Samaritan House

George G. Klemic

Chapter 5.1 in Stories to Tell Your Students, 2011, pp 165-172 from Palgrave Macmillan

Abstract: Abstract Kitty Lopez sat in her small office musing over her achievements during her tenure as executive director for the Samaritan House (Sam). The organization was basically financially sound, although operating with a 12 percent decrease in donations and a 50 percent increase in client count since 9/11. Clients were well served, although it was always a struggle to maintain volunteer numbers during the summer. Employees were essentially satisfied; the community seemed to be pleased with Sam’s performance. In the five months since March 2002, when she took on this new role in the organization, she had to face the dismal financial climate of the opening of the twenty-first century but still keep the flame of hope alive for both clients and employees. Kitty pondered how she could use the organization’s best assets to overcome barriers and continue successful service to the needy.

Keywords: Social capital; Motivation; Organizational culture; Organizational learning; Leadership; Superleadership (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-37043-2_76

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DOI: 10.1057/9780230370432_76

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