Appalachian Mountain Club: Transforming Governance Harvard Case Solution & Analysis

Appalachian Mountain Club: Transforming Governance Case Solution

One of the most prestigious mountain clubs, the Appalachian Mountain Club (AMC), starting in the year 1988, began a contentious transformation in direction and government. For its first 112 years, the construction of the AMC had operated more or less like a country club – with people volunteering for the posts of manager and directing the clubs endeavors.
The Executive Director and the Board instituted new budgeting processes, began promotion plans, and hired more -trained staff which helped triple the endowment, double the membership, and eliminate the debt. Nevertheless, challenges remained. Like it happened during the periods of the last of the managers who'd been present during the earlier transition, the reorganized board experienced a generational transition in direction at the end of 1996. This transition supplied an excellent landmark from which to evaluate the function of the board within the organization and its relationship with membership and the increased staff.

This is just an excerpt. This case is about  LEADERSHIP & MANAGING PEOPLE

PUBLICATION DATE: October 29, 1997

Appalachian Mountain Club: Transforming Governance Case Solution Other Similar Case Solutions like

Appalachian Mountain Club: Transforming Governance

Share This