The Scarborough Ymca - Getting Back on Track

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didn’t need to have the latest infrastructure. This attitude was further reflected in the work culture of employees who had almost given up trying to make the facility profitable. It was expected that other profitable YMCA in GTA would support Scarborough YMCA.

4.0 Decision Criteria and Alternatives:

4.1 Decision Criteria:

Tammy’s decision criteria should encompass type of leadership, methods of motivation and work required to change perceptions. On a long run she should plan for change in Scarborough YMCA culture to make it self-sustainable. Throughout the decision process, financial constraints, competition and her commitments to Steve Boone should be kept under check.

4.2 Alternatives:

Some of the alternatives she can choose from are:

1. Showcase charismatic leadership (1) by helping followers in various situations (2). Motivate the employees by setting high goals. Change the perception by building better infrastructure and including a hangout area for teenagers. Build organization structure with few departments, proper chain of command and decentralized authority.

2. Showcase transformational leadership (1) by clarifying paths for workers to achieve goals. Motivate employees by reinforcing positive behavior. Change the perception by better using the available infrastructure and engaging teens in productive activities. Build organization structure with few departments, wide span of control and centralized authority.

Given the current financial situation and the level of motivation among employees, it’s a better option to go with alternative two. Alternative two is more process oriented, involves less cost and motivates employees by rewarding when they do a good job. Alternative one on the other hand is more person dependent which might create problems in long term strategy for organization once Tammy leaves. Further it’s an expensive alternative and employees might get further demotivated if they don’t achieve their goals.

5.0 Recommendation & Implementation:

Kotter’s eight step plan (1) should be used to implement the changes.

1. Upon taking office, she should establish a need for change in the facility.

2. She should then create a coalition with some of her old colleagues and gain confidence among them to lead the change.

3. Create a vision to gain Scarborough YMCA’s pride by empowering employees, changing perception and making it self-sustainable.

4. Communicate the vision to employees and volunteers. Inspire workers by being a transformational leader.

5. Empower workers to solve problems. Encourage them to come up with innovative solutions to drive membership and to attract different ethnic and demographic groups. This will help beat the upcoming competition.

Further establish a plan for teenagers to volunteer at YMCA by tying up with local schools. Organize soft skill sessions for workers. All this would improve customer satisfaction.

6. Recognize workers or the team for every short-term wins. This would help gain accountability and sense of responsibility.

7. Once the change is carried out for about six months, reassess the situation. Make necessary tweaks after consulting workers & customers to achieve long term growth & sustainability.

8. Reinforce the changes among employees by relating success with changes. This can be achieved by discussing financials or new membership gain since the last established change.

6.0 Contingency:

The contingency to alternative two would be to go with alternative one. This will be very demanding on individual leadership. It will also have greater financial implications. Tammy has to fund raise aggressively to address the infrastructure needs. She further have to handpick the workers who are driven by goals and help them on the need basis to achieve the desired