This paper builds on the Background Paper to outline the state of the organization today. This
paper must be 750–1,000 words in length. It should analyze how the organization operates in the
present time and the major challenges facing the organization.
The Organizational Analysis paper must include the following components:
An analysis of the present-day organizational structure, including key leadership positions
This paper builds on the Background Paper to outline the state of the organization today. This
paper must be 750–1,000 words in length. It should analyze how the organization operates in the
present time and the major challenges facing the organization.
The Organizational Analysis paper must include the following components:
An analysis of the present-day organizational structure, including key leadership positions
An explanation of the organization’s current mission and an assessment of how well the
organization is (or is perceived to be) accomplishing its mission
An explanation of the three most important challenges facing the organization and what factors
are contributing to those challenges
An explanation of the potential areas of transformational change in the organization
WTP ANALYSIS 2
Final Project- Organizational Analysis
According to Wright & Pandey (2009), the application of the transformational style of
leadership, especially in the public sector, is associated with less effectiveness and minimal
occurrence as compared to organizations in the private domain. The rationale behind such
assertions entails the notion that organizations in the public sector follow relatively bureaucratic
control mechanisms that serve as institutional substitutes for leadership. However, numerous
studies on the issue have indicated that the application of transformational leadership within
organizations in the public sector is at least familiar and useful and in equal measure to that in
the private domain.
As such, the authors suggested that bureaucracy in public sector organizations occurs in
terms of formalization in areas such as human resources management and purchases (Wright &
Pandey, 2009). Therefore, based on the stereotypical notions developed regarding the correctness
of bureaucratic government organizations, the current paper seeks to depict whether the
application of such leadership techniques inhibits transformational leadership. The attainment of
this objective will thus involve an in-depth analysis of a bureaucratic organization, the World
Food Program (WFP), to determine its governance and leadership structures, as well as the
accomplishment of its goals and mission.
Analysis of Present-Day Organizational Structure
WTP ANALYSIS 3
As the leading humanitarian organization in the world, the World Food Program (WFP)
provides the necessary assistance in the form of relief to approximately 87 million people in 83
different nations annually. The relief services offered include the delivery of food assistance in
case of emergency, changing and saving the lives of the affected individuals, and working
closely with the communities in building resilience and improving nutrition. As such, the
attainment of these objectives necessitates the incorporation of top-notch leadership skills and a
hierarchical structure that oversees the actualization of operations at different levels (WTP,
2020). At WFP, the organizational and leadership structure entails governance by the executive
board consisting of 36 Member states, and which is tasked with the responsibility of directing,
supervising, and providing intergovernmental support for the activities carried out.
More precisely, the hierarchical structure begins with the executive director at the top,
and whose position occurs as a result of joint appointment by the UN-Secretary and Director-
General of the Food and Agriculture Organization (FAO). The appointment to the position is
meant to last for a term of five years with responsibilities involving the administration of the
organization and the implementation of the various activities and programs. Currently, the
position is held by David Beasley, who works closely with the deputy and three assistant
executive directors (WTP, 2020). Most fundamentally, WFP follows a strategic plan in the
actualization of its objectives and directives, which undergoes renewal after four years to ensure
relevancy and alignment with the current issues facing the member states. For instance, the
Strategic Plan formulated for 2017 to 2021 entails the eradication of hunger and contribution to
the revitalization of global partnerships in the implementation of Sustainable Development
Goals, which in turn aligns with the 2030 vision (WTP, 2020).
Organization’s Current Mission and its Accomplishment
WTP ANALYSIS 4
Since its inception, one of the significant objectives associated with WFP’s operations
has been the eradication of hunger and the pursuit of food security across the world. Similarly, in
the twenty-first century, the primary mission for the organization entails ending hunger,
achieving food security, and the improvement of nutrition for all people by 2030 (WTP, 2020).
The accomplishment of this objective thus occurs through the delivery of food and other forms
of assistance to the affected areas through their numerous trucks, planes, and ships as the modes
of transportation. Annually, WFP distributes above 15 billion rations at average costs of US$
0.31 for each portion. These factors have thus played an integral role in earning WFP the title
and reputation as an emergency responder that accomplishes its objectives at scale in some of the
most impoverished or high-risk environments (WTP, 2020). Specifically, the efforts of the WFP
focus directly on the provision of assistance, relief, and rehabilitation, as well as aid for
development and other special operations. The operations are mainly carried out in countries
affected by conflict and in which the people are highly vulnerable to undernourishment as
compared to other states.
