What are the specific tasks to be completed in order to identify a problem that requires a change initiative in an organization?

  

Topic :(Please make sure use APA and no plagiarize!!!)I want to write about how to make changes regarding to communication,multi-culture and team building in a international corporation.I have to chose a company.When the company have foreign employees, what kind of changes should HR and manager make.please write everything as much as you can:data, tables, chart, pictures etc.Final Project Case (you can take my previous paper as an example)You will identify a problem that requires a change initiative through an organization with which you are associated. You will develop the final case by clearly explaining the problem by including background and by completing all of the tasks that were required for the first two cases as well as the following tasks1.Design a communication plan for this change initiative. Be very specific about how this will be handled.2.Design an evaluation plan. How will you evaluate your plan? That is, how will you know that your initiative is successful? What are the specific markers that will indicate the success of your change plan. Higher revenues? More transfer of training? Fewer complaints. You must be specific about what your measures of success will be.For the individual, you will complete all of the steps that you completed in the No Good Deed cases for both parts as well as add a couple of smaller pieces as specified in the assignment.
Grading Rubric for MBA 6681 Project Case Study
Student:
Objective: The purpose of the case study is to give the student a forum to display his/her best work in a professional
presentation that demonstrates a full working knowledge of the strategic management process and tools.
CRITERIA
POOR = 40 POINTS*
AVERAGE = 70 PTS
EXCELLENT = 100 PTS
TOTAL
1. Professionalism Does not demonstrate
Plain, vanilla; indicates no
Presentation is neat,
knowledge of professional extra effort; all
colorful; high quality
business writing.
components are included;
paper; extra components
bound in some manner;
are included; binding is
4 points
demonstrates knowledge
neat and allows easy
of professional business
access of materials.
writing.
Professional business
writing provides the
foundation for the
7 points
presentation.
10 points
2. Organization
No sequence; difficult to
There is order to the
Information is sequenced
understand; No
information; order is not
and easily identifiable;
paragraphs.
highlighted. Uses
subheadings support major
paragraph form, but
headings; uses paragraph
sentences may not be
form with topical
related.
sentences that are
supported by remainder of
the paragraph.
4 pts
7 pts
10 pts
3. Mechanics
Presentation has four or
Presentation has
Error free; presentation
more spelling errors,
two/three misspellings or
demonstrates extra effort
grammar errors;
grammar errors;
on the part of the student
presentation is slapped
presentation is complete
to create a positive image;
together; four or more
but no extra effort is
writing is clear and concise.
word use errors; is difficult demonstrated. two or
to understand the
three word use errors;
intended meaning; is not
intended meaning can be
competitive against other
deciphered; will not be
presentations.
competitive with an
excellent presentation, but
looks good next to the
4 pts
poor presentation.
10 pts
7 pts
4. Necessary
Leaves out two or more of Leaves out one analysis;
The analyses are complete
components
the analyses; relies on a
uses a strong research
and grounded in a solid
soft research base and
base to support
research base; justification
does not tie the research
recommendations.
of decisions is integrated
to the project.
into the report
Does not fully explain the
10 pts
Does not specify and fully
use of a diagnostic or a
explain the use of both a
process model.
diagnostic and a process
7 pts
model.
4 pts
5. Graphics
Superfluous or no graphics Graphics are used but may Graphics are used to
not support the text
explain and reinforce the
text
4 pts
7 pts
10 pts
6. Specialty
Students specialty is not
Students specialty is given Students specialty is
highlighted in the case
special consideration but
highlighted and integrated
report.
4 pts
may not be integrated into
the case effectively
(addressed in the
strategies of the
organization.)
7 pts
meaningfully into the
strategic plan
10 pts
7.
Recommendations are not
Recommendations justified nor grounded in
research
8. Accuracy
9. Ancillaries
10. Objective
Recommendations have been
justified and grounded in
research.
Recommendations are
creative, based in
research, and well
justified.
4 pts
7 pts
10 pts
Information/recommendations Information/recommendations Student demonstrates
are the result of faulty
are based on correct
innovative and creative
reasoning or misapplication of application of tools and
applications of tools
tools.
information.
and information.
4 pts
7 pts
10 pts
The ancillaries to this report
The ancillaries meet
Ancillaries are engaging
are weak or non existent.
requirements but do not
and clever to the
Powerpoint may be ineffective effectively highlight the
reasonable adult. They
or there may be poor support
innovation and creativity of
highlight the innovative
for the report.
the project.
and creative nature of
the project.
4 pts
7 pts
10 pts
Not met: student does not
Meets the objective: Student
Exceeds the objective:
clearly demonstrate her/his
demonstrates a consistent
Student demonstrates
knowledge of the strategic
knowledge of the change
a consistent and
management process and
management process and
superior knowledge of
tools consistently. This report
tools through the materials in
the strategic
will suffer when compared to
the case report. This report
management process
other reports and
will look okay but bland next and tools in a manner
presentations.
to the excellent report.
that makes a clearly
positive statement
about the students
work. This report will
be professional and
cannot be identified as
4 pts
7 pts
student work.
10 pts
Total
Comments:
*The instructor reserves the right to grade exceptionally poor work below 40 points.
Appendix
Each case study should include, at a minimum, these analyses and tools, complete with interpretation of each.
Additional analyses that are incorporated correctly will be considered for extra credit.
Analysis
Cover page
Introductory letter from you to me with a brief
explanation about your project and plan
Executive Summary
Table of Contents
Graphics, tables, figures, and other explanatory
items
Diagnostic model fully explaining what happens
with each component Chap 5
Process model fully explaining what happens
with each step Chapter 8
Explanation of the background of the problem
why is this a problem?
WHAT is the problem(s) keep this part small. Be
specific.
Driving forces for change both external and
internal
Constraining forces of change both external and
internal
What level of change 1st or 2nd or what?
Plan to address resistance Do NOT tell me that it
needs to be managed. Instead, tell me exactly how
you want it managed. What actions do you expect
to take?
Communication plan
How will you assess readiness to change?
Ethical issues
Implementation plan – Dates, timelines,
accountable parties, champions, and anything else
that will help your plan be completed as you
intend for it to be completed
Detailed expected outcomes of your plan can
this be measured?
Evaluation plan this is easy if you add
quantitative components to your goals and
strategies
How will you freeze the behavior that you want?
Conclusion
Cover page
Executive Summary
APA style throughout the paper
Solid or appropriate research is defined as
recent research (within the last five years)
that is from a credible source. Any
reasonable person should be able to find
and use the research resources that are
cited for this project.
Incomplete
Complete
Outline
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
Introduction Take the perspective that you are a consultant to the organization and they
have hired you to help with their problem. Do not repeat the text of the case. Set
assumptions. For example, when did this happen? Yesterday? Last year? Describe the
environment relative to the time, place, and industry involved. Introduce the work that will
be accomplished to provide a full plan.
Analysis
a. External Analysis no bullets, explain why you included the factors as opportunities or
threats. Support this portion of the case with research.
b. Internal Analysis- no bullets, explain why you included the factors as opportunities or
threats
Diagnostic model that fits the problem. Talk about each piece of the model as it relates to
the organization. Support this portion of the case with research. Justify your decision to use
your model.
Formulation strategy(ies)/initiatives that will be used to resolve the problem. Do not
suggest a remedy, e.g. using the phrase the company should. Instead, tell the
organization directly what must happen for them to succeed. These are recommendations
that follow directly from your analysis. For example, if you determine that the organization
is functioning in a changing industry, e.g. radio and television, your initiatives need to
address that problem as it relates to the central issue. In the case of McDs, how would using
television and radio remedy the problem of lack of consumer information?
Implementation these are the action steps that must happen for EACH initiative to take
place. Be very specific for exam, if you want training to happen, you need to say how many
hours of training, who will be trained, the date by which everyone must be trained, and any
other details that will help the organization do exactly what it needs to do to successfully
change.
a. Process model to be implemented
b. Plan to address resistance
c. Communication plan
Evaluation who collects the data? What are the measures? When are they due? To whom
