Organizational Development and Change Case analysis

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wnlyre12

Business Finance

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This is MBA Course -Organizational Development and Change/ 

 Leadership of Innovation and Change

Textbook: 

Palmer, I., Dunford, R. & Buchanan, D. A. (2017). Managing Organizational Change (Third Ed.)  Boston: McGraw- Hill Irwin.  


1. Read the case first          (see file below "No Good Dead article" )


2. Read and correct a case analysis  (This is the first submission, see file below, named "No Good Dead Case V2", the highlighted parts are needed to be correct.) 


3. Read the "requirement 2"    (see file below)    

    There is 6 questions need to do. 


4. Finish the 6 questions under the requirement 2. (The case will be in  report format that includes an introduction, body, and conclusion)


This is a Graduate student's paper, be specific and professional.  

3 pages required. 

Must write in APA format.


Original work. NO Plagiarism. It must be upload to the Turnitin website.

If you don't follow the rules, I will withdraw it. 


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1 WHEN NO GOOD DEED GOES UNPUNISHED: THE CASE OF THE MISPRINTED PHONE NUMBER Diane Bandow, Troy University Global Campus, Atlanta, GA Tish Matuszek, Troy University Montgomery Campus, Montgomery, AL Michael Anderson, Atlanta, GA ABSTRACT Mark volunteered to help with the community arts festival; he was supporting the not-forprofit organization as he had in the past. However, he did not know his good intentions as a volunteer would cost him his job as an assistant manager. The retail store’s phone number was printed in the festival advertising in error and ticket requests overloaded the phone lines, causing loss of business and annoyed the store manager. As a result, Mark was seen as the cause of the problems and terminated. The Board of Directors did not respond to his request for an investigation, leaving Mark without a job and wondering what had happened to cause an unhappy experience when he had such good intentions. Teaching objectives:  Identify the impact of substantive areas of organizational behavior in a realistic scenario  Define how various leadership and motivational models may be used best to improve productivity and job satisfaction within organizations.  Demonstrate how various leadership and motivational models may be used best to improve productivity and job satisfaction within organizations  Demonstrate the importance of an ethical approach to business  Provide an example of how various aspects of organizational life can create negative impacts internal and external to the organization  Provide an opportunity for critical thinking as noted through multiple opportunities to incorporate theory and resolve problems  Apply organizational-behavior strategies to management scenarios utilizing a systems approach  Discuss methods for undertaking planned-change programs within organizations.  Create realistic problem resolutions  Create realistic action plans Mark, the Volunteer Mark is an employee of a small community drugstore and has volunteered for different assignments with nonprofit agencies. One of the assignments he thinks that he will enjoy the most is working as a member of the core committee which organizes and runs the yearly community festival for the neighborhood. Because of his experience with community events, Mark has been placed in charge of logistics coordination, planning, security, and public safety. 2 While this appears to be an extensive workload, Mark has a great deal of previous experience and understands the tasks that need to be completed. Because the planning for the festival started a year in advance, he knows that as the festival grows closer there will be additional volunteers to assist him, so he will not be individually responsible for each one of these areas; for now, the workload is sufficient for one person. The Community Festival The community festival is a nonprofit organization that has a tax exempt status as well as a history of over 20 years. The organization and the event are run by a board of directors and a small, permanent staff composed of no more than five employees at any given time. The goal of the festival is to promote local arts and crafts and to support local artists by providing a venue through which they can sell their work, advertise their work, and develop and expand their customer base. Because the festival has been held for many years, it is well-known in the area and typically attracts supporters of the arts and owners of small and independent art galleries as well as boutique and specialty stores owners who are in search of unique forms of art for clientele. As a result, the festival has established a reputation as a well-known venue for local art. One of the unique aspects of this festival is that it has enjoyed growth and continuity within the community even though the community itself was part of a much larger metropolitan area in the southwestern United States. The identity of the festival has remained intact and is considered a part of the local community. Part of the mission of the community festival Board of Directors is to educate the community about art in addition to creating a venue for creative expression. During its growth, the festival’s mission gradually expanded to include educational and other programs which run throughout the year. However, in recent times local artists who used to be yearly participants have drifted away and local funding used to support the festival is diminishing, because fewer and fewer local artists were participating. As a result, the Board of Directors focused on bringing in a nationally known talent and artists in various fields to attract more participants. Because local funding was lost, more funding now is being sought through grants. The focus of the festival is gradually changing from community artists to a broader scope and more national talent. The Community Festival Organization The nonprofit agency that was charged with running the community festival was made up of a Board of Directors consisting of 10 appointed positions, including three to five permanent staff members, one of whom is the supervisor. The supervisor works at many of the same jobs as the staff members to support the agency. The supervisor believes that everyone who works at the agency shares her love of the arts and uses a laissez-faire management style with the other staff members. The supervisor