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Case Analysis: WORLD VISION INTERNATIONALÆS AIDS INITIATIVE

tegy shift.

Shifting the Strategic Focus of World Vision from Individual Children to Community Development

The strategy shift from a focus on individual children to a focus on community development did not initially involve organizational leadership issues. Rather, this strategy shift reflected a change in organizational mission - the justification for the existence of World Vision.

The strategy that focused on serving the needs of individual children had proved to be highly successful in two ways. First, it provided real benefits for real children in need. Second, the strategy was a winner as a marketing tool to drive donors to contribute to World vision.

As the scope of the organizationÆs activities expanded, and as implementation of the organizationÆs activities devolved to local units, however, it because apparent to many in the organization that help for individual children, as important as such help was, required community development to assure long-term success (Bartlett and Curran 3). Such recognition was the driver for this strategy shift. The non profit status of World Vision was not particularly relevant to this strategy shift.

Shifting from Centralized Control to a Federalized Governance Strategy

By the late-1980s, World Vision was a major non profit organization. Governance of the organization was becoming an overriding issue. The term ôcorporate governanceö refers to the rights, obligations, and relationships that exist among an organizationÆs management, its board of directors, and its capital suppliers (in the case of World Vision, individual donors and, by this time, governments). In on

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Case Analysis: WORLD VISION INTERNATIONALÆS AIDS INITIATIVE. (1969, December 31). In LotsofEssays.com. Retrieved 17:55, March 28, 2024, from https://www.lotsofessays.com/viewpaper/1709250.html