are the results reported? Again, be very specific.
Sustaining change plan
Conclusion
Let me point out that some strategies are contingent on the type of change that you want to make with
this organization. You can find strategies in pp. 88-94. These are not written in stone; instead, this is a
good place to begin to find answers for the organization. There are plenty of other strategies, but be
sure that whatever your strategy, there is alignment between the type of change and the strategy.
Further, the text is specific about how to address many of the parts of the case, so use the book.
*Hint: Choose a model that will help the organization get a grip on each piece of the problem. You must
discuss each piece of the model as it relates to the organization.
Running head: THE PARISH ARTS & CRAFTS FESTIVAL
The Parish Arts & Crafts Festival
Insights to Achieve Better Results
TROY UNIVERSITY
MSM 6632 LEADERSHIP OF INNOVATION AND CHANGE
MGT 6681 ORGANIZATIONAL DEVELOPMENT AND CHANGE
Dr. Patricia Matuszek
2016 SUMMER TERM V
Submitted by: TEAM EPSILON Jiajun Ji and Jan Whitehead
THE PARISH ARTS & CRAFTS FESTIVAL
The Parish Arts & Crafts Festival
Insights to Achieve Better Results
Table of Contents
Executive Summary
Overview..5
External Analysis of the Art Festival Industry6
Internal Analysis of the Parish Arts & Crafts Festival..10
Organizational Analysis using the McKinsey 7-S Model.10
Analysis of Organizational Pressures….13
Analysis of Organizational Functions17
Cultural Web Analysis…21
Structural Dilemmas..24
The Community Art Festival | 2016 SUMMER TERM V
Readiness for Change……..27
1
Change Resistance…..30
Change Plan…30
Lessons Learned…..31
Change Manager….32
Recommendations.33
Implementation…..34
Conclusion…..42
References..43
THE PARISH ARTS & CRAFTS FESTIVAL
Table of Tables
Table 1 External Analysis6
Table 2 Mckinsey 7-S Model…..11
Table 3 Elements of Mckinsey 7-S Model….11
Table 4 Analysis of Organizational Pressures…13
Table 5 Analysis of Organization Functions………….17
Table 6 Structural Dilemmas…..24
Table 7 Readiness to Change Analysis……28
Table 8 Resistance to Change….29
Table 9 Implementation Strategy & Timelines……37
The Community Art Festival | 2016 SUMMER TERM V
Table 10 Implementation Plan Communication…..39
2
THE PARISH ARTS & CRAFTS FESTIVAL
Table of Figures
Figure 1 Household by Isolation-30 Year Trend…..7
Figure 2 Race and Ethnicity-30 Year Trend….7
Figure 3 Past and Projected Population Growth..7
Figure 4 Educational Attainment.7
Figure 5 Mckinsey 7-S Model…11
Figure 6 Cultural Web Analysis21
Figure 7 Organizational Chart………..22
Figure 8 Revised Organizational Chart..33
Figure 9 Volunteer Statistics..36
The Community Art Festival | 2016 SUMMER TERM V
Figure 10 Artist & Vendor Participation…….36
3
THE PARISH ARTS & CRAFTS FESTIVAL
EXECUTIVE SUMMARY
Parish Arts and Crafts is established non-profit organization created to promote
local artist growing to include education on the arts. Expanding its reach to beyond the
local community with annual festival, opening the door for local artist to exhibit and sell
their work. 20 years of successful festival attest to Parishs ability to come together
making it invisible to the public actions required to bring them a fun filled and interactive
festival. Changes in demographics, recent fluctuation of economy, demands on staff, and
cultural change within the organization identified a need to reevaluate operation of Paris
Arts and Crafts.
Questionnaires, interviews, observations, and review of current manuals identified
a shift in perceived power, feelings of over organizing and under organizing, and limited
guidance in several areas. Taking all factors and feelings into account, this document
breaks down areas creating disruption or actions that could be detrimental to continued
success of Parish and establishes a plan of implementation to turn Parish around through
changes.
Recent completion of festival and ten months until next festival provides time to
progress through stages of change process, evaluate changes, revise, and document for
future festivals. To complete evaluation process and help ingrain changes after action
review of upcoming festival will confirm changes or identify requirement for
modification.
The Community Art Festival | 2016 SUMMER TERM V
change. This is not an easy task and will take dedication as we guide you through these
4
THE PARISH ARTS & CRAFTS FESTIVAL
OVERVIEW
Epsilon Consulting, Inc. has completed an in-depth analysis of the current organizational structure
and processes for the Parish Arts & Crafts Festival, Irving, Texas. We commend your dedication
to the arts and the community. The Parish Arts & Crafts Festival has been a pillar in the community
for over 20 years providing local artists a venue to display, sell, and advertise their work to expand
their customer base. We are pleased to collaborate with your leadership team to provide an overall
assessment of the art festival industry and the internal workings of the Parish Arts & Crafts
The Community Art Festival | 2016 SUMMER TERM V
Festival.
5
THE PARISH ARTS & CRAFTS FESTIVAL
EXTERNAL ANALYSIS OF THE ART FESTIVAL INDUSTRY
This section focuses on the festival industry as a whole to help us understand the opportunities and
threats that exist for all art festivals.
Geopolitics:
interdependent
global economy,
climate change
Mandate:
legislation,
regulation, social
responsibility
Competition
1. Interest from foreign vendors
2. Established relationship with
government agencies
1. Opportunity to focus on
diverse cultures
2. Social and ethical
responsibility to community
1. Education
2. Interaction
Threats
1. Factory production
2. Globalized market
1. Recession
2. Group preferences in style and
atmosphere
3. Differences in culture and value
1. Accommodating ethnic groups
2. Community relations
1. Noise ordinances
2. Mandated traffic plans
1. Increase popularity
2. Community
FASHION/TRENDS
Opportunities:
With mass production ever increasing, there is a growing interest in unique, artisanal products.
Moreover, while many people take advantage of the internet to shop, there is a counter movement
desiring local shopping experiences for rare and specialty items. Provides an opportunity to ask
questions of artist, touch and inspect the work of art.
The Community Art Festival | 2016 SUMMER TERM V
Table 1 External Analysis
External
Opportunities
Pressures
Fashion/Trends
1. Interest in artisanal products
2. Interest in unique local
shopping
Demographics:
1. New economic markets
people, culture
2. Young adult interest
3. Increased ethnic diversity
6
THE PARISH ARTS & CRAFTS FESTIVAL
Threats:
Modern technology has replaced the honed skills of constructing products by hand. For example,
manufactured mass production of art and crafts is replacing the art of block printing on fabric in
India (Keller, 2016). Factory-produced items are often cheaper and more accessible. Technology
has also made it easy for consumers to view and select crafts directly from an artist or stores
website lessening the desire for some to travel in search of unique products. Interest and art forms
change artist and craft individuals must be will to change with them.
DEMOGRAPHICS
The Community Art Festival | 2016 SUMMER TERM V
Figure 1 Household by Isolation-30-Year Trend
7
Figure 3 Past and Projected Population Growth
Irving, TX
Figure 2 Race and Ethnicity-30 Year Trend
Figure 4 Educational Attainment
Opportunities:
Arts & crafts festivals are an attraction to different age groups, ethnic and educational
backgrounds. Increase in population Older adults with discretionary income enjoy shopping for
niche styles. Young adults crave a new interactivity, value personal creation, and performance as
THE PARISH ARTS & CRAFTS FESTIVAL
part of the overall arts experience, and they appear to prefer these actives in informal settings
(Landesum, 2009). With an increase in immigration comes a growth in ethnically diverse locals
who can offer unique, hard-to-find artisanal crafts.
Threats:
The American economy is currently in a recession resulting in the significant loss of discretionary
income for many Americans. Keeping attendance and revenues up has necessitated marketing to
diverse age groups who are attracted to and interested in different things. Art Festivals must find
a way to accommodate both groups in a setting that feels natural and not disjointed. The increase
in ethnically diverse artists and attendees presents another challenge of balancing the cultural
comfort and values of these different groups.
GEOPOLITICS
Opportunities:
Expansion to include unique arts and crafts from countries outside United States brings experience
of that country without cost of traveling to these countries. On the other side, festivals can become
partnership with local government agencies, parks and recreation, police, and street-and-sanitation
departments (Landesman, 2009).
Threats:
Ethnic populations on raise requires staff and volunteers with cultural knowledge. Concentration
of specific ethnic group requires bi-lingual staff and volunteers. Community dissatisfaction with
festival taking over community, traffic jams, pollution, disruption of peaceful community, and
respect of personal property.
The Community Art Festival | 2016 SUMMER TERM V
part of tourist industry, cultural tourism (Kuventsova, 2014). Maintain a healthy, long-term
8
THE PARISH ARTS & CRAFTS FESTIVAL
MANDATES
Opportunities:
Social and ethical responsibility such as being environmentally conscience: running festival with
least impact on environment, going green. Maintain recycling receptacles for paper, cans, and
plastics.
Established rapport with government entities in city, law enforcement, local medical
community especially emergency services, and sanitation department. Current knowledge of legal
requirements, permits, and restrictions.
Threats:
