Importance of Network Administrative Organizations
A machine has many different parts which must function efficiently to realize the end result, for example, turning a turbine. In essence, all the machine parts must work in harmony to obtain efficiency of the machine. From the case, HBI, a nonprofit organization, has various departments like the finance department, human resource department and department for strategic planning, which need to work in sync to realize the objectives of the organization. Dennis Trobett is concerned with managing all the organizational departments to function in harmony for the unity of working towards achieving the core objectives; offering training to the youth to secure a career in the residential construction industry. Other than focusing on the functional harmony of the different organizational departments, the manager needs to ensure that all the sub-contracted Network Administrative organizations also work for HBI’s interests of training and mentoring the youth for a career in the residential construction industry.
The costs for running a mentorship program is costly due to the adoption of a decentralized management system. The manager plans to select a few sites for the mentorship program and focus on them at the expense of other training sites. The best course of action is to first concentrate on a data management plan and adopt an aggressive financial strategies that will lower the costs of operation to support the training and mentorship program in all the existing site. c) Describe the effects and/or outcomes (both long term and short term) of your recommendations regarding the individuals in the case. The short-term effect of adopting the recommendations above is achieving financial and structural stability. The manager is expected to give proper guidance to the rest of the members or employees and make decisions regarding the day to day operations of the business.
Other departmental managers are also expected to offer support to the manager’s course of action as would the members of a family. However, HBI faces a challenge with the management of its sub-contracted firms which seem to lose focus on the primary objective. They concentrate on less important issues such as preparing reports instead of focusing on training and mentorship programs. The political frame is expressed by the manner in which power managed and disbursed. More cooperation between HBI and the sub-contracted firms will lead to efficiency and a greater focus on the core objectives of the organization. On the other hand, the long-term effect will be the achievement of high performance, where operations and various company activities are well managed, better decisions are made by following appropriate models, and fostering a better interaction between HBI and all the sub-contracted firms.
What type of leadership style did Mr. Dennis Torbett use in order to develop and maintain the grant-funded mentoring program along the Home Building Institute (HBI) and other NAOs? Define his leadership style in detail regarding the plan to improve the mission and goals of HBI. Dennis Trobett has the perfect combination of business leadership skills that enabled him to manage HBI and obtain the high-level success of incorporating a mentorship and training program over and above the organization's mandate. For example, in pursuit of transparency of not-for-profit organizations, the manager realized that there was a problem with the operational and organizational structure adopted by HBI. The NAO structure had resulted into a serious principal-agent-to-agent problem whereby the sub-contracted organizations had their agents to whom they delegated the duties, which left HBI less directly in control of the activities of the sub-contracted organizations.
Following the rational decision-making model, Dennis started to identify the possible criteria for solving the problem as well as thinking of various alternatives for correcting the anomaly. For instance, some of the alternative solutions that he suggests include the adoption of an aggressive data management system to eliminate the principal-agent-to-agent problem or solicit for more funds and operate in only a few sites to implement a broader training and mentorship program. Lastly. The manager then performed a gap analysis to identify areas where the organization will focus on the process of working towards the achievement of a large human capital skilled and knowledgeable in residential construction. The gap that existed was that social service focused on training rather than mentorship and thus in Trobett’s planning strategy, he decided to pursue a mentorship program to add value to the existing training program.
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