Case Study : Preparing A Executive Officer

The elements of a board as a defining factor in the self-governance character of a nonprofit is affirmed by Worth (2014). For example, the “control of the nonprofit lies with a board of directors…who have overall responsibility to [care for and oversee] the organization” (Worth, 2014, p. 57). Big Brothers Big Sisters exemplifies volunteerism in both its history and present service practices. For example, the organization currently utilizes “400,000 volunteer mentors and families” (Big Brothers Big Sisters of America, 2016a, para. 3) to work with youth and facilitate the organizations critical programs and relationships (Big Brothers Big Sisters of America, 2016a). Big Brothers Big Sisters history is also reflective of volunteerism is critical role. To illustrate, in 1904 Ernest Coulter founded the Big Brothers movement with 39 volunteers, who each agree to befriend and mentor an individual youth (Big Brothers Big Sisters of America, 2016a). The statistical data from Big Brothers Big Sisters reveals that the organization have a tremendous impact on community individuals and therefore provides a public benefit through

SUMMARYThe case, "Greenhill Community Center", depicted the dilemmas and crises that the new Executive Director, Leslie, had encountered after she got accepted as the new Executive Director of the Greenhill Community Center. She had an MBA degree, and she personally thought that she had enough experience in each area to manage all directors and staffs by using all she had learned from school. However, one year after she worked at Greenhill, she started felt frustrated and hopeless.

When interviewing a leader in an organization in order to discover their leadership style one must ask critical questions. I had the opportunity to interview Casey Aguirre who is a Team Manager at the Salem Call Center for T-Mobile. Casey has been with T-Mobile for over 11 years. In this interview we discussed her leadership style, the steps she took to become a leader, her biggest challenges, and her greatest achievements among other things. While interviewing Casey I kept in mind the connection between women in leadership and the cultural disadvantages and advantages that women in leadership

The diversity of nonprofit organizations, services provided and the problems faced shows that nonprofits require leadership with an in-depth understanding of the multifaceted nonprofit landscape. Understanding the culture of nonprofit work is also crucial and much easier to understand once you have been through a nonprofit management program. My career interests lead me towards an avocation of a deeper knowledge of strategic management/planning, legal structure and standards, increase my skills in quantitative analysis of policy, financial governance and developing fundraising strategies. These areas allow for macro management within the nonprofit

The most important leadership hat of the president is the Chief Executive Hat or power. In respect to this hat, the president of the United States has the power to enforce laws of the United States, create policies, appoint federal judges, and fires or hire officials or representatives within the executive branch. This hat is important because it enables the president to make decisions that help maintain the economic stability as well as the political stability of the country. For instance, by enforcing laws and appointing federal judges, the president is able to make decisions that help maintain stability within the United States. In turn, this enables economic indicators such as businesses to flourish efficiently.

The two most pressing issues that Greenhill Community Center Face are communication and fundraising. The most important thing in organizational structure is communication. John Carver, created a governance model back in 1997, said there were four areas that policy development should be based on and maintained for a board to lead. One of the areas is Board-Staff relationships. Carter stated that to clearly address common concerns about board members evaluating the CEO is to communicate directly with the staff or volunteers within the organization. (Worth, p.75) The relationship between the staff and board members of the Greenhill Community Center is strained and distant. Fundraising is an integral part of

Most nonprofit agencies follow the same management structure. The structure normally consists of a vertical hierarchal structure with the chief executive manager at the helm, and divisional leaders rounding out the strategic leadership team. Since 9/11, then government shutdowns, multiple wars, natural disasters, and the government sequester, the challenge to most nonprofits is to compete for every available charitable dollar. Chief Executive Officers (CEO) of nonprofits must not only be skillful in maximizing the outcomes with fewer dollars, but also politically savvy in vying for monies for federal, state, local, foundation, and private funding sources.

Jill knew that being the executive director of the charity would not be easy, especially considering the charity’s past financial troubles. When the last executive director quit, the board had been slow in

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.

One of the things that I have seen happen repeatedly is that some Executive Directors truly “fall in love” with their agency and fail to adjust to the needs of the stakeholders. One of the things that nonprofits need to do is to learn from the

Colleen Barrett is one of the most influential women in the world of business and her efforts have paved the way for future female executives. According to Dierendonck and Patterson (2010), “For five years in a row, SWA is the only airline to win the Triple Crown, ranked first in most on-time flights, least lost baggage, and fewest Customer complaints”(p 135). Colleen Barrett is a rare example of a leader that rose from the ranks of an organization to the highest position of the company while never receiving a formal education in business management (Southwest Airlines ' Colleen Barrett on 'Servant Leadership, 2008). Her greatest achievement while at SWA was completely changing the leadership style and atmosphere of the organization. According to Dierendonck and Patterson (2010), her remodeling of the organization has kept SWA the leader in their industry by “setting and achieving incredible records of performance”(p 135). Leaders at SWA still practice her servant leadership style of managing employees even after she left the organization (Dierendonck & Patterson, 2010). Before a leader can achieve greatness they have to overcome challenges in their career fields.

There five executive core qualifications that define the competencies needed to build a federal corporate culture that drive for results, serve customers, and build successful teams and coalitions within and outside an organization. These include leading change, leading people, results driven, business acumen, and building coalitions (OPM, 2006).

In Phase 1, pre-training, Campbell’s CEO Institute teaches participants about leadership, formulating ideas and experiences and take time to reflect on what they have learned and apply it to all aspects of their lives. As the CEO, Conant was a motivator, “Doug is personally involved in all aspects—developing content, teaching, communicating with class members, and sharing lessons from his more than 30 years in business…….He’s all in. An active instructor, he’s fully present during the entire two-year journey” (Reardon, 2011). The program is developed internally which helps employees can build on their skills. The Institute accepts 20-24 participants per year and they must be nominated by their unit president or functional leader (Newell, 2011).

This case details the position of Carol Sullivan-Diaz, the 28-year-old daughter of Walter Sullivan who died at the age of 56. Walter had bought a Ford dealership in 1983 that eventually grew into what is now Sullivan Ford Auto World. The business sells cars but also services them. Carol is disappointed by current turnover in car sales and sees that the service revenues are below average for this size of dealership. Carol’s now has to decide what way to tackle the future. She can sell the business but will probably only return a value below what it might be worth if profitable or she can look at the operation and see if she can turn it around herself. While she has a bachelor’s degree in economics, an MBA degree and a