Local regulations and laws restrict or hinder activities associated with festival, such as alcohol
consumption, hours of operation, noise ordinances and traffic flow or plans. Lack of support from
public agencies threatens festivals ability to take place as these agencies provide services, licenses,
and permits.
COMPETITION
Opportunities:
The Community Art Festival | 2016 SUMMER TERM V
Display of child artist works, animal art (paintings created by elephants). Storyboard of creation
9
from raw material to end product. Artist creating their work at festival. Interactive art, freedom of
expression walls, fun walls for attendees express and test their talents. Traditional art forms from
various ethnic groups. Visual arts and crafts festivals are the second most popular festival only
surpassed by music festivals (Landesman, 2009).
THE PARISH ARTS & CRAFTS FESTIVAL
Insiders Guide to NC Mountains
Ohio Art Fairs and Juried Craft Festivals
SawDust Art and Craft Festival
Threats:
Large number of festivals competing for artist during same time period. Balance of demand and
community as an extension of the festival.
INTERNAL ANALYSIS OF THE PARISH ARTS & CRAFTS FESTIVAL
ORGANIZATIONAL ANALYSIS
The Mckinsey 7-S Model is the framework our team has used to generate the insights to achieve
better results for future festivals. The 7-S model is a proven method useful for situations where an
alignment perspective is needed. This approach covers seven key internal elements that are the
primary drivers for organizational success: organizational strategy, structure, systems, shared
values, style, staff, and skills (Recklies, 2014). These elements allow us to identify gaps and
The Community Art Festival | 2016 SUMMER TERM V
supply. Right artist for make-up of attendees. Failure of festival to incorporate business and local
10
THE PARISH ARTS & CRAFTS FESTIVAL
inconsistencies between the internal components of your organization and your shared goals and
values.
One strength of this model focuses on analyzing the interconnectedness of the areas that affect
change in an organization for it to function effectively (Jurevicius, 2013). This model will satisfy
your desire for a holistic approach to ensure that the credibility and reputation of your organization
is sustainable for the future. The seven elements are broken into two categories as listed below:
Table 2 Mckinsey 7-S Model
Hard Elements Ability to
control
Strategy
Structure
Systems
Soft Elements Less ability
to control
Shared Values
Skills
Style
Staff
Mindtools
The Community Art Festival | 2016 SUMMER TERM V
Figure 5 Mckinsey 7-S Model
11
Table 2 Mckinsey 7-S Model
Table 3 Elements of Mckinsey 7-S Model
Elements Current State
The overall strategy of the organization is moving in the right direction. The
community has evolved over the years to become more commercial with the recent
Strategy
demolition of several large communities, which cause a change in the community
demographics. The organization has done an excellent job of recognizing the
changing landscape, which supports the change in scope to include national talent.
The operating structure consists of ten appointed positions, including anywhere
Structure from three to five permanent staff members. However, there is not a formalized
organizational structure in place to ensure appropriate delegation of tasks.
Head board member approves budget and expenditures. No formal training.
Training is completed on as need basis. IT system is limited to organization website,
face book and twitter. Formal procedures established at board level, limited
Systems
procedures below board level. Staff and volunteers work mainly from informal
procedures. Operating principles and guidelines, as well as rules of conduct and
expected behavior are not clearly understood by the employees.
Board members, staff, and volunteers all share a love and respect for artist work.
Shared
The Art and craft festivals enjoys the shared values of tolerance, cultural heritage
Values
and diversity. Working toward a common goal each year to make Parish Art and
THE PARISH ARTS & CRAFTS FESTIVAL
Style
Staff
Skills
Craft Festival successful display, education, and introduction to many arts and
crafts.
Leadership displays of favoritism gives the appearance of unethical behavior and
supports a lax management style. There is no accountability within the
organization from the leadership or staff. Additionally, the board consists of new
leaders without experience running a business.
The staff heavily relies on volunteers to complete critical tasks. Critical tasks such
as logistic coordination, planning, security, and public safety are the responsibility
of a volunteer.
There is not a formalized training plan for the supervisor, staff, and volunteers.
Volunteers are not assessed for their current skills nor given training on deficit
skills.
Strengths:
Ability to read and forecast changing demographics adjusting to meet these changes. Established
top level management with basic rules and procedures of operation. ITs system maintenance of
Facebook supports feedback from attendees Parish Arts and Crafts programs and festival. Loose
leadership style and limited formal procedures allows freedom from constraints to conduct limited
operations. Volunteers with varied experiences, capabilities, and longevity with Parish providing
Weaknesses:
Current strategy only address limited changes, such as demographics not organization as a whole.
No established formal procedures, clear organizational structure, or accountability at staff level.
Limited accountability at leadership level, creating environment open to ethical issues. Volunteers
considered separate entity versus an extension of staff.
The Community Art Festival | 2016 SUMMER TERM V
a competent staff to assist with demands of presenting festival.
12
THE PARISH ARTS & CRAFTS FESTIVAL
ANALYSIS OF ORGANIZATIONAL PRESSURES
Table 4 Analysis of Organizational Pressures
Internal Pressures
Strengths
Growth
1. Support
2. Plan
Integration and
Collaboration
Identity
The Community Art Festival | 2016 SUMMER TERM V
New Broom
13
1. Flexible
1. Well known in the
community
2. Community education
programs
1. Innovative leadership ideas
Power and Politics
1. Established organization of
over 20 years
Reputation: public
perception of products
and services, failures,
governance problems
1. Social Media
2. History
Weaknesses
1. Support
2. Volunteers committed to
the festival
1. Limited coordination
2. Availability of volunteers
1. Loss of local artist
1. Newly appointed
leadership
2. Cultivation of
longstanding artists
1. Awareness of changes
within the community
2. Use of power
1. Control over internal
processes
GROWTH
Strengths:
Community support and foresight to plan for future opportunities to grow. Long established
rapport with government agencies, active participant in town halls, adding availability of art
educational programs to local and school events. See need for change expanding to include
national artist along with maintaining local artist. Inviting a large number of National artists could
provide diversity in the festival. This approach could give the festival a national outlook.
Expansion of demonstrations at festival to include more programs available within educational
program.
THE PARISH ARTS & CRAFTS FESTIVAL
Weaknesses:
Loss of support of local artist and dedicated and committed volunteers. Loss focus on continued
need to support and maintain active participation of local artist along with national artist. Ability
to keep pace with growing demands of expanding festival.
INTEGRATION/COORDINATION
Strengths:
Flexible to changing dynamics of festival and community. Ability to integrate volunteers into
workforce, normally festival staff is no more than five individuals with two full time volunteers.
Average 600 volunteers month prior to festival with force of 30 year-round.
Weaknesses:
Limited coordination between board members, staff, and volunteers. Accessibility of board
members to make decisions and volunteers who work outside immediate area. Balance between
bureaucratic and democratic control. Members expected to follow top-down directives with no
CORPORATE IDENTITY
Strengths:
Known for festival and education program. Defined and positive reputation for quality and
dedication to the arts and local artist, demonstrated by educational programs and annual festival.
Ability to present demonstrations of creations of art not just present finished work.
Sugarloaf Craft Festival
The Community Art Festival | 2016 SUMMER TERM V
initiative for grassroots action (Chen, 2009 pg 55).
Art and Craft Demonstration
14
THE PARISH ARTS & CRAFTS FESTIVAL
Weaknesses:
Answering loss of local artist by going after national artist. Parish Festival known for commitment
to local artist, appears replacing with national artist.
NEW BROOM
Strengths: Innovative ideas to look outside the normal artist introducing new found artistic
expression. Bring new approach to further incorporate volunteers into organization, part of staff.
Open to review by Epsilon Team of organizations desire, ability, and roadblocks to change. Not
influenced by current or past operations.
Weaknesses: Not aware of norm of organization, quick moves to change with no participation not
well received. Insufficient resources to implement some of initiatives.
POWER AND POLITICS
Strengths:
Established business with board members who are prominent members in surrounding community.
The Community Art Festival | 2016 SUMMER TERM V
Board members affluent members of community provide ability to easily interact with local
15
community leaders on festivals behalf. Basic policy for operation.
Weaknesses:
Placement of unqualified individuals on staff and positions of authority. Defined policy for
volunteers. No formal guidelines joining for staff and volunteers as one team. Lack of
understanding what volunteers contribute not only time but valuable talents that require respect
