Project #37636 - Case Analysis

Case Study Analysis and Write-Up

For this assignment, select any one of the case studies presented in Chapter 17 of your textbook. Conduct a thorough case study analysis of the case, following the guidelines presented at the beginning of Chapter 17 And then prepare a case study write-up as described in your textbook, including a background statement, major problems and secondary issues, your role, organizational strengths and weaknesses, alternatives and recommended solutions, and evaluation.  Must be 4 to 5 pages not including the cover and reference page. APA format and use at least 3-5 resources




         I Love You…Forever—Case for Chapters 12 and 11

Sharon B. Buchbinder and Dale Buchbinder

Nurse Practitioner Nancy Masters broke up with her control freak boyfriend, Joe Jerque, after a three-year relationship that was going nowhere but down. Despite her repeated pleas for counseling, he refused help, and his short temper and terrifying tantrums were only getting worse. Fearful of retaliation, she moved out while he was at work, didn’t leave a forwarding address, and changed her phone number and e-mail address. One evening as she walked to her car in the poorly lit parking lot next to the clinic where she worked, Joe showed up and confronted her, begging to be taken back. She told him it was over and to please leave her alone. The following night, Joe appeared again, and again she told him to go away. On the third evening, she asked the security guard to walk her to her car. When she arrived at her vehicle, she found a note under her windshield wiper alongside an envelope: “I will never let you go. You are mine forever, even in death.” Inside the envelope was a .38 caliber bullet. Terrified, she immediately called the police to report the incidents, and the security guard took the matter to his supervisor. The clinic administrator told Nancy and the security guard that it was a personal matter she had to pursue with the police and the legal system, and that the clinic was not responsible for her safety once she left the premises. Nancy is terrified; she is familiar with the stalking literature. There is a direct association between the number of stalking incidents and the likelihood of violence—including homicide. She petitions the court and obtains a restraining order against Joe, but worries that he will violate it. She is considering getting a permit to carry a concealed weapon for self-protection.


DISCUSSION QUESTIONS that need to be added in the paper


What is the clinic’s responsibility in these types of situations?


What could the clinic do to help remedy the situation?




What do you recommend that Nancy do above and beyond what has already been done?


Do you think Nancy is wise in considering carrying a gun to the clinic?


Baum, K., Catalano, S., & Rose, K. (2009). Stalking victimization in the United States. U.S. Department of Justice, Office of Justice Programs, Bureau of Justice Statistics, Special Report. Retrieved from

Centers for Disease Control and Prevention, National Institute for Occupational Safety and Health (NIOSH). (n.d.). Women’s safety and health issues at work. Retrieved from

Concannon, D. (2005). The association between stalking and violence in interpersonal relationships. Dissertation Abstracts International: Section B: The Sciences and Engineering, 67(2-B), 2006, 1203.

Hoskins, A. B. (2005). Occupational injuries, illnesses, and fatalities among women. Monthly Labor Review, 128(10), 31–37. Retrieved from

Mullen, P. E., Mackenzie, R., Ogloff, J. R. P., Pathé, M., McEwan, T., & Purcell, R. (2006). Assessing and managing the risks in the stalking situation. Journal of the American Academy of Psychiatry Law, 34(4), 439–450.

Mullen, P. E., Pathé, M., & Purcell, R. (2001). Stalking: New constructions of human behavior. Australian and New Zealand of Psychiatry, 35(1), 9–16.

U.S. Department of Justice, Office of Violence Against Women (OVW). (n.d.). Violence Against Women Act (VAWA) offenses. Retrieved from

Wattendorf, G. E. (2000, March). Stalking-investigation strategies. FBI Law Enforcement Bulletin, 69(3), 10–14. Retrieved from law-enforcement-bulletin/2000-pdfs/mar00leb.pdf


What needs to be included in paper

         Simply stated, the case method calls for discussion of real-life situations that business executives have faced. Casewriters, as good reporters, have written up these situations to present you with the information available to the executives involved. As you review their cases, you will put yourself in the shoes of the managers, analyze the situation, decide what you would do, and … [be] prepared to present and support your conclusions. (Hammond, 2002, p. 1)

Case studies are thus widely used as learning methods in the education of healthcare managers and administrators. Cases require the student to think, reason, develop critical thinking and analytic skills, identify underlying causes of problems, use creative abilities, make decisions, and, in the case of group work, deal with personality conflicts and change. Generally, healthcare management utilizes two types of case studies: diagnostic and descriptive. In a diagnostic case study, a major issue or problem will need to be identified and addressed. A descriptive case study usually presents a theme or describes a situation or series of events. There is not necessarily a major problem presented, and thus the objective is more of discussing the theme in terms of management challenges. Regardless of the type, case studies can be daunting at first, and a good strategy for how to tackle the case study is needed.


                           Read (or watch) the case carefully several times. The first time you read it, read it quickly, trying to pick up the high-level issues and players. In successive readings, become absorbed in the situation in such a way that you see yourself intimately involved with the personalities, problems, and conflicts.

                                                      TIP: Highlight sentences that may be important in identifying the main issue or theme of the case, and strike out those sentences that are “nice to know” but not critical to the issues in the case. This will help you to filter out the “noise” in the case.

                           â–  As the case starts to become more familiar to you, begin to ask yourself the following types of questions and jot down your thoughts:

                                                      1. What is really going on this case? Generally speaking, what types of managerial issues are there (e.g., human resources, leadership, legal, confidentiality, quality control, conflict management, etc.)?

