Our management structure needed to respond to growth.

Our management structure needed to respond to growth.

For the first several years Gratitude ran pretty well as a ‘mum and pop’ operation, myself and my wife. Or as Charles Handy describes, a ‘zeus culture’. We found as Handy suggested this was ideal for an entrepreneurial phase. As we progressed and needed to respond to a volunteer base of 50 plus. We felt a need to establish an organisation. I established a collection of departments and a board of team leaders, mostly made up of department heads. This has proven to be very successful (at this stage). This is a testament to the strength of the community as Handy had identified this change of culture to be the most challenging thing that any organisation can negotiate. A credit to our excellent team.

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