Question.2103 - Organizational LeadershipFinal Comprehensive Case Exam (80 points)Read the following case and respond thoroughly to the three requirements and questions below. From a six-month recruiting process, you have been recently hired as a CEO/President to turn around a declining non-profit organization. The previous CEO was in a position for seven declining years; she was asked to resign by the Board of Directors and did so reluctantly. Her style was fairly autocratic and remained distant from the staff of employees. She communicated mainly through the Department Directors and never maintained a presence or connection with the employees. She spent most of her day answering emails, reading, and making phone calls and visits to other agencies and community leaders. However, she had difficulties asking for and raising funds. Now, the Board of Directors has authorized and challenged you to make a turnaround change within a year or two or they will be forced to shut it down. The organization was established in 1981 by a husband and wife that had a strong commitment to serving people and philanthropy in the community. Through their estate, friends, and charity they established and left an endowment of 16 million dollars. The endowment’s interest was to be used each year to supplement expenses for purpose-filled services to the community. However, expenses have been rising, so the organization has been getting permission from the Board for the last five years to use the principal from the endowment to cover operational costs. The current endowment balance is $8 million and the operating budget is up to 10 million annually, with a debt of 3.5 million. The organization provides health and support services to the local surrounding Kansas City community. There are 83 employees, all locally employed. You have an executive team of four Department Directors: Director of Administration and FinancesDirector of Health ServicesDirector of Educational and Housing SupportsDirector of PR, Grants, and Donations The organization traditionally has had a strong sense of pride and purpose and a strong reputation for service in the community. The building is filled with pictures of clients from the past to remind everyone of the purpose and impact of the organization. But recently that well established reputation for customer care and community service has been declining due to poor decisions in the finances and treatment of employees, and changes in the reporting structure. Some policies have been added to increase reporting and documentation to support accreditation and to protect from malpractice or lawsuits. However, the new policies have taken more time from the direct service of the caregiving employees to their constituents. The morale of the caregivers, partnering agencies and the clients has declined with the quality of time to provide services needed. Most of the Directors and employees spend their time, energies, and communications within their respected departments, without much concern or thought with the other departments’ activities, results and needs. The organization was run for years by employees that had worked there for years that were loyal and committed to the cause, but recently many have left or retired. The organization owns one building where administration is housed along with providing 30% of the health services and 80% of the educational training and community support. The rest of the services, training and support are offered in the clients’ homes or through other partnering agencies. Up until ten years ago the organization was running a surplus in finances and was providing record-breaking services and support. Gradual changes have occurred in the last ten to fifteen years. Whereas now, the finances are weak, employee morale is low, turnover is high and there is a lack of trust and confidence in the leadership of the organization. Many of the best employees have left and motivation is from fear of losing their job and what benefits they have left. The building looks neglected inside and out and the organization lacks the pride and commitment to its employees, clients and the community that once made it great. The Board of Trustees that hired you are giving you two years to make a turnaround of finances and services. You have been given a lot of authority to make the necessary changes to turn the organization’s services and reputation around. Respond to the following three questions and requirements thoroughly using concepts, theories, and ideas to build a vison and plan. You must use and document the course concepts and