An action science research study was conducted to assess the self-defense institute's organizational performance. The purpose of the institute is to support individual members and member schools that train in or teach the martial art of Kajukenbo. The rapid growth and expansion of Kajukenbo during the 1970s and 1980s proved to be too much for the institute to manage. As time passed, the attempts to regain organizational effectiveness became increasingly difficult, communication was decreased, and guidance from the leadership became limited. Along with the decreased ability to guide the institute's membership, high-rank promotion standards were not being met, and the promotion procedures were not followed. In order for the institute to survive, an organizational redesign needed to take place. The first step in this quality organizational redesign was a thorough assessment to identify deficient or problem areas that would guide the design development. Collected survey and interview data from the family leadership and the Grandmaster, Professor, and Master members showed that all six core areas of the institute's assessment criteria—policy, promotion, leadership, decision making, communication, and structure—were in need of enhancement or complete redesign. The research data further showed the need to develop an improved successor leadership model and to better articulate roles and responsibilities. Additionally, participants stated unanimously that the family bloodline should remain in control of the institute. The assessment of the institute met the need to identify specific areas of deficiency that were critical to an organizational redesign and eventual implementation.
|Subjects||Educational leadership; Management; Organization theory|
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