The Negative Challenge To Organizations

A book that has been foundational for me trying to make sense of orchestras is Reframing Organizations, by Lee Bolman and Terrence Deal. I'll be returning to their framework in later posts, so I'm taking a moment to sketch it out here.

Another recommendation would be increase the public awareness about the museum and build up a strong image. When it comes to publication, the museum spends an average of $480,047 annually. Most of the museum’s efforts and expense is for advertising and promoting for special exhibitions and events only. The museum should get the advantage of the allowed budget and invest more in publication. Coleman Art Museum’s staff should emphasize on the importance of advertising and promotion for the museum during their meeting with the board. Increase the public awareness would increase museum visitation and conversely increase new members joining the museum.

This following will outline my personal leadership practices and potential future leadership. To analyze my leadership qualities I will use the Seven Habits Profile and a leadership theory to determine my strengths, weaknesses, and areas of opportunity for improvement. In conclusion, I will determine the best recommendations for long-term improvement as well as SMART goals, or short-term courses of action, for leadership improvement.

Determine the fundamental challenges that organizations face in general in regard to protecting organizational assets and information.

I would like to focus on one non-profit organization that has been doing very well in the recent years. The name of the organization is St Jude Research Hospital, which deals with the cure and treatment of children suffering from catastrophic diseases. In the five decades, it has been operational, the mortality rate has gradually reduced therefore saving lots of lives. St Jude started its operations in 1962. Danny Thomas was the one who started the organization and was helped by two other close friends (Pui, Pei, Pappo, Howard, Cheng, Sandlund and Gajjar, 2012).

Scott, Richard A. McLeon, IV, Jake Ellzey, Daniel P. Moran. All of the current members are prior military. The members are responsible for setting the commission’s mission, participating in the planning process, giving the approval of the plan, and electing the executive director of the commission. The current executive director is Thomas P. Palladino. He has been the executive director since 2010. He is a Texas Army veteran himself, serving twenty-seven years and retiring as Colonel. He served in the Cold War as a with the Armored Calvary regiment. The entire commission is very well versed in our military veterans needs and makes it their priority to assist them in the plans they

Collaboration among organization members and community stakeholders is very important, we must begin to study and understand nonprofits not merely as organizations housed within four walls but as catalysts that work within, and change, entire systems. The most effective of these groups employ a strategy of leverage, using government, business, the public, and other nonprofits as forces for good, helping them deliver even greater social change than they could possibly achieve alone (Crutchfield, 2012). There is also an understanding that community partnerships and assistance from caring individuals will be of a great benefit to the organization and the young men they serve. The different chapters in the organization are funded through member dues, grants and contributions from corporations, foundations, individuals and combined federal

My current DFS is a non-profit organization that serves youth from grade 6-9; it is an after-school drop-in center that welcomes various population. The Cornerstone youth center was established in 1994; however, it has closed and re-opened throughout the years due to lack of funding. All our funds are provided by grants, fundraising, and donations; because of limited resources, Cornerstone has limited services. The primary service that we provide is preventive programming, where each program is designed to meet the developmental asset needs outlined by the youth attending cornerstone. The programs come in the form of craft, activities, presentations, discussions and guest speakers. Our programs are designed to act as preventative measures to build resiliency to both resolve current issues, as well as ensure the youth are better equipped

With your extensive background in serving underprivileged individuals in the healthcare system, I am sure you can figure out a way to apply your skills and invoke positive change for any organization serving our veterans.

In implementing a program where veterans and their families can live and get needed resources, I first established connection with community organization. In my focus I asked myself some important questions that set the groundwork for this project. What are some of the areas organizations around the community such as churches and stores? What types of resources will I generate funding from? And what types of programs will be essential to serve the veterans and their families?

The non-profit I have chosen for my leadership project is the East Cooper Community Outreach program. This program is a non-profit organization that was founded in 1989 to assist victims after Hurricane Hugo. East Cooper Community Outreach, also known as ECCO, offers assistance to the numerous people in Mount Pleasant living at the poverty level, also known as the “working poor.” ECCO is essential to the community and we will learn about this organization’s genesis and the significant ways it has contributed to the residents of East Cooper.

The ways in which the aims of this mission are going to be achieved will be specifically outlined in the vision statement provided. The importance of hitting our mark is paramount, for our children are our future, and making sure that they are successful, competitive citizens should be our highest concern.  Sometimes this process can be more challenging when put into practice.

Change management is relevant as though the research finds that change is taking place at an ever-increasing pace, the evidence suggests that most change initiatives fail. For example, recent CIPD research suggested that less than 60% of re-organisations met their stated objectives which are usually bottom line improvement. This is consistent with other published research.

Individuals when faced with any major change will be inevitably resistant and will want to preserve the status quo, especially if they think their status or security within the organization is in danger (Bolognese, 2010). Folger and Skarlicki believe that organizational change produces skepticism in employees which make it problematic and possibly even impossible to contrive improvements within the organization (as cited in Bolognese, 2010) Therefore, management must understand, accept and make an effort to work with resistance, since it can undermine even the most well-conceived change efforts (Bolognese, 2010). Furthermore, Coetsee states for organizations to achieve the maximum benefits from change they must effectively create and

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive