Case Study Two
The main point of the problem is the leadership skill of CEO and founder syndrome. The major point of the conflict started from the way that Julia was talking to the staff in front of clients. Although Julia Sullivan established the Parkview Community Health Center in the county of Greensville, she did not accept a more democratic, team approach. Being a founder, Julie handpicked the board members who are known to be personal friends. The board seems to be torn between its loyalty to the founder and its responsibility because of personal friendship.
As the organization grows in 5 places within the Greensville County, professional management is required in that situation. Although Julia has attraction and inspiration to donors …show more content…
3) The situation needs to mobilize staff to response Julia’s mistreatment cooperatively
Moreover, Worth (2017) mentions Contingency theories of Fiedler (1967) include the mix of task-oriented and human-oriented behaviors, may be effective in some situations and not in others. Three important variables that define the situation are leader-member relations; the task structure; and position power of the leader (p.116).
In this case study, Julia obviously runs around the operating officer and she did not authorize Don Tanaka, the chief operating officer, to reinforce the operating officer’s mandate and role. Worth (2017) mentions that the CEO has direct responsibility for hiring, training, developing, and motivating the staff; developing and organizational structure that suits the organization’s work; and ensuring that day-to-day operations and programs are effective and efficient. Even the founder may take on more of and an external role, it is essential for the founder to avoid end runs around the operating officer (Worth, 2017, p. …show more content…
As the board is responsible for monitoring the ECO’s performance and providing the executive with performance evaluation, the board also has the responsibility of dismissing the CEO if the performance is not met with the expectations (Worth, 2017, p. 85). But the board will need to deliberate the consequence of CEO transition as its implication. Worth (2017) mentions that the governing board’s functional responsibilities
The main point of the problem is the leadership skill of CEO and founder syndrome. The major point of the conflict started from the way that Julia was talking to the staff in front of clients. Although Julia Sullivan established the Parkview Community Health Center in the county of Greensville, she did not accept a more democratic, team approach. Being a founder, Julie handpicked the board members who are known to be personal friends. The board seems to be torn between its loyalty to the founder and its responsibility because of personal friendship.
As the organization grows in 5 places within the Greensville County, professional management is required in that situation. Although Julia has attraction and inspiration to donors …show more content…
3) The situation needs to mobilize staff to response Julia’s mistreatment cooperatively
Moreover, Worth (2017) mentions Contingency theories of Fiedler (1967) include the mix of task-oriented and human-oriented behaviors, may be effective in some situations and not in others. Three important variables that define the situation are leader-member relations; the task structure; and position power of the leader (p.116).
In this case study, Julia obviously runs around the operating officer and she did not authorize Don Tanaka, the chief operating officer, to reinforce the operating officer’s mandate and role. Worth (2017) mentions that the CEO has direct responsibility for hiring, training, developing, and motivating the staff; developing and organizational structure that suits the organization’s work; and ensuring that day-to-day operations and programs are effective and efficient. Even the founder may take on more of and an external role, it is essential for the founder to avoid end runs around the operating officer (Worth, 2017, p. …show more content…
As the board is responsible for monitoring the ECO’s performance and providing the executive with performance evaluation, the board also has the responsibility of dismissing the CEO if the performance is not met with the expectations (Worth, 2017, p. 85). But the board will need to deliberate the consequence of CEO transition as its implication. Worth (2017) mentions that the governing board’s functional responsibilities