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Found 159 cases including Teaching/Usage Note

  1. This case challenges students to penetrate the complexities of metropolitan governance. Sound Transit, an entity newly created by voter mandate, must organize a seamless, one-ticket system across the boundaries of four established transit agencies in order to launch regional transportation service on time.

  2. This case presents a dilemma facing Cheryl Chase, the founder and Director of the Intersex Society of North America (ISNA), an organization whose mission is to end shame, secrecy, and unwanted genital surgeries for people born with atypical sex anatomies. Driven by her commitment to the issue, Chase develops ISNA and its board over the course of many years and achieves a high level of visibility and respect for the organization. Chase eventually realizes it is time to leave ISNA and to transition to a non-founding director.

    Nonprofit and NGO
  3. This teaching case explores how diversity issues ranging from race and ethnicity to religion and culture span the domain of public leadership. Students are asked to step into the shoes of employment services trainer Alice Rhodes, identify problems in a job training program she is offering to residents of a public housing community, and respond to some of the challenges she faces in meeting her contracted goals.

  4. Instructors may use this case to teach operations analysis, and demonstrate the use of "continuous improvement" or "work re-engineering," inclusive decision-making and strategic organizational development. This case is ideal for provoking classroom discussion about the risks associated with different problem solving strategies from the perspective of the chief executive, about work flow systems and identifying moments of key customer contact ("moments of truth").

  5. NPower (A & B) provide students with an excellent opportunity to make decisions and plan strategy for two important phases of the life cycle of a new nonprofit technology service organization, NPower. The A Case focuses on some of the critical decisions as well as the first year plan for the start up of the organization and the B Case highlights the issues involved in organizational expansion and going to scale.

    Nonprofit and NGO, Technology
    Strategic Planning
  6. This case provides opportunities for students to map internal and external actors influencing policy decisions, evaluate the effectiveness of different approaches to advocacy, and think about how a specific organization might maximize its impact in the future. The case contains substantial background information on the global financial architecture (including institutions such as the World Bank and International Monetary Fund) and specific detail on the politics of the debt relief debate that took place between 1995 and 2000.

    Advocacy, Decision Making
  7. This case illuminates issues associated with the replication of nonprofit organizations and their affiliation in larger structures. The rapid success of SVP Seattle invited its replication in other cities and soon brought the question of establishing a national structure into serious consideration. The case can be used to examine the role of a "model" organization in supporting replication and to explore the critical importance of mission and values in organizational development and growth.

    Nonprofit and NGO
  8. This two part case and its companion bring real world problems into the study of statistics, research design, and communication with non-statistician audiences. Each case invokes multiple skill sets, aiding students in consolidating their knowledge. The brief texts are accompanied by ample data and extensive questions that instructors can use flexibly to combine class discussion, small group work, and writing assignments.

  9. The case examines labor-management relations in the national office of the United States Employment Service during that office's attempts to reorganize. While the proposed restructuring was based on a thorough analysis of the organization, there were problems with the union. Part A of the case details how a poor labor relations atmosphere led to union reluctance to discuss the reorganization, as well as to adverse publicity and charges of politicization, and finally to formal charges of unfair labor practices.

  10. In this straightforward and timely case, students are tasked with navigating the intricacies of public personnel hiring including the managerial, political, legal, and ethical challenges that are commonly faced by public managers. As the director of a city economic development division, the student must choose between a group of candidates that have applied for a new position that has opened up in the department. Each candidate’s qualifications are described with the inclusion of details from the candidates personal life that create a twist in what should be a simple hiring process.