Woodlands Community Center Corporation Case Analysis Essay

2352 Words Feb 7th, 2011 10 Pages
The Woodland Community Center Cooperation (WCCC) had been established in 1926 by a social worker who thought that Woodland, an East Coast seaport town, would benefit from a variety of social and human services. Alain Yates, the longest serving executive director, was a long standing icon in the organization for many years, and due to a mixture of longevity and assertion, had shaped the organizational culture of the agency during his time of leadership. He had established a culture that didn’t necessarily reward what would be considered the “norm”; such has hard work and excellence. Instead he rewarded seniority and loyalty to the organization, and above all, loyalty to him. Employees advanced through becoming Yates’ “pet” employees, and …show more content…
The organizational culture has become one were loyalty and servitude has more value than ability and knowledge. “The key to employee survival and its attendant rewards was loyalty, not competency” (McShane 539). From this quote, it is clear to see that Alan Yates has created a culture of “yes” people, loyal to him and unable to correctly serve their client base. Furthermore, the organizational culture is being eroded as “adaptive” employees leave the company (McShane 467).
As stated before, the organizational culture is further weakened by Mr. Yates as more experienced and “adaptive” employees are alienated and replaced by “in-crowd” employees. As the experienced employees leave, they erode the company by taking away many of the “rituals, legends and ceremonies” of the company (McShane 464). As the more experienced employees leave the company, many of the rituals, legends and ceremonies that had made WCCC successful will be lost, as they will be lost in the transition to new employees.
The text also describes the three important functions of a strong culture, “Control system, Social glue and Sense making” (McShane 466). Again, it is interesting to see how a weak organizational culture works. Looking at WCCC’s control system with Mr. Yates, it is evident that a “deeply embedded form of social control that influences employee decisions and behavior” is present in the company

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