The Scarborough YMCA
After reviewing and analysing the case study, “The Scarborough YMCA: Getting Back on Track” (Mark & Seijts, 2010), it was abundantly clear, that from the beginning this facility was plagued with obstacles and with each change in general manager there was a computation of deficiencies which have resulted in the authentic leadership dilemma it was now being faced with. Over the years, as each new general manager took charge, the leadership vision shifted its focus from one area to another, never really resolving any of the performance issues related to membership, member satisfaction and financial perspective. Although each general manager tried to improve the organizational sustainability, they failed to implement solutions that would produce long-term results in areas such as: fitness program, repair the infrastructure, updated equipment, morale issues and overcoming yearly operating deficits.
As Tammy prepares to step into the general manager’s (GM) position at Scarborough’s YMCA, she is contemplating how the main …show more content…
By identifying the specific characteristics of her staff and the organization, Tammy will be better equipped to manage her staff according to their unique “skills and expertise” (Yukl, 2013, p. 11) and that each position will be filled with staff who understand their roles and responsibilities. As this organizational culture is transformed Tammy will need to be innovative and creative as she connects with her employees and members, influence their attitudes and behaviours through “power sharing and empowerment” (Yukl, 2013, p. 13) as she works to better shape the dynamics of this
After reviewing and analysing the case study, “The Scarborough YMCA: Getting Back on Track” (Mark & Seijts, 2010), it was abundantly clear, that from the beginning this facility was plagued with obstacles and with each change in general manager there was a computation of deficiencies which have resulted in the authentic leadership dilemma it was now being faced with. Over the years, as each new general manager took charge, the leadership vision shifted its focus from one area to another, never really resolving any of the performance issues related to membership, member satisfaction and financial perspective. Although each general manager tried to improve the organizational sustainability, they failed to implement solutions that would produce long-term results in areas such as: fitness program, repair the infrastructure, updated equipment, morale issues and overcoming yearly operating deficits.
As Tammy prepares to step into the general manager’s (GM) position at Scarborough’s YMCA, she is contemplating how the main …show more content…
By identifying the specific characteristics of her staff and the organization, Tammy will be better equipped to manage her staff according to their unique “skills and expertise” (Yukl, 2013, p. 11) and that each position will be filled with staff who understand their roles and responsibilities. As this organizational culture is transformed Tammy will need to be innovative and creative as she connects with her employees and members, influence their attitudes and behaviours through “power sharing and empowerment” (Yukl, 2013, p. 13) as she works to better shape the dynamics of this