Feed The Children Case Study

Most organizations have documented core values, and objectives that ultimately contribute to their mission or cause. These documented or stated values are intended to shape the culture of the organization, and should also serve as a framework for the development of corporate strategy and the development of short and long-term goals. The climate of the organization can result in an unspoken culture which can be in alignment or contrary to the stated intent. The external environmental factors such as market competitors, the state of the economy, new technology and political environment also impact an organizations culture. Organizational culture impacts all facets of an organization and ultimately can impact the ability to accomplish their mission. This paper will examine Feed the Children's current culture, impacts of the identified culture, and the rites and rituals contributing to the overall state of Feed the Children.
Feed the Children was founded in 1979, as a not for profit company based on Christian values, the organization's culture set out to be the hands and feet of Jesus by serving the extreme-poor with immediate short-term emergency relief. The original intent was geared toward serving the people of Haiti,
While the organization still promotes the values they were founded upon, in order to be more inclusive and expand its donor base the alignment to Christianity is no longer a cornerstone of the current culture. The impact on the organizational culture is exacerbated by the poor climate of communication, the level to which uncertainty avoidance impacts its ability to make timely decisions, inappropriate spans of control and a lacking of a shared corporate