and active involvement in decision processes. Knowledge held by small group of individuals.
THE PARISH ARTS & CRAFTS FESTIVAL
REPUTATION
Strengths:
Positive social media with several popular media avenues. Quality of product evident by 20 years
of success and ability to attract nationally known artist. Receive average of 1000 plus positive
reviews on festival face book during and after festival. Positive reviews consistent over last five
years.
Weaknesses:
Control of volunteers and staff specifically attitudes of volunteers and staff members. Quality of
work and response to errors left negative connotations and loss of employment of committed
volunteer. Loss of volunteers due to word of mouth and social media on treatment of volunteers
The Community Art Festival | 2016 SUMMER TERM V
as insignificant.
16
THE PARISH ARTS & CRAFTS FESTIVAL
ANALYSIS OF ORGANIZATIONAL FUNCTIONS
The Community Art Festival | 2016 SUMMER TERM V
Table 5 Analysis of Organization Functions
Functions
Strength
1. Knowledgeable
Management: planning,
2. supervisor Plan of action
organizing, motivating,
for sustaining the
controlling, leadership,
festival
Marketing: customer
1. History
analysis, selling, product 2. Social Media to include
and service planning,
Website and Facebook
pricing, distribution,
1. Supplemental grant funding
Accounting/Finance
2. Revenue generating
education programs
Information Systems
1. Website
17
1. Number of
Human resources:
recruiting, staffing,
2. volunteers Staff
compensation and
Tenure of staff
benefits,
safety and health, training
and development
1. Knowledgeable staff
Operations: processes,
2. Ability to reach beyond local
capacity, inventory,
community
workforce, quality
Weaknesses
1. Direction
2. Cultivation of volunteers
1. Goals
2. Cultivation of local artist
1. Loss of local revenue
2. Competition for grant funding
1. Detailed database
1. Training program
2. Rewards and recognition for
staff and volunteers
3. Job descriptions for staff
4. Task assignments for
volunteers
1. Quality control and oversight
2. Continuity of business
3. Ownership and accountability
MANAGEMENT
Strengths:
Supervisor knowledge of all aspects of festival preparation, finances, market, and timelines gives
central point of management and consistency. Established plan for revenue increase and basic
running of festival.
THE PARISH ARTS & CRAFTS FESTIVAL
Weaknesses:
Ability to make leadership decisions in quick and decisive manner is essential as time progresses
towards the festival date. Putting on festival is a business that requires structure and organization.
Structure starts at the top with leadership guiding the organization. Todays festivals and events
are increasingly varied and sophisticated than ever before (Tian, 2016).
MARKETING
Strengths:
With 20 years of success, the festival is well known in local community and throughout the state.
Excellent established interactive website along with attractive and informative brochures. Social
media shows a dedicated following.
Weaknesses:
Establish goals to provide direction in reference to products, services, pricing and researching of
festivals within vicinity to identify the market what makes their festival different. Recent years
ACCOUNTING/FINANCE
Strengths:
Limited revenue from local artists did not stop the festival committee instead; they researched
available avenues for additional income lost. Submitting and getting approval for grants takes
research and work to ensure receipt of requested funds. Branching out to art education programs
also provides revenue and promotes festival.
The Community Art Festival | 2016 SUMMER TERM V
have seen deteriorated participation of local artist.
18
THE PARISH ARTS & CRAFTS FESTIVAL
Weaknesses:
No research accomplished to identify reason for steady loss of local artist who were big venue at
festival. Could affect active participation within local community and attendance. Must compete
against numerous organizations for grants. Availability of grants not guaranteed
INFORMATION SYSTEMS
Strengths:
Tracking of hits on website and information about festival and educational programs. Allows
attendees to share experiences with Parish Arts and Crafts.
Weakness:
Information system not used to fullest capability to track artists participation, attendees, investors,
gallery, and small business. Document surveys completed by artists, and vendors. No database to
track volunteers, their talents, desires, prior experiences with Parish or accessibility for volunteers
to submit for positions.
HUMAN RESOURCES
The Community Art Festival | 2016 SUMMER TERM V
Strengths:
19
Organization has acquired volunteers from all age groups and backgrounds. Staff tenure brings
stability.
Weaknesses:
For any organization to function efficiently and prevent frustration members need to know what
is expected, how to do it and when. All organizations requires a training program and continuity.
Additionally with large dependency on volunteers, a training program is essential for all
volunteers.
Job descriptions help define positions for both staff and volunteers.
Acknowledgement for a job well done is cost effective and significant to those acknowledged.
THE PARISH ARTS & CRAFTS FESTIVAL
OPERATIONS:
Strengths:
Experienced staff and group of volunteers with capacity and knowledge to run organization.
Workforce of staff and volunteers is small but capable of meeting basic operations.
Weaknesses:
No established procedures to ensure continuity of processes. Difficult for new members to step in
and complete jobs. Limited oversight of operations and quality control. No indication of ownership
The Community Art Festival | 2016 SUMMER TERM V
or accountability.
20
THE PARISH ARTS & CRAFTS FESTIVAL
CULTURAL WEB ANALYSIS
Figure 6 Cultural Web Analysis
(ODHQ, n.d.)
SYMBOLS
Created by Jan Whitehead, June 12, 2016
The Parish Arts & Crafts Festival has an established logo well known through the community.
The logo has been used on correspondence, brochures, shopping bags, and water bottles, as well
as staff and volunteer shirts. To help distinguish staff and lead volunteers from general volunteers,
The Community Art Festival | 2016 SUMMER TERM V
staff and leads wear collared light blue shirts with dark shorts or pants while volunteers where light
21
green t-shirts with shorts or pants.
POWER STRUCTURES
From the group of ten board members, Elizabeth Martin, Roger Wilson, and Sharee Woods seem
to have created a tacit executive committee making most of the major decisions with the staff
supervisor.
ORGANIZATIONAL STRUCTURES
Volunteers have established their own informal structure seeking limited advice and approval from
permanent staff members and the staff supervisor. Communication usually takes place through
social media, twitter, Facebook.
THE PARISH ARTS & CRAFTS FESTIVAL
CONTROL SYSTEMS
Figure 7 Organizational Chart created by Jan Whitehead
The established control systems are limited. The executive director reviews and approves all
spending after they have been finalized by the budget and finance committee. The committee
provides the supervisor with a small discretionary budget for minor expenses. An outdated
Staff members receive normal compensation with no additional bonuses or rewards.
RITUALS AND ROUTINES
Planning to bring in a new group of volunteers starts about six months from the festival start date.
Staff meets every Monday morning to go over festival plans, grants, educational programs, and
any items the supervisor needs to address. This is also an opportunity for staff members to present
any issues or concerns. During this period, monthly reports are run to account for educational
program attendance and vendor participation. Three months before the festival start date, members
selected as lead volunteers start attending meetings on the 1st and 3rd Mondays of every
The Community Art Festival | 2016 SUMMER TERM V
employee handbook is available for staff members; however, no handbook exists for volunteers.
22
THE PARISH ARTS & CRAFTS FESTIVAL
month. Budget reports are completed bi-weekly and presented to the budget and finance
committee.
STORIES
Volunteers have many examples of perceived ill-treatment, unprofessional conduct, and favoritism
performed by staff and board members. Many staff members share stories displaying an annoyance
and frustration with volunteers and other staff. All positive stories shared by staff and volunteer
took place during the first ten years of the festival when, they believe, there was an energy and
excitement about the event that translated into respect and appreciation for all those involved.
CULTURAL PARADIGM
The cultural during the first ten years of the Parish Arts & Crafts Festival embodied appreciation
for local arts, patrons, artists, volunteers, and staff. As the festival grew, the lack of organization
and clarity became more apparent resulting in frustration and disconnect amongst those involved.
The Community Art Festival | 2016 SUMMER TERM V
The current culture is characterized by autonomy, disrespect, and frustration.
23
THE PARISH ARTS & CRAFTS FESTIVAL
STRUCTURAL DILEMMAS
Our team gave a questionnaire to all board members and permanent staff as well as several
volunteers. Their responses were averaged together and recorded below.
Table 6 Structural Dilemmas
Please respond to each of the following statements about your organization.
1 represents very strong agreement with the statement on the left-hand side.
4 represent the view that the two aspects are well balanced.
7 represent very strong agreement with the statement on the right-hand side.
Differentiation has not affected
integration
2
3
Key
unallocated
overlap of tasks
1
4
5
6
tasks
2
3
4
7
go
Theres too much
5
6
7
Staff
underused
are overloaded
1
are
Staff
2
3
4
5
Roles are not clear
enough
defined
1
2
6
7
Roles are too narrowly
3
4
5
6
7
The Community Art Festival | 2016 SUMMER TERM V
1
