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The decision cases in this collection differ from the cases commonly used in social work education. Whatever their experience with the case method of teaching or with end-of-life care, most instructors will benefit from the extensive teaching notes written for each of the cases.

The decision cases in this collection differ from the cases commonly used in social work education.

This case describes the founding and growth of 23andMe, uptake of its services, questions raised by medical experts about the associations made in its tests, and regulatory issues raised in Congressional hearings and by the FDA. 

In late November 2013, CEO Ann Wojcicki and her leadership team at 23andMe received a sternly worded letter from the U.S. Food and Drug Administration (FDA).

Two potential Ebola patients have just arrived at the Harborview Medical Center in Seattle. Go through this Case and corresponding Role Playing Exercise to make reccomendations for how each stakeholder should interact in this situation.

One of the most feared yet not the least health epidemic in recent history is the Ebola virus. Ebola is transmitted from human to human via blood and saliva.

In the course of a series of investigations into scientific fraud and misconduct involving Nobel laureate David Baltimore and research scientist Thereza Imanishi-Kari, new policies were established in the United States and internationally. The case asks whether Baltimore should resign as president of Rockefeller University. His short tenure had been rocked by controversy over allegations concerning a publication from 1986 in the leading journal, Cell. Although Baltimore himself was never accused of misconduct or data manipulation, investigations into the underlying data led to questions about his role as co-author.

In early December 1991, renowned scientist and Nobel laureate David Baltimore considered his status at Rockefeller University.

The Chief Executive Officer of a rural nonprofit regional referral health system located in north central Arkansas is confronted with the closure of a rural hospital in his service area. He has to make a difficult decision that involves weighing his mission obligation to serve the north central area population against his fiduciary responsibilities to the health system he manages.

The Chief Executive Officer of a rural nonprofit regional referral health system located in north central Arkansas is confronted with the closure of a rural hospital in his service area.

This three part case forces students to grapple with the complex decision to cut costs by downsizing. Students then explore what leadership must do to implement continuous quality improvement and rebuild staff morale.

This is a finely woven case about a hospital's decision to overcome its operating loss by downsizing.

New manager scrambles to cope with day-to-day crises while trying to take on new tasks. How does she create organizational capacity in this situation? What should she do when problems persist?

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.

The hospital must cut costs, and shift from a primary nursing model of patient care to an integrated practice model. This case explores working with a grant to reorganize, and to implement new programs with an interdisciplinary approach.

The case takes place in Beth Israel Hospital, an institution with highly progressive top management, and details a hospital's transition from the primary nursing model of patient care to an integra

Justice Now pushed hard for prison abolition while advocating for better health care and condition. They offer interns the opportunity to learn firsthand about prisoners'' human struggles as well as the policy implications of state sponsored violence.

Cassandra Shaylor and Cynthia Chandler founded Justice Now in 2000.

This case can be used in a graduate level public management and leadership course to allow students to consider different approaches for Vice Minister Quesada in implementing major organizational change and how he handles the pressures upon him as a person and leader. This case can also be used in a leadership and organizational performance course to evaluate Quesada’s restructuring approach in managing rural health implementation and how to monitor and focus attention. Finally, this case could be used in a management course related to international development in the health sector to analyze the complex environment public manager’s face in implementing sweeping organizational changes in the developing world as well as his tactics for dealing with institutional opposition.

The case narrator is doing research on the health sector in Portobello—an alias for a Central American country—and follows Vice Health Minister Jose Manuel Quesada as he implements several major po

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