From a six month recruiting process you have been recently hired as a CEO/President to turn around a declining non-profit organization. The previous CEO was in position for seven declining years; she was asked to resign by the Board of Directors and did so reluctantly. Her style was fairly autocratic and remained distant from the staff of employees. She communicated mainly through the Department Directors and never maintained a presence or connection with the employees. She spent most of her day answering emails, reading and making phone calls and visits to other agencies and community leaders.However, she had difficulties asking for and raising funds.

Now, the Board of Directors has authorized and challenged you to make a turnaround change within a year or two or they will be forced to shut it down. The organization was established in 1961 by a husband and wife that had a strong commitment to serving people and philanthropy in the community. Through their estate, friends and charity they established and left an endowment of 18 million dollars. The endowment's interest was to be used each year to supplement expenses for purpose-filled services to the community. However, expenses have been rising, so the organization has been getting permission from the Board for the last five years to use principal from the endowment to cover operational costs. The current endowment balance is $12 million and the operating budget is up to 8 million annually, with a debt of 2.5 million.

The organization provides health and support services to the local surrounding Kansas City community.There are 93 employees all locally employed. You have an executive team of four Department Directors:

Director of Administration and Finances

Director of Health Services

Director of Educational and Housing Supports

Director of PR, Grants and Donations

The organization traditionally has had a strong sense of pride and purpose and a strong reputation for service in the community. The building is filled with pictures of clients from the past to remind everyone of the purpose and impact of the organization. But, recently that well established reputation for customer care and community service has been declining due to poor decisions in the finances and treatment with employees, and changes in the reporting structure. Some policies have been added to increase reporting and documentation to protect from malpractice or lawsuits. However, the new policies have taken more time from the direct service of the caregiving employees to their constituents. The morale of the caregivers, partnering agencies and the clients has declined with the quality of time to provide services needed. Mostly all of the Directors and employees spend their time, energies and communications within their respected departments, without much concern or thought with the other departments' activities, results and needs. The organization was run for years by committed and loyal employees that had worked there for years, but recently have left or retired.

The organization owns one building where administration is housed along with providing 30% of the health services and 80% of the educational training and community supports.The rest of the services, training and support are offered in the client's homes or through other partnering agencies.

Up until ten years ago the organization was running a surplus in finances and was providing record breaking services and support. Gradual changes have occurred in the last ten to fifteen years. Whereas now, the finances are weak, employee morale is low, turnover is high and there is a lack of trust and confidence in the leadership of the organization. Many of the best employees have left and motivation is from fear of losing their job and what benefits they have left. The building is looking neglected inside and out and the organization lacks the pride and commitment to its employees, clients and the community that once made it great.

Respond to the following four requirements and questions thoroughly using application of the course materials. You must use the course concepts and information to substantiate your answers(weekly slides, articles, handouts, books, etc...).

1. Using the Bolman and Deals Four Frames discussion, the Five Dysfunctions model, and Organizational Models from your readings, assess and diagnose the organization's current environment. From your assessment of the structure and culture, explain what changes and decisions will you implement. (25 points)

1. What will be your established vision and short-term direction, strategies, and structural changes for this organization? How and when will you get it accomplished? (20 points)

1. What will be your leadership style, by using your traits, behaviors, theories, concepts, and knowledge effectively? Will your style change over time, why and how? (15 points)

1. How will you use your Leadership to make an influential difference for this organization?What will be your main roles, activities, priorities, and responsibilities in the first year?

Will your role, activities, priorities, and responsibilities change in future years, why and how? (15 points)