Differentiation has affected integration
24
THE PARISH ARTS & CRAFTS FESTIVAL
Staff cant
Staff are left to work on their own too often
work on their own enough
1
2
3
4
5
6
Controls are too
loose
are too tight
1
7
Controls
2
3
4
5
6
7
Changes may be needed where your organization has responded with a 1 or 2, or a 6 or 7.
The responses of your board members and staff corroborate our analysis (Palmer, 2009)
DIFFERENTIATION VERSUS INTEGRATION
As the Parish Arts & Crafts Festival has grown over the years, tasks were broken down into smaller
components so they could be handled more efficiently by one person specializing in that task. This
created the necessity for a new task involving integrating the parts back into a synthesized whole.
The Community Art Festival | 2016 SUMMER TERM V
Unfortunately, no positions were created or training given for the task of integration resulting in
25
disorganized and ineffective specialized tasks that does not work cohesively.
GAP VERSUS OVERLAP
In addition, as the Parish Arts & Crafts Festival achieved tremendous growth, there were natural
changes in the work to be done. However, without analysis of these changes, as well as changes
regarding to whom the work should be assigned, gaps have occurred leaving key tasks undone.
THE PARISH ARTS & CRAFTS FESTIVAL
UNDERUSE VERSUS OVERLOAD
Volunteer and permanent staff is expected to manage themselves and learn from each other.
However, artist, vendor, patron, and volunteer feedback have revealed that staff are often unsure
of what work they should perform, how to handle conflicts, how to act professionally, and how to
collaborate. Permanent staff and volunteers are not given enough direct instruction on work they
should be doing resulting in a severe underuse of their abilities and time.
LACK OF CLARITY VERSUS LACK OF CREATIVITY
There is no shortage of creativity at the Parish Arts & Crafts Festival. The staff and volunteers are
excited to support the local arts and enjoy adding their own creativity whenever possible.
However, the Arts Festival is currently experiencing a lack of clarity. Without clear guidelines
and instructions, there are often multiple staff members ineffectively working on one task while
other essential tasks remain undone.
EXCESSIVE AUTONOMY VERSUS EXCESSIVE INTERDEPENDENCE
Without guidelines and a clear hierarchy, many volunteers have expressed feeling isolated while
not their contributions made a difference are some of the factors contributing to the high rate of
volunteer turnover in the last several years.
CONTROLS ARE TOO LOOSE VERSUS TOO TIGHT
The Parish Arts & Crafts Festival currently does not have enough accountability, which directly
stems from the lack of hierarchy. While multiple people might work on one task, there is not a
hierarchy of accountability to ensure accuracy is checked multiple times with increasing detail.
The Community Art Festival | 2016 SUMMER TERM V
working for the Arts Festival. Isolation and uncertainty about what to contribute and whether or
26
THE PARISH ARTS & CRAFTS FESTIVAL
The Community Art Festival | 2016 SUMMER TERM V
READINESS TO CHANGE
27
Table 7 Readiness to Change Analysis (Palmer, 2009)
1. The change proposal has been financially justified as giving an adequate return on
investment.
no financial justification
1 2 3 4 5 6 7 full financial justification
2. The assumption on which the financial justification is based has been fully defined.
assumption not defined
1 2 3 4 5 6 7 assumptions clearly defined
3. The costs of the proposed change have been realistically predicated–that is, all possible
costs have been identified.
cost not identified
1 2 3 4 5 6 7 all cost identified
4. The costs of disruption to the present system have been specifically identified.
disruptive cost not identified
1 2 3 4 5 6 7 disruption cost identified
5. The leadership of proposed change has been identified.
change leadership not identified 1 2 3 4 5 6 7 change leaders identified
6. The leadership of proposed change are willing participants.
change leadership are not willing 1 2 3 4 5 6 7 change leaders are willing
participants
participants
7. A comprehensive implementation plan for the proposed change has been prepared.
no comprehensive plan
1 2 3 4 5 6 7 comprehensive plan prepared
8. All of those who could comment on the plan have adequate time to study it.
no adequate comment
1 2 3 4 5 6 7 full comments available
9. Care has been taken to ensure that the risks inherent in the proposed change have been
identified and assessed.
risks not identified nor assessed 1 2 3 4 5 6 7 risks identified and assessed
10. Outside comment from an impartial specialist has been invited to share wisdom of the
proposed change.
no external comment invited
1 2 3 4 5 6
7
comprehensive external
comment invited
11. Consideration has been given to the new skills that will be required for effective
implementation of the proposed change.
no consideration of skills
1 2 3 4 5 6 7 full consideration of skills
requirement
requirement
12. All those who could inhibit or stop the changes have been identified.
potential blockers not identified 1 2 3 4 5 6 7 potential blockers identified
13. A strategy has been revised for winning over all those who could inhibit or stop the
proposed changes.
no “winning over” strategy
1 2 3 4 5 6 7 comprehensive “winning over”
strategy identified
THE PARISH ARTS & CRAFTS FESTIVAL
The readiness to change score indicates the willingness and ability of the organization to change
in order to increase its overall efficiency. It is ranked on a scale of 1 to 7Scores on lower end 1-3
represents the worst case scenario where there are areas within the organization unwilling to alter
its current methods and indicates that any new measures will be met with heavy resistance. On the
higher scale 6-7 indicates that the organization is willing to accept to alter its former methods and
procedures for the benefit of the entire organization. Values at the middle indicates some
willingness to change but there is no full commitment for the organization towards change (Palmer,
Danford, & Buchanan 2009).
The Community Art Festival | 2016 SUMMER TERM V
14. The proposed changes can be linked directly to the strategic plan of your organization.
no clear links with strategic 1 2 3 4 5 6 7 clear links with strategic plans
plans
15. Those responsible for the proposed change have studied the nature and outcomes of
similar initiatives in other organizations.
no other organizations visited or 1 2 3 4 5 6 7 several other organizational
reviewed
visited and reviewed
16. Although based on similar initiatives elsewhere, the need to tailor the proposed changes
to your organization has been recognized.
no allowances made for
1 2 3 4 5 6 7 realistic allowances made for
customization
customization
17. Clear success criteria and success measures have been identified.
no success criteria or measures
1 2 3 4 5 6 7 comprehensive success criteria
identified
and measures identified
18. Procedures have been established to help your organization learn from experience of
implementing change.
no learning procedure in place
1 2 3 4 5 6 7 comprehensive learning
procedures in place
19. Top management is deeply committed to the success of the proposed changes.
no top management commitment 1 2 3 4 5 6 7 full top management
commitment
20. The leaders responsible for the proposed changes are able and willing to exercise decisive
leadership.
uncertain overall leadership
1 2 3 4 5 6 7 superior overall leadership
28
THE PARISH ARTS & CRAFTS FESTIVAL
Your need to implement changes is evident with the loss of Marks job due to coordination issues,
authority, and understanding of volunteer force. Steady loss of seasoned volunteers and masking
the loss of local artist with reaching out to national artist identifies changes are in order. Focus of
your change is organizational structure, procedures, delegation, and training requires review of
leadership, management, resources, and workers. With a plan identified and determined method
of implementation we completed change resistance assessment.
Scoring:
Evaluation of readiness conducted through interviews with board members, staff, and volunteers,
observation, procedural review, and change plan. Metrix used to assist in determining where
resistance exist and level of resistance, assessment resulted in score of 128 out of 147. Desirable
score reflects high reception for change plan with limited resistance. Our assessment identified
The Community Art Festival | 2016 SUMMER TERM V
possible inhibitors to change plan, we have provided an action plan to address change resistance.
29
ACTION
Table 8 Resistance to Change
Problem
Appropriate Actions
Change Inhibitors
Leadership Uncertainty of the
extent of change
required.
Cost return on
investment
Awareness progression through change will
identify new inhibitors. Work processes
guiding inhibitors through change.
Keep informed as proceed with changes.
Implement small changes gain leadership
confidence and support.
Identify cost provide data confirming positive
return on investment
THE PARISH ARTS & CRAFTS FESTIVAL
CHANGE RESISTANCE
Anticipated resistance to change directors and staff attached to current culture. Change would be
in conflict with organizations culture. There is consensus among a number of members that
change is needed, with limited number committed to what has worked for 20 years. It also noted
feeling of uncertainty, there is need for details on what is changing and expectations with these
changes.
CHANGE PLAN
Observed organization is keen towards change but if they only want to change the system or the
faces, not change themselves it will results in no change. Addressing resistance accomplished
through education and communication, participation and involvement, and identifying new
attractors. Acknowledging the need for change agent is essential for the success of change, our
