Review The Following Case Study On A Shelter

Review The Following Case Study That Focuses On A Shelter Organization

Review the following case study that focuses on a shelter organization for unprotected children and young females: Sandro, S. (2015, May). The non-sharing of organizational culture: A case study examining the management perspective. Asian Social Science, 11(10). Write a 2-to-3-page paper that discusses the importance of organizational culture and the influence of stakeholders on the overall management of this shelter organization. When considering organizational culture, address these points as a guide: Explain the main issue(s) covered in the case study. Were the stakeholders involved in the mission and vision that feeds into the organizational culture? If so, how? How was the problem(s) identified, and was the process effective? Who was involved in assessing and adjusting the organizational culture? What were the overall results? Was the organization successful in correcting its culture? Your 2-to-3-page paper must support your claims by utilizing at least two references

Paper For Above instruction

Introduction

Organizational culture is a critical component that shapes the identity, operational efficiency, and overall success of any organization, especially in sensitive sectors such as shelter organizations for vulnerable populations. The case study by Sandro (2015) addresses the complexities and challenges faced when managing organizational culture without effective sharing or communication among stakeholders. This paper explores the importance of organizational culture within such organizations, examining the influence of stakeholders, identifying main issues, assessing the processes used for cultural change, and evaluating the outcomes.

Main Issues in the Case Study

The central issue highlighted in the case study revolves around the non-sharing of organizational culture within the shelter organization. Specifically, the organization struggled with internal misalignments and a disconnect among staff and management regarding core values, mission, and vision. This cultural fragmentation created barriers to effective service delivery, hampered teamwork, and undermined organizational credibility. The management perceived that a lack of shared understanding and commitment to organizational values hindered the shelter’s effectiveness in serving unprotected children and young females, necessitating a thorough examination and intervention.

Stakeholders and Their Role in Mission and Vision

Stakeholders—including staff, management, donors, and the community—play a vital role in shaping and sustaining organizational culture. In the case study, stakeholders were initially involved in defining the mission and vision but were notably disengaged or misaligned in their commitment and implementation. The management recognized that involving stakeholders in the shared understanding of organizational goals was crucial for integrating the mission into everyday practices. For instance, staff were encouraged to participate in meetings and training sessions aimed at reinforcing shared values, but the lack of consistent communication and engagement led to persistent discrepancies.

Identifying the Problems and Effectiveness of Processes

The problems within the organization were identified through internal audits, staff feedback, and management observations. The process involved conducting evaluations of organizational practices, holding feedback sessions, and analyzing discrepancies between stated values and actual behaviors. Although these steps were effective in diagnosing the issues, they revealed a deep-rooted cultural gap that required more comprehensive intervention. The processes facilitated awareness but were hindered by limited follow-up and resistance from some stakeholders who were accustomed to the existing informal practices.

Assessment and Adjustment of Organizational Culture

The assessment of organizational culture involved leadership initiatives, staff training sessions, and the creation of forums for open dialogue. Leadership played a pivotal role in recognizing the need for cultural realignment and spearheading initiatives to foster shared understanding. Adjustments included revising policies, establishing clear communication channels, and promoting participatory decision-making. These efforts were critical in gradually reshaping the organizational environment to align with its mission, although challenges persisted due to entrenched attitudes and practices.

Overall Results and Success in Cultural Correction

The interventions resulted in a moderately successful cultural shift within the organization. There was improved communication, greater stakeholder involvement, and a renewed commitment to the mission. However, the process was slow and faced setbacks, indicating that cultural change is an ongoing journey rather than a one-time fix. The case study emphasizes that sustained leadership, continuous engagement, and adaptive strategies are essential for maintaining a healthy organizational culture, especially in organizations serving vulnerable communities.

Conclusion

The case study underscores the significance of shared organizational culture in ensuring effective management and service delivery in shelter organizations. Stakeholders' involvement is crucial in fostering a culture that aligns with organizational goals. While the organization made progress in correcting its cultural issues, ongoing efforts are necessary to embed these changes permanently. Ultimately, a cohesive and shared organizational culture enhances organizational resilience and efficacy in fulfilling its vital mission.

References

- Sandro, S. (2015). The non-sharing of organizational culture: A case study examining the management perspective. Asian Social Science, 11(10).

- Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.

- Denison, D. R. (1996). What is the difference between organizational culture and organizational climate? A native's point of view. IEEE Engineering Management Review, 24(2), 31-39.

- Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass.

- Alvesson, M. (2012). Understanding Organizational Culture. Sage Publications.

- Trice, H. M., & Beyer, J. M. (1993). The Cultures of Work Organizations. Prentice Hall.

- Kotter, J. P., & Heskett, J. L. (1992). Corporate Culture and Performance. Free Press.

- Schein, E. H. (2004). Organizational Culture and Leadership (2nd ed.). Jossey-Bass.

- Bate, P. (2014). Perspectives on Evidence-Based Management. Routledge.

- Martin, J. (2002). Organizational Culture: Mapping The Terrain. Sage Publications.