HOW TO WRITE BUSINESS

CASE STUDY
I. INTRODUCTION/BACKGROUND

• A division manager recently heard about Management by Objectives

(MOB). Afterwards, he set a staff meeting and discussed his
expectations for his team. The division manager, however, did not
have any directive from the President and did not consult with the
department managers regarding the expectations that he have set
himself. The expectations that he have set must now be translated into
verifiable goals and in turn, will meet the division goals. This case
study discusses the proper method in developing verifiable goals and
what could the division manager could have done better, considering
there is no directive from the President and no prior consultation from
the department managers.
II. POINT OF VIEW

• Author’s Viewpoint/Author’s Opinion is how the author

feels about the person in the case The authors point of
view means: you want to think the way an author thinks.
You want to put yourself in their shoes. Thinking in the
authors point of view helps realize what they meant about
the case and the point they were trying to make and/or get
across to you.

III. TIME CONTEXT (if any)

• When the problem arises?

II. POINT OF VIEW
The division manager, a low-level manager, or any person in a similar
power and position can set goals or objectives for the betterment of his
team. However, from the down-up, these objectives should be aligned
from what is expected by the upper management. For example, if upper
management wants to have a profit of P100 million by the end of the year,
should the division manager set a bar lower or higher than that?
Management by Objectives (MOBs) start from top to bottom. In this case,
the division manager stated that there were no division goals assigned by
the president to him and he has been waiting for the president’s office to
tell him what is expected, but acted as if they will do nothing about it.
IV. STATEMENT OF THE PROBLEM

- Use the facts provided by the case to identify the key issue or issues
facing the company you are studying. Many cases present multiple issues
or problems. Identify the most important and separate them from more
trivial issues. State the major problem or challenge facing the company.
You should be able to describe the problem or challenge in one or two
sentences. You should be able to explain how this problem affects the
strategy or performance of the organization.

For Example:

“The frequency of job layoffs is creating fear, anxiety, and a loss of

productivity in middle management workers.”
V. STATEMENT OF THE OBJECTIVES

• Specific

• Measurable

• Achievable or Agreed

• Realistic

• Time-related

Each of the objectives was clear, specific and

measurable. The objectives were considered to be
achievable and were communicated to all.
VI. AREAS OF CONSIDERATION (S.W.O.T)
VII. ALTERNATIVE COURSES OF ACTION
List the courses of action the company can take to solve its problem
or meet the challenge it faces. For information system-related
problems, do these alternatives require a new information system or
the modification of an existing system? Are new technologies,
business processes, organizational structures, or management
behavior required? What changes to organizational processes would
be required by each alternative? What management policy would be
required to implement each alternative?
Remember, there is a difference between what an organization
"should do" and what that organization actually "can do". Some
solutions are too expensive or operationally difficult to implement,
and you should avoid solutions that are beyond the organization's
resources. Identify the constraints that will limit the solutions
available. Is each alternative executable given these constraints?
• Evaluate each alternative using the facts and issues you
identified earlier, given the conditions and information
available. Identify the costs and benefits of each
alternative. Ask yourself "what would be the likely
outcome of this course of action? State the risks as well as
the rewards associated with each course of action. Is your
recommendation feasible from a technical, operational, and
financial standpoint? Be sure to state any assumptions on
which you have based your decision
VIII. STRATEGY FORMULATION

• Provide one specific and realistic solution

• Explain why this solution was chosen

• Support this solution with solid evidence

• Concepts from class (text readings, discussions,

lectures)

• Outside research

• Personal experience (anecdotes)

IX. ACTION PLAN/PROGRAMS

• is a document that lists what steps must be taken in order

to achieve a specific goal. The purpose of an action plan

is to clarify what resources are required to reach the goal,

formulate a timeline for when specific tasks need to be

completed and determine what resources are required.

Example:
Action Specific tasks Responsible Area
Make the location a Wi- Fi
free area
E-commerce provide easy
access online to customers.
Diversification by offering
other services such as
Providing Baptismal, Birthday parties Management, c/o
additional and company meetings Paolo & Jennilyn
services
Yellow submarine should
work more on advertising of
their product so that
customer get know more
about their different variety of
foods.
X. CONCLUSIONS
The conclusion is intended to help the reader understand why your
research should matter to them after they have finished reading the
paper. A conclusion is not merely a summary of the main topics
covered or a re-statement of your research problem but a synthesis of
key points and, if applicable, where you recommend new areas for
future research. For most essays, one well-developed paragraph is
sufficient for a conclusion, although in some cases, a two or three
paragraph conclusion may be required.
XI. ATTACHMENT
References
THE END