Case Analysis Paper

Introduction and Background Information
The client systems under review in this case analysis is an organization engaged in offering innovative services to homeless people in River Run. The organization, Beacon Center, founded in 1980 by Martha Green had succeeded in its vision of advocacy for the homeless people. Beacon Center is perfect client to analyze for changes in leadership. This is because the organization has endured leadership changes that has put the organization in different track in an endevour to achieve its goals. The changes in leadership had different effects to the organization and this affects how the staff and management relate as well as motivation levels of the employees.
The founder of Beacon Center, Martha Green, had served as the executive director and has succeded in growing the organization steadily and made it more vocal in its advocacy. Martha was staunch in her advocacy calls and ensured that the client’s voices were heard at all levels. She also reminded the clients on their obligations as citizens. At the core of achieving this, Martha highly value the staff relationship and adhered to a collaborative approach, trusted the workers in amking decisions, and engaged the staff in active participation of important policy decisions. Martha also ensired that the board of directors was perfectly fitted with the set up to facilitate the client-centered program. This had lead Beacon Center to attain a status as an innovative, client-centered service centered, hardheaded organization. After retirement Martha was replaced in an acting capacity by an inhouse staff. While the staff member remained committed to the course, they lost some optimism to their ability of making a difference. The new executive director, Helen Blue adopted a different leadership strategy and held a different vision from the founder. She sought to change the hard-hitting advocacy stance of the organization to reduce the alienation it had experienced in some areas. Helen also sought to introduce formal rules to the organization and strict adherence to the chain of command. The staff were no longer engaged in staff decisions and had their decisions often overturned. During her tenure, employees resigned and executive director did not consult anyone for their replacement. She was replaced by Roderick Wallance who had worked for the company and had thus shared a vision with the founder. He replaced the collaboration between the staff but also maintained the structure developed by former CEO. This caase study will be reviewed and further analyzed to understand and explain the behavior of the client system within its social environment.
Engagement of the Client in the Case

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