Case Study Search
This case presents challenges in linking policy analysis and development to implementation when confronted with conflict from within and without a public organization. It is appropriate for use in a graduate level public management course and would also work well in a leadership or ethics class.
The California Bureau of Public Lands is responsible for the management of all state-owned lands. It contracts with private timber companies to harvest timber.
A popular and rich case to resolve customer service, accountability, and staff motivation problems ossified in a tradition of hierarchical decision making and unproductive meetings.
Everyone’s life has been touched by experience with a library.
The five mini-cases on ethics in managerial decision-making are intended to portray real life managerial dilemmas in a way that will help students develop frameworks for addressing those dilemmas.
The five mini-cases on ethics in managerial decision-making are intended to portray real life managerial dilemmas in a way that will help students develop frameworks for addressing those dilemmas.<
Eastern European NGO is tempted to violate its own policies by granting a special request from the country's president, and must face political forces not easily dismissed. In addition to its focus on the conflict between organizational and political priorities, this case can be used to illustrate principles of crisis management and staff/board relations.
This case presents a classic dilemma faced by nonprofit and public sector managers: how to remain true to the organization's values and mission when asked by an authority figure to "bend the rules?
The case begins in Spring 2007 with Paul Shoemaker and Ruth Jones, the respective executive directors of Social Venture Partners (SVP) Seattle and Social Venture Partners International (SVPI).
Hurricane Katrina resulted in a tragic humanitarian disaster due to a decades-long combination of government action and inaction. In this sense, it was a preventable disaster.
This case focuses on the long and short-term factors that contributed to making Hurricane Katrina a humanitarian emergency in the City of New Orleans.
This case follows an ongoing leadership challenge within a small volunteer-dependent non-profit crisis support organization called the Corvallis Crisis Line (CCL), and the impact of poor management