Several of our labor relations cases are available to Hallway members through a cooperative arrangement with the Harvard University's John F. Kennedy School of Government Case Program.
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.
During her lunch break, Eileen Shanahan, assistant secretary for public affairs at the Department of Health, Education and Welfare (HEW), learns that the first annual report of HEWs inspector general, due to be published the next day, will claim that HEW "wastes seven billion dollars a year." The bearer of this news is Robert Wilson, public affairs manager for the inspector general's office.
When Denise Fleury left the insurance industry to become head of the Minnesota Office of State Claims in June 1984, she knew the job would be challenging. Recent changes in state law aimed at lowering workers' compensation costs across Minnesota had changed and broadened the mission of the state claims office, which administered workers' compensation benefits for all state employees. But when she took the job, Fleury did not realize how badly state claims was handling its old responsibilities.
This is an account of how different constituencies (educators, school board members, and local business people) viewed and influenced a decision by the Cornwall County school board to hire outside professionals to manage the school district's custodial staff. Cleanliness problems in some schools were interfering with education and had become something of a local issue because of the city's desire to attract and hold high tech business.
This "Innovations in State and Local Government" case begins in January 1983, when Ellen Schall is appointed commissioner of New York City's Department of Juvenile Justice, an agency in upheaval. DJJ was established to detain seven- to fifteen-year-old children between arrest and adjudication. Most of DJJ's charges are held in a 25 year old secure detention facility called "Spofford," a notoriously violent and dilapidated facility in the South Bronx. The case describes the situation as Schall walks into it.