                                                      2. Can you describe in one sentence the major issue/problem? Make a list of all of the problems you can identify. Analyze this list to see if you can determine how these problems relate to each other. Are some problems the cause of other problems? If so, highlight the causal problems to see if a pattern develops. For example, a problem that is usually rather easy to identify is a loss of 368

revenue, but you must dig deeper—why is there a loss of revenue? What is causing it?

                                    â–  This will lead you to begin to understand the secondary, or underlying, issues. It is important to note here that you may end up with more than one “major” problem; your challenge is to identify the one that has the greatest potential to alter the situation for the better if addressed successfully.


          TIP:Sketch out the relationships between your major and secondary problems in a flowchart-like manner. Apply reasoning to how and why the problems developed; always answer the question, “WHY?” While we only know what the case tells us, we need to think about underlying motivators while we read. Play “devil’s advocate” to test these causal relationships to help ensure you are on the right track.

                  â–  Conduct some initial research on your identified major problem/issue. The research will likely help frame the major problem and reinforce its relationships to your potential secondary problems. For example, if the problem you have identified deals with employee supervision, research what types of things need to be considered when supervising employees (e.g., performance reviews, hiring/firing processes, related potential legal issues, discrimination and/or diversity issues, mentoring, confidentiality, etc.). Be sure to consider any potential diversity issues and the impact they may have. Only by gaining an understanding of the relevant management issues surrounding the major problem can you begin to develop potential solutions.

                           â–  Now that you have identified the major problem, decide from which management level you want to “solve” the problem. Is the problem best addressed from a departmental perspective (e.g., supervisor, director, manager); a senior executive perspective (e.g., vice presidents); an organizational perspective (e.g., CEO, board of directors); or perhaps from an outside perspective (e.g., consultant)? Note that in order to best make this decision, you must understand the roles and 369

responsibilities of each of these levels as they relate to the problem and identify the strengths and weaknesses of each approach.

                           â–  Identify at least two, but no more than three, potential alternative “solutions” to address the major problem from the management level you have selected. This is where you are being asked to “think outside of the box.” Were there possibilities not suggested by the text? How would each of these solutions improve the situation, and to what degree? Identify the strengths and weaknesses of each approach. The best choice may not be affordable; as managers we have to “satisfice,” that is, make the best choice available at that time. Is one more cost-effective than the other(s)? Would one of them take too long to implement before experiencing the needed results? Do you have the expertise and resources to implement the solution? In developing your alternative solutions, keep in mind the strengths and weaknesses of the organization as they relate to the major problem. Having a great community reputation, for example, will likely have little bearing on whether you should fire the head of surgery. However, significant financial reserves may be relevant in trying to increase access for patients in outlying areas. Remember, there is no one right or wrong solution, only better or worse solutions. The difference will be in how you analyze and present them.

                                    â–  Select the best alternative solution to implement. In the step above, you analyzed each potential alternative in terms of the strengths and weaknesses of each. Through this process it should have become evident which alternative has the best chance of successfully addressing the major problem. Your final challenge is to identify how and when you will know whether your proposed alternative solution worked. To do this, you must identify ways to evaluate your solution. For example, if the desired outcome of your solution is increased revenue, when will this occur, and to what degree? Increased revenue will be one of your evaluation metrics, but you will need to outline specifically what you expect to happen. A sufficient response in this example could be “increase revenue by 5% by end of third quarter.” Note that regardless of which metrics you choose, you need to be able to measure them. At this point in the case it may be necessary to “assume” some things. For example, if a desired outcome is increased patient satisfaction, you can assume the organization already measures this and simply state your expected quantitative improvement and time frame (e.g., “improve patient satisfaction by 10 percentage points within six months”). However, be sure to state any assumptions you are making (e.g., “We assume the organization already tracks patient satisfaction and it is currently at 30%”).

Background Statement

What is going on in this case as it relates to the identified major problem? What are (only) the key points the reader needs to know in order to understand how you will “solve” the case? Summarize the scenario in your own words—do not simply regurgitate the case. Briefly describe the organization, setting, situation, who is involved, who decides what, and so on.

Major Problems and Secondary Issues

Specifically identify the major and secondary problems. What are the real issues? What are the differences? Can secondary issues become major problems? Present analysis of the causes and effects. Fully explain your reasoning.

Your Role

In a sentence or short paragraph, declare from which role you will address the major problem, whether you are a senior manager, departmental manager, or an outside consultant called in to advise. Regardless of your choice, you must justify in writing why you chose that role. What are the advantages and disadvantages of your selected role? Be specific.

Organizational Strengths and Weaknesses

Identify the strengths and weaknesses that exist in relation to the major problem. Again, your focus here should be in describing what the organization is capable of doing (and not capable of doing) with respect to addressing the major problem. Thus, the identified strengths and weaknesses should include those at the managerial level of the problem. For example, if you have chosen to address the problem from the departmental perspective and the department is understaffed, that is a weakness worthy of mentioning. Be sure to remember to include any strengths/weaknesses that may be related to diversity issues.

Alternatives and Recommended Solutions

Describe the two to three alternative solutions you came up with. What feasible strategies would you recommend? What are the pros and cons? State what should be done—why, how, and by whom. Be specific.

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Due By (Pacific Time) 08/15/2014 12:00 am
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