The use of cases to develop management skills is generally known as the “case approach”. This approach is reviewed from an historical perspective and its utility in management development is examined. It is concluded that it is not a management training panacea regardless of its numerous appeals; that its effective use places a major set of requirements on the instructor; that there is still a general paucity of well‐designed studies on the merits or demerits of the approach, and finally, that a wide range of instructor roles and pedagogic techniques or practices exist for implementing it.
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