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Analysis of Dr. Bernadine Healy

Who Brought Bernadine Healy Down? describe the assorted cross-pressures and a quantity of duties that Healy confronted. Why do these persisting cross-pressures and obligations make it so difficult to frame a clear, consistent motivational system in authorities or nonprofits?

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In 1991 Dr. Bernadine Healy took over as president of the Red Cross from Elizabeth Dole. Dr. Healy fashion of management was more like that of an entrepreneur quite than a bureaucrat. She was encouraging of change, shrewd in detecting inefficiencies and decisive in her actions.

She didn’t see the want to construct consensus, assuming an allegiance on the part of others to her objectives. The board and old guard of the Red Cross anticipated Healy to regulate her head-on fashion to their softer method, to work within their construction. This made Dr. Healy attempts of adjusting the Red Crosses Culture as well as their system of working a really daunting task. While Healy and the Red Cross were both striving for a similar objective, serving the basic public good, their methods and expectations have been vastly divergent.

When Healy uncovered important fraud in considered one of her Jersey City, N.J. chapters, she immediately turned it over to the native prosecutor’s office, which indicted the director and bookkeeper for stealing funds from the Red Cross. However, as a substitute of praising Healy, several board members criticized her for being “too tough” in Jersey City. Healy exhausting charged fashion was effective but made governors of the Red Cross very uncomfortable. Healy was original chosen to lead the Red Cross because she dropped at the table a robust background in efficiently managing massive, complicated organizations.

As its leader, however, Healy uncared for to make room for the Red Cross operationalized institutional values; she misjudged their tenacity and failed to adjust her leadership style to the organizational culture.

As a end result, she was unable to take care of a legitimate authority and enact her imaginative and prescient of the organization’s greatness. Within two years, she was pressured to resign, as a end result of most of the board members disliked her robust political beliefs. After a governor’s vote on the confidence in her leadership went 6 in favor of Healy and 27 in opposition to her on October 23rd, Healy publicly announced her resignation as president of the Red Cross three days later.

References

  • Stillman, R. J. (2010). Public administration cocepts and cases. (9th ed., pp. 321,331-341). Boston: Wadsworth.
  • http://www.hhh.umn.edu/img/assets/29524/red%20cross%20case-1.pdf

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