company will guide your organization through the phases of change with the right change agent
required. First step is separate communication with board members, staff, lead volunteers,
random return volunteers, and local artist for their insight of perceived need for change. Take
of change plan as progresses. Active participation gives voice to all levels creating an
environment of trust and insight for change manager, assists in decreasing resistance to change
and identifies possible resistance. Identify benefits to staff formal and informal, efficiency
gained, and time line for change.
The Community Art Festival | 2016 SUMMER TERM V
note of their concerns and suggestions. Provide a clear vision of change and keep team informed
30
THE PARISH ARTS & CRAFTS FESTIVAL
LESSON LEARNED
To continue to be successful all levels of organization must work together and realize the value
volunteers and local artists bring to the success of annual festival. Unclear duties create
inefficiency and duplication of effort. Establishing mutual division and sharing of work among
staff and volunteers is important in bring the volunteers into the organization. Required change
for creation of cohesive team that works together as seamless faction. Documented manuals
assist with introduction of volunteers to the organization and basic running of organization.
Formal training programs educate members on running of non-profit organization, promote
teamwork, and members who can lead and follow. Technology is your friend, expanding use will
help eliminate guess work, increase organization, and decrease time on number of tasks. Defined
lines of responsibility, timelines, and clear vision of hierarchy eliminate frustration and allows
for quick decisions process.
Understanding volunteer motivations allows Parish Arts and Crafts to include these motivations
into change process. Volunteerism motivations is comprised of distant categories: 1) enact and
The Community Art Festival | 2016 SUMMER TERM V
affirm value, 2) facilitate self-understanding through learning experiences and opportunities to
31
exercise knowledge, skills, and abilities 3) access social networks and relations, and 4) elevate
positive mood through personal growth and esteem (Chen, 2009, pg87). Solidary incentives
involve intangible rewards, such as fraternizing with other members, accruing status from a
group affiliation, and deriving a sense of belonging for fun (Chen, 2009). Continue to build
relationship with volunteers through social events facilitate relaxation and connections among
members.
THE PARISH ARTS & CRAFTS FESTIVAL
IMAGE OF CHANG MANAGER
Navigator, Interpreter, and Coach
Initially control is required as work towards organizational structure and cultural change, helping
organization navigate thru this part of change. Management style of the organization indicates
need to provide guidance through management of internal and external factors negatively
affecting the organization. Then move into shaping, participative management style encouraging
involvement in decision-making process. Parish Art and Crafts is a very small internal
organization with staff and a small number of volunteers closest to the daily action and have
good understanding of required improvements. Contribution by Parish members to change
creates commitment to change plan. The nature of Parishs business commitment to arts attracts
members with the same passion from directors to volunteers, indicating controlling is not correct
image change management required beyond initial addressing of organizational structure.
Change image modify from navigator to interpreter to assist organization in making sense of
fit the situations requiring change. With understanding of changes image changes to coach to
assist Parish in moving through with change by establishing right values and skills to achieve
desired outcomes.
The Community Art Festival | 2016 SUMMER TERM V
changes identified. Interpreter also can provide legitimate arguments and reasons for why actions
32
THE PARISH ARTS & CRAFTS FESTIVAL
RECOMMENDATIONS
ORGANIZATIONL STRUCTURE
Modification of organizational structure to creating defined lines of authority, reporting chain, and
visual hierarchy. Delegation, decision making at lowest level. Identified volunteers equal level of
responsibility and authority as staff members overseen by staff supervisor. Establish departments
with staff and volunteers functionally working for department committee with reporting
responsibilities to staff supervisor. Job descriptions for staff and volunteers clearing defining duties
and responsibilities.
Board of Directors
Fundraising
Committee
Budget & Financing
Committee
Nominating
Other Ad Hoc or
Program
Committee
Committee
The Community Art Festival | 2016 SUMMER TERM V
Executive
Director
33
Asst Director
Development
Asst
Director
Finance
Asst
Director
Operations
Asst
Director
Plan/Marketing
Asst Director
PR/Community
Affairs
Asst
Director
Human
Resources
Staff Supervisor
Staff
Developmen
t
Staff
Operations
Staff
Planning &
Marketing
Lead Vol
Additional
Projects
Lead Vol
Operations
Lead Vol
Marketing
Volunteers
Additional
Projects
Volunteer
Operations
Staff PR &
Vol Coordinator
Volunteers
Marketing
Figure 8 Revised Organizational Chart created by Jan Whitehead, June 20, 2016
THE PARISH ARTS & CRAFTS FESTIVAL
TRAINING PROGRAM
A second-order change required is the establishment of a training program. Patron, artist, and
volunteer experiences will improve if staff and volunteers are trained in conflict resolution and
professional conduct. Permanent staff can receive outside training in these areas as well as training
on how to train others to be leaders and how to train new volunteers. They can then use those skills
to train repeat volunteers who can serve as team leaders for groups of new volunteers. The
possibility of this title and additional responsibility will motivate some new volunteers to return
consecutive years.
EMPLOYEE HANDBOOK
An essential second-order change is the creation of a Parish Arts & Crafts Festival Handbook
which will explain appropriate conduct, organizational hierarchy, and benefits (rewards) of being
a repeat volunteer. The dissemination of this document will ensure consistent information is given
to every new volunteer resulting in increased professional behavior toward artists and patrons.
REWARD SYSTEM
change that lowers volunteer turnover. A reward system will ensure that your volunteers know
they are appreciated. When rewards are linked to performance, group goals become every
volunteers focus. When goals are patron and artist enjoyment, the whole culture can change. A
reward system that includes additional benefits for return volunteers will reduce turnover, and
volunteers will have the skills and experience they need to ensure the festival runs smoothly and
effectively.
The Community Art Festival | 2016 SUMMER TERM V
In addition to the above changes, the creation of a volunteer reward system will be a second-order
34
THE PARISH ARTS & CRAFTS FESTIVAL
PRIMARY CHANGE RECOMMENDATIONS
1. A clear organizational hierarchy to help facilitate the conversation around organization
structure. Defined line of reporting for volunteers.
2. Job descriptions for staff to eliminate gaps in task completion.
3. Role assignments for volunteers to enhance their value to the festival.
The Community Art Festival | 2016 SUMMER TERM V
4. Reward system for volunteers.
35
THE PARISH ARTS & CRAFTS FESTIVAL
IMPLEMENTATION PLAN – KOTTER 8-STEPS
Kotter 8-Steps is the plan we will use to implement change with logical progression through these
steps (Palmer 2009).
STEP 1 (urgency) Art and craft festivals are only slightly below music festivals in popularity.
Art festivals are on the rise creating heavy competition in ability to acquiring artist. Artist are not
dependent on one or two art festivals to present their work, there are many avenues available
display their unique works of art. This is an opportunity to make Parish Arts and Crafts Festival
an organization artists are fighting for an opportunity to be a part of your annual festival.
Continued method of response with national artists and volunteers will defame the whole
community at the national level creating loss of donations, artists, and volunteers for future Arts
Festival. Without volunteers Parish Arts and Crafts Festival will cease to exist.
Chart Title
Chart Title
1000
50
500
2015
Vol
2014
Return
2013
2012
New
Figure 9 Volunteer statistics
2015
2014
Artist
2013
2012
Vendors
Figure 10 Artist & Vendor Participation
STEP 2 (coalition) It is necessary to create a block of people who openly support the change,
advocating for positive impacts expected after the change implementation. To lead change three
members for board of directors, staff supervisor, three staff members, five volunteers, and two
artists are identified. Members selected based on varied backgrounds, commitment to festival
success, agreement changes are necessary, and ability to dedicate the time to effectively guide
The Community Art Festival | 2016 SUMMER TERM V
0
0
36
THE PARISH ARTS & CRAFTS FESTIVAL
organization through changes process. This team is empowered to affect change. With the next
festival in May only ten months away, the first meeting is 5 Aug 2016.
STEP 3 (vision) Bring arts and crafts to public through educational programs and interaction
with artist, bring it all together with annual festival. Internal vision organization conducive to
empower staff and volunteers working in coordination with board members: make decisions,
take ownership participate in decision making, support experimenting and developing skills,
allow for mistakes. Members may become constrained and alienated by overorganizings
excessive structure and coordination (Chen, 2009). Established by implementing following
strategies:
The Community Art Festival | 2016 SUMMER TERM V
STRATEGIC PLAN
37
