學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
American Heart Association: Reorganization of the Western States Affiliate
內容大綱
In 1997, the American Heart Association (AHA) Western States Affiliate reorganized to increase fundraising revenues for the nonprofit. Rather than having a wide range of fundraising and programmatic duties, all staff now had key fundraising and programmatic activities. Some staff had been dissatisfied with the new scope and reporting structure of their positions. Roman Bowser, the executive vice president and CEO of the affiliate, made several adjustments to the organizational structure to deal with problems that arose with the organization and had other issues to consider in 2002 related to staff and local community volunteers--the lifeblood of the organization. Furthermore, a national AHS task force was recommending a reorganization of the AHA along the same lines that Bowser had used for his Western States Affiliate. Bowser was not certain that the national center and other affiliates could learn and benefit from his model, which he had tailored for a particular staff and geographical territory. He wondered how and if the AHA could leverage his organizational model across disparate communities nationally and what the impact might be on the long-term viability of the AHA.