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    Management Case Study

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    nancy goel
    Laura is the associate director of a nonprofit agency that provides assistance to children and families. She oversees a department that evaluates the agency's skill-building programs. The agency has experienced high staff turnover recently. Laura's managers feel staff are overworked due to the turnover. Additionally, staff morale has been negatively impacted because Laura shares a pessimistic view and has not shared budgets with the managers. The managers want to better advocate for and support staff but cannot without more information.

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    Management Case Study

    Uploaded by

    nancy goel
    152 views2 pages
    Laura is the associate director of a nonprofit agency that provides assistance to children and families. She oversees a department that evaluates the agency's skill-building programs. The agency has experienced high staff turnover recently. Laura's managers feel staff are overworked due to the turnover. Additionally, staff morale has been negatively impacted because Laura shares a pessimistic view and has not shared budgets with the managers. The managers want to better advocate for and support staff but cannot without more information.

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    Laura is the associate director of a nonprofit agency that provides assistance to children and families. She oversees a department that evaluates the agency's skill-building programs. The agency has experienced high staff turnover recently. Laura's managers feel staff are overworked due to the turnover. Additionally, staff morale has been negatively impacted because Laura shares a pessimistic view and has not shared budgets with the managers. The managers want to better advocate for and support staff but cannot without more information.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    152 views2 pages

    Management Case Study

    Uploaded by

    nancy goel
    Laura is the associate director of a nonprofit agency that provides assistance to children and families. She oversees a department that evaluates the agency's skill-building programs. The agency has experienced high staff turnover recently. Laura's managers feel staff are overworked due to the turnover. Additionally, staff morale has been negatively impacted because Laura shares a pessimistic view and has not shared budgets with the managers. The managers want to better advocate for and support staff but cannot without more information.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 2

    MANAGEMENT CASE STUDY #1

    Laura is the associate director of a nonprofit agency that provides


    assistance to children and families. She is the head of a department that
    focuses on evaluating the skill-building programs the agency provides to
    families. She reports directly to the agency leadership. As a whole, the
    agency has been cautious in hiring this year because of increased
    competition for federal grant funding. However, they have also suffered
    high staff turnover. Two directors, three key research staff, and one staff
    person from the finance department have left.

    Laura has a demanding schedule that requires frequent travel; however,


    she supervises two managers who in turn are responsible for five staff
    members each. Both managers have been appointed within the last six
    months.

    Manager 1: Kelly has a specific background in research. She manages


    staff who provide research support to another department that
    delivers behavioral health services to youth. Kelly supports her staff
    and is very organized; however, she often takes a very black and white
    view of issues. Upper level leadership values Kelly’s latest research on
    the therapeutic division’s services. Kelly is very motivated and driven
    and expects the same from her staff.

    Manager 2: Linda has a strong background in social science research


    and evaluation. She manages staff that work on different projects
    within the agency. She is known as a problem solver and is extremely
    supportive of her staff. She is very organized and has a wealth of
    experience in evaluation of family services. Linda is very capable and
    can sometimes take on too much.

    The managers are sensing that staff are becoming overworked as everyone
    takes on increased responsibilities due to high staff turnover. Staff have
    also mentioned that Laura’s "glass half-empty" conversation style leaves
    them feeling dejected. In addition, Laura has not shared budgets with her
    managers, so they are having difficulty appropriately allocating work to
    staff. Laura said she has not received sufficient information from the finance
    department to complete the budgets. The finance department said they
    have sent her all the information they have available.

    As staff become distressed, the managers are becoming frustrated. They


    feel like they are unable to advocate for their staff or solve problems
    without key information like the departmental budget.
    DISCUSSION QUESTIONS:
    1. How can Laura most effectively use both management and
    leadership skills in her role as associate director? What
    combination of the two do you think would work best in this
    setting?
    2. What steps could be taken to build staff confidence?
    3. What advice would you give Laura on improving her
    leadership skills and to the managers on improving their
    management skills?
    4. Which leadership style do you think a leader would need to
    be effective in this situation?

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