Table 9 Implementation Strategy & Timelines
Action
Details
Organizational
1. Detailed hierarchy
Chart
2. Volunteers
3. Artists
4. Present to organization
Communication 1. Review concerns identified in
organizational members
2. Prioritize based on severity,
limitations, & feasibility
Training
1. Canvas volunteers and board
members with leadership
skills and teaching abilities
2. Board member – seminar
Nonprofit Leadership
Development Program
3. Management and supervisor Accomplishing More with
Volunteer Talent and
Building a High Performance
Team
Timeline
August 15, 2016
August 22, 2016
August 25, 2016 – identify
individuals for training
September 15, 2016 Complete training by
THE PARISH ARTS & CRAFTS FESTIVAL
August 31, 2016
September 10, 2016
September 15, 2016
Complete as need arises
Complete as need arises
Ongoing process
Resilience and
burnout
1. Encourage individuals to ask
and accept help
2. Encourage breaks and hold
monthly social gathering
Ongoing process
Enhance
Information
Technology
1. Establish website and
database to collect perspective
volunteers information for
organization-wide use
questionnaire experiences,
talents, & interest (Chen,
2009)
2. Make database available to
department heads match
volunteers with positions
desired or best qualified for
September 15, 2016 initial
introduction trial identify
modifications
September 30, 2016 finalized
ready for use
October 5, 2016
The Community Art Festival | 2016 SUMMER TERM V
Volunteers
4. Two individuals Customer
Service Training
1. Coordinate and formalize
recruiting policies better
match volunteers to interest &
skills
2. Establish team volunteer
coordinators
3. Identify departmental needs
4. Provide departmental heads
with management tools,
including how to handbook
and training sessions (Chen,
2009)
5. Tailor roles to tap individuals
talents and interest
6. Offer opportunities for
volunteers to explore and train
for areas of responsibility
despite qualifications
7. Cross departmental training
swap best practices and
documents
38
THE PARISH ARTS & CRAFTS FESTIVAL
3. Establish ability for artist to
complete and submit
application for festival
participation on-line
January 5, 2017
STEP 4 (communicate) Guide team selected, trained, and providing new role model for
expected behavior will communicate vision and strategy for change through communication
channels and by example. Communicate this is group effort not an individual agenda. Feedback
effects of contributions sense of meaningfulness and accomplishments can heighten motivations
to contribute (Chin 2009).
COMMUNICATION
The Community Art Festival | 2016 SUMMER TERM V
Table 10 Communication
Action
Details
Separate
1. Brief strategy and timeline
meetings with
2. Progressive process and
board members,
completed in stages
staff and lead
volunteers
39
Follow up
meeting
Departmental
Impact
Information
Technology
1. Bring groups together after
time allotted to absorb
strategies for change
2. Encourage feedback
1. Change is not isolated to one
department or area one
change impacts another area
2. Change requires flexibility,
openness, & cooperation
3. Communication between
departments and individuals
welcome and encouraged
1. Update internal website as
progress through changes
Timeline
September 20, 2016
September 30, 2016
Ongoing process
September 15, 2016, bi-weekly
thereafter
THE PARISH ARTS & CRAFTS FESTIVAL
2. Provide avenue allows
anonymity constructive
feedback
3. Make available to not only
staff but lead volunteers also
Table 10 Implementation Communication
STEP 5 (obstacles) Empower staff and volunteers to take risk, allow for mistakes as experiment
with new ways of doing business. Modify financial and advertising that require head board
member approval. Simple matter of changing phone number on brochure, reprinting, and
circulating does not require board member approval. Move this to staff supervisor level,
preventing negative impact as in this case on one of most involved volunteers. Encourage
thinking outside the box this is a creative environment and creativity is what this organization
stands for. Give ownership to departments, allow decisions at lowest level, preventing delay of
decisions for availability of board members.
STEP 6 (short-term wins) Create social event to launch and demonstrate new website with
to making Parish Arts and Crafts better organization for years to come. Present award certificate
to members directly involved with creation and vision of website and database. Post accolades
recently received from volunteers and artist on the helpfulness of staff, willing to go extra mile.
At this stage we move form interpreter to coach change agent.
STEP 7 (build) With anticipated increase of Parish Arts and Crafts size and new vision a review
of organizational structure established in beginning phase of change is in order. This determines
if responsibilities accurately spread across departments and lines of authority or if modifications
are required.
The Community Art Festival | 2016 SUMMER TERM V
interactive event capabilities for staff, volunteers, and artist. Make celebration of one step closer
40
THE PARISH ARTS & CRAFTS FESTIVAL
Members in assistant director positions are hired based on working knowledge of their
departments and desire to be part of creative community. New procedures and policies are
documented in department manuals created by assistant directors, staff and volunteers. Annual
review of manuals conducted in October. All manuals are available through links on internal
website to all staff members.
Artists of the national level have started contacting the organization motivating and inspiring the
staff which results in more energetic performance from the staff (Christensen, Carlile, 2009). At
this stage we move form interpreter to coach change agent.
STEP 8 (anchor)- Conduct feedback survey from vendors, artists, volunteers, and management
on change initiatives and share at corporate meeting prior to festival. Tweak any change
initiatives that not at standard desired. Develop leaders for future positions including volunteers
through increased responsibility, training, coaching, and mentoring. Festival is conducted over
four days, meet with staff and lead volunteers after first day to determine if any adjustments
required. New found cooperation, teamwork, overall heighten spirit of enthusiasm, increase
The Community Art Festival | 2016 SUMMER TERM V
attendees, and volume of national and local artist is testament to success of the organizations
41
change and reinforces the need to continue on this path.
THE PARISH ARTS & CRAFTS FESTIVAL
CONCLUSION
The Parish Arts & Crafts Festival was built on a strong foundation twenty years ago
bolstered by the strong support of your local community. Board members, staff, and volunteers
share a love for and commitment to the arts. By remembering that strong beginning through shared
stories and experiences, the Parish Arts & Crafts Festival can work together to make significant
changes to ensure a long-term future just as strong as your beginning. By creating an organizational
hierarchy, establishing training programs, and creating a policy handbook, all participants will gain
confidence from clearly knowing what they are responsible for. Camaraderie will grow as people
begin working together. Volunteers and staff will know they are appreciated through the rewards
program. The energy, appreciation, optimism, and passion felt by your staff and volunteers will
be evident to all vendors, patrons, and the community allowing the Parish Arts & Crafts Festival
The Community Art Festival | 2016 SUMMER TERM V
to become a trusted and anticipated community event.
42
THE PARISH ARTS & CRAFTS FESTIVAL
References
Chen, Katherine Kang-Ning. (2009). Enabling Creative Chaos: The Organization Behind the
Burning Man Event, Chicago: University of Chicago Press
Indianmarket. Art and Craft Demonstration. Retreived from:
http://www.indianmarket.net/project/artist-drawing/
Insiders Guide to NC Mountains (2016): Top 70 Art Events, Tours, Festivals 2016
http://www.romanticasheville.com/Art_Guide.htm
Irving, TX, (2015). Snapshot 2015: A Report on the State of the City Irving, Texas.
Retrieved from: http://cityofirving.org/1577/General-Information
Jurevicius, O. (2013, December 20). Strategic management insight. Retrieved June 04,
2016, Retrieved from: https://www.strategicmanagementinsight.com/tools/mckinsey-7smodel-framework.html
The Community Art Festival | 2016 SUMMER TERM V
Keller, S. (2016, May 12). How one company is redefining the future of ancient Indian craft.
Retrieved from http://www.Huffingtonpost.com/Just/how-one-company-in-Indiab9908206.html
43
Kuznetsova, V. (2014). Environmental analysis case: Black and white theatre festival
(Doctoral dissertation, Saimaa University of Applied Sciences). Retrieved from
https://publications.theseus.fi/bitstream/handle/10024/72951/Kuznetsova_Valeria.pdf?se
quence=1
Landesman, Rocco. (2009). Live from your Neighborhood. A National Study of Outdoor
Festivals, National Endearme#51, Washington DC. arts.gov. Retrieved from:
https://www.arts.gov/sites/default/files/Festivals-Executive-Summary.pdf
MindTools. (n.d.) The McKinsey 7S framework: Ensuring that all parts of your organization
work in harmony. Retrieved from
https://www.mindtools.com/pages/article/newSTR_91.htm
ODHQ. (n.d.) OD tools: Cultural web. Retrieved from http://www.odhq.net/cultural-web
Ohio Art Fairs and Juried Craft Festivals. (2106). Retrieved from:
http://www.artfaircalendar.com/art_fair/ohio-art-fairs.html
THE PARISH ARTS & CRAFTS FESTIVAL
Palmer, I., Dunford, R.., Buchanan, D. A., (2009). Managing Organizational Change, (Third
Edition) McGrawHill.
Recklies, D. (2014, October 28). The 7S model: Summary and application. Retrieved June 4,
2016, Retrieved from: http://www.themanager.org/2014/10/7-s-model/
SawDust Art and Craft. (2016). Celebrating the Soul of Art for 50 Years. Retrieved from:

