A Case-Study Approach to Managerial Decision Making

Abstract

Today’s community recreation programs exist in dynamic and uncertain environments that are often characterized by complex stakeholder relationships and rapid change. Economic conditions, socio-political pressures, legal concerns, technological advances, and demands for accountability have placed considerable pressure on managers who are generally expected to do more with less. Successful decision making has become increasingly dependent on one’s ability to make efficient, effective, and equitable decisions that address the needs of internal and external stakeholders. Like any skill, decision making can be learned. This paper outlines a case-study approach to decision making within the context of an undergraduate recreation management course. Relevant background information is provided, along with a description of the activity, desired learning outcomes, and recommendations for implementation.