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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.

How should a complex public organization such as a public university respond to changes in the organizational environment when there are many "voices" with power to speak on emerging public issues that affect the university in different ways?

This teaching case presents a problem of how complex public organizations respond to changes in the organizational environment.

A suburban town experiences controversy and service gridlock over construction and land use permit processing. Students work on how to find tools to correct these service and political problems.

Instructors may use this case to teach operations analysis, and demonstrate the use of "continuous improvement" or "work re-engineering," inclusive decision-making and strategic organizational deve

A local nonprofit organization's rapid success at applying a venture capital approach to philanthropy creates widespread interest in replicating its model in other cities.

This case illuminates issues associated with the replication of nonprofit organizations and their affiliation in larger structures.

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.

This case study will examine the leadership challenges and key decision points in designing a system that did, in fact, facilitate the adjudication over 99 percent of the appeals received within the statutory timeframe of 15 days. It will also discuss how decision-making choices led to the development of new technologies and intra-agency collaboration that will be carried into the future to further improve services to the public.

This case is offered as part of the Recovery Act Case Program and serves as a best example of the efforts of the large network of federal, state, local, non-profit, and private sector partners who

This report is offered as part of the Recovery Act Case Program and serves as a best example of the efforts of the large network of federal, state, local, non-profit, and private sector partners who contributed in the implementation of the 2009 American Recovery and Reinvestment Act.

The American Recovery and Reinvestment Act of 2009 (Recovery Act), signed by President Barack Obama on February 17, 2009, provided America with a $787 billion investment package to ―… boost the fai

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

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.

Operations management and customer service in a political environment are crucial skills for public and non-profit managers.