Recreation

Case Solution for New York City Department of Parks and Recreation

Complete Case details are given below :

Case Name :      New York City Department of Parks and Recreation
Authors :           Yael Grushka-Cockayne
Source :             Darden School of Business
Case ID :           UV7018
Discipline :        General Management
Case Length :    03 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In January 2013, John C. Liu, New York City’s comptroller, wrote to the residents of the city about his audit of the New York City Department of Parks and Recreation (DPR). Liu summarized his office’s findings: “The audit found that DPR was not carrying out and overseeing capital construction projects in a timely and cost effective manner.” To investigate the existence of the “planning fallacy” in organizations, information from nearly 1,800 capital projects undertaken between 1998 and 2008 was obtained from the office of the chief engineer of the New York City DPR. In light of the data, how severe was the planning fallacy during this time and could it be used for overcoming the planning fallacy?
 
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Case Solution for Dovercourt Recreation Centre – Healing a Rift
Complete Case details are given below :
Case Name :      Dovercourt Recreation Centre – Healing a Rift
Authors :           Mary Weil, Chen Rao
Source :             Ivey Publishing
Case ID :            W14374
Discipline :        Organizational Behavior
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In July 2001, the newly elected president of the board of directors at Dovercourt Recreation Centre in Ottawa, Ontario, faces a dilemma. The facility’s executive director has suggested that in light of a poor performance review, his only option might be to resign. He is revered by his staff and the community for his passionate advocacy of outreach to disadvantaged and marginalized populations and has a successful track record in running the organization and popularizing its programs throughout the city. However, he is under great stress because his informal management style does not fit well with the board’s need for specific monthly accounting. The new president was recruited to improve unproductive board meetings, but he has quickly realized the root issue is the escalating tension between the executive director and the board. Confident that he can use his consulting background to deliver a solution to the conflict that threatens to undermine the centre’s strong reputation, he needs a plan and must act on it decisively and immediately.
 
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