Eva’s Print Shop

Evas Print Shop common chordd bottom line operates as a complaisant business and a corporate companionable organisation divided in harm of its two businesses some horizontal connection amid the teams only if not a clear functional structure hybrid between functional and divisional innovative features hearty business (mohamed yunous) integrating the takings (commercial) and the teaching (sociable) business side bringing in money to feature the organization social side 2002 they used to be funded by federal turnedicial grants BUT caveat w. overnment documentation required the trainees to be paid rejoinder these are homeless youth and they are being taken off the streets giving them homes and are taught basic survival skills on how to live, and take palm of themselves any kind of not for profit formula has strict guidelines which is why they switched because it was counter intuitive to the social aim. Case Who (names and position) Andrew Macdonald and the Advisory Board (primary stakeholders) Evas initiatives What (Key Issues) Whether or not to expand and if so how Why (Root Causes) Funding impart the business side fund the social side?Need to facilitate more at risk youth is pressing growing difficulty When (Timeline) No, just as it works for the company Changing the funding has upchuck some constraints on the frugal business, BEP Analysis (application of course concepts, models, theories) Performance changing in funding formula away from government funding was make after 2005 strategic review allowed Evas Phoenix .. How did this impact its organizational design?Strategy integration of its social and commercial elements of the enterprise triple bottom line, includes environmental uses Bullfrog Power Models triple-bottom line effectiveness measures goal approach internal process model how does the training side interact with the commercial side? How are conflicts resolved? resource model by choosing bullfrog power, they may be paying more for their power nevertheless using homeless youth they may be comprising their efficiency and flavor Balancing Act between the 2 Professionalism more professional youre staff, the more you have to pay them Decision Criteria 1. ncrease youth participation 2. step-up efficiency on the economic business side 3. feasibility and funding 4. keeping or increasing the synergy 5. no compromise the social or environmental objectives for the business objectives 6. complexity in the design structure 7. maintaining your put ups Alternatives 1. Keep the structure the same but tweak it, make economic more efficient (incremental efficiencies) 2. Grow the business using the same structure just bigger 3. Grow geographically replicating the model in antithetic cities where there is a akin(predicate) need 4.Separate the print shop and the social initiatives Evaluation of Alternatives 1. Incremental efficiencies will allow for more professionalism and customer think some b asic training before anyone works in the print shop handling customer materials meets a, b, c & d 2. Growing the recommendation/Implementation/contingency finding a suitable location moldiness find advisory board and volunteers securing funding to hightail it a similar operation finance volunteer finding customers and sales volunteer onnecting with volunteer agency in the designated city to source homeless youth and discuses enlarge on how to manage the process hiring staff with the expertise needed to run both the print side and the social side create and office Constrains Budgetary issues Timelines Downside Risk Failure of program volunteer not attached Not find youth who are interested in staying and schooling new skills Not enough customers Contingency partnering with a local social agency and try to implement the program using their infrastructure and resort while providing your expertise