Sample Women and Gender Studies Paper on Muslim Women’s Institute for Research and Development

Muslim Women’s Institute for Research and Development

Muslim Women’s Institute for Research and Development is a voluntary organization that provides food for the hungry situated at the High-bridge section of the Bronx in Merriam Avenue. In the article “A Food Pantry on Borrowed Time” by Katherine Bindley (2008), the organization faces a stage of crisis when High-bridge Voices, the section owner, tells the Institute they could no longer use the section.

This document uses McKinsey 7-S Framework Model to focus on the details of the development crisis that the Institute faces (1970).


The strategic plan for the institute is to voluntary provide food to those with food issues thereby increasing its reputations and achieving its objectives. While the Institute offers such services, it has space issues, as it runs on High-bridge Voices’ property. Other issues is that the institute is not as clean and that it brings rodents. But the institute says they regularly clean the pantries and also updates their insurance.

Increase in customer demands makes the Institute not serve some clients. And to save the space, the Institute presents the matter concerning the space to the law and so the matter’s fate remains uncertain since it is in the lawyers’ hands.


Nurah Amat’ullah is the executive director and Denise Richards as the assistant director. Other employees in the Institute are volunteers and take their working procedures from the directors and mostly do the servicing.

Moreover, the institute is a centralized organization. Decisions come from the directors who communicate issues to the employees making communication explicit. The space crisis comes from the influence of the former director, Bruno Casolari, from his decision that the Institute be given the working area without charge, and also adds that the insurance certificate of the Institute is expired. Therefore, the centralized decision-making manner is not followed accordingly.


The Institute follows a system to run. For example, the volunteers from the Institute usually have a set of keys to the loading dock, which leads to the pantry inside the High-bridge section. Also, the executive director updates the insurance of the Institute and keeps the records for financial reference for the institution.

People depending on the Institute’s services, like Kenya Bradly, get up as early as possible, but still the Institute provides services at a specified time since that is a rule that the Institute runs with.

However, High-bridge Voices, orders the Institute to close and that is what leads to the space crisis, despite the Institutes services.

Shared Values

The Institute has core values such as consistency, compassion, concern for others and also courtesy. The values is a result of corporation of the employees even though the Institute is a nonprofit-based operating with tiny budget. Nevertheless, since the Institute does not own its space for its services, it faces the space and services crises.

The issues on space makes it hard for the Institute to run, and that is why Ms. Richards says that finding a new space would take time, but she hopes that the program by the Institute will continue.


The leadership style of the institute is complicated. The decisions and ways of Sir Bruno, may be the cause for the space disaster, since it is at the verge of the closure of the institute that he says the Institute was not legal making the leadership style ineffective, although the employees plays their part very well and also their order is clear in arrangement.


Members of the Institute has work accordingly. The volunteers, take part in serving the clients while the directors do the paperwork of the organization. Even though, all happens, the organization needs to gain more of the food as some clients are go back hungry due to food crisis at some instance.


The institute serves many people with up to 3,000 people a month. The only problem this institute faces concerning their skills, is turning away other customers. Due to the falling economy, the Institute’s volunteers turn some people away as the people depending on this organization are many.

All in all, the volunteers work well in their services since they are still in their ability to work. The directors always monitors and asses the work of the employees for better services.

In conclusion, the Institute is an essential organization for what it offers. Consequently, the lawyers’ decision should consider the conditions the Institute attains to the needy.




McKinsey (1970). Making Every Part of Your Organization Work in Harmony: McKinsey 7-S Framework.

Bindley, K. (2008, November 16). “A Food Pantry on Borrowed Time”