Writing Cases
WRITING CASES
Analyzing cases allows you to show your professor that you understand the readings and lectures, and that you can use them to support your analysis of a communication situation. The analysis is also good practice for situations you may find yourself in the future.
The objectives for your written analysis of a case should show your ability:
To challenge your application of the knowledge you have acquired in your managerial communication class.
To evaluate your ability to present ideas in a logically organized, readable form using
guidelines discussed in class and in your text.
To test your ability to identify managerial communication approaches that are most
appropriate for given organizational situations.
Consider the Roman numerals below as possible headings for your organization. These headings are NOT the only way to present the information. When writing your paper, you omit the Roman numerals. Those identifiers are used here only to show you how outlining your information prior to beginning your writing helps you to better organize the material you are providing.
Summary of the Facts
This section should present a brief discussion of the key facts. It should not exceed two to three short paragraphs. Avoid a long-winded presentation of each point, because you should go into greater detail in the problem section. Important assumptions you are making about the situation should also be identified here and labeled as such.
Statement of the Problem(s)
A.
This section should present a brief identification of the major problem(s). It should include a concise statement defining the major problem(s) you see in the case. If have this as a stand alone section describing all problems (with a stand alone section for solutions), this part of your analysis should not exceed one page in length. Remember, the more problems you identify, the more solutions are necessary or the more complex a given solution is likely to be. Thus, you will want to be careful about identifying too many problems.
Some questions to ask when formulating your definition of the problem are:
Have I identified the basic problem(s), or am I dealing with the symptoms?
If I have identified more than one problem, are they separate or related?
Am I putting myself in the managers shoes and looking toward future actions?
Have I put myself into the employee’s shoes and looked for actions needed.
III.
Causes of the Problem(s)