[ Tips ] 一分鐘使用導覽
商品編號: 9-303-007 出版日期: 2003/02/20 作者姓名: Grossman, Allen S.;Wei-Skillern, Jane;Lieb, Kristin J. 商品類別: Other 商品規格: 25p 再版日期: 2003/03/13 地域: 產業: 個案年度: 2002 - 2002
商品敘述:
This case is accompanied by a Video Short that can be shown in class or included in a digital coursepack. Instructors should consider the timing of making the video available to students, as it may reveal key case details. Almost immediately upon being appointed CEO of The Nature Conservancy (TNC), Steve McCormick undertakes a radical reorganization of this global institution. TNC is the largest and, by most measures, the most successful environment organization in the world, with revenues in excess of $650 million and a strong balance sheet. Nevertheless, after an in-depth analysis using the McKinsey-developed 7-S model, McCormick contends that the current structure, a U.S. organization with overseas offices, must be transformed to a truly global entity to fulfill its mission. Most of the staff and volunteers at TNC agree with the proposed change but protest its speed and scope. With the plan half implemented, McCormick must decide whether to slow down or forge ahead, knowing there are significant potential consequences to either decision. This case explores how a nonprofit measures success, how the content and process components of change must intersect in a carefully planned fashion, the tensions between the benefits of local autonomy, and the need for organization-wide standards and oversight.
涵蓋領域:
Reorganization;Globalization;Environmental protection;Corporate social responsibility;Success
相關資料:
Case Teaching Note, (5-305-010), 10p, by Allen S. Grossman, Jane Wei-Skillern;Video Short, (6539), 0p, by Conservancy Nature
哪些人也有訂購?