This book examines in depth the proper use of case studies in training managerial decision makers and defines the conditions under which one method of preparation and presentation is to be preferred to another. The first part defines the varying types of case study and their comparative advantages. The second part examines the process of decision making and shows how the case study can here act as a sensitizing agent. Part Three is concerned with the use of case studies and with how they may be tailored to the requirements of individual companies. Preparation of the case study is covered in Part Four. The fifth part is devoted to the presentation of the case study; several methods (discussion technique, role playing, participation techniques, simulated management technique, and apex technique) are described and evaluated. Part Six presents five specimen case studies--two organization studies and three individual studies. A bibliography is included. (jf)