Eva’s Print Shop

Evas Print Shop tripled bottom stage business operates as a mixer business and a corporate construction divided in wrong of its two businesses some horizontal connection between the teams solely not a slip by functional structure hybrid between functional and divisional innovative features social business (mohamed yunous) consolidation the production (commercial) and the teaching (social) business nerve bringing in money to sustain the organization social side 2002 they used to be lineed by federal grants BUT caveat w. overnment funding required the trainees to be paid issue these are homeless youth and they are being taken off the streets adult them homes and are taught basic survival skills on how to live, and take care of themselves any kind of not for take in formula has strict guidelines which is why they switched because it was counter intuitive to the social goal. Case Who (names and position) Andrew Macdonald and the Advisory Board (primary stakeholders) Eva s initiatives What (Key Issues) Whether or not to expand and if so how Why (Root Causes) Funding Will the business side fund the social side?Need to help more at risk youth is pressing outgrowth problem When (Timeline) No, just as it works for the company Changing the funding has put some constraints on the economic business, BEP Analysis (application of course concepts, models, theories) Performance changing in funding formula away from governance funding was made after 2005 strategic review allowed Evas Phoenix .. How did this impact its organizational build?Strategy integration of its social and commercial elements of the enterprise triple bottom line, includes environmental uses Bullfrog antecedent Models triple-bottom line effectiveness measures goal approach internal process model how does the training side act with the commercial side? How are conflicts resolved? re microbe model by choosing bullfrog power, they may be paying more for their power but using hom eless youth they may be comprising their readiness and quality Balancing Act between the 2 Professionalism more professional youre staff, the more you do to pay them Decision Criteria 1. ncrease youth participation 2. increase 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 volunteers 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 different cities where there is a quasi(prenominal) need 4.Separate the print shop and the social initiatives Evaluation of Alternatives 1. Incremental efficiencies will allow for more professionalism and client focus some basic training before anyone works in the print shop treatm ent customer materials meets a, b, c & d 2. Growing the Recommendation/Implementation/contingency finding a competent location must find advisory board and volunteers securing funding to devolve a similar achievement finance volunteer finding customers and sales volunteer onnecting with volunteer agency in the designated city to source homeless youth and discuses details on how to manage the process hiring staff with the expertise needed to run both the print side and the social side create and accountability Constrains Budgetary issues Timelines Downside Risk visitation of program volunteer not committed Not find youth who are interested in staying and learning new skills Not enough customers Contingency partnering with a local social agency and rise to implement the program using their infrastructure and recourse while providing your expertise