The Center for Diseases Control (CDC) is an American headquartered nonprofit organization that is dedicated to ensuring effective protection of the public health and safety through prioritized prevention and control over disabilities, injuries, and illness within the American borders and internationally. The CDC was established in 1946 and it operates under the US Federal government's jurisdiction. Hitherto, it has retained a top performance position especially when it comes to the pursuance of control and preventable measures toward malaria, communicable diseases, and standard awareness in communities (Christian et al., 2017). Other than sourcing and disseminating the essentialities of its roles, the CDC is reliable on the relevance of managerial decisions and practices to attain its prior outlines goals. As a nonprofit organization, it is notable that financing systems and frequent leadership changes pose functional threats. This notion is founded on the premise that organizational success springs from prolific contributions of individual and groups of hired practitioners.
The choice of the CDC for analytical research in light of management is prompted by the critical role leadership and decision-making play in enabling its goal attainment. According to Willems, Jegers, and Faulk (2016), nonprofit organizations are vulnerable to misguided policies and rules to confine the workforce within desirable limits. For instance, despite the critical role played by CDC in enhancing unidirectional growth and encompassment of societal needs, the organization stands free from fund-based directives to sound decisions. On the other hand, privatized institutions have the mandate to ensure ultimate compliance in an attempt to protect and retain profit levels (Maier, Meyer, & Steinbereithner, 2016). Therefore, CDC and similar nonprofit organizations are built on the potentiality to incorporate and optimize influential systems of people's management (Garcia de Quevedo et al., 2018). Considering that the organization operates via a wide spectrum of agencies, there is a need for alignment of practical deals to the ultimate corporate goal, to curb the emergent and spread of preventable diseases by all means (Christian et al., 2017).
The study on CDC's managerial approaches was dependent on validation and liaise with Mrs Janet Rutherford, a functional head of information management under the organization's National Center for Health Statistics (NCHS). She is entrusted with communicating with other agencies and reasonable organizations that required information and with co-operating and facilitating disease management practices that are encoded in the CDC's operational policies. Mrs Janet holds a Master's degree in health communication and incorporation. Further, she is currently pursuing a PhD in knowledge management in health translational research. Data collection meeting with the selected liaison concurred with the CDC's knowledge sharing rules through prior acquired permission from the relevant information authorities.
From the scheduled meeting with the head, information management department in CDC, it is clear that the top management strives to align individuals' dealings to the organization through proper participation according to the mission mystique belief. This belief grants all members of the workforce an opportunity to work under professional ideals that are designed to ensure positive and reliable contributions from the people toward the interests of the nonprofit Center for Diseases Control and prevention institute. The mission mystique approach is used in the CDC to develop a success aura, which flows via commendable operational contributions from workforce members.
According to Goodsell (2010), this managerial approach enables a sound infusion of critical system's needs such as achievable goals, societal requirements, and distinctive success-oriented character traits. Indubitably, the resultant commitments and retainable characteristics are shifted toward a universally acknowledged objective in CDC (Goodsell, 2010). Notably, informed translational research and managerial efforts from agency leaders and top CDC managers pave the way for informed practices to outshine CDC's practices amid the potential risks and uncertainties that emanate from its nonprofit structure. In a nutshell, these resources and alarmed personnel tend to fight for CDC's top performance position when it comes to addressing the emergence and infectious diseases. They create a sustainable organizational culture that is founded on long-term quality other than mere leadership and directions that are vulnerable to polarizations and unexpected changes.
Christian, K. A., Iuliano, A. D., Uyeki, T. M., Mintz, E. D., Nichol, S. T., Rollin, P., & Arthur, R. R. (2017). What We Are Watching-Top Global Infectious Disease Threats, 2013-2016: An Update from CDC's Global Disease Detection Operations Center. Health security, 15(5), 453-462. Available at: https://www.liebertpub.com/doi/pdf/10.1089/hs.2017.0004
Garcia de Quevedo, I., Lobelo, F., Cadena, L., Soares, M., & Pratt, M. (2018). A comprehensive capacity assessment tool for non-communicable diseases in low to middle-income countries: development and results of pilot testing. Global health promotion, 25(1), 43-53. Available at: https://stacks.cdc.gov/view/cdc/44058/cdc_44058_DS1.pdfGoodsell, C. T. (2010). Mission mystique: Belief systems in public agencies. Thousand Oaks, CA: Sage. Available at: https://goo.gl/1VykxM
Maier, F., Meyer, M., & Steinbereithner, M. (2016). Nonprofit organizations becoming business-like: A systematic review. Nonprofit and Voluntary Sector Quarterly, 45(1), 64-86. Available at: https://journals.sagepub.com/doi/pdf/10.1177/0899764014561796
Willems, J., Jegers, M., & Faulk, L. (2016). Organizational effectiveness reputation in the nonprofit sector. Public performance & management review, 39(2), 454-475. Available at: https://www.researchgate.net/profile/Jurgen_Willems/publication/286924054_Organizational_Effectiveness_Reputation_in_the_Nonprofit_Sector/links/578397ac08ae3f355b4a1a2d.pdf
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