Workplace Overview
After gaining an understanding of the Engstrom Case Study and formulating ways to implement human behavioral theories to resolve this issues presented, it is now plausible to apply such data to the organizational issues of other forms of businesses. The Bronx House Community Center (2016) is a non- profit organization that has served Bronx locals since its inception in 1911. This business, while small in comparison to Engstrom (employee-wise and fiscally), is made up of eleven separate programs through which the community is served. Some of these programs include universal pre-k, summer day camp, swimming and athletic classes, a performing arts school, and several programs serving older adults, such as its Holocaust Survivors …show more content…
The impacts of this issue could be considered cancerous to the delicate structure of a non-profit like Bronx House. On a practical level, courses had to be cut short because of lack of materials to run them. This caused emotional distress to both clients and consultants alike. The culture of Bronx House relies heavily upon the staff’s ability to be perceived as willing and able to serve the clients. Consultants who were unable to steadily run a course were considered uncommitted and a reflection of the offices attitudes towards the clients as a whole. Clients who don’t like the program won’t pay for a membership, effectively causing extra strain on the …show more content…
While other issues were caused by a lack of communication, the problem here was miscommunication. Monthly welcome meetings between staff and new clients failed to outline the mealtime requirements for participating individuals They were told that they were welcome to come and eat between 12 o’clock and 1 o’clock in the cafeteria during weekdays. The assumption was, they could come in at any time within that framework and get their meal. However, NYCDOH (2016) food protection standards require food to be served at 141 degrees Fahrenheit or above or chilled to 41 degrees or below to avoid contamination and the biological ‘danger zone’ (when bacteria can proliferate). At Bronx House, there is no way to preserve food, since it comes in from off site, so food workers try and serve it all within a half-hour time frame (12-12:30pm).
Impact
Geimer articulates through her data how faulty information is one of the main reasons that inter-organizational meetings fail to fulfill their purpose, which is to advocate clear and positive communication between separate sectors (Geimer et al., 2015, p. 2022). The potential results can be a continual lack of trust for the management of Bronx House and a deduction in participants in the food program. This produces an overall negative effect on the staff/client culture of Bronx House, undermining the organizations goal, which is
After gaining an understanding of the Engstrom Case Study and formulating ways to implement human behavioral theories to resolve this issues presented, it is now plausible to apply such data to the organizational issues of other forms of businesses. The Bronx House Community Center (2016) is a non- profit organization that has served Bronx locals since its inception in 1911. This business, while small in comparison to Engstrom (employee-wise and fiscally), is made up of eleven separate programs through which the community is served. Some of these programs include universal pre-k, summer day camp, swimming and athletic classes, a performing arts school, and several programs serving older adults, such as its Holocaust Survivors …show more content…
The impacts of this issue could be considered cancerous to the delicate structure of a non-profit like Bronx House. On a practical level, courses had to be cut short because of lack of materials to run them. This caused emotional distress to both clients and consultants alike. The culture of Bronx House relies heavily upon the staff’s ability to be perceived as willing and able to serve the clients. Consultants who were unable to steadily run a course were considered uncommitted and a reflection of the offices attitudes towards the clients as a whole. Clients who don’t like the program won’t pay for a membership, effectively causing extra strain on the …show more content…
While other issues were caused by a lack of communication, the problem here was miscommunication. Monthly welcome meetings between staff and new clients failed to outline the mealtime requirements for participating individuals They were told that they were welcome to come and eat between 12 o’clock and 1 o’clock in the cafeteria during weekdays. The assumption was, they could come in at any time within that framework and get their meal. However, NYCDOH (2016) food protection standards require food to be served at 141 degrees Fahrenheit or above or chilled to 41 degrees or below to avoid contamination and the biological ‘danger zone’ (when bacteria can proliferate). At Bronx House, there is no way to preserve food, since it comes in from off site, so food workers try and serve it all within a half-hour time frame (12-12:30pm).
Impact
Geimer articulates through her data how faulty information is one of the main reasons that inter-organizational meetings fail to fulfill their purpose, which is to advocate clear and positive communication between separate sectors (Geimer et al., 2015, p. 2022). The potential results can be a continual lack of trust for the management of Bronx House and a deduction in participants in the food program. This produces an overall negative effect on the staff/client culture of Bronx House, undermining the organizations goal, which is