Case Study Report
Salvation army has been a non-profit organization that has been in existence for quite a long time. It is well known for its involvement in charitable affairs. The organization has been bent on improving the lives of people who are considered as underprivileged in society from the different regions that the organization has its operations. The aim of this case study is to identify the major stakeholders and thus use the information to strategize on how to meet their expectations of their investments. In addition, the case study will help in identifying issues and their effects on the stakeholders (Martin & Major. Geoff, 2011). Such will help at arriving at a conclusion as to whether the organization is a success or it is a failure.
While conducting the investigation the study revolved around the branches of the Salvation Army spread out around the world. The costs of running the entire organization were evaluated and the benefits accrued from the existence of the organization to society.
Scope will cover all stakeholders in the organization who might be investors, suppliers, identical charitable organizations, members, suppliers and philanthropists (Salvation Army, 2003).
The problem is to identify the strategies to use on the shareholders with preference to the major shareholders. Such will enable us to identify issues affecting stakeholders in the organization.
The issues affecting the stakeholders might be affecting their profitability in the organization.
Management of the stakeholders needs might have been neglected as they vary in level of ownership or stakes in the organization (Tavernise, 2010).
When we identify the problems affecting the shareholders by categorizing the stakeholders, it would be easier to implement new strategies in managing their interest as well as the interests of the organization. Misclassification of the stakeholders affects the formation and implementation of strategies the blanket strategies lead to issues that affect the stakeholders negatively. It has been assumed that the employees of the organization are treated equally in the organization. In addition, the current strategies have a negative effect on the employees because of lack of classification of the stakeholders to identify their expectations from the organization.
Moreover it has been assumed that the organization owes its existence and sustenance to the shareholders both and large (Salvation Army, 2009).
• Additional information about the shareholders and their expectations is difficult to establish.
• The information provided does not guarantee that the new strategies to be formed will help meet the stakeholders’ expectations.
• Identifying all shareholders in the organization and establishing their expectations without having prior information about them is a daunting task (Salvation Army, 2002).
Salvation Army has been in existence for a long time such that it has been edged in society’s mind because of its charitable activities in society across the world. Different conditions have enabled the salvation to carry out such successful activities, which is mainly the presence of philanthropists and charitable organizations as well. Theoretical models have been used to evaluate the main problems affecting the shareholders and the issues that affect them such that formulation of plans or strategies becomes easy as all the shareholders are classified in their levels of influence in the organization (Salvation Army, 2002).
The information entailed in the research has been collected from Salvation Army branches around the world to arrive a conclusion. Quantitative and qualitative techniques have been used to arrive at the information in the research. Power and interest grids have been used to evaluate the level of importance and influence by the different stakeholders. In addition, a table has been used to show the difference in their stakes. The mains sources of data are Salvation Army Annual Reviews. Article posts that relate to the organization such as the Washington Post, The Guardian were also vital in providing information entailed in the research case study. Salvationist magazine was also vital in providing information about the shareholders and other quantitative data that helped in completion of the quantitative analysis provided in the research case study.
The population was defined as branches in every region such that there could a balance in the study. From the locations that data was collected from, the samples were collected such that there was equal distribution of data from the locations identified. Several methods of gathering data were proposed that would have helped in arriving at a solid hypothesis. Random sampling and structured data collection systems were relevant for this type of research, which is mostly concerned with the figures given in the numerical form. Systematic sampling involves collection of data in a systematic pattern such that all the selected samples are included in the study. This enables us to arrive at data that has been drawn from all the aspects of the samples provided (Salvation Army, 2004). Statistical treatment of the data available is vital such that data is used in the appropriate form. The desired result of the data is to identify and classify data or the stakeholders in their level of importance to the organization. The numerical aspect of the data will enable us to develop strategies in relation to the number of size of the shareholders.
Power/ interest grid
• People involved high in the power grid should be kept involved in all functions of the organization such that they feel included in all processes of the organization.
• People high in the power grid but with low interest should be kept informed but not constantly to point of becoming irritating.
• People low in the power grid but have high interest in the project should be kepi involved such •People in the lowest g level of the power grid and interest grid should only be kept aware of the organizations plans ad not step by step details of the organizational functions (Salvation Army, 2009).
Table indicating the differences and levels of stakes by the different stakeholders
Stakeholders Percentage stake in the organization Traders13%Donors &Grantors16%Members11%Buyers of assets10%Social services29%Legacy providers18%Investments3%
The data provided above relates to the activities of the Salvation Army organization and the numbers of people affected by such activities in their branches round the world.
The numbers illustrated by the tables show the differences in the numbers of stakeholders who are affected by the organization’s activities. The higher numbers shows the most numbers of affected people or institutions, which are affected by Salvation Army’s operations. The majority owners of stakes in the organization contribute to the operations of the organization mostly in monetary terms. They should be given more focus to ensure that their expectations of the organization re meet in line with the organizational goals (Tavernise, 2010).
The problem at hand is to identify the majority shareholders and form strategies that work to the best service of these majority shareholders. This also brought forth as to whether the organization had attained its overall objective of giving back to society in all means possible.
