The American Red Cross

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The American Red Cross: Management Analysis
Chris Crawford, Amanda Kvedrowicz, Sarah Lawrence, Christine Moaga, Betsy Rush MGT/330
March 1, 2010
Ronald Sprague

The American Red Cross: Management Analysis
The American Red Cross (2010) website tells of an organization guided by the principles of humanity, impartiality, neutrality, independence, and voluntary service whose mission is to, “provide relief to victims of disaster and help people prevent, prepare for, and respond to emergencies” (Mission statement, para. 1). It claims a history of founding in 1881 in Washington D.C. by Clara Barton. Still operating today, 129 years later, is evidence of its success as an organization. It has endured despite the fact that the very nature of its business is tackling challenges. Following is an analysis of this organization based on the four basic functions widely accepted as the core roles of management: planning, organization, leading, and controlling. Additionally, delegation is discussed, as it is another fundamental feature of management, (Bateman & Snell, 2009). Each of these functions is influenced by internal and external forces must be examined to maintain the organization’s competitive edge. Internal resources like work culture, talent, and budget are routinely assessed when managing, but managing those factors alone is not enough. “Although a top executive team may have unique internal strengths and ideas about its goals, it must consider external factors before taking action” (Bateman & Snell, 2009, p. 52). Specifically addressed will be the impact of globalization, technology, innovation, diversity, and ethics on the American Red Cross’ (ARC) management strategies. The ARC has needed to respond to diversity in not only its international efforts, in its efforts within the United States of America as well. They specifically set out to do so. They partnered with Home Depot in offering training sessions in the cities across America...
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