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The challenges facing the founder and executive director of a small nonprofit organization related to organizational growth, issue advocacy, and board development.

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 geni

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.

Teaching Notes from casebook Leadership and Diversity Written by Dean Barbara J. Nelson, UCLA School of Public Affairs. Case teaching experience, discussion questions, recommend readings, and tools for class role play can be found in these notes.

The teaching notes presented here are from an outstanding casebook on Leadership and Diversity written by Dean Barbara J. Nelson, UCLA School of Public Affairs.

Casa documents leadership decisions made in a nonprofit providing safe haven for Hispanic women experiencing domestic violence and shows how leaders can compete for resources and create program principles based on ethnic community values.

This case is designed to document the main leadership decisions made in the life of a nonprofit founded to provide safe haven for Hispanic women experiencing domestic violence.

Fostering Success launched an equity initiative to meet its ambitious goal of high school graduation parity in the surrounding county. A consultant led the agency through several required trainings and in starting an Equity Team. 

Early on, conflict emerged. Staff did not understand the purpose of equity training or see the connection to better outcomes for youth in foster care.

This case can help students examine how the issues of race and diversity affect management  responsibilities and performance. It would be most likely to be used in courses addressing public or non-profit management, organizational change, or human resources.

When Cheryl Cobbs, the SCA executive director, received the MEDC report in December 2003, she was surprised by the intensity of frustration expressed by staff toward agency leadership.

This E-PARCC award-winning case chronicles Seattle’s effort in 2014 to become the first major city in the country to pass a law raising its minimum wage to $15 per hour. It’s told from the perspective of protagonist Ed Murray, the newly elected Mayor of Seattle who attempts to broker a deal by assembling a large and diverse committee of affected stakeholders to write the law.

This E-PARCC award-winning case, "Combat and Collaboration in Seattle's Historic Minimum Wage Debate” provides a gripping and vivid example of an innovative policy-making process in a major city.

The case describes the situation as newly appointed commissioner walks into it her roll in Department of Juvenile Justice, including the internal tensions and significant operational problems in every division, the agency's history of bad press and feuds with City Hall. This case illustrates strategic analysis and management's role in change.

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.

When a Japanese economic development advisor introduces management techniques that emphasize devolution of decision making, he finds Uruguayan managers decidedly unresponsive to his ideas.

For 18 months, Mr. Kazuo Sakamoto had been in Uruguay under the sponsorship of Japan Aid, the major implementing agency for Japan's international cooperation projects.

The dilemmas and escalating crises facing a new executive director of a small, multipurpose nonprofit, plus the particular challenges of taking charge after a popular founder/executive director leaves. The case presented an overview of general management responsibilities and some basic principles of board management and staff relationships.

These teaching cases present dilemmas and escalating crises facing the new executive director of a small, multipurpose nonprofit organization.