Scale Model Club of the Philippines

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The Scale Model Club of the Philippines’ Case Study

The Scale Model Club of the Philippines: Managing Fun in a Hobby Club A. STATEMENT OF KEY ISSUES
Scale model club of the Philippines (SMCP) is an organization dedicated to the hobby of plastic scale modeling in the Philippines. It was established by five hobbyists in 2001, the main goal of which was to develop the full potential of its members in scale modeling. The club has three main purposes, (1) to promote scale modeling as a hobby, (2) to provide a venue where hobbyists can meet, and (3) to develop the member’s skills. Edwin, the former vice-president of SMPC is the newly elected president. I. What are the main issues in the case?

Edwin should reconstruct SMCP with the effort to address the following issues. In executing this plan, he needs to deal with the conservative executive board members who want to retain the organizations identity and character.  Lack of commitment among members

Members were not committed to the development of the SMCP as a whole. They had different motives for being in the organization. Some were interested in honing their skills and learning more about the said hobby; others were there “just to have fun” (which was the objective of club), to kill time and to enjoy the “barkadahan”. Members come from all walks of life – with different professions and age which can account to the diversity of the organization.  Unorganized organizational chart

The five founders of the firm, four of which formed the executive board and the other one acted as the president.The irregularity of the web administrator and chapter contact, both of which are appointed and will serve SMCP for a term of one year add to the inconsistency of the organization.  Accountability and reliability of officers elected

The president is the principal decision maker who sets policies and directs the strategic planning. In the day to day activity of the firm however, the president can be swayed by other members of the board and to some extent be passive in terms of decision making  Absence of policies, rules, and regulations

There was an absence of firm policies regarding the (1) recruitment and application process – there was no membership process, merely signing up and submitting forms, (2) disciplinary measures, (3) committees that will handle the development of the members – It was only through personal relationship and informal authority that members can be encouraged towards the attainment of the organizations goals and (4) procedures for removing members, (5) duties of the members – no delegation of specific tasks II. What should the CEOs' recommendations resolve?

Our recommendations would resolve the difficulty in managing the club's operations and lack of specialization among the members by assigning work and responsibility evenly for the attainment of the club’s goals and objectives. III. What concerns, must we as managers, focus on?

 Departmentalization. This is the grouping of jobs into working units so that each member has a defined responsibility for the outcome of his or her nature of work and skills he or she can attain.  Organizational structure. This structure presents the different groupings the club has, how each group should work and how it relates to the rest.  Members’ awareness. The members should identify themselves with the club. Each must have goals and aspirations that are aligned with the club's. Members should commit themselves to the club.  Establish an authority. There must be an acknowledged authority within the club. A clear line of authority on every task should be set and and its subordinates should acknowledge this authority. B. RECOMMENDATIONS

I. What do you intend to do concerning the issues raised?
The CEOs recommend a reorganization of the management structure of SMCP that would have a line and staff relationship. With a reorganized organizational structure, SMCP would be able to effectively and efficiently conduct its...
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