Please respond to the information below and ask one question at the end. Central Oregon Council on Aging (AAA), a nonprofit organization providing nutrition and support services to seniors and those with disabilities, is overseen by a board of directors. The board hires an executive director who then hires the remainder of staff to meet the ongoing day-to-day needs of the organization and the clients it serves (Central Oregon Council on Aging, n.d.). The AAA has many stakeholders, but the two I want to discuss for the purpose of this writing, include the board of directors, whom I have already mentioned, and Senior and Disabled Services Division (SDSD). Senior and Disabled Services Division, was at the time, the primary state funding agency for many of our support programs and services. They were also generous enough to share space in their main office at no cost, until a more permanent building could be found for our executive board and lead managers. Unfortunately, the assistant director was nothing short of a bully who was going through a nasty divorce and brought her personal war taking place at home to the office. She screamed at the top of her lungs and berated staff in front of their peers, subordinates, and clients. She exercised zero self-constraint and came to work each day without an edit or filter button in communicating with others. Senior and Disabled Services Division, who had their own clients and services to think about, quickly grew tired of the screaming and evicted our organizations leadership from their shared space. Our AAA ended up in a cold, dimly lit warehouse, because it was all that was available and could be found on short notice. The loss of space was not the least of the agencies worries. Funding was also placed in a compromising situation, because the behavior on display was so dysfunctional that it brought into question the AAA’s ability to effectively lead a nonprofit organization. This one individual’s behavior cost the organization its reputation with a chief stakeholder who provided funding, no-cost shared office space, client referrals to our agency for services, and free professional trainings to staff. The executive director resigned, leaving the assistant director (the bully) in charge. The board of directors, a major stakeholder who is ultimately responsible for executive leadership, failed to take any action. A new executive director was eventually hired who was able to find space for our main office. The assistant director did the exact same thing as before, driving another executive director to resign and costing us yet, another lease. Still, the board did not respond. It was not long after, we lost the Dial-A-Ride transportation program, due to a loss of funding. It was absorbed by the city’s public transit system which does not provide curbside pick-up and drop-offs in front of our elderly clients’ homes. Many of our elderly are not able to physically walk to a bus stop and cannot afford cab fare on a fixed income. This service was invaluable to those we served, giving them the independence needed to remain in their own homes instead of premature placement into an assisted living or skilled nursing home. This shows how much of a role and influence stakeholders have on an organization’s present and future direction.
https://customessayusa.com/wp-content/uploads/2021/07/customlogo-300x60.png 0 0 https://customessayusa.com/wp-content/uploads/2021/07/customlogo-300x60.png 2022-12-20 00:46:452022-12-20 00:46:45Please respond to the information below and ask one question at the end. Central Oregon Council on Aging (AAA), a nonprofit organization providing nutrition and support services to seniors and those with disabilities, is overseen by a board of directors
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