Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Columbia CaseWorks, Columbia Business School
Version: November 1, 2019
Length: 2 pages
Data source: Published sources
Share a link:
https://casecent.re/p/168770
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Abstract
This is part of a case series. In 2007 Michelle Rhee became chancellor of the Washington, DC, public schools. A Korean-American from suburban Ohio with several years of experience as a classroom teacher and educational reformer, Rhee had attended private schools and never before run a school district. A self-described 'change agent', Rhee determined the core operational areas that needed fixing, and accomplished her short-term objectives: filling principal vacancies and readying schools to open on Opening Day. However, the community organized against Rhee as she set out to accomplish her longer term goals, including the closing of poor-performing schools, the firing of ineffective central office union employees, and the elimination of teacher tenure. This three-part case asks students to consider effective ways to transform a large, complex organization with many stakeholders.
Teaching and learning
This item is suitable for undergraduate and postgraduate courses.Time period
The events covered by this case took place in 2010.Featured company
District of Columbia Public Schools
Featured protagonist
- Michelle Rhee (female), Chancellor
About
Abstract
This is part of a case series. In 2007 Michelle Rhee became chancellor of the Washington, DC, public schools. A Korean-American from suburban Ohio with several years of experience as a classroom teacher and educational reformer, Rhee had attended private schools and never before run a school district. A self-described 'change agent', Rhee determined the core operational areas that needed fixing, and accomplished her short-term objectives: filling principal vacancies and readying schools to open on Opening Day. However, the community organized against Rhee as she set out to accomplish her longer term goals, including the closing of poor-performing schools, the firing of ineffective central office union employees, and the elimination of teacher tenure. This three-part case asks students to consider effective ways to transform a large, complex organization with many stakeholders.
Teaching and learning
This item is suitable for undergraduate and postgraduate courses.Settings
Time period
The events covered by this case took place in 2010.Featured company
District of Columbia Public Schools
Featured protagonist
- Michelle Rhee (female), Chancellor