Guidelines for
Analyzing Cases and Preparing Memos
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| Over the course of the semester we will analyze a series of short cases
called critical thinking exercises and somewhat longer, more complicated
cases called case analysis assignments. The objective of these
assignments is to help develop your critical thinking abilities and
improve your ability to communicate. Case analysis can also aid in
the development of other management skills. Cases
help heighten your interest and awareness of the issues confronting
managers in the public and nonprofit sector. They also allow you to
practice diagnosing management problems and to develop your ability to
respond to these situations. This helps to sensitize you to some of
the more obvious issues and traps involved in managerial problem-solving. |
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| Since case analysis essentially is self-learning through
simulated experience, its success depends on the lively interchange of
information, ideas, and opinions brought out in class discussion.
Therefore, the case approach places the responsibility for learning on the
student. Accordingly, you must read each case carefully and come to
class prepared to describe the principal actors, their motivations and
know the key events and their causes or effects. You should also be
able to provide your critique of the case. This involves identify
the key issues or problems, identifying alternative courses of actions,
and providing a recommended course of action for avoiding the identified
problems. You must also be able to describe how the case relates to
the material covered in the readings and class discussions and be able to
answer the questions at the end of the chapter. |
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Preparing a Memo
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| Memos are a standard form of communication in many public
and nonprofit organizations. Memos are often used to help
decisionmakers: 1) understand the
critical issues requiring their attention; 2) recognize what are available;
3) what a staff recommendation is; and, 4) what the basis or support for
your recommendation is. |
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| It helps if you follow a
fairly fixed pattern when preparing memos. For example, it is often
useful to summarize the main issues and recommended course of action in
the first paragraph rather than making the reader wait until the end of
the memo (it isn't a mystery novel). A useful structure (subject, of
course, to variation and adaptation when appropriate) for these memo
assignments: |
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 | State the issue/problem as clearly as possible:
Trying to state the issue or problem as a one-sentence statement is a
useful habit to get into. When necessary, this can be followed
by a brief explanation or clarification (no more than a paragraph or
two). If more than one issue is presented, use bullets to
summarize and then explain in more detail in subsequent paragraphs.
If extensive background is required, you would use an attachment; |
| Major issues that must be addressed or solved: Many times
significant issues will be implicit rather than explicit and are
linked to larger policy and management issues. Part of your task
is to point out the significance of the larger issues. |
| Identify relevant alternative courses of action:
There are always at least two options (taking no action is always an
alternative). Limit the number of options but be sure to cover
the full range of choices; |
| Evaluate the alternatives:
Be sure to critique the relative strengths and weaknesses of the
options and make a balanced presentation to the decisionmaker
(remember that he/she may prefer an alternative course of action);
and, |
| Recommend a specific course of action:
Be sure to clearly state the recommended course of actions and the
consequences you expect to flow from the selected course of action. |
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| Remember that the point
of analyzing cases is to draw out the pertinent issues, some of which will
be implicit rather than explicit, and link them to broader management and/or
policy issues. It does not mean that you simply rehash the
facts of the case or summarize what has occurred. That will get you
a poor grade on these assignments. Instead, you are asked to analyze
a situation and present your recommendation for a specific course of
action. You should then use the facts and examples from the case or
other readings to support your analysis and conclusions. It is
also important that you are specific when analyzing issues and presenting
your recommendations such that they are communicated
effectively. |
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| Your case memos will be evaluated based on your analysis of the case,
the organization of your ideas, your ability to properly apply the
theories and concepts discussed in class and the quality of your writing
(e.g., spelling, grammar, punctuation, etc.). Your goal is to write
as clearly, concisely, and directly as possible. Elegance of style,
while desirable, is a secondary consideration. Short declarative
sentences convey ideas well; convoluted grammar confuses things and often
leads to misunderstandings. Remember that you are trying to convey
your ideas to people who have infinite demands on their time. A
simple, direct style economizes on time. |
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Format
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| Length is also a critical
matter, particularly if your memos is addressed to top agency officials.
If greater length is required, it should take the form of an attached
analytical paper with a short cover memo summarizing its contents.
For this class, your memos shall not exceed 2 single-spaced typed pages with 1 inch margins and 12 point font.
If it is longer, I will only read the first two pages and it will be
graded accordingly. |
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| Your memos are also expected to be professional in nature. Thus,
they should utilize a standard professional format.
A sample memo can be downloaded from the course web site and most
word processing programs have templates that can be used. Any format
is acceptable provided that is businesslike and prepared in a professional
manner. |
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Preparing for Class Discussion
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| You should read the case carefully and come to class prepared to discuss
the following types of questions: |
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| Who are the key actors? What are the key events? Is the
sequence or timing of events critical to the case? |
| What are the main management
problems or issues that are central to the case - Remember to be
specific |
| What solutions or alternative
courses of action were available to the actors? |
| Analyze the relative strengths and
weaknesses of the alternative courses of action |
| Suggest a course of action to
respond to the problem or specify what course of action you would have
followed if placed in a similar situation |
| How do the theories and concepts discussed in the readings apply to
this case? |
| What implications or lessons does the case reveal for managers of
public and nonprofit organizations? |
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| Students are reminded that failure to actively participate
in case discussions will adversely affect your class participation grade. |
