The Wounded Warrior Project is a non-profit organization that was started by war veterans to raise public awareness on veteran issues and help them adapt to the way of life in the already changed society. The project was meant to help the veterans face the post-traumatic stress disorder and mobilize a supportive team to assist the injured war veterans. However, the project seems to be mismanaged as there are high administrative costs incurred in the organization that results from the inappropriate allocation of salaries, wages, and the running operation costs. In spite of being given donations from well-wishers to serve as revenue for the organization, the project seems to incur huge expenses that are equivalent to 6% of the total revenue obtained. The organization also seems to spend a lot of money and other resources in the process of creating awareness about its operations. As much as the project is meeting its major objective of satisfying the needs of the veterans, there is a greater risk of its dwindling reputation among these clients. The clients feel that the project is not running as expected, creating the need to minimize the administrative costs in order to channel more funds to the needy soldiers.

The impacts to the client

The clients, in this case, refer to external clients, who are the final beneficiaries of the services rendered and the reason the project was established. On the other hand, the internal clients are the front-line workers and supervisors who serve internal clients (Oshri, Kotlarsky, and Willcocks, 2015). The management problem created in the organization only motivates the internal supervisors,Nonetheless, working with a demoralized group of clients makes the services difficult to deliver, as the external clients served are not in agreement with the current situation of the organization. Subsequently, the internal clients are also demoralized, and they eventually lose the interest of serving the veterans as required; thus the core objective of setting up the project is never achieved.

The project was established to serve the veterans, and because it was created as a non-profit making project, the aspect of fair and adequate distribution of the capital is quite a sensitive issue. Therefore, this aspect of mismanagement of the funds donated shows some level of irresponsibility and subsequent poor quality services offered by the organization. Through the inefficient services offered, the clients tend to get frustrated, and this eventually leads to wastage of the scarce resources because they do serve their purpose as intended. In addition, mismanagement of the project could discourage many donators and well-wishers, making them withdraw their services and charity from the project. Aswell-wishers, to cater for their medical bills, rehabilitation as well as the actual monetary support.

It is essential for the organization to focus all its resources on maximizing the stability of the clients by ensuring that it strikes a balance between its core objectives and the financial input it uses in achieving those objectives. Robbins and Coulter (2005) assert that there should be no crashes between the project’s productivity and the efforts put in place, to attain its goals. More also, the management should focus on reducing the administrative costs incurred by the internal clients and use more of the funds on the veterans.

Conclusion

As much as the organization is faced with the problem of incurring high administrative costs, revising the management’s decisions on that area is crucial as it will help to give the project its meaning and purpose. Using a real-time strategy could be a way of reducing the costs incurred and increasing the amount of funds donated, which are channeled to assist the wounded warriors.

References

Robbins, S. P., & Coulter, M. K. (2005). Management. Upper Saddle River, NJ: Pearson Prentice Hall.

Oshri, I., Kotlarsky, J., & Willcocks, L. (2015). The handbook of global outsourcing and offshoring: The definitive guide to strategy and operations.