Word: hsa
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Dates: during 1980-1989
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Besides the fear of falling into similar financial straits again. A fear particularly real for small businesses confronted by the uncertainties of today's economy. HSA must endure 75 percent turnover of its employees each year, as people graduate or leave the organization. Such uncertainties, members say, may be what has contributed to an increased centralizing of jurisdiction over approving new projects, hiring and firing employees, and setting bonuses into the hands of three top positions at HSA--the president, the general manager, and the operations manager...
...serve a monitoring role and act as a sounding board for faculty ideas, under the guidance of a Board of Directors composed of seven students, seven faculty members and seven alumni. In addition, the permanent positions are intended to add continuity and smooth over the problem created by HSA's unavoidable turnover each year, says Harold Rosenwald '27, who has served as a board member and the corporation's legal counsel since its inception...
...students ran HSA entirely, a "state of chaos" would take over as each class graduated. Rosenwald avers...
...What the general manager gives to HSA is continuity," he says, adding. "He is intended to work with students; students' voices are heard and their votes are counted...
...former HSA manager says he left the organization because his independence had been clipped to the point where "nothing could be done without the general manager's approval." The entrepreneurial spirit was "tempered" in the process, he adds. And several current employees, who ask not to be identified, speak of a developing "favoritism" made more possible by the centralization of decision-making. Such complaints crystallized recently around an unprecedented evaluation of each manager at the midpoint of his one-year term, conducted by the president, general manager, and operations manager, and used in awarding bonuses that range from nothing...