information to substantiate your responses and plan (weekly slides, articles, handouts, books, etc....). Using the Bolman and Deals Four Frames handout, analyze and assess the organization’s current culture and environment. From your assessment of the culture and structure, explain your diagnosis and what changes you will implement for improvement and change. Be specific and clear on the why, how, and what of your plan. (40 points) Using the Five Dysfunctions of a Team Model, what will be your new vision and emphasis for the organization and how will you communicate it? What will be your immediate and short-term strategy for both operations and people in this organization? As leaders, what will be yours and your executive team’s specific roles, priorities, and responsibilities in the first year, and preceding years after? (20 points) Based on who you are and your personal strengths what will be your personal leadership style, by using your personal traits, behaviors, experience, and knowledge effectively? Will your style change or adapt over time (start to finish), why or why not, and how? (20 points)
Answer Below:
Organizational xxxxxxxxxx In xxx given xxxx Bolman xxx Deal's xxxx Frames xxxxxxxxx can xx applied xx analyze xxx assess xxx organization's xxxxxxx culture xxx environment xxxx framework xxxxxxxxxxx the xxxxxxxxxx human xxxxxxxx political xxx symbolic xxxxxxxxxxxx which xxxx been xxxxxxxx in xxx context xx the xxxxxxxxxxxx in xxx below xxxxx Sriram xxxxxx Perspectives xxxxxxxx Structural xxxxx The xxxxxxxxxxxxxx structure xx the xxxxxxxxxxxx appears xx have xxxx rigid xxx hierarchical xxxxx the xxxxxxxxxx of xxx previous xxx who xxxxxxx the xxxxxxxx approach xxx the xxxxxxxxxxx managers xx well xx employees xxxxxx share xxxxxxxx with xxx higher xxxxxxxxx There xx disconnection xxx lack xx empowerment xxxxx employees xx decision-making xxx centralized xxxx little xxxxx from xxxx Financial xxxxxxxxxxxxx and xxxxxxxxxxxxx on xxxxxxxxx principles xxxxxxxx structural xxxxxxxxxxxxxx which xxxxxxxx financial xxxxxxxxxxxxxx Thus xxxxx is x need xxx decentralization xxxxxxxxxx employees xxx restructuring xxxxxxxxx management xxx the xxxxxxxxxxxx to xxxxxxx Human xxxxxxxx Frame xxxxxx among xxxxxxxxx is xxx with xxxx turnover xxxxx and x fear-driven xxxxxxxxxx as xxxx are xxxxxx anxious xxxx they xxxxx be xxxxxxxxxx for xxx mistake xxxx of xxxxxxxxxxxxx and xxxxxxxxxxx has xxx to xxxxxxxxxxxxx and xxxxxxxxx job xxxxxxxxxxxx Employees xxx not xxxxxx as xxxxxxxx assets xxx rather xx expendable xxxxxxxxx There xx a xxxx to xxxxxxxxx a xxxxxxx of xxxxx communication xxx employee xxxxxxxxxxx Political xxxxx The xxxxxxxx CEO xxx been xxxxxxxxxxx an xxxxxxxxxx style xxxx less xxxxx for xxxxxxxxxxxx to xxxxxxxxxxx in xxx decision-making xxxx power xxxxxxxx seem xx have xxxx tilted xxx different xxxxxxxxxxx have xxxx wars xxx a xxxx of xxxxxxxxxxxxx Board xxxxxxxxxxxx and xxxx of xxxxx direction xxxx exacerbated xxx organizational xxxxxxx Thus xxxxx is x need xxx redefining xxxxx dynamics xxxxxxxxx collaboration xxx clarifying xxx Board's xxxx Symbolic xxxxx The xxxxxxxxxxx reputation xx the xxxxxxxxxxxx has xxxxxx leading xx a xxxx of xxxxx and xxxxxxxxxx Declining xxxxxxxx morale xxxxxxxxxx deeper xxxxxxxxxxxxxx issues xxx lack xx a xxxxxxxx vision xxx resulted xx a xxxx of xxxxxxx and xxxxxxxx There xx a xxxx for xxxxxxxxxxxx organizational xxxxxxx restoring xxxxx and xxxxxxxxxxxxxxx a xxxxx of xxxxxxx Source xxxxxx Farley xxx organization xx implementing xxx below xxxxxxxx changes xxx overcome xxx current xxxxxxxxxx regain xxx reputation xxx excellence xxx fulfill xxx mission xx serving xxx community xxxxxxxxxxx Improvement xxx Change xxxxxxxxxxx Structural xxxxxxx Implement x decentralized xxxxxxxxxxxxxxx structure xxxxxxxxxx department xxxxxxxxx and xxxxxxxxx employees xx contribute xxxxx and xxxxxxxxx Conduct x thorough xxxxxx of xxxxxxxxx processes xxx institute xxxxxxxx to xxxxxx responsible xxx of xxxxx which xxxx to xxxxxx reliance xx endowment xxxxxxxxx Restructure xxx organization's xxxxxx to xxxxx with xxxxxxxxx resources xxx prioritize xxxxxxxxx services xxxxx Resource xxxxxxx Implement xxxxxxx communication xxxxxxxx including xxxx hall xxxxxxxx feedback xxxxxxxx and xxxxxxxxxxx programs xx enhance xxxxxxxx engagement xxxxxx in xxxxxxxx development xxxxxxxx including xxxxxxxx and xxxxxx advancement xxxxxxxxxxxxx so xxxx employee xxxxxx and xxxxxxxxx can xx improved xxxxxxx a xxxxxxx of xxxxxxxxxxx and xxxxxxx where xxxxxxxxx feel xxxxxx and xxxxxxxxx in xxxxx roles xxxxxxxxx Changes xxxxxxx cross-departmental xxxxxxxxxxxxx through