The Uses of Case-Based Learning
The Value and Benefits of Case-Based Learning
2. Case Assessment and Debriefing
Use and Organization of the Casebook
3. Governance, Environment, and Structure
Case 3-1 Meddling Trustees
Case 3-3 Dorchester House Board of Directors
Case 3-4 The Perfect Storm
Case 3-5 Poor Leadership Boundaries
Case 3-7 Cost of a Tuxedo
Case 3-8 Choosing a Director
Case 3-9 Collapse of the Coalition
Case 3-10 Merging Colossal and Grassroots Agencies
Case 3-11 Poor Interdepartmental Communication or Competing Service Ideologies?
Case 3-12 Whose Interests Are Being Served?
Case 3-13 Greenvale Residential Treatment Center
4. Leadership and Ethics
Case 4-1 Empowering Staff: Real or Imaginary?
Case 4-2 Caught in the Middle: Mediating Differences in Gender and Workstyle
Case 4-3 To Talk or Not to Talk?
Case 4-4 Agency Director Uses a Personal Coach to Address His Leadership Style
Case 4-5 Founder’s Syndrome
Case 4-6 Executive Leadership
Case 4-7 Marian Health Center
Case 4-8 Mosaic County Welfare Department
Case 4-11 Philosophy Versus Economics
Case 4-12 What? Me worry?
5. Planning and Program Design
Case 5-1 Mallard County Private Industry Council
Case 5-2 Be Careful What you Wish For
Case 5-3 Decisions on Resource Allocation
Case 5-4 Rational Versus Political Decision Making
Case 5-5 The Achievement Crisis at Girls Works
Case 5-6 Cutbacks and Performance Pressure
Case 5-7 Hillside Community Center
Case 5-8 Empowering Staff to Advocate for Chicano/Latina Clients
Case 5-9 Banksville Human Services Center
Case 5-10 Massive Retrenchment
Case 5-11 Productivity and Performance
Case 5-12 Responding to Changing Client and Community Needs
6. Financial Management and Information Systems
Case 6-1 Should We Accept the Gift?
Case 6-2 Changing the Ground Rules
Case 6-4 Improving Cash Flow
Case 6-5 Desperate for Program Funding
Case 6-7 Measuring Performance
Case 6-8 Information Services Overload
Case 6-9 Evaluating a Strategic Plan for Children’s Services
7. Human Resource Management and Supervision
Human Resource Management
Case 7-1 The Case of Missing Staff
Case 7-2 Client-Centered Administration or Organization-Centered Administration?
Case 7-4 The Influence of Religious Beliefs
Case 7-6 Challenges on the Line
Case 7-7 Selecting a Clinical Director for Friendly House
Case 7-8 Fire a Competent CFO?
Case 7-9 SOS in DHS: A Problem of Motivation
Case 7-10 Deteriorating Performance of a Supervisee
Case 7-11 Helping Supervisors Manage Their Staff
Case 7-12 Supervising Five Case Managers
Case 7-13 Supervisory Leadership
8. Organizational Dynamics and Change
Case 8-1 Implementing Organizational Change as a Newcomer
Case 8-2 Diagnosing Managerial Practice in a Budget Crisis
Case 8-3 How Are We Doing?
Case 8-4 Jefferson Hospital
Case 8-5 Thurston High School
Case 8-6 Leadership Challenges in Transforming a Public Human Services Agency
About the Authors