Challenges facing the Organization and the associative factors
Despite the accomplishments achieved, over the years, WFP’s operations are threatened
by modern and dynamic challenges that impede the attainment of desired goals or the curtailment
of its services. For instance, a report generated in 2018 indicated that in today’s world, one in
every nine individuals lacks sufficient amounts of food even though relief in this area is at the
heart of the battle to eradicate hunger. Moreover, the report stipulated that, over the last three to
five years since 2018, the number of people suffering from hunger has significantly increased as
a result of the intensification of conflicts and the adverse effects of climate change (WTP, 2018).
These factors have led to an extensive expansion of the activities carried by the WFP,
WTP ANALYSIS 5
particularly in 82 countries across six regions. Secondly, the actualization of WFP’s goals and
objectives regarding food relief involves cash-based transfers that lead to the opportunity for
people to purchase the essential products locally. However, this objective is characterized by
corruption and mismanagement of the resources, and eventually, failure to meet the desired goals
(WTP, 2018). The third fundamental challenges facing WFP entails the fact that the increase in
the funds donated by people from different parts of the world may be strain the organization’s
capacity to absorb and allocate them appropriately.
Potential Areas of Transformational Change
As noted by Wright & Pandey (2009), an organization’s emphasis on its mission and
objectives can lead to the adoption of transformational leadership as an essential technique,
especially in public and nonprofit organizations, and based on their community-oriented nature
and services. In another study, Wright, Moynihan, & Pandey (2012), concur with such
sentiments by stipulating that similar to the emphasis on the motivating potential of an
organization’s mission, transformational leadership in public entities may occur through the
attractiveness, engagement, and worth of the mission to the relevant stakeholders. This implies
that transformational leadership with WFP may be achieved by influencing the perceptions of the
employees on issues such as the importance clarity of the goals (Wright, Moynihan, & Pandey,
2011). Therefore, based on such connotations, the application of transformational leadership
within WFP may occur in areas such as the improvement of management effectiveness, agility,
and streamlining the decision-making processes. More precisely, WFP ought to adapt to
commensurate with the expansion of the operational footprint, dedicate more attention and
oversight, as well as support to the changes introduced in the operational environment (WTP,
2018).
WTP ANALYSIS 6
References
WFP. (2018, December 17). Overview of the New WFP Organizational Chart- Informal
consultation.
WFP. (2020). World Food Programme- Governance and leadership
Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2011). Pulling the Levers: Transformational
Leadership, Public Service Motivation, and Mission Valence. Public Administration
Review, 72(2), 206-215.
Wright, B. E., & Pandey, S. K. (2009). Transformational Leadership in the Public Sector: Does
Structure Matter? Journal of Public Administration Research and Theory, 20(1), 75-89.
An explanation of the organization’s current mission and an assessment of how well the
organization is (or is perceived to be) accomplishing its mission
An explanation of the three most important challenges facing the organization and what factors
are contributing to those challenges
An explanation of the potential areas of transformational change in the organization
WTP ANALYSIS 2
Final Project- Organizational Analysis
According to Wright & Pandey (2009), the application of the transformational style of
leadership, especially in the public sector, is associated with less effectiveness and minimal
occurrence as compared to organizations in the private domain. The rationale behind such
assertions entails the notion that organizations in the public sector follow relatively bureaucratic
control mechanisms that serve as institutional substitutes for leadership. However, numerous
studies on the issue have indicated that the application of transformational leadership within
organizations in the public sector is at least familiar and useful and in equal measure to that in
the private domain.
As such, the authors suggested that bureaucracy in public sector organizations occurs in
terms of formalization in areas such as human resources management and purchases (Wright &
Pandey, 2009). Therefore, based on the stereotypical notions developed regarding the correctness
of bureaucratic government organizations, the current paper seeks to depict whether the
application of such leadership techniques inhibits transformational leadership. The attainment of
this objective will thus involve an in-depth analysis of a bureaucratic organization, the World
Food Program (WFP), to determine its governance and leadership structures, as well as the
accomplishment of its goals and mission.
Analysis of Present-Day Organizational Structure
WTP ANALYSIS 3
As the leading humanitarian organization in the world, the World Food Program (WFP)
provides the necessary assistance in the form of relief to approximately 87 million people in 83
different nations annually. The relief services offered include the delivery of food assistance in
case of emergency, changing and saving the lives of the affected individuals, and working
closely with the communities in building resilience and improving nutrition. As such, the
attainment of these objectives necessitates the incorporation of top-notch leadership skills and a
hierarchical structure that oversees the actualization of operations at different levels (WTP,
2020). At WFP, the organizational and leadership structure entails governance by the executive
board consisting of 36 Member states, and which is tasked with the responsibility of directing,
supervising, and providing intergovernmental support for the activities carried out.
