Andy’s Attempts In an attempt to regulate the problems the AMC was facing, Andy Falender, the AMC’s new executive director, sought to turn the ailing nonprofit around. Upon his arrival, there were three main problems for him to solve, including: 1) the decentralization of decision making to the local chapters, 2) the financial stability of the organization, and 3) the growth of the organization. The first problem Mr. Falender tackled was the AMC’s finances. One of the first things he did was hire a new auditor and bring a former board treasure of his on as the Chair of the Finance Committee. The Chair of Finance then focused his attention on getting the finance committee out of operations so that they could create a financial plan with fiscal
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Falender approached was the governance structure of the AMC. Within this problem, Mr. Falender wanted to address three sub-issues: the separation of the staff organization from the Council, the bylaws, and the composition and operations of the council. He quickly managed to restructure the Council and its committees by clarifying reporting relationships and by reducing the representative nature of Council members. The second sub-issue, bylaws, came up faster than he would have wanted; however, he went along with it and the Council soon became the Board of Directors. Following the change, the AMC focused on five key points that would allow the organization to get back on track in terms of the Council’s duties and its membership. Thinking of the council’s membership, Mr. Falender wanted to add new board members who were more knowledgeable of specific areas such as finance and fundraising; who demonstrated having a strong background in natural resources; and who were committed to the AMC in its entirety rather than a local chapter. Unfortunately, such propositions were not well received by all members of the AMC; however, there was still a desire for the organization to become more centralized, which made these conflicting items the continued topic of …show more content…
Falender’s concern with the growth of the organization had been addressed in the proposed redesign of the organization and its ability to foster positive work relationships where staff knew who to report to. Aside from the staff, he wanted to continue to expand the AMC by recruiting new members. His approach as executive director had been concerned with the well roundedness of the organization. His ultimate goals were to have the AMC “seen as an organization that [was] unquestionably well-managed and financially stable; that the AMC will be seen san an educationally-orientated organization that uses all of its facilities and activities to help further its educational mission in outdoor protection, safety, and wise use of scarce natural resources; and … perceived unquestionably as the leading conservation organization in the region in those areas that have a direct impact on [its]mission.” It’s quite clear that Mr. Falender’s term would be spent achieving these goals; however, with the challenges observed from the demand for the proper organizational structure and the lack of organizational cohesiveness in the organizational goals, Mr. Falender will have to take the following recommendations into consideration to be successful throughout his
Falender approached was the governance structure of the AMC. Within this problem, Mr. Falender wanted to address three sub-issues: the separation of the staff organization from the Council, the bylaws, and the composition and operations of the council. He quickly managed to restructure the Council and its committees by clarifying reporting relationships and by reducing the representative nature of Council members. The second sub-issue, bylaws, came up faster than he would have wanted; however, he went along with it and the Council soon became the Board of Directors. Following the change, the AMC focused on five key points that would allow the organization to get back on track in terms of the Council’s duties and its membership. Thinking of the council’s membership, Mr. Falender wanted to add new board members who were more knowledgeable of specific areas such as finance and fundraising; who demonstrated having a strong background in natural resources; and who were committed to the AMC in its entirety rather than a local chapter. Unfortunately, such propositions were not well received by all members of the AMC; however, there was still a desire for the organization to become more centralized, which made these conflicting items the continued topic of …show more content…
Falender’s concern with the growth of the organization had been addressed in the proposed redesign of the organization and its ability to foster positive work relationships where staff knew who to report to. Aside from the staff, he wanted to continue to expand the AMC by recruiting new members. His approach as executive director had been concerned with the well roundedness of the organization. His ultimate goals were to have the AMC “seen as an organization that [was] unquestionably well-managed and financially stable; that the AMC will be seen san an educationally-orientated organization that uses all of its facilities and activities to help further its educational mission in outdoor protection, safety, and wise use of scarce natural resources; and … perceived unquestionably as the leading conservation organization in the region in those areas that have a direct impact on [its]mission.” It’s quite clear that Mr. Falender’s term would be spent achieving these goals; however, with the challenges observed from the demand for the proper organizational structure and the lack of organizational cohesiveness in the organizational goals, Mr. Falender will have to take the following recommendations into consideration to be successful throughout his