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Home > Resources > Resource Exchange > Case Studies > Instructions for the Mini-Case Assignments

Instructions for the Mini-Case Assignments (BA 452)

The job of a leader, and a manager, is inherently a problem-solving job. Problem solving requires the cognitive skills that psychologists and educators call "critical-thinking", a skill that is essential in virtually every career you might pursue.

The mini-case assignments have two primary objectives. First, these real-life cases provide an opportunity for you to continue to develop the problem-solving and critical-thinking skills that are necessary for effective management and leadership. Second, these cases provide an opportunity to apply the knowledge presented in the course. Each case requires you to answer a set of questions that are designed to focus your case analysis and apply relevant material from the course. There is a different set of questions for each case.

Team Mini-case assignments:

• Each team will analyze the mini-case “The Best of Intentions” and write a two-page, single-spaced memo (1-inch margins, size 12 font) that addresses the questions below. No presentation is required.
• Each team will be assigned a different mini-case and will write a memo and prepare a presentation as described below.

Memo: For the Mini-cases, the assigned team is to prepare a two-page, single-spaced memo (1-inch margins, size 12 font) that addresses the assigned questions for each mini-case in the form of a memo written to me.

Presentation: Additionally, your team will lead a class discussion of the case on your assigned day.

• Start by briefly summarizing the case to “set the stage”. Remember that the class will have read the case, but may need a brief review.
• Present your analysis of the case and answers to the assigned questions.
• Lead a question and answer period.
• Use appropriate visual aids, role-playing, or other devices to get your points across.
• Everyone in the group needs to take part in the presentation.
• Presentations should be about 15 minutes long, plus questions and answers.

Case analyses will be evaluated using the following criteria:

• Content of written answers: how thorough and insightful were you in analyzing the case and answering the assigned questions?
• Writing style: Is it clear and concise, well-organized, and grammatically correct? Bullet-point form is fine when it aids communication. This is business writing, not an essay.
• Oral presentation: how effective were you in communicating your case analysis to the class and in leading the question and answer period?

Mini-case Questions

The Best of Intentions – All Teams

Assume that you are Cynthia Mitchell. Submit a memo addressing the following questions:

• Should you offer the position to Steve Ripley? Why or why not? Be sure to clearly state the principles behind your decision.
• What are the potential consequences if you do not recommend Ripley? How will you deal with those consequences?
• What are the potential consequences if you do recommend Ripley? How will you deal with those consequences?
• What is at stake for the company in this promotion decision, both in the short- and long-run?

A Question of Character

• In this case, your group is to assume the role of Carol Tomkins. Consider this issue a “defining moment” for her.
• Briefly identify and outline the main issue. What are the main conflicting viewpoints regarding the importance of Ryan’s behavior and the various possible impacts on the company.
• From Carol’s perspective, use the model in the article, “The Discipline of Building Character”, that focuses on the question, “Who is the company?”. For each step, identify and explain what Carol should do. Feel free to use concepts from other readings to support your position.
• Conclude with your predictions of the results of your plan.

Floundering Expatriate

• Identify the main reasons Bert Donaldson is ineffective in his current job. Be sure to distinguish symptoms from the underlying causes.
• Identify the key problems facing Waterhouse right now and recommend a course of action. Be sure to cover how he should handle Donaldson. Explain your rationale.
• How can Argos International prevent a recurrence of these kinds of problems?
• Waterhouse needs to meet with Bert this afternoon to explain his course of action.
  Include in an appendix a detailed script (1 page) of what Waterhouse should say at the beginning of this meeting, demonstrating the principles of supportive communication.
• Clarification point: Brettina Schweri is NOT Bert’s boss. She is a manager who works for Bert to implement his strategies.

Bob’s Meltdown

• Based on the readings on conflict, identify the focus and source(s) of the conflict between Annette and Bob. In your analysis, be sure to distinguish between those contributing factors that stem directly from Annette and Bob, and those factors that are a product of the environment.
• Assume that you are Annette. Explain how you will respond to Bob’s outburst. Identify the conflict management approach you should use and how you will address the situation with the relevant parties. Be sure to distinguish between short-term actions and actions designed to address the longer.
• If you are the CEO, Jay Ngyuen, what are the key lessons of this mini-case for managing conflict at an organizational level?

What’s Stifling the Creativity at Coolburst?

• Assume you are a group of consultants that have been hired by Luisa Reboredo to help re energize Coolburst. Address your memo to her, giving recommendations on the following issues.
• Using information from the readings on creativity and innovation, define the organizational blocks to creativity present at Coolburst. Be specific and support your claims with examples.
• Apply concepts from “The Weird Rules of Creativity” and your own experience, and make suggestions for reigniting the creativity at Coolburst. Again, be specific and support your recommendations with examples.
• What are the key lessons of this case for organizational innovation and creativity?

What’s He Waiting For?

• Recommend a course of action for Doug Yacubian to salvage his career at Captiva. Be sure to analyze his current sources of power, how he can build more power, and how he can become more influential.
• What are the key lessons about power and influence we can learn from this case?

Managing a Manic-depressive

• The text states that motivation is a function of both ability and motivation. Using the model on page 256 (Figure 7), diagnose the source of Dan Richards’ performance problem.
• Identify any actions that Dan’s boss should have taken earlier that might have prevented the situation from getting as serious as it is now.
• Based on material presented in the packet and in class, and outside research on bipolar disorder, what specifically would you do now if you were Dan’s boss? Consider the following stakeholders: Dan, fellow employees, and Knoxville Company’s shareholders.