Product Overview

The C case brings superintendent and principal together for the epilogue. Moran prepared her central office staff for the decision Landahl made. He decided to go into voluntary choice because he was convinced he had identified the problems and offering supplemental services was not going to make the difference. And at the end of year two, the 2008-09 school year, Greer did pass the AYPs. The unique approach of providing students with two views of the same circumstances means that they will arrive in the classroom with different information. That fact generates lively discussion and also encourages the practice of examining situations from various stakeholder points of view. This case has been taught in an executive education school turnaround program for district administrators and principals. It could also be used in a first-year MBA leadership and organizational behavior course as an introduction on creating value through people-management and design.

Learning Objectives

•To introduce students to the complexity of organizational design and human resource systems. •To encourage students to appreciate the importance of understanding human systems and developing people-management skills. •To help students recognize the implicit or explicit framing of a situation as a problem and re-frame it in purposeful ways. •To think about alignment between an organization’s policies and procedures and the people side (trust, relationships). •To help students see ways in which people and people-management add value to organizations and their stakeholders.