World Vision Case Study

Topics: AIDS, Organization, HIV Pages: 8 (2070 words) Published: January 19, 2013
World Vision Case Study

World Vision, Inc. was founded as a nonprofit corporation in 1950 by Bob Pierce, an American evangelist. As World Vision in the United States grew, World Vision
organizations were formed in New Zealand, Australia, and Canada, which were primarily fund-raising partners, and World Vision in the United States dominated in size and influence. Occasionally, a national World Vision entity was formed in developing Countries for expediency. In the 1970s, the World Vision partners began an internationalization initiative. WVI, a separate corporation based in California, was established with a two-layer structure of governance, including a council and international board. In the late 1980s, WVI responded to this pressure from the field in two ways. First, WVI changed the configuration of its governance structure. Council membership was expanded to include all World Vision partner countries, including developing countries. Also, WVI began to base eligibility for international board membership on a representative system of five categories of member countries. (Karen, 1999)

As a non-for-profit organization, WVI has its particular mission and creed, which are supported by Christianity values. This makes it very different from enterprises on operations and management. However, as a huge organization operated in different countries all over the world, what WVI is doing share many similarities with the regular firms in the competitive environment. Issues on management, human resources and finance will also have determinate impact on the short-term and long-term success of WVI. After studied WVI’s history of development, I found out that developing an efficient organizational structure is significant to WVI to expand the career and build up brand name. After the outstanding results came out due to the series of structure reform, WVI felt it was time to launch the AIDS initiative, which is under the strong appeal for helping children getting rid of AIDS and HIV in Africa and other areas. The difficulties for founding the AIDS initiative are tremendous. It would be impossible and even ruin the WVI to launch the initiative without the strong background support from WVI. Therefore, it is really necessary to have brief study on WVI’s organizational structure evolution that contains strategic actions to make the organization more and more efficient. Centralization At the beginning, in order to provide coordinated management of global field operations funded by the core support office, WVI’s council created a central international office. This kind of management mode resulted in the separation of its ”marketing ” and ”production ”functions, cultures dissimilated among groups. The worst influence from the centralization is the frustration of national offices about having no control over many basic operations. What’s more, region offices did not recognize the fact of doing well at fund-rising and children sponsorship. In another word, the core competitive advantage was ignored. Decentralization After the frustration released by regional offices, the problem was diagnosed as unrealistic initial expectation, lack of local management and technical expertise and a top-down planning and control system. Later on solution came out as a new way of Area

Development Program (ADP), this soon became the dominant means of program delivery. Federal model the organization was reexamined on values, mission, and structure that were all to be open to challenge and change. After a new mission was set, the creation of Covenant of Partnership was defined. This means the partnership became the main form when making decisions, agreements, value and commitments sharing will replace the old ways of legal contracts and central...

References: Curran, D. F. (2005). World vision international 's aids initiative: challenging a global
partnership. Harvard Business School, 9(304-105),
Karen, F. (1999). Evolving global structures and the challenges facing international
relief and development organizations. Nonprofit and Voluntary Sector Quarterly, 28(4),
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