Salvation Army conducts its operations in a way that the headquarters in the United Kingdom form the origin of plans and regulations that should be followed to maintain a coordination of its activities in all branches around the world (Salvation Army, 2002)
The research shows that the numbers are consistent with the operations. The numbers indicate vary from one region and indicate where the focus should be directed. The stakeholders might face challenges in executing their tasks such as the inadequate funds to run their operations. The presence of few staff is also another factor that might arise due to the diminishing numbers of workers due to their ages whereas the recruitments are minimal (Salvation Army, 2000).
The stakeholders at hand might find it hard to have their expectations met because it is difficult to keep everyone involved in the organization satisfied
The resources availed to the organization might prove to be inadequate to meet the expectations and needs of the stakeholders while aiming to meet the objective of the organization.
The stakeholders might view their resources or services as not being fully utilized by the organization to a point of contemplating withdrawal of their services from the organization.
The organization might be using the availed resources and services offered but not to the expectations of the organization such that they might be misusing the resources availed by the stakeholders.
The social responsibility of the Salvation Army is enormous thus; most of its resources should be diverted from unnecessary spending to meet its social obligations, which affects more people in the society. In addition, the impact of the Salvation Army is evident with the numbers shown which estimates of the original figures. The organization has been a success because it exists to help people and does not dwell on profits for operations. The organization’s determination reflects its continued presence in the organization.
More resources should be diverted to the community and health programs, as they are the largest stakeholders in the organization. It would be impossible of the organization to meet all expectations of the stakeholders in the organization. However, the organization can strive to meet majority of the stakeholder’s estimates. The organizations should develop new strategies that will enable it to balance its management of the stakeholders such that the maximum number of stakeholders can be satisfied by the functions of the organization (Murdock, 2007). This can be achieved by adopting new resource sharing ratios such that the most active stakeholders get adequate resources to enhance the effect of the organization. Monetary, labor, equipment, and management of these stakeholders would eventually change the attitudes of the stakeholders towards the organization. Several aspects can be included in running the organization such that all stakeholders are satisfied. They should come up with plans to monitor the functions of the various stakeholders involved in running the different departments of the organization (Salvation Army, 2002).
The majority stakeholders should be attended to on a regular basis such that they can view themselves as being part of the organization. This would also help them to continue maintaining their stakes in the organization and would enable the organization to continue in operation. The organization should also institute policies that enable the stakeholders to contribute or be in control or the organization because in essence the organization is in operation because of resources provided by these stakeholders in monetary, labor, and knowledge, which is vital for the efficiency and effectiveness of the organization (Salvation Army, 2003.
Further investigations can be carried out by means of interviews and interactions with people on the ground to establish the impact of the Salvation Army. This would arrive at a solid conclusion on the effects of the organization as an institution involved in charity work.
Salvation Army has a large responsibility towards society as it commands a larges following from the public who are members, workers, or donors. The social responsibility accrued to the organization which is registered as a non-profit organization entails giving back to society in terms of providing housing medical acre. In addition, the social responsibility accrued to the Salvation Army is to give the underprivileged the opportunities that the privileged have the opportunity of accessing.
This can be attributed to the presence of philanthropists and volunteers in the society that offer their resources and services to the underprivileged through the organization. The organization has enabled those without the chance to access education an opportunity to do so. In return these individuals also give back to the society via the organization such that the organization is able to complete its purposes as a philanthropic organization via its charity work such as educating people , providing accessible medical care, affordable housing. The purpose of the organization is summarized as charity work in the society (Strom, 2011). A lot of successful individual and projects can be attributed the activities of the salvation to helping them achieve their dreams. Their successes can also be interpreted as the success of the Salvation Army helping individuals achieve their dreams and access sufficient amenities that were not accessible such as schools and health facilities.
In conclusion, for an organization that has been in service to communities around the world there many stakeholders that are part and parcel of the organization and have the best interests of the charity world at heart. In addition the existence of the organization as a charitable organization in majority of the continents around the world has had a great effect on people’s lives. Moreover the organization has set a precedent for other organizations around the world to become responsible for their acts from a charitable perspective. All stakeholders have expectations from the organization on what they should be expected to do for the stakeholders as well as for the society (Tavernise, 2010).
Murdock, A. (2007). Belief in action: The Salvation Arm, a global not-for-profit Organization. Case Study.1-10.
Martin, G. & Major. Geoff. (Monday 19 December 2011).125 years of Salvation Army. The Guardian, p37-38.
Salvation Army. (2004). Annual social report of the Salvation Army. Melbourne: National Headquarters.
Tavernise, S. (December 7, 2010) Salvation Army Loses Donations as Giant Limits Bell Ringing. New York Times, p35-36
Salvation Army. (2009). United Kingdom territory annual review. London: Salvation Army.
Salvation Army. (2002). Annual report: Incorporating balance sheets & statements of accounts 30th June. Sydney: The Army.
Strom, S. (April 2, 2011). Salvation Army Sues Bank of New York Over Securities Losses. New York Times, p22-23.