Updated:

Analysis of Cuyahoga River Valley Organization Case Study

Exclusively available on Available only on IvyPanda® Made by Human No AI

Problem/Issue Identification

The initiative Sally Parker’s consulting firm proposed in collaboration with the Cuyahoga River Valley Organization (CRVO) is too complex to conduct immediately. Therefore, additional preparation concerning specific aspects of the matter is needed. By now, the participants successfully formulated their policies, engaged individuals and enterprises in restoring the Cuyahoga Valley, and started developing measures applicable to the identified economic, social, and environmental issues.

Meanwhile, initiating a change was more complicated than designing the measures, potentially helping perform it. Therefore, it can be assumed that the developed stages lack precision and, consequently, support from residents and entities, which, in turn, could attract more people from other states. From this perspective, the major overriding issue is the inability of the initiators of the project to implement it without addressing the mentioned problems. The sub-issues include the perceived ambiguity of goals reflected by participants and the absence of distinguishing characteristics of the region justifying the initiative’s feasibility. They are complemented by the lack of mechanisms coordinating the actions of involved citizens and companies.

Analysis/Evaluation

The design features of the CVRO characterizing it entails action and thought leadership, collaboration of managers and employees at all levels, and the divisional structure. In other words, it incorporates a variety of individuals and organizations working to achieve the same objective while following the set direction (Cummings & Worley, 2015). In this case, the stakeholders include CRVO as the region’s representative interested in its inclusion in the authorities’ decisions and the Triad consisting of actors from Summit and Cuyahoga Counties striving for the Valley’s development. In addition, network partners are advancing their objectives through collaboration, expanding their capacity, and the regional community benefitting from the transformation in an economic, social, and environmental sense. Their challenges are presented by the lack of coordination, threats stem from the absence of shared vision, and opportunities include the increase in profits. At present, the CRVO’s actions were limited to designing the general direction and discussing the principal issues. Nevertheless, concrete solutions were not found, and further work does not seem possible without creating measures to direct all the affected areas.

The CRVO’s responsibilities include providing efficient actions for improving the economic situation and creating legal frameworks for sustainable development. The former addresses all stakeholders’ needs in this area and the latter is legitimizing the efforts. Their extent is defined by receiving profits by all participants and ensuring further growth in this direction. In this situation, the obstacles are the decline in the economy and unsustainable practices, whereas facilitators include sufficient natural resources and trade centers.

Recommendations

From Sally’s perspective, the initiated process of forming the CRVO should start with establishing common goals, attracting partners, and discussing the situation in their representatives’ presence. In turn, the protocol should be based on identifying the issues and subsequently addressing them through trial and error. This approach happened to be less efficient than expected, and these hopes are contrasted by fears related to the possibility of failure in the absence of precision. Hence, the company should change the course of action by focusing primarily on residents rather than outside partners. Since there is no clear shared vision supported by the former because they do not understand the benefits, there is no chance to attract the required number of enterprises to make a change. The CRVO can continue acting the way it did, but this decision will lead to its incapability to perform operations due to the need in people to do the work. This solution can damage the reputation and lead to the inability to create an image of an important organization rather than one of the many environmental entities and, therefore, should be avoided.

Reference

Cummings, T. G., & Worley, C. G. (2015). Organization development and change (10th ed.). Cengage Learning.

More related papers Related Essay Examples
Cite This paper
You're welcome to use this sample in your assignment. Be sure to cite it correctly

Reference

IvyPanda. (2022, June 22). Analysis of Cuyahoga River Valley Organization. https://ivypanda.com/essays/analysis-of-cuyahoga-river-valley-organization/

Work Cited

"Analysis of Cuyahoga River Valley Organization." IvyPanda, 22 June 2022, ivypanda.com/essays/analysis-of-cuyahoga-river-valley-organization/.

References

IvyPanda. (2022) 'Analysis of Cuyahoga River Valley Organization'. 22 June.

References

IvyPanda. 2022. "Analysis of Cuyahoga River Valley Organization." June 22, 2022. https://ivypanda.com/essays/analysis-of-cuyahoga-river-valley-organization/.

1. IvyPanda. "Analysis of Cuyahoga River Valley Organization." June 22, 2022. https://ivypanda.com/essays/analysis-of-cuyahoga-river-valley-organization/.


Bibliography


IvyPanda. "Analysis of Cuyahoga River Valley Organization." June 22, 2022. https://ivypanda.com/essays/analysis-of-cuyahoga-river-valley-organization/.

If, for any reason, you believe that this content should not be published on our website, please request its removal.
Updated:
This academic paper example has been carefully picked, checked and refined by our editorial team.
No AI was involved: only quilified experts contributed.
You are free to use it for the following purposes:
  • To find inspiration for your paper and overcome writer’s block
  • As a source of information (ensure proper referencing)
  • As a template for you assignment
Privacy Settings

IvyPanda uses cookies and similar technologies to enhance your experience, enabling functionalities such as:

  • Basic site functions
  • Ensuring secure, safe transactions
  • Secure account login
  • Remembering account, browser, and regional preferences
  • Remembering privacy and security settings
  • Analyzing site traffic and usage
  • Personalized search, content, and recommendations
  • Displaying relevant, targeted ads on and off IvyPanda

Please refer to IvyPanda's Cookies Policy and Privacy Policy for detailed information.

Required Cookies & Technologies
Always active

Certain technologies we use are essential for critical functions such as security and site integrity, account authentication, security and privacy preferences, internal site usage and maintenance data, and ensuring the site operates correctly for browsing and transactions.

Site Customization

Cookies and similar technologies are used to enhance your experience by:

  • Remembering general and regional preferences
  • Personalizing content, search, recommendations, and offers

Some functions, such as personalized recommendations, account preferences, or localization, may not work correctly without these technologies. For more details, please refer to IvyPanda's Cookies Policy.

Personalized Advertising

To enable personalized advertising (such as interest-based ads), we may share your data with our marketing and advertising partners using cookies and other technologies. These partners may have their own information collected about you. Turning off the personalized advertising setting won't stop you from seeing IvyPanda ads, but it may make the ads you see less relevant or more repetitive.

Personalized advertising may be considered a "sale" or "sharing" of the information under California and other state privacy laws, and you may have the right to opt out. Turning off personalized advertising allows you to exercise your right to opt out. Learn more in IvyPanda's Cookies Policy and Privacy Policy.

1 / 1