The Scale Model Club of the Philippines’ Case Study The Scale Model Club of the Philippines: Managing Fun in a Hobby Club A. STATEMENT OF KEY ISSUES Scale model club of the Philippines (SMCP) is an organization dedicated to the hobby of plastic scale modeling in the Philippines. It was established by five hobbyists in 2001, the main goal of which was to develop the full potential of its members in scale modeling. The club has three main purposes, (1) to promote scale modeling as a hobby, (2) to provide a venue where hobbyists can meet, and (3) to develop the member’s skills.
Edwin, the former vice-president of SMPC is the newly elected president. I. What are the main issues in the case? Edwin should reconstruct SMCP with the effort to address the following issues. In executing this plan, he needs to deal with the conservative executive board members who want to retain the organizations identity and character. ? Lack of commitment among members Members were not committed to the development of the SMCP as a whole. They had different motives for being in the organization.
Some were interested in honing their skills and learning more about the said hobby; others were there “just to have fun” (which was the objective of club), to kill time and to enjoy the “barkadahan”. Members come from all walks of life – with different professions and age which can account to the diversity of the organization. ? Unorganized organizational chart The five founders of the firm, four of which formed the executive board and the other one acted as the president.
The irregularity of the web administrator and chapter contact, both of which are appointed and will serve SMCP for a term of one year add to the inconsistency of the organization. ? Accountability and reliability of officers elected The president is the principal decision maker who sets policies and directs the strategic planning. In the day to day activity of the firm however, the president can be swayed by other members of the board and to some extent be passive in terms of decision making ? Absence of policies, rules, and regulations
There was an absence of firm policies regarding the (1) recruitment and application process – there was no membership process, merely signing up and submitting forms, (2) disciplinary measures, (3) committees that will handle the development of the members – It was only through personal relationship and informal authority that members can be encouraged towards the attainment of the organizations goals and (4) procedures for removing members, (5) duties of the members – no delegation of specific tasks II. What should the CEOs’ recommendations resolve?
Our recommendations would resolve the difficulty in managing the club’s operations and lack of specialization among the members by assigning work and responsibility evenly for the attainment of the club’s goals and objectives. III. What concerns, must we as managers, focus on? ? Departmentalization. This is the grouping of jobs into working units so that each member has a defined responsibility for the outcome of his or her nature of work and skills he or she can attain. ? Organizational structure. This structure presents the different groupings the club has, how each group should work and how it relates to the rest. Members’ awareness. The members should identify themselves with the club. Each must have goals and aspirations that are aligned with the club’s. Members should commit themselves to the club. ? Establish an authority. There must be an acknowledged authority within the club. A clear line of authority on every task should be set and and its subordinates should acknowledge this authority. B. RECOMMENDATIONS I. What do you intend to do concerning the issues raised? The CEOs recommend a reorganization of the management structure of SMCP that would have a line and staff relationship.
With a reorganized organizational structure, SMCP would be able to effectively and efficiently conduct its operations and to distribute work among members properly. II. Main advantages and Disadvantages of the CEOs’ selected course of action Advantages: ? Work would be evenly distributed so members would have clearly defined responsibilities. ? Compatibility of the members’ talents and knowledge to specific activity ? Better enrichment of the members’ scale modeling skills and experiences ? Performance management ? Establishment of standing committees Effectiveness of control and specialization among the members ? Simple and direct lines of authority enable to define responsibility easily. Through this, single accountability is maintained and better control is achieve. ? Interest in scale modeling would rise so member sign ups would increase also. Disadvantages: ? Many members might object this recommendation because they might not be able to adapt quickly to the major changes in the organizational structure ? Disagreement among the members would lead to a bigger chaos ?
The organizational structure became more varied and complex which needs specialists to assist in added areas. III. Time frame for implementation The CEOs think that it would take 2-3 years before the members would be able to adapt to the new organization structure and solve the different issues that might arise due to the restructuring. C. ANALYSIS I. What methodology did we use in making our decisions/recommendations? The CEOs reorganized the organization’s management structure, revised the old SMCP organizational chart, transforming it to a line staff grouping scheme for organizational structure.
This scheme would efficiently and effectively distribute work properly, coordinate all the members while they are at work, and define clearly the responsibilities of each member for the specific kind of work he or she is given. This is the CEOs’ revised organizational chart of SMCP. These are the committees that should be added to the existing organizational structure: ? Public Relations is the committee that prepares and takes charge of the social and cultural affairs of its organization. It prepares and supervises the activities for general interaction. ? Marketing romotes membership in the club through making the public aware of the club and what it does. ? Finance committee is responsible for the financial control of the organization. ? Membership committee develops programs to educate and train new and current club members. It will also ensure that members are informed, involved, and recognized for their contributions to the club to increase the membership satisfaction. The committee is expected to work with public relations committee to create a positive club image that is attractive to prospective and current members alike. Research and Development as the Organization of Economic Co-ordination development defines it, would do “creative work [undertaken] on a systematic basis in order to increase the stock of knowledge, including knowledge of man, culture and society, and the use of this stock of knowledge to devise new applications. ” R&D for a club like SMCP would be very helpful to develop innovations in scale modeling and attract more people to be inclined in scale modeling. ? Legal addresses legal issues that could arise from the different committees. ? Case facts and evidence that support our decision II.
Case facts and evidence that support our decision The need for reorganization of the organization is evident in the case issues presented in the text (some have wordings directly lifted from the text). ? waning interest in scale modeling due to the presence of other past times ? members of the board often influence the president and even override his decisions ? members do not want SMCP to become a bureaucratic organization ? work was assigned entirely on an ad hoc basis ? had rules and regulations that had few disciplinary measures and procedures for removing members ? absence of performance management no standing committees – a standing committee is a committee that has a continued existence, working on an ongoing basis. ? no membership application process ? use of club resources focused more of holding public events (exhibits and open contests) ? many key similarities and differences among members (their demographics, occupations, reasons for joining the club, skill levels, and levels of commitment) ? Club membership was stressed by the demands of the public events ? work was unevenly distributed and this taxed the more active members ? lack of new members exacerbated further the problem of distributing work ? ack of defined responsibilities for each member ? some public events were understaffed and this caused the events to have short durations ? as the projects grew in scope, size and complexity, the club experienced increasing difficulty managing the work ? members skeptical about Edwin’s plan III. What makes our decision better than other alternatives? What other alternative courses of action are there? The organization can continually use its old organizational structure and this time, the responsibility to whatever task they are assigned to do should be clearly stated.
However, there is still no specific body that will specialize in the performance and monitor each activity making it difficult for the club to see if its objectives and goals are met. With a reorganized organizational structure, the responsibilities and authorities are distributed properly and are now more specific, thus, making the club effective and efficient. It will also be easier to implement strategies because each body would already know what they should focus on and what specific actions they need to perform.