering department, and was considering leaving Tucker Knox. Now,
Tucker Knox is a world leader in keyboard design and manufacturing, and has been
number one in market share since 1981. The company competes with other private
keyboard manufacturers, as well as the keyboard manufacturing division of IBM, Spe
y,
and Honeywell. The company was founded in 1969 by La
y Henderson, and built the
company from the ground up until at the time of the case the annual sales was just over
$110 million. During the executive board meetings, the typical conversation focused on
how to retain market share.
Their challenges consisted of 1) competing in the world market, 2) ensuing
efficient manufacturing facilities, and 3) retaining their corporate headquarters in the
United States. Because a keyboard consists of a significant number of moving parts, this
lead to rather high labor costs, and the fact that assembly machines that were less than
perfect.
At one meeting, Howard Watson took on the responsibility of developing a
corporate automation engineering department. Howard Watson was the director of
manufacturing engineering, and a aggressive manager, who had not yet filled two vacant
manager position. The reason was because he wanted to be sure to select the right person,
an individual who would have great visibility throughout the company. After some
discussion with Howard, Ed decided to join Tucker Knox.
Ed started out in the machine design department in order to ensure that Ed would
e able to work with the other members of the team, and because Howard was reluctant
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to relinquish authority. The second reason Howard did not share with Ed. Shortly after Ed
joined the company, Jack Donaldson, Howard’s boss and the vice president of
technology, decided split the machine automation department into the multiple copy
manufacturing group, and the research and design group. The Jack assigned Matt Jackson
to lead the multiple copy manufacturing group, while Howard was to lead the research
and design group. Through a series of skillful political negotiations, Howard and Ed
attempted to demonstrate that the two groups should remain as one for financial reasons.
In the end, Ed was put in the middle of a political conflict.
Ed continued to build machine design development into a 23-person automation
engineering department through corporate organization streamlining. This included the
merging of the test engineering department, the plastics engineering department, and the
plastics automation department. The automation engineering department grew rapidly,
and there were issues relating to cost reductions, increased output, and increased response
to changing customer demand. The new keyboard designs resulted in Jack demanding
that the production facilities have the automation in place at the same time that the new
keyboard design a
ived in production. The automation was viewed as essential to
provide low production costs in order to stay ahead of the competition. In order to
achieve, Howard communicated with his peers and superiors in such a way to ensure that
each person was comfortable with the decisions being made. Quite often, Howard
presented the material to La
y first, and then to Jack, so as to minimize the possibility for
conflict and discussion
In June of year 2, Jack was promoted to senior vice president, while the manager
of the Ireland plant retired for health reasons. Jack decided, for more than just business
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easons, that Howard should lead the Ireland plant. And so Howard moved to Ireland in
August of the second year. Jack then decided to fill the vacant position of vice president
of technology with Sam Martin, an individual who came from outside of Tucker Knox so
that he could build his own loyal management team. In the first couple of months, Sam
made no changes in the organization, but then promoted Ed to fill the position vacated by
Howard. There were numerous discussions between Sam and Jack regarding this
decision, and in the end, Jack decided to ove
ule Sam, and hire someone from outside
the company to fill Howard’s vacant position.
In the next few weeks it became apparent that Jack was attempting to fill positions
with people that would be loyal to him, even though Sam did all of the actual hiring. Art
Hodges, a manager of a packaging design department for a scientific instruments
company out of Portland, Oregon was hired to fill Howard’s vacant position. Art did not
have the years of experience that Sam had, and the idea was that he would be easily
manipulated by Jack. Art proceeded to reassign Ed to the company’s largest
manufacturing facility to set up a maintenance department. Ed was told that after
completing the assignment he would be able to return to his own department. Now, Art
followed Jack’s direction without question, and 4 weeks later Ed’s automation
engineering department was assigned to Matt Jackson.
Within 3 months, Jack had managed to su
ound himself with managers that he
had hand selected, who he felt would be loyal to him. Six months after being given the
assignment, Ed was
ought back to the corporate facility, and given 6 weeks to find
another job within the company or be laid off. At the end of the case, Ed slumped in his
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chair, and thought about the lessons that he had learned, and had been so painfully taught.
Routine was not what Ed wanted, and it was not what he got.
Problems
Major Problems
Major Problem 1
Ed Leonard needs to find a job within six weeks within the company, or be laid
off by Tucker Knox.
Minor Problems
Minor Problem 1
Ed Leonard did not develop sufficient relationships of trust with other members of
the management team, particularly Art Hodges, Sam Martin and Jack Donaldson.
Minor Problem 2
Ed Leonard needs to learn better negotiating skills so that he can be successful in
a future position.
Causes
Causes for the Major Problems
Cause for Major Problem 1
Ed Leonard was perceived to be loyal to Howard Watson, and did not seem to be
loyal to Jack Donaldson.
Causes for the Minor Problems
Cause for Minor Problem 1
Ed Leonard was too involved in the development of the departments that he was
assigned to create to spend the time diplomatically ensuring his future at Tucker Knox.
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Causes for Minor Problem 2
Ed Leonard lacked the negotiating skills that were required to survive after
Howard Watson was transfe
ed to Ireland.
Systems Affected
Structural Issues
Ed Leonard is losing his position in the maintenance department, and must seek a
position elsewhere, while Jack Donaldson is solidifying his