YSU MBA Program
Outcomes Assessment Rubric for Learning Outcome 1

Outcome 1: Graduates will have the ability to identify and analyze complex business situations and develop and implement effective solutions.

Date:                                     Assessor:                                                    Student:

A Generalized Framework to Aid in the Analysis of Complex Business Situations

Learning Outcome 1: Graduates of the YSU MBA program will be able to identify, analyze and develop solutions for complex business situations.

This guide presents a generalized procedure that can be used to identify, analyze and develop solutions for a wide range of complex business situations. It is meant to be applicable across disciplines and to give students a tool that they can use in a broad range of courses.

Complex business situations can be presented to students in a number of different ways.  Among these are simulations, class projects, active student consulting with businesses, nonprofits and governmental organizations, and case studies, to name a few.  The purpose of this guide is to present a generic framework that can be effectively applied not only across disciplines, but that is managerially relevant regardless of the business situation that is presented.

This guide is divided into two sections.  The first introduces the Short Cycle Process, a method that students can use to familiarize themselves with the basic information and issues in a case study.  The second section offers a more in depth treatment of case analysis, a procedure that can be used to guide students in the identification, analysis and resolution of complex business problems.

Both the Short Cycle Process and the Case Analysis Process embrace a general problem solving approach summarized below.

1. Identify the problem.
2. Analyze and understand the problem.
3. Identify solution requirements or expectations.
4. Identify alternative solutions and choose the “best” course of action.
5. Design the chosen solution.
6. Implement the chosen solution.
7. Evaluate the results. If the problem is not solved, return to step 1 or 2 as appropriate.

Part One: The Short Cycle Process

 Most students new to learning with cases do not get started very well with case reading and preparation.  They just start reading and re-reading and re-reading.  Time slips away, frustration is overtaken by anxiety and general dissatisfaction prevails.  There is a much better way to begin preparation for every case, every time:  the Short Cycle Process.  This process should not normally exceed 15 minutes, regardless of the length or complexity of the case.  It serves four purposes:

1. It quickly propels you inside the case.
2. It allows you to assess the case difficulty and the time required to complete the assignment.
3. It helps you determine whether or not you need extra help, i.e. to look at the theory, brush up on some analytical tools or do the reading before tackling the detailed analysis of the case.
4. It saves time by providing focus and direction to your subsequent detailed reading and analysis.

The Short Cycle Process has six steps:

 Step 1.  Read the first paragraph (or two or three) of the case and the last paragraph (or two or three) and stop to reflect.

 Step 2.  Answer for yourself, preferably in summary form, the following five questions:

Who is the decision maker in the case that I am supposed to identify with and what position, title and responsibilities do I hold?

What appears to be my issue (concern, problem, challenge or opportunity) and its significance for the organization?

Why has my issue arisen and why am I involved now?

When do I have to decide, resolve, act or dispose of this issue?  Is there urgency?

How do I assess this case on an analytical and conceptual level?

 If answers to these five questions are not revealed in reading these few paragraphs keep a sharp eye in the subsequent steps.  Sooner or later you will have to answer these questions if you are to have any confidence in your analysis.  Typically, the expression “size-up of a case” can be equated to your answers to these questions.

Step 3.  Turn to the exhibits, normally located at the end of the case, if there are any, read the titles and quickly survey the contents for initial impressions.  For example, financial statements allow for a quick check of the financial health of the organization.  An organization chart will help you see at a glance where you fit in the organization.  You may see exhibits that are unique and perhaps confusing.  The point here is that it is helpful just to get an overview of the scope and kind of material presented in the case.

Step 4.  Review the headings as they appear in the body of the case for initial impressions.  Following the opening paragraph(s), case information is normally organized under several headings ranging from the general to the more specific.  Is the case well organized?  Will you know where information is located for further reference?  Will you have to do some of the organizing and searching yourself?

Step 5.  Skim the body of the case quickly, perhaps by reading the first and last sentences of each paragraph.  Now fill in the position on the presentation dimension of the Case Difficulty Cube in step 2 above. Huh? Missed that!

Step 6.  Read the assignment questions, if provided by your instructor, for special directions.

At the end of this Short Cycle Process, you should have a solid perspective and sense of direction to pursue a more detailed analysis of the case.  This means becoming more acquainted with the case method, getting a feel for the issues managers face, and become more aware of the importance of communications in business decision-making as well as beginning to explore issues related to managerial decision making.

Part Two: Implementing the Case Method

Once you are familiar with the basics of the case, then actual case analysis can begin.  This consists of two components: the decision-making steps, and the decision-making criteria.  There are four steps in case decision-making: intelligence, design, choice, and monitoring.  Intelligence involves identification of the relevant problems (many cases have facts/situations which can distract you from the key issues) and the specification of objectives and criteria for choosing a solution.  The design step is the point at which different alternative are identified which are directed specifically at the relevant problems and these alternatives are then systematically analyzed and compared.  The third step – choice – is the actual decision making where the best alternative(s) are selected and implemented.  The fourth and final step, monitoring is one which is frequently overlooked both in the academic setting as well as the real business world.  The best laid plans can be implemented, but without active monitoring of the actual results in order to ensure that the desired results are achieved then the decision-making loop has not been closed.

As these steps are implemented, it is important that the issue of managerial decision making criteria in considered throughout.  This means understanding that there are two approaches to decision-making: optimizing and satisfying.  Depending upon the circumstances, either could be appropriate but the approach to be applied must be considered throughout the case decision-making steps.  Finally, it is absolutely vital that you understand managers make decisions in uncertain environments – you will never have enough data or information to make the “perfect” decision – and managers must think strategically.  This means taking into account the long-term effect of their decisions not just the potential short-term gains.