xxxxxxx meetings xxxxx projects xxx shared xxxxx breaking xxxx silos xxx promoting xxxxxxxx Clarify xxx roles xxx responsibilities xx the xxxxx of xxxxxxxxx establishing xxxxx communication xxxxxxxx and xxxxxxxxxxxx to xxxxx micromanagement xxxxxxx department xxxxxxxxx to xxxx their xxxxx effectively xxxxxxxxx them xxxx autonomy xxx support xx drive xxxxxxxx change xxxxxx their xxxxxxxxxxx Symbolic xxxxxxx Launch x comprehensive xxxxxxxxxx campaign xxxxx prioritizes xxx organization's xxxxxxx commitment xx its xxxxxxx and xxxxxx Invest xx facility xxxxxxxxxxxx to xxxxxx a xxxxxxxxx and xxxxxxxxx work xxxxxxxxxxx which xxxxxxxx the xxxxxxxxxxxxxx revitalized xxxxxxx Develop x compelling xxxxxx statement xxx strategic xxxx thereby xxxxxxxx employees xxx stakeholders xx the xxxxxxx to xxxxxxxx a xxxxx of xxxxxxx and xxxxxxxx Source xxxxxx Farley xxxxx on xxx Five xxxxxxxxxxxx of x Team xxxxx the xxx vision xxx the xxxxxxxxxxxx will xx to xxxxxx its xxxx trust xxxxxxx collaboration xxxxx the xxx stakeholders xxx regenerate xxxxxxxxxx among xxx employees xx that xxx organization's xxxxxxx is xxxxxxxx The xxxxxxxx and xxxxxxxxx need xx have xxxxxxxx and xxxx accountability xx that xxx organization x mission xxx vision xxx achieved xxxx vision xxxx be xxxxxxxxxxxx through xxxxxxx town xxxx meetings xxxxx the xxxxxxxxxxxxxx challenges xxxx be xxxxxx addressed xxx the xxxxxxxxx will xx motivated xx achieve x shared xxxxxxx Lencioni xxx immediate xxx short-term xxxxxxxxxx for xxxx operations xxx people xx this xxxxxxxxxxxx are xxxxxxxxx in xxx below xxxxx Operations xxxxxx Conduct x comprehensive xxxxx of xxxxxxx operations xx identify xxxxxxxxxxxxxx and xxxxx for xxxxxxxxxxx Streamline xxxxxxxxx and xxxxxxxxxxxxx processes xx alleviate xxx burden xx caregiving xxxxxxxxx Strategies xx reduce xxxxx and xxxxxxxx revenue xxxx be xxxxxxxxxxx so xxxx the xxxxxxx issue xx financial xxxxxxx is xxxxxxxxx Initiate xxxxxxxx engagement xxxxxxx to xxxxxx feedback xxx identify xxx areas xx concern xxxxxxxx training xxxxxxxx must xx implemented xxxx aim xx achieve xxxxxx leadership xxxxxxxxxxx communication xxxxxx and xxxxxxxx resolution xxxxxxxxxxxxxxxxxx task xxxxxx must xx established xx foster xxxxxxxxxxxxx and xxxxxxx systemic xxxxxx impacting xxxxxx and xxxxxxxxxxx Source xxxxxxxxx Lencioni xxx specific xxxxx priorities xxx responsibilities xx the xxxxx year xxx proceeding xxxxx after xxx CEO xxxxxxxxx and xxxxxxxxx team xxx as xxxxxxx CEO xxxxxxxxx Executive xxxx Set xxx strategic xxxxxxxxx and xxxxxx for xxx organization xxxxxxx clear xxxxxxxx and xxxxxxx to xxx executive xxxx and xxxxxxxxx Director xx Administration xxx Finances xxxxxxxxxxx budget xxxxxxxxxx to xxxxxx sustainability xxxxxxxx of xxxxxx Services xxxxxx process xxxxxxxxxxxx and xxxxx development xx improve xxxxxxx delivery xxx quality xx care xxxxxxxx of xxxxxxxxxxx and xxxxxxx Supports xxxxxxxxxx community xxxxxxxx and xxxxxxxxxxxx to xxxxxx services xxx support xxxxxxxx Director xx PR xxxxxx and xxxxxxxxx Develop xxx execute xxxxxxxxxxx strategies xx increase xxxxxxx and xxxxx engagement xxxxxx Northouse xxxxxxxx In xxx first xxxx the xxxxx will xx on xxxxxxxxxxx operations xxxxxxxxxx trust xxx fostering x culture xx collaboration xxxxx greater xxxxx should xx on xxxxxxxxxx growth xxx sustained xxxxxxxxxxxxxx excellence xx the xxxxxxxxxx years xxxxxxxxx Lencioni xxxxxxxxxxx my xxxxxxxx traits xxxxxxxxx experience xxx knowledge xxxxxxxxxxx as x leader xx personal xxxxxxxxx are xx communicating xxxxxxxxxxx with xxxxxxxxx stakeholders xxxxxxxxxx empathy xxxx them xxx conducting xxxxxxxxx thinking xx identify xxxxxxxxx My xxxxxxxx leadership xxxxx relates xx the xxxxxxx leadership xxxxxxxx as x prioritize xxx needs xx others xxx empower xxxx to xxxxxxx Hunter xx leadership xxxxx may xxxxxx based xx the xxxxxxxx experience xxx changing xxxxxxxxxxxxx that x receive x will xxxxx my xxxxxxxx to xxxx the xxxxx of xxx organization xxx its xxxxxxxxxxxx although xx core xxxxxx and xxxxxxxxxx will xxxxxx constant x will xxxxxx refining xxxxxxxxxxxxx strategies xxxxxxxx decision-making xxxxxxxxx or xxxxxxxxx management xxxxxxxxxx to xxxxxxxx team xxxxxxxxxxx and xxxxxxx our xxxxx Northouse xxxxxxxxxx Hunter x The xxxxxxx Roseville xxxxxxxx P xxx five xxxxxxxxxxxx of x team xxxx Wiley xxxx Northouse x G xxxxxxxxxx Theory xxx practice xxxx publications xxxxxx R xxxxxx J x Circular xxxxxxx A xxxxx for xxxxxxxx Bolman xxx Deal x four xxxxxx in xxxxxxx affairs xxxxxxxxxxxxxx Student xxxxxxx - xxxx works xxxxxxx com xxxxx sriramMore Articles From Management
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