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Case Study Analysis: Alice Saddy

Autor:   •  October 5, 2015  •  Case Study  •  1,472 Words (6 Pages)  •  1,986 Views

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Case Study Analysis: Alice Saddy

By Bhew Kewl


Alice Saddy Association is a non-profit organization based in London, Ontario which supports people with developmental disabilities. It has a special ideology of individually supporting people and make them more independent and capable for living in the society in general. The workers at the association are currently facing difficulties in their day-to-day working which they believe are due to the organizational structure. They have a feeling that the structure has caused confusion, slowed down the decision-making and created potential risk for the people that are supported by Alice Saddy. The workers convey their concern to the Human resource manager, Kathie Wolcott who further approaches Ken MacLellan, the executive director of the organization to discuss the problem. MacLellan agrees to the fact  that organizational structure is weak for its current working and considers reframing the organizational structure as a solution to the problem. However, he needs to convince the management team that a change in the organizational structure would not affect their mission. He needs to consider the several factors of the organizational working and arrive at a conclusion within one week's time.

Main Challenges faced by Alice Saddy Association:

The Alice Saddy organization structure represents a matrix management structure of cross functioning nature (1). Key disadvantages of matrix organizations include:

  • Mid-level management having multiple supervisors can be confusing, in that competing agendas and emphases can pull employees in different directions, which can lower productivity. (2)
  • Mid-level management can become frustrated with what appears to be a lack of clarity. (2)
  • Mid-level management can become over-burdened with the diffusion of priorities. (2)

Modifying the organizational structure: Alice Saddy Association faced a major challenge of reframing its organizational structure. The organizational structure was effective during the early period of the association's working. As the case-load grew, the organization had to expand. The current organizational structure could no more cope up with the expansion. It caused confusion among the employees, delayed decision making during emergency and so created potential risk for people supported by the association.

Implementing change: While deciding on the new organizational structure the executive director had to be aware that it should not affect the association's mission and philosophy. Especially, their relations with the existing people supported and their ideology of "people supported first".

Revising the managerial tasks: It was very important to reconsider and revise the managerial duties to make their working smoother. It was difficult for the managers to work as efficiently with the increasing case-load and additional responsibilities.


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