More precisely, the hierarchical structure begins with the executive director at the top,
and whose position occurs as a result of joint appointment by the UN-Secretary and Director-
General of the Food and Agriculture Organization (FAO). The appointment to the position is
meant to last for a term of five years with responsibilities involving the administration of the
organization and the implementation of the various activities and programs. Currently, the
position is held by David Beasley, who works closely with the deputy and three assistant
executive directors (WTP, 2020). Most fundamentally, WFP follows a strategic plan in the
actualization of its objectives and directives, which undergoes renewal after four years to ensure
relevancy and alignment with the current issues facing the member states. For instance, the
Strategic Plan formulated for 2017 to 2021 entails the eradication of hunger and contribution to
the revitalization of global partnerships in the implementation of Sustainable Development
Goals, which in turn aligns with the 2030 vision (WTP, 2020).
Organization’s Current Mission and its Accomplishment
WTP ANALYSIS 4
Since its inception, one of the significant objectives associated with WFP’s operations
has been the eradication of hunger and the pursuit of food security across the world. Similarly, in
the twenty-first century, the primary mission for the organization entails ending hunger,
achieving food security, and the improvement of nutrition for all people by 2030 (WTP, 2020).
The accomplishment of this objective thus occurs through the delivery of food and other forms
of assistance to the affected areas through their numerous trucks, planes, and ships as the modes
of transportation. Annually, WFP distributes above 15 billion rations at average costs of US$
0.31 for each portion. These factors have thus played an integral role in earning WFP the title
and reputation as an emergency responder that accomplishes its objectives at scale in some of the
most impoverished or high-risk environments (WTP, 2020). Specifically, the efforts of the WFP
focus directly on the provision of assistance, relief, and rehabilitation, as well as aid for
development and other special operations. The operations are mainly carried out in countries
affected by conflict and in which the people are highly vulnerable to undernourishment as
compared to other states.
Challenges facing the Organization and the associative factors
Despite the accomplishments achieved, over the years, WFP’s operations are threatened
by modern and dynamic challenges that impede the attainment of desired goals or the curtailment
of its services. For instance, a report generated in 2018 indicated that in today’s world, one in
every nine individuals lacks sufficient amounts of food even though relief in this area is at the
heart of the battle to eradicate hunger. Moreover, the report stipulated that, over the last three to
five years since 2018, the number of people suffering from hunger has significantly increased as
a result of the intensification of conflicts and the adverse effects of climate change (WTP, 2018).
These factors have led to an extensive expansion of the activities carried by the WFP,
WTP ANALYSIS 5
particularly in 82 countries across six regions. Secondly, the actualization of WFP’s goals and
objectives regarding food relief involves cash-based transfers that lead to the opportunity for
people to purchase the essential products locally. However, this objective is characterized by
corruption and mismanagement of the resources, and eventually, failure to meet the desired goals
(WTP, 2018). The third fundamental challenges facing WFP entails the fact that the increase in
the funds donated by people from different parts of the world may be strain the organization’s
capacity to absorb and allocate them appropriately.
Potential Areas of Transformational Change
As noted by Wright & Pandey (2009), an organization’s emphasis on its mission and
objectives can lead to the adoption of transformational leadership as an essential technique,
especially in public and nonprofit organizations, and based on their community-oriented nature
and services. In another study, Wright, Moynihan, & Pandey (2012), concur with such
sentiments by stipulating that similar to the emphasis on the motivating potential of an
organization’s mission, transformational leadership in public entities may occur through the
attractiveness, engagement, and worth of the mission to the relevant stakeholders. This implies
that transformational leadership with WFP may be achieved by influencing the perceptions of the
employees on issues such as the importance clarity of the goals (Wright, Moynihan, & Pandey,
2011). Therefore, based on such connotations, the application of transformational leadership
within WFP may occur in areas such as the improvement of management effectiveness, agility,
and streamlining the decision-making processes. More precisely, WFP ought to adapt to
commensurate with the expansion of the operational footprint, dedicate more attention and
oversight, as well as support to the changes introduced in the operational environment (WTP,
2018).
WTP ANALYSIS 6
References
WFP. (2018, December 17). Overview of the New WFP Organizational Chart- Informal
consultation.
WFP. (2020). World Food Programme- Governance and leadership
Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2011). Pulling the Levers: Transformational
Leadership, Public Service Motivation, and Mission Valence. Public Administration
Review, 72(2), 206-215.
Wright, B. E., & Pandey, S. K. (2009). Transformational Leadership in the Public Sector: Does
Structure Matter? Journal of Public Administration Research and Theory, 20(1), 75-89.
