An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's national holiday, however, none of the staff reported for work. The director considered her options: resignation, asking for additional resources, giving the staff more responsibility or disciplining the staff. Supplement case Red Cross Children's Home: Building Capabilities in Guyana (B), product 9B02C047 describes the actions taken by the director and their outcome. In supplemental case Red Cross Children's Home: Building Capabilities in Guyana (C), product 9B02C048, the former director visits the children's home after an absence of nearly two years and reflects on her management efforts. A 22 minute video is available, product 7B02C042 and a PowerPoint slide presentation, product 5B02C42.
This is a supplement to Red Cross Children's Home: Building Capabilities in Guyana (A), product 9B02C042. An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's national holiday, however, none of the staff reported for work. The director decided to implement new rules and a system of accountability. When the local public hospital staff went on strike, the director of the children's home was asked to run the hospital with its volunteers. After eight weeks, she returned to the children's home to discover that it was thriving, despite her absence. She decided that her work was completed and she returned to Canada. In supplemental case Red Cross Children's Home: Building Capabilities in Guyana (C), product 9B02C048, the former director visits the children's home after an absence of nearly two years and reflects on her management efforts.
An orphanage and foster care home for young children in Guyana was staffed by women who were paid a small monthly stipend. The facility was in poor physical state, the 54-hour workweek was exhausting and absenteeism was rampant. The new director tried to turn the facility around by repairing the building, improving the working conditions and seeking staff input. On the country's notational holiday, however, none of the staff reported for work. The director decided to implement new rules and a system of accountability. When the local public hospital staff went on strike, the director of the children's home was asked to run the hospital with its volunteers. After eight weeks, she returned to the children's home to discover that it was thriving, despite her absence. She decided that her work was completed and she returned to Canada. Nearly two years later, the former director visited the children's home and reflected on her management efforts. This is a supplement to Red Cross Children's Home: Building Capabilities in Guyana (A), product 9B02C042 and Red Cross Children's Home: Building Capabilities in Guyana (B), product 9B02C047.