Scarborough YMCA: Getting Back on Track Harvard Case Solution & Analysis

The Scarborough YMCA: Getting Back on Track

Introduction:

The Young Men’s Christian Association, formally known as YMCs is a service company that was founded back in 1844. The company was first located initially in North America. YMCA supported people during their leisure time by focusing on their personal growth in spirit, mind and body. The main service of the company was putting Christian principles into action by giving people an opportunity to learn, to improve them, to choose healthy lifestyles and to support others. The company had introduced many social services that later became the part of the societies and communities.

Current Situation:

The current situation of Scarborough was around the challenges faced by the newly hired general manager, Tammy McDonald. The general manager was arguing on the new action plan she has to make with the management of YCMA. YCMA had been constant image of badly reputed association that in turn led to member’s dissatisfaction and difficulty from the financial perspective. The management and the primary leaders within the association were making efforts but still the facility was not on profit side and was earning less than the average YMCA in Canada. In addition to that, she found complacent attitude among the members in the facility.

As of now, the newly hired manager has to face several leadership responsibilities and need to make sure that it must be accepted by all the other members within the facility and should be productive as well. One of the biggest challenges for McDonald was to bring change in the organization.

Challenges:

In order to get Scarborough back on track, McDonald first needs to find the experienced staff to build two new facilities. Other challenges faced by the association are related to the construction of the Scarborough facility that had been delayed as the estimated cost exceeds the actual cost. In addition to that, working quality in the facility is far below because the subcontractors are of low quality. The facility is not up to the mark as the old general anger neglected the facility because of his personal preferences and time commitments. Furthermore, the biggest challenge for the next general manager is to handle the culturally diverse neighborhoods as the association does not follow any strategy to promote the YMCA to South Asian, Asian and African populated neighborhoods.

Major issue:

Despite of the efforts given by the managers, the activities lag behind in the most areas of Toronto. The new general manager of the company finds that many people in the organization has adopted a complacent mindset and believed Scarborough to be very lenient; thus they are not used to setting difficult goals in the organization. The new general manager of the company needs to make changes in the organization culture of the association that is most challenging as the employees are always resistant to change. Moreover, they always find change as a negative thing that can be an obstacle regarding their growth in the organization.

Secondary issue:

The secondary issue faced in the organization was related to leadership issues and leading change. McDonald had assumed so many leadership responsibilities over a period of ten years; however, she sensed that it would be challenging to advocate change that she was the formal leader.

After proving herself in different roles of leadership, she had to deal with the new management within the organization. For her, it is sort of tough to grow up within a staff team and then provide leadership to them. McDonald was not sure about her new leadership role in the organization and the responses she could get from the team members. She was unsure about her abilities to change the culture of the organization. Being a general, her purpose in a company was to break the status quo and bring some change in the culture.

Cause of the problem:

The newly appointed general manager of the company found some primary causes of the problem that were related to the teenagers that were the members of the Scarborough. The association was fighting against media perception of Scarborough being a bad community. Most of the people who came to Scarborough perceived it as a teenager hangout place. Families with children never felt comfortable coming to Scarborough as they found groups of loud teenagers walking around and being disruptive.

In addition to that, most of the staff members and volunteers felt frightened with the teenagers as there were no formal training programs in place to support a service culture. Furthermore, there was poor quality of services in terms of facilities provided by Scarborough as compared to the YMCAs in the country.

Moreover, the association was facing financial difficulty in terms of operating deficits. In addition to financial difficulty, the company was facing a challenge of deteriorating infrastructure and older equipments. The association had .......................................

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The newly appointed CEO of Scarborough YMCA discussed his plan with the YMCA of senior management in the Greater Toronto Area. Scarborough YMCA were perennial underperformer of membership, member satisfaction and financial point of view, but the manager promised to turn the object around. Up to four general managers gave their best efforts, however, the object continues to lag behind the average YMCA in Canada. She felt smug organization. CEO was practically raised in Scarborough YMCA, and although it has taken on a number of responsibilities in the management center, it was felt that it would be difficult to perform the change, now that she was a formal leader. "Hide
by Gerard Seijts, Ken Mark Source: Richard Ivey School of Business Foundation 10 pages. Publication Date: June 16, 2010. Prod. #: 910C14-PDF-ENG

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