Girl Scouts - Coursework Example

Question 1

1. When the organization was facing a bleak future due to low enrollment of Girl Scouts. The organization would have either collapsed or faced a lot of difficulties.
2. First there is the mission, vision, and strategy which was to build an integrated personal leadership development model. Then there was the service delivery and impact with strategic relationship developed. The realignment of the council led to proper internal management and operation with good governance and leadership.
3. Connolly and Lukas suggest that there is a need to create an urgent powerful coalition which Cloninger did. Kathy brought together 26 members drawn from government offices and volunteers. The coalition created a vision that they communicated. The biggest obstacle was a realignment of the council but Cloninger’s did it strategically. This created short-term wins such as cost reduction. Cloninger’s together built on the change which was later embraced in a corporate culture. (Kotter's 8-Step Change Model, 2012)
4. Mckinsey (company, 2001) designs a model of mission, strategies, and teamwork. Then he ensures human resource is developed from all cadres forming a good organizational structure embraced by corporate culture which is the case brought forward by Cloninger in Girl Scout.
5. The resistance brought by the decentralization of the organization by some councils influenced Cloninger’s approach to teamwork. The ‘musty uncool’ image also affected Cloninger’s approach of free flexible participation for all age levels between 15-17 girls.
6. Through identification of strengths of the organization such as volunteering. Also through strengthening weaknesses. Cloningers also identified opportunities that they worked on within the given timeline. Threatening issues such as decentralized governance were realigned and teamwork through corporate culture was adopted.
7. The first obstacle was the realignment of the council which she knew would be faced with rejection and disparities by the local council. There is low membership recruitment. The other problem was the resistance by some councils who were opposed to centralized control and finally by people joining and leaving the organization so that there is no continuity. The condition for success included working together as a team and within the allocated timeline by reducing costs in the organization.

Question 2

It is similar in that there was a realignment of the council trying to satisfy the needs of everyone. There was also a combination of task forces by bringing all stakeholders aboard and finally looking for income contribution methods through donors and volunteers. Mckinsey addresses culture but the model in chapter seven does not highlight cultural issues. The model in chapter seven also emphasizes evaluation which Mckinsey does not include in his model.

Question 3

Internal Revenue Service should consider duplicating their service to other organizations in the community because this will protect the image of these organizations. It will also increase and encourage donor participation in such organizations. In line with this, Worth, 2009 argues that with IRS there is accountability, reliability, transparency, preservation of core values, and protection of the organizational mission.