American Heart Association Essay

1191 Words Jan 28th, 2008 5 Pages
Although the Western States Affiliate's (WSA's) organizational model successfully increased fundraising revenue for the American Heart Association (AHA), the task force's initiative to adopt this structure and strategy at a national level indicates a lack of understanding of the AHA's overall vision and business strategy. If the AHA wishes to achieve even greater success while continuing to maintain its long-standing strategy of raising funds for research and community education, it should focus on developing a hybrid organizational structure, improving operational efficiency and strengthening its community participation. While the new WSA organizational structure proved successful in increasing fundraising revenues, certain design …show more content…
A structure using functional design at the national level supported by geographic design of the affiliates and a hybrid market/function design of the offices is recommended. In this design, national vice presidents (NVPs) oversee the four functions (AHW, Youth, Social, and Gifts) and will drive strategy, structure, process, rewards, and people within each function. While the primary responsibility of the NVPs would be functional, they would also supervise the fifteen affiliate executive vice presidents (EVPs). The EVPs of the affiliates would have geographic responsibility first and foremost to ensure success in each region. However each of the 15 EVPs would also be secondarily responsible for one of the four functional areas which gives the EVPs a vested interest in their geography but also promotes a specific fundraising function. At the next level, senior vice presidents (SVPs) would have primarily geographic responsibility rather than become function-based like they did in the WSA. In offices that are not as densely populated, the WSA model would lead to multiple reporting relationships and confusion. Within each office, a hybrid structure combining function and market would exist. The ED would oversee day-to-day decision making, and incentives would be based on the success of an office rather than the success of a function. Corporate Events Directors (CEDs) would have dual roles: specialize in one of the four functions and contribute to

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