Camba's Park Slope Women: A Case Study

The Renacer Westside Community Development Corporation is a 501 © 3 not for profit community based organization. Renacer has been in existence since June, 1995. Renacer’s mission is to improve the quality of life for undeserved citizens in the Chicago area. The focus of this paper is to demonstrate how the five functions of effective management are implemented in the day to day operation of the organization.

Contents Page Qualification structures Unit 5001 Unit 5002 Unit 5003 Unit 5004 Unit 5005 Unit 5006 Unit 5007 Unit 5008 Unit 5009 Unit 5010 Unit 5011 Unit 5012 Unit 5013 Personal development as a manager and leader Information based decision making Performance management Resource management Meeting stakeholder and quality needs Conducting a management project Financial control Marketing planning Project development and control Human resource development Managing recruitment and selection Being a leader Leadership practice 3 4 5 6 7 8 9 10 11 12 13 14 15 16

he East Flatbush community can be described as one big melting pot. With roughly more than half the population foreign-born, about 53%, immigrants have had a huge effect on Flatbush culture and development. Due to the heavy flow of foreigners the percentage of people that speak English not well or not at all is around 8.2%, higher than city average. The school is located near numerous institutions and resources for the children. There are various libraries and places of worship around the community. Just a few blocks from the school there is a park near by that the children can visit. Near the school there are many non-profit organizations and hospitals available for the community.

Analyze strategies for exerting the internal leadership needed to drive the implementation of strategic initiatives and improve operating excellence.

At the center of any successful nonprofit organization there is an effective chief executive and board of directors. These leaders must work as a team with a vision and specific skills, to effectively produce resources in order to accomplish the organization's goals. The majority of the decision making authority and leadership is shared amongst board members; however, critical management skills and day-to-day operational decisions rest within the authority of the chief executive. However, members of the board must also be sufficiently skilled in management in order to assess the work of its director to assist in the implementation and evaluation of strategic decision making.

Organization – Leadership: Though Alison Sampson has good business leadership skills, she has no cultural understandings. If the existing systems, structures and culture are not aligned with the new required behaviors, managers must adjust them. After her appointment in Cushy, she first needs to try to understand the organization culture and work culture. Instead, she decided to make the changes directly. Peter Drucker said strategic management is “analytical thinking [formulation] and a commitment of resources to action [execution]. CA’s strategic management is not in the form of analytical thinking and executions of the changes were failed.

Selecting the most appropriate strategic plan is essential for an organizations continuous growth and development. Specifically, looking at the health care industry, Cedars-Sinai Medical Center is a world renowned medical facility, that provides high quality health care services to their patients. This consists of everything from direct patient care to research studies. As a non-profit organization, Cedars-Sinai Medical Center is still a revenue generating business. With that being said, as a business they are required to analyze various tendencies in order to make the best decision that is most beneficial for the organization, the patients and all other stakeholder’s. By identifying Cedars-Sinai Medical Center’s

Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement: 4th ed. San Francisco: Jossey-Bass.

According to an article written in the New York Times “Drug abuse is an equal opportunity destroyer, addiction does not discriminate; it doesn’t care if you are rich or poor, famous or unknown, a man or woman, or even a child.” Despite the city’s many assets and efforts to promote a healthy lifestyle, substance continues to be a significant problem especially amongst homeless people. This community assessment project gave me the skills to identify the aspect of a health problem and skills to help decrease the prevalence of the problem. The resources that I provided via brochures the the Women’s Hope community adequately met the needs of the community. I made sure to include a variety of different resources that addressed each area of support/wellness.

Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy.

The definition of strategic leadership is “when they create the direction, alignment, and commitment needed to achieve the enduring performance potential of the organization” (Hughes, Beatty, & Dinwoodie, 2005, pg. 11). Because achieving enduring performance potential requires alignment, direction, and commitment strategic leaders need to balance both the close and distant things (Hughes et al., 2005). Focusing too much on the present needs or on the future goals will typically result in insufficient and ineffective strategic leadership (Hughes et al., 2005).

The first plan of action would be to implement better management. Although Jane would like to keep the business within the family, it is obvious this is not going to happen with his bad management style. Jane needs to hire new management that will be able to run the company efficiently. What is Strategy, written by Michael E. Porter, explains the importance of good leadership. He explains that to have a good strategy the organization must have good leadership in order to make the difficult choices. Porter insists that the challenge of developing or reestablishing a clear strategy is often primarily an organizational one and depends on leadership. Strong leaders willing to make choices are essential in an

Q: Explain how has leadership been used to support such strategy and develop an organizational culture that could accept and how the link worked between strategic management and the leadership?

For an organization that seeks to create social action, the development of strong public value is a cornerstone of any strategic process. Public value involves, “producing enterprises, policies, programs, projects, services, or physical, technological, social, political, and cultural infrastructure that advance public interest and the common good at a reasonable cost” (Bryson, p.11, 2011). The purpose of this paper is to comparatively analyze the strategic effectiveness of two organizations in their attempts to generate public value. The first organization is Justice Now. This California-based non-profit is a devoted to improving the lives of women in prison. Furthermore, they seek the eventual abolition of female prisons (Foldy & Walters, 2004). PODER is a community action group with the goal of improving environmental conditions in underprivileged neighborhoods in Austin, Texas. (Hoffman-Pinilla & Walters, 2005). The organization of the analysis is around the first, third, and fourth steps of John Bryson’s Strategic Change Cycle to draw insights on effective organizational planning.

‘Strategic Management’ is a very complex term as many eminent researchers and scholars have had different views and conclusions on strategy. According to White (2004), “Strategic Management involves both systematically developing an idea together with its implications and testing the empirical validity & usefulness of that idea against the real world.” Thus strategy is not only about planning for future but also about confirming the validity of the hypothesis considered and implementing it successfully. Strategy formation may take various forms such as implicit, explicit or emergent. Implicit strategy is a strategy formed by intuitions of an individual. As per implicit strategists, strategic management is about reading the environment