It’s been 6 months since Kolab was hired to lead a large, nonprofit organization called, International Education Center
Posted: Thu Jul 07, 2022 11:29 am
It’s been 6 months since Kolab was hired to lead a large,nonprofit organization called, International Education Center(IEC), which provides international education and information tothe citizens of a Midwestern state. The organization providesopportunities for individuals to learn about different cultures andto gain an understanding about their role as citizens of the world.It does this by connecting the people of the state with visitorsfrom all over the world in order to meet and learn from oneanother.
Prior to the job at the IEC, Kolab directed national programmingand services for the Office of Refugee Resettlement (ORR) inWashington, D.C. Before her job at the ORR, she worked for aninternational relief agency and traveled extensively throughoutSoutheast Asia and Africa, working in the organization’s fieldoffices, managing its daily operations.
Kolab, born in Cambodia, fled with her parents to the UnitedStates as refugees during the regime of Pol Pot and the Khmer Rouge(the followers of the Communist Party who ruled Cambodia from the1975-1979). Her experiences growing up as a refugee fuel hermotivation and passion for international work. It also shaped herexpectations and working style. She is known to her colleagues as a“go-getter” and a “high performer.”
The board of trustees thought Kolab’s international experiencesand goal-oriented, achievement-focused attitude was just what theyneeded to expand the organization on a national level. The previouspresident, Hanh, did not have the strategic thinking and vision tomove IEC, even though she was very effective at buildingrelationships throughout the state. After 10 years with IEC, Hanhdecided to step down from her leadership role. This gave the boardof directors an opportunity to hire someone like Kolab who canchallenge employees and push the organization to reach itsfinancial and fundraising goals.
Since Kolab’s hire, employee productivity and motivation hasdecreased. Staff used to enjoy coming to work, talking with oneanother, and planning programs and services for the community. Nowthey come to work because “we need a paycheck,” and they accomplishtheir tasks because “Kolab told me to do so.” There is noenthusiasm for the mission of the organization and the vision forthe new work that Kolab and the directors created in a strategicplanning meeting. A couple of times, when Kolab passed employeecubicles, she heard comments like, “She works us all like we don’thave a personal life,” “She’s so impersonable,” “I miss justchatting with people,” and “Hanh was never like this. She alwaysmade time to talk to us.”
Just last week, Kolab had a staff meeting, and the majority ofstaff sauntered in late. Throughout the meeting, they gave herblank stares, and, as soon as the meeting was over, they quicklyleft. Kolab is tired of the staff attitudes and behaviors. “Theculture of this organization can’t operate the way it used to. I amdetermined to change it,” she thinks to herself.
1) Provide a summary of your understanding of the changemanagement issues involved in the case
Prior to the job at the IEC, Kolab directed national programmingand services for the Office of Refugee Resettlement (ORR) inWashington, D.C. Before her job at the ORR, she worked for aninternational relief agency and traveled extensively throughoutSoutheast Asia and Africa, working in the organization’s fieldoffices, managing its daily operations.
Kolab, born in Cambodia, fled with her parents to the UnitedStates as refugees during the regime of Pol Pot and the Khmer Rouge(the followers of the Communist Party who ruled Cambodia from the1975-1979). Her experiences growing up as a refugee fuel hermotivation and passion for international work. It also shaped herexpectations and working style. She is known to her colleagues as a“go-getter” and a “high performer.”
The board of trustees thought Kolab’s international experiencesand goal-oriented, achievement-focused attitude was just what theyneeded to expand the organization on a national level. The previouspresident, Hanh, did not have the strategic thinking and vision tomove IEC, even though she was very effective at buildingrelationships throughout the state. After 10 years with IEC, Hanhdecided to step down from her leadership role. This gave the boardof directors an opportunity to hire someone like Kolab who canchallenge employees and push the organization to reach itsfinancial and fundraising goals.
Since Kolab’s hire, employee productivity and motivation hasdecreased. Staff used to enjoy coming to work, talking with oneanother, and planning programs and services for the community. Nowthey come to work because “we need a paycheck,” and they accomplishtheir tasks because “Kolab told me to do so.” There is noenthusiasm for the mission of the organization and the vision forthe new work that Kolab and the directors created in a strategicplanning meeting. A couple of times, when Kolab passed employeecubicles, she heard comments like, “She works us all like we don’thave a personal life,” “She’s so impersonable,” “I miss justchatting with people,” and “Hanh was never like this. She alwaysmade time to talk to us.”
Just last week, Kolab had a staff meeting, and the majority ofstaff sauntered in late. Throughout the meeting, they gave herblank stares, and, as soon as the meeting was over, they quicklyleft. Kolab is tired of the staff attitudes and behaviors. “Theculture of this organization can’t operate the way it used to. I amdetermined to change it,” she thinks to herself.
1) Provide a summary of your understanding of the changemanagement issues involved in the case