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Supplements the (A) case.

Details an instructor's attempt to motivate his section to raise its classroom performance standards. Outlines the situation when the section was performing well, the decline in standards, the action the professor took to revise the situation, and the final outcome.

Supplements the (A) case.

Supplements the (A) case.

A student takes a position on a case which is in conflict with the other students' conclusions. The professor believes the student's answer is correct but does not indicate so in class. As a result, the student withdraws from further class participation.

Helps students fully capitalize on the case method. Succinctly introduces the benefits, format, and process while offering lots of "how-to" advice. Widely used as an introductory handout for executive, MBA, and undergraduate courses. Describes how case discussion enables the exchange of managerial experience and knowledge. Emphasizes the need to identify the real issues and do rigorous analysis in the course of reaching a management decision and that there is typically more than one "right" answer.

Briefly describes the process of case writing, the general nature of cases, and the advantages to students of learning by the case method. An approach to studying a case, individually or as a group member, for classroom discussion is outlined. Also summarizes the basic characteristics of a case discussion.

Guidelines to aid the student in analyzing a case situation by casting himself or herself in the role of protagonist, developing criteria for alternative decisions, and generalizing to other situations.

Concerns the effect the case method has on both teachers and students. Points out the growth in maturity of the incoming student, accustomed to the role of receiver in undergraduate school, to the point where he or she becomes an active participant as an adult member of a democratic community. It also suggests the proper role of the instructor as a leader of the group and points out pitfalls to be avoided.