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This first segment of the IMC course focuses on the broad strategic picture by examining the external environment in which a leader is operating.

This is the first segment of the Integrated Management Curriculum - a three quarter sequence designed to teach skills, practices and theories involve

The second IMC term builds upon the first, relating the importance of the internal operational capacity to the external environment. However, in this second term, the focus is on the specifics of operational effectiveness, rather than on the broader strategic examination of the first term.

The second IMC term builds upon the first, relating the importance of the internal operational capacity to the external environment.

As the previous IMC terms provided external and internal perspectives of the responsibilities of leadership, this term is intended to weave those together, by providing practice at integrating the skills, and focusing on how to affect policy.

As the previous IMC terms provided external and internal perspectives of the responsibilities of leadership, this term is intended to weave those tog

Early in his teaching career at a graduate school of public affairs, an assistant professor leading a management case discussion is brought up short by an African-American student's objection to "racism" in the case text. It is suitable for discussion in faculty groups focusing on teaching about diversity, leading discussion on charged subjects, and leading discussion among diverse participants.

This brief, three part case focuses on an unsettling moment in the life of a public management class, when racial tensions surface during discussion of a case involving minority staff at a public a

Conflict erupts when the Catholic Church seeks to reclaim a building that has housed a popular public school for almost fifty years based on a Hungarian law requiring localities to return all property to local religious orders. The case also prompts analysis of how local governments are caught between the dictates of nationally driven policy or regulation and the specific, unique needs of their own communities.

This short, engaging case spurs class discussion about the role of community-based interest groups and the pressures they exert on local governments and public executives.

For both new and experienced case method instructors. This essay uses a single case as a point of departure to richly discuss some of the most basic issues in case teaching.

This is a new formulation of basic advice for both those new to case teaching and those who are already experienced.

Executive Director Lundberg has a new five-year contract, but must deal with a board that is divided over the use of the school’s land, only a small portion of which is actually needed for the school’s facilities. A showdown is brewing...

At the beginning of a new school year during the Great Recession, Bedford Falls Academy Executive Director Susan Lundberg proposes an ambitious five-year capital improvement and enrollment growth p

On the eve of an inspector general's critical report to a hostile Congress, HEW faces the dilemma of how to handle the fallout. This case may be used as a vehicle to discuss press relations and how public managers should frame an issue for the media.

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 gener

Provocatively describes circumstances of contracting out janitorial services in an environment of political patronage and limited resources. Explores contract management issues.

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

This case highlights the political challenges contemporary urban school leaders face, it can be used in courses that focus on Education Policy, Political Representation, and Leadership and Management.

The case is framed by the decisions facing the school board president, Katherine Mitchell, shortly after she and her allies have forced the school superintendent, Roy Brooks, from his position.