human services

Case Study Scenario for a Nonprofit, For-Profit, or Government Organization

Priscilla Hill

Capella University

Bayer Center Case Study Scenario

The case study scenario I choose on was the program planning in human services organization. The organization I picked on was the national nonprofit health organization called Bayer Center. Initially, the Bayer Center was doing very well and the staff was committed and very productive in its service delivery. One time the long term director went out for a family emergency function for a number of days. He had left many unresolved financial issues in the company. The company had also merged with another organization, the act that had impacted on its success and management change. Many directors had resigned because of that. They went with the institutional history and longtime subject expertise. There was imperative need for the planning for the management of the present stress and the future growth and development. As the staff interrogated into the situation, it emerged that a program planning in order to reduce the services to a level that will honor the organizations values, staff investments and clients’ needs and at the same time maximizing on the potential growth rate.

The leadership model that was employed to ensure service delivery for the scenario was the Transformational leadership model. In this leadership model, the leadership would be trained to ensure that the organization is in a position to train and develop a team of leaders to propel the organization forward (Muenjohn & Armstrong, 2015). In this model, the leader focuses on the positive relationship with the subordinates. It follows four elements which include idealized influence where the leader will give the role model of the expectations as a leader and use charismatic personality traits to influence others in their service delivery. In this case, the finance director should be trained to come out distinctively and charismatically and plan how the financial and other management issues need to be handled with or without the physical presence of the leader, but with high precision, commitment, accountability and transparency. The leader should build trust and confidence in his subordinates and teach them to observe the organizational values, ethics and convictions. The inspirational motivation element demands that the leader inspires confidence, sense of purpose and motivation to the subordinates. The leaders should communicate clearly the vision of the organization, the expectation of each subordinates and demonstrate commitment to the organizational goals. The leader should communicate the organizations vision clearly, with precision, power and full of authority, while continuously pointing out positive points, remaining optimistic and enthusiastic (To et al., 2015). Based on the element of intellectual stimulation, the leaders should value creativity among the subordinates, and a sense of autonomy. The subordinate should be involved in critical issues that need an informed decision to be made. In doing this the subordinate will feel recognized and will give out there all creatively and identify possible solution to the financial issues at hand. This will broaden the scope of thoughts of the management and the subordinate which could have helped in framing the problems and obstacles that contributed to the lagging behind of the financial problems. The leader would have opened to the team the actual picture of the organization and thus channel their efforts well in the success of the organization. The other element of transformational leadership model is the individualized consideration. The leader will identify the personal traits of the team, their needs and desires by observation or eavesdropping. This will help the leader to identify the particular aspects that make each team member motivated though customized mentoring and one-on-one coaching. This will help each team member satisfied and optimal in service delivery. This would have helped retain most of the directors and employees and identify areas that need adequate investment to ensure future sustainable growth and financial stability (Muenjohn & Armstrong, 2015).

A number of financial investment gaps existed in the organization. The organization was not able to deliver on time the financial incentives to the clients due to the financial issues. This also means that the organization was not able to offer its employees and client’s welfares (Jacobson, 2005). The communication between the top management and the subordinates was also a problem because of the unestablished concrete communication structure. The use of transformational leadership model would have helped bridge the communication structure gap with a well-established communication channel that will help articulate clearly the vision and goals of the organization to the subordinate continuously. The clients and the employees will be linked to ensure that their desires and preferences are well communicated to the management and the management responds back in a rational and formal way. This will boost the community and organization relationship in which sense the organization will be felt closer to the community than before. The investment gaps could be solved by the use of the transformational leadership model because of the leader’s ability to incorporate the subordinate in identifying the investment opportunities and obstacle in each thus making a rational decision on the best choice collectively. The investment would be profitable and thus encourage the organist ion to invest more because of profitability. Transformational leadership makes it clear for the subjects to understand the goals of the organization at the same time making use of the talents and abilities of each subject in the organization in making informed decisions. This will encourage creative ideas and innovative decision making which will involve the employees and the clients’ interests thus lifting the organizations image (Makhecha et al., 2018).

The social, political, cultural, legal, and economic factors that affect interagency and multi-agency collaboration in this organization were listed as follows. The social factors included the poor interpersonal relationships among the directors and employees. This cause a rift between them after the new acquisition of the company. The low motivational level may also have contributed to this in such a way that they thought they were being manipulated for the expense of the organization. Cultural factors included misunderstanding of each employees and directors cultural background. The organization had not established a good cultural setting for decision making and probably missed on the transparency culture among other directors. The legal issues included the procedures that were used to acquire another company. It is like the directors did not wholly consent to the issue of acquisition and thus followed a dubious procedure which caused some to part ways with the board of directors that approved it. This affected the company body of professional and expertise, thus retarding the growth and success. Therefore collaboration within and without agencies was affected socially, politically, culturally, legally and economically, tinting the progress and history of the organization (Sarooghi et al., 2015).

The multisystem issues of the organization included the communication structure functionality, management and legal issues. The functionality of the communication channels failed and thus the director could not communicate and coordinate issues before hand or even when he is away. The system seems to have been fragmented in that the hierarchy for handling issues would not continue in his absence. The employees from the Bayer Center had a different culture from the newly acquired company. Integrating the cultures to fit one broad objective of the company was a problem. This must have been the reason for mass genesis of the directors and the employees (Jacobson, 2005).

Leadership styles and decision making process are shaped by the community, social, political, legal and economic factors. A leader will leader a team and make decisions that are not contrary to their culture just because of leadership. As long as the culture of the employee and the community around is infringed, the leader will be making decisions that are biased which are detrimental to the company. The social setting of the company will also demand that the company embraces a level of employee socialization and bonding in order to facilitate teamwork and productivity. The political wellbeing of the company will affect how it will trade with the society and the government. A company that does not support the government or policies around might face government sanctions thus making it difficult for operation. The same happens with legal procedures and government policies. A highly economically stable organization will have an upper hand in investments ad bargaining power with the government and the market compared to low capital base company. Such a company may dictate the price of the products, payments of the employees and also supply, thus market dominance (Makhecha et al., 2018).

References

Howes, M., Tangney, P., Reis, K., Grant-Smith, D., Heazle, M., Bosomworth, K., & Burton, P. (2015). Towards networked governance: Improving interagency communication and collaboration for disaster risk management and climate change adaptation in Australia. Journal of environmental planning and management, 58(5), 757-776.

Jacobson, M. F. (2005). Lifting the veil of secrecy from industry funding of nonprofit health organizations. International journal of occupational and environmental health, 11(4), 349-355.

Makhecha, U. P., Srinivasan, V., Prabhu, G. N., & Mukherji, S. (2018). Multi-level gaps: A study of intended, actual and experienced human resource practices in a hypermarket chain in India. The International Journal of Human Resource Management, 29(2), 360-398.

Muenjohn, N., & Armstrong, A. (2015). Transformational leadership: The influence of culture on the leadership behaviours of expatriate managers. international Journal of Business and information, 2(2).

Sarooghi, H., Libaers, D., & Burkemper, A. (2015). Examining the relationship between creativity and innovation: A meta-analysis of organizational, cultural, and environmental factors. Journal of business venturing, 30(5), 714-731.

To, M. L., Herman, H. M., & Ashkanasy, N. M. (2015). A multilevel model of transformational leadership, affect, and creative process behavior in work teams. The Leadership Quarterly, 26(4), 543-556.