Subject category:
Ethics and Social Responsibility
Published by:
Harvard Kennedy School
Length: 27 pages
Topics:
Non-profit management
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Abstract
During the 1990s, the AIDS crisis and changes in the structure of the US blood supply industry, forces the American Red Cross, one of premier U.S. nonprofit organizations, into a major reorganization and a decade which its president calls one of "profound upheaval." This case tells the story of that reorganization, focusing on the uneasy relationship between profitable and charitable arms of the organization, paid and volunteer employees, and the value of centralization and decentralization. It invites critique of why and how the organization performed, about the relationship between a public mission and the potential for profit-making activity, and the incorporation of volunteers in an increasingly professional context. The case includes a history of the origin and evolution of this flagship United States nonprofit.
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Abstract
During the 1990s, the AIDS crisis and changes in the structure of the US blood supply industry, forces the American Red Cross, one of premier U.S. nonprofit organizations, into a major reorganization and a decade which its president calls one of "profound upheaval." This case tells the story of that reorganization, focusing on the uneasy relationship between profitable and charitable arms of the organization, paid and volunteer employees, and the value of centralization and decentralization. It invites critique of why and how the organization performed, about the relationship between a public mission and the potential for profit-making activity, and the incorporation of volunteers in an increasingly professional context. The case includes a history of the origin and evolution of this flagship United States nonprofit.