Sample Case Study Report Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.

. (This document is referenced from Case Study Design.)

Here is a sample of a case study report. Evaluation included focus on the program's process, outcomes and facilitation. The following case study was used to convey the funder, a holistic depiction of the experience and outcomes from the program. "Jack" is a fictional name in this sample. "Jack" Jack is a chief executive of an organization with a small budget and staff. Jack's overall goal in his circle was to communicate with other executives about projects and challenges they face, including brainstorming solutions together. He mentioned numerous challenges that he faced in running his organization, some of which needed specific, technical information to address. In the first meeting, he mentioned other issues that he wanted to address. In comparison to other members in his circle, he had the most issues. He also wanted help managing his time more effectively and he wanted to improve the effectiveness of his board. He stated, "They don't even know what we're about. They just sit there when we meet." And he wanted to improve his understanding of his role as a chief executive. He asked, "How do I know what I can ask the board to do?" "What is my role with them?" In another area, he said he wanted some ideas about how to expand his organization's revenue. In the first meeting, members asked him many questions, mostly to obtain additional information about his issues. Jack responded that his most pressing project was time management. Another member responded, "I'd challenge you on that," and asked Jack if he would have more time if he got more support from his board. Jack laughed and answered, "I suppose so." Other group members concurred. From his first meeting, he took away actions including listing and ranking his issues, scheduling a time management course, and identifying a course that would provide an overview of the chief executive's role. One member asked him to also list and rank his issues for the next meeting. In the second meeting, Jack produced the following list: improving his understanding of the chief executive and board roles, developing/energizing the board, and conducting strategic planning with the board that would include expanding the revenue

in his list.

organization.

Other

group

members

agreed

with

Jack's

In discussion in the second meeting, Jack acknowledged that he was doing more as an chief executive than is usually expected from that role. He also realized that he was overloaded because he got little or no support from his board. He indicated that he did not feel confident, though, approaching his board members for more support. As a result of other circle members' support and coaching, he resolved to approach the board -- and a month later, he had. He and the board members committed to complete board training. He arranged training to include strong focus on strategic planning, which included expanding revenue. To further build rapport, he elected to have lunch with one board member a month, including giving them a tour of the organization. Jack noted on his evaluation questionnaire: "[The process had!!] just the right amount of structure. The conversation is pretty free-flowing, but there's enough attention paid to time so that everyone gets a fair chance." His top reported outcomes were in the categories of access to a network, professional development, and effectiveness. "[The program provided me!!] an opportunity to meet other chief executives and hear about projects that they faced and how they handled those projects." He stated, "The program has restored some order to my job," and "A lot has happened with my job."

Case Study British Airways Swipe Card Debacle

Case Study British Airways Swipe Card Debacle Abstract In the case study, The British Airways Swipe Card Debacle, British Airways (BA) introduced a system for electronic clocking in that would record when they [employees] started and finished work for the day which was a unilateral decision by BA to introduce the swipe card, and a lack of adequate consultation with affected staff (Palmer, Dunford, Akin, 2009, pp. 239 & 240). As a result, the BA staff held a twenty-four hour wildcat strike which caused BA to cancel its services, leaving over 10,000 passengers stranded. The lack of change management is apparent and ways of avoiding a repeat of this situation are addressed. British Airways Swipe Card Debacle Swipe cards. WOW! I wonder why when an organization introduces swipe cards the employees go berserk. It happened at my company. If an employee is not doing anything wrong why would they object to the use of swipe cards? In the case of my organization, it was implemented at first as identification cards, the program grew to restrict access to certain areas and then to reduce absenteeism/tardiness. We are a secure campus and the introduction of identification cards was to restrict patients from walking in and not signing in and non-patients from walking in and wandering around the buildings. We experienced some thefts and it was determined that keeping track of who was in the building would reduce the potential. The restricted areas consisted mostly of materials management and the organization wished to restrict the employees who were able to access these areas due to inventory inconsistencies. Actually, these two issues were not a bother to the employees. When the swipe cards became a way of timekeeping tracking, a segment of the

employees were up in arms. It was this segment of employees who usually violated coming to work on time. Comments included but were not limited to: now Big Brother is keeping tabs on us and they want an excuse to fire us. My personal ethics are, you...

Case Study
Case Study CASE STUDY: PROBLEM: From Conflict To Career Launch

A smart, competent young executive, seemingly destined for a bright future with the company, was having a series of conflicts with a middle-aged female receptionist. These conflicts included her lack of job conscientiousness, a snippy and disrespectful attitude, and a dismissive arrogance when confronted. The executive felt that management of the family business wasnt responsive to his complaints due to their dislike of discipline and terminating employees. The problem was worsening, causing him to feel hurt, angry, unsupported by management. He was contemplating quitting his job. ASSESSMENT: Discussions focused initially on his complaints and personal pain, which provided him considerable relief. He was taking the receptionists actions very personally and was constantly surprised and stunned by her behavior and verbalizations. His passive behavior in these situations created much anxiety and uncertainty for him. APPROACH: In order to deal with the personalized quality of her behavior, we had the executive witness this womans behavior with others in the office. He quickly realized that she behaved similarly with other people in the office, particularly men. We pointed out that her actions might be due to her own insecurities. He questioned why some others in the company seemed to be exempt from this womans behavior. Our discussions with the receptionist revealed that she treated some more respectfully because she viewed them as strong. The executive realized that his reactions may have inadvertently encouraged the receptionists behavior. We addressed how he could change this,

discussing his discomfort with assertiveness and authority. Through discussions and role-playing, we helped him become more comfortable with taking a more authoritative, assertive stance with her. Every provocation had to be addressed with authority, pointing out her behavior as being inappropriate, out of...