1. Address the following questions, using specific examples that link back to the course concepts, in your paper content:
   1. First, do you move your organization to fully online, hybrid, or try to keep employees in the office during the crisis?
   2. How can you address employee motivation (using Herzbergs Two Factor Theory)?
   3. What type of leadership style is most appropriate (using Fiedlers Contingency Model)?
   4. Is the culture and structure aligned to meet the current environmental demands (using the Company Industry Fit Model)?
   5. Finally, what, if any, changes made during the pandemic should be maintained after the crisis has passed?
2. At the end of the case, as an appendix, provide specific feedback (information, corrective, or reinforcing) on the case assignment to the instructor, for use in future classes.

Court Appointed Special Advocates (CASA): Flexible work arrangements and employee work attitudes You are the director for a small, regional non-profit, with limited funding. During the COVID-19 pandemic, you must decide whether to move your organization to fully online, hybrid, or try to keep employees in the office during the crisis. In addition, you will then need to decide whether to institutionalize any changes you implement once the crisis has passed. You will need to consider employee attitudes and motivations, your leadership style, the organizational culture and structure, and the external environment in your decisions and then prepare to present your plan to the Board of Directors. Background on organization: Court Appointed Special Advocate (C.A.S.A.) of San Bernardino County is a small (12 employees, including the director and two program managers), regional, non-profit organization in southern California that recruits, screens and trains community members to serve as volunteer court appointed special advocates for children and youth currently living in foster care. You have a main administrative office in Colton, CA, and two satellite offices, one in Apple Valley and the other in Upland (covering a 20,105 square-mile region). In terms of structure, there are five advocate supervisors (which provide direct support for the volunteers) who report to the program manager; two community Outreach coordinators (who recruits, screen, and trains new volunteers) who reports to the community outreach manager; both managers and two other administrative staff report to the director. You report to a Board of Directors, which has oversight of the organization and who will be reviewing your recommendations. With the Covid-19 pandemic crisis, the organization had to decide whether to go fully online, consider a hybrid approach, or try to maintain face-to-face operations. In addition, once the crisis passes, will the current strategies be maintained or changed? Evolution of problem (internal and external factors): The external factors are the pandemic (with escalating community spread) working with foster youth (who may have limited technology, are already having to use online options for schools and services and may be less engaged in an additional online support system), the volunteers (like the youth, who may be less interested, and lack expertise, in engaging online) and the court system (which has limited technology access, requiring some work to be conducted in the office). Normally, there are a small number of external elements to consider (in terms of working with the court system, foster youth in the system, and perspective volunteers), and the environment was relatively stable, however the pandemic has been characterized by a high degree of uncertainty with complex and unstable elements to consider. Internal factors are technology (employees have access to I-Pads but need to use their own phones and internet access if working from home, the organization provides a $50 per month telework/technology stipend) and managerial support (which is supportive of telework and alternative work schedules, but you may need to adjust how best to plan, organize, direct, and control the activities of employees if a change is advocated). Overall, employees are interested in and committed to assigned tasks (with high job involvement), accept the organization's goals, are willing to exert considerable effort for the organization, and desire to maintain their membership (with strong organizational commitment). However, as with most small organizations, there are limited opportunities for advancement within the organization, and as with most non-profits, the amount of pay received is less than for-profit jobs. Your current management style is categorized as sound', as you support team action in a way that invites 4 involvement and commitment, exploring all facts and alternative views to reach a shared understanding of the best solution. But there is a question if that style is best for the current crisis. Currently, the internal dimensions of the organization are people-oriented and friendly, with a less rigid, flexible, participatory, and generalized task structure. As with management, the question is if this culture and structure is best aligned to navigate the crisis. Finally, you have to present any recommendations, and receive buy-in from your Board of Directors. End with decision point: Do you go fully online, hybrid, or stay face-to-face? What type of managerial support and leadership style is most appropriate? How to impact job satisfaction, job involvement, organizational commitment, and employee motivation? How to mediate work/life balance issues? And is the culture and structure best aligned to meet the current environmental demands? Topics to cover include attitudes (job satisfaction, job involvement, and organizational commitment), motivation (Herzberg's Two Factor Theory), leadership (Blake and Mouton Leadership Grid and Fiedler's Contingency Model), environment (complexity and change), culture (competing values framework), structure (specialization, command and control, span of control, centralization, and formalization), and change (Kotter's Change Model)