Home

Don't use plagiarized sources. Get Your Custom Essay on
What are the specific tasks to be completed in order to identify a problem that requires a change initiative in an organization?
Just from $13/Page
Order Essay


Sugarloaf Mountain Works. 2016. Sugarloaf Craft Festival: Juried Fine Art and Craft
Festival Since 1976. Retrieved from:
http://www.sugarloafcrafts.com/festivals/chantilly/december/
The Community Art Festival | 2016 SUMMER TERM V
Tian, Xiaohua, (2016). Discuss key factors affecting successes and sustainability at festivals
and events University of Sheffield, Sheffield School of Management). Retrieved
from: http://www.academia.edu/9170414/Discuss_Key_Factors_Affecting_Successe
s_and_Sustainability_
44

Introduction: The increasing globalization of businesses requires corporations to adapt their communication strategies to ensure they remain competitive in the market. An international corporation with foreign employees requires the HR department and the managers to make significant changes in communication, multicultural understanding, and team building to ensure the employees feel valued and are motivated to work towards the corporation’s goals.

Description: In this project, we will analyze a real-life scenario of a company facing communication and cultural barriers due to its diverse workforce. We will identify the challenges and design a change initiative plan that will address these challenges. The plan will be inclusive of a communication plan and an evaluation plan, including specific markers that will indicate the effectiveness of the initiative.

We will use the Strategic Management Process and Tools to develop a professional presentation that demonstrates a full working knowledge of the strategic management process and tools, including a focus on professionalism, organization, and mechanics, to create a positive image that will be competitive against other presentations. We will also focus on the importance of using professional business writing to provide a strong foundation for the presentation that includes order, key information, and supporting paragraphs.

We will analyze the challenges in communication, multicultural understanding, and team building caused by a diverse workforce that includes foreign employees. We will recommend changes to be implemented by HR and managers to overcome these challenges and facilitate a working environment that is inclusive and valued by employees. Our recommendations will be based on research-based strategies and best practices that are sustainable.

Objectives:
1. Identify the problem of a change initiative that is required for an international corporation with foreign employees.
2. Develop a strategic management process that will address the communication, multi-culture, and team building issues in an international corporation.
3. Design a communication plan that specifically addresses the changes that need to be made in the international corporation.
4. Develop an evaluation plan that measures the success of the change initiative in terms of specific markers.

Learning Outcomes:
1. Students will be able to analyze the communication, multi-culture, and team building issues in an international corporation.
2. Students will be able to design a strategic management process to address these issues in an international corporation.
3. Students will be able to design a communication plan that effectively communicates the changes required in an international corporation.
4. Students will be able to develop an evaluation plan that measures the success of a change initiative based on specific markers.

Note: It may be helpful to include data on the communication, multi-culture, and team building issues in international corporations as well as examples of successful change initiatives in similar companies. The objectives and learning outcomes can be used to guide the research and analysis of the problem and the development of the strategic plan.

Solution 1: Implementing a Cultural Integration Program

In order to successfully integrate foreign employees in the workplace, it is important for HR and management to design and implement a cultural integration program. This program should help foreign employees to understand the company’s culture, values and communication styles.

The program should be structured in a way that allows employees to learn about their new environment and build relationships with co-workers. Communication training should be included in this program to help employees understand the nuances of workplace communication and adapt to their new environment smoothly. Videos, online resources and interactive training sessions can be included in this program to make it easily accessible.

In order to measure the success of this program, HR and management should conduct surveys or interviews to gauge the level of cultural knowledge and integration among foreign employees. They can also track their performance, attendance and retention rates to determine the impact of the cultural integration program.

Solution 2: Creating Cross-Cultural Teams

In addition to a cultural integration program, HR and management can create cross-cultural teams within the organization. These teams should include employees from diverse backgrounds who can bring unique perspectives and ideas to the table. This will promote collaboration and creativity, and improve the overall team dynamic.

To successfully implement cross-cultural teams, HR and management should take steps to ensure that everyone understands the value of diverse perspectives and is open to new ideas. This can be done through training sessions or team-building exercises.

To evaluate the success of cross-cultural teams, HR and management should measure the team’s performance, productivity, and overall satisfaction levels. They should also track the level of cultural understanding and communication among team members and adjust the team composition or training approach as necessary.

Suggested Resources/Books:
1. “Managing Across Cultures: The Seven Keys to Doing Business with a Global Mindset” by Charlene Solomon and Michael Schell
2. “The Culture Map: Breaking Through the Invisible Boundaries of Global Business” by Erin Meyer
3. “Cross-Cultural Management: Essential Concepts” by David C. Thomas and Mark F. Peterson
4. “Global Dexterity: How to Adapt Your Behavior Across Cultures without Losing Yourself in the Process” by Andy Molinsky
5. “Culturally Intelligent Leadership: Essential Concepts to Leading and Managing Multicultural Workforces” by Robert J. House

Similar asked questions:
1. How can HR managers effectively communicate with foreign employees?
2. What are some challenges of team-building in a diverse, international workforce?
3. What communication strategies can be implemented to bridge cultural differences in an international corporation?
4. How can management assess the success of a change initiative in a multicultural organization?
5. What are some potential pitfalls of implementing changes to communication and team-building practices in a global corporation?

Basic features
  • Free title page and bibliography
  • Unlimited revisions
  • Plagiarism-free guarantee
  • Money-back guarantee
  • 24/7 support
On-demand options
  • Writer’s samples
  • Part-by-part delivery
  • Overnight delivery
  • Copies of used sources
  • Expert Proofreading
Paper format
  • 275 words per page
  • 12 pt Arial/Times New Roman
  • Double line spacing
  • Any citation style (APA, MLA, Chicago/Turabian, Harvard)

Our guarantees

Delivering a high-quality product at a reasonable price is not enough anymore.
That’s why we have developed 5 beneficial guarantees that will make your experience with our service enjoyable, easy, and safe.

Money-back guarantee

You have to be 100% sure of the quality of your product to give a money-back guarantee. This describes us perfectly. Make sure that this guarantee is totally transparent.

Read more

Zero-plagiarism guarantee

Each paper is composed from scratch, according to your instructions. It is then checked by our plagiarism-detection software. There is no gap where plagiarism could squeeze in.

Read more

Free-revision policy

Thanks to our free revisions, there is no way for you to be unsatisfied. We will work on your paper until you are completely happy with the result.

Read more

Privacy policy

Your email is safe, as we store it according to international data protection rules. Your bank details are secure, as we use only reliable payment systems.

Read more

Fair-cooperation guarantee

By sending us your money, you buy the service we provide. Check out our terms and conditions if you prefer business talks to be laid out in official language.

Read more
× How can I help you?