believes everyone hired at the non-profit understands the need to support the organization, and employees should not need specific instructions to do so; this is the general opinion also held by the Board. Because the permanent staff is so small, formal training for the supervisor and staff is not conducted, primarily because of the lack of funds for training. All funds are used for the festival and the programs, and the prevailing attitude is that employees can learn from each other. Although the nonprofit agency has a mission to support local artists, the Board of Directors sees no need to take the time to develop specifics such as rules of 3 conduct, expected behaviors, or guidelines. The supervisor follows this example, because she believes that it is important to use their time for the festival and the programs instead of the permanent staff, especially because the staff can be managed one-on-one if training needs are identified. The primary support for the agency initially came from individual donators and, later on, more grants which supported the annual event and the ongoing educational programs. The Board of Directors itself consists primarily of those who support the arts and the community. Some are serving as political appointees and none of the members has any experience in running a business. Volunteers have noted in the past how there are inconsistencies in the decisions coming from the Board of Directors, depending on personal interests and sometimes as favors for friends. Volunteers and Staffing Staffing is always a challenge for supervisor and the Board of Directors. Many who have the interest and the inclination to volunteer hold full-time jobs, and many of those jobs were outside of the community in the larger metropolitan area; therefore, they have little time to donate because of the time it takes to commute back and forth from their jobs. Nonetheless, there are always some volunteers available, but there is turnover from year to year depending on how much time individuals could contribute, whether or not they have taken a full-time job in another location, or whether they still remain in the community. In the past, a member of the Board of Directors has acknowledged that staffing is a concern, because those who are truly interested are not available, and sometimes, when seeking volunteers, the organization has to “settle” for whoever shows up. One of the primary concerns is that some of the volunteers and the permanent staff have exhibited more interest in being "in charge" than actually supporting the community festival. When individuals are more worried about who is in charge rather than what needs to be done, there has been an issue about what priorities could actually be accomplished and whether those were personal priorities or festival priorities. Nevertheless, volunteers are still needed, so all volunteers are accepted. Some volunteers have known each other for several years, because they have worked together through the festival organization, but there was always enough turnover to provide the need for new volunteers every year. Internal Issues Some volunteers have speculated openly over the last few years on the reasons why volunteers leave. The general consensus among the volunteers is that personality conflicts or authority conflicts with other volunteers, and even other staff members, drove people away. On some occasions staff members were also aware of political appointees by the Board of Directors. These appointees were perceived by the general staff and volunteers to be "untouchable" and their behavior beyond reproach. Poor interpersonal experiences and ineffective conversations between volunteers and staff members suggest that staff members are frequently ineffective in their interactions with volunteers. Such incidents, when they occur, are shared widely and quickly among the volunteers through the organizational grapevine, a highly effective communication method for relaying personal dissatisfaction and personal events with the permanent staff and other volunteers. One example of a personal experience is a conversation 4 where a permanent staff member told a volunteer "if you don't like the way I do things….then you can just leave. We can always get more volunteers". A witness to that conversation indicates that the permanent staff member has this same attitude with other volunteers and has repeated the same comment or similar comments to other individuals in the organization on various occasions. Permanent staff members have also developed a tendency to blame volunteers if something does not go as planned or if something unplanned occurs in a manner that causes problems. Volunteers have the perception that they are the ‘scapegoats’ for the staff and, by default, for the Board of Directors. This has precipitated a perception that staff members hold themselves in higher esteem and at a different level than the volunteers. Volunteers have become very sensitive to this and discuss it frequently. External Issues Local artists who have regularly participated in the festival provide anecdotal support about similar interactions with permanent staff. One of the artists indicates that he feels as if he is an "intruder" when trying to obtain information about dates and events for the upcoming festival. Others report a similar lack of responsiveness; more specifically, phone calls are not returned while other artists note a ‘rude’ tone of voice and curt treatment by staff members. A number of the artists who have participated in the past have now elected not to apply for a vendor position for the upcoming festival. The loss of local artists has also contributed to the community festival need to focus on nationally known talent to generate revenues and interest that have been forfeited through the loss of local artists. Implementing the Community Festival About six months before the community festival was scheduled, the Board of Directors proceeded with the normal activities required to facilitate the festival. Some of these activities included activating an 800 phone number to facilitate ticket ordering, publishing the brochure for the festival, and proceeding with efforts to advertise both inside the community and outside the community about the upcoming festival. The Board approved the brochures before they were printed and distributed, reviewed all information for accuracy and correctness, and then proceeded with the brochure printing. The Brochure Incident One day, Mark is at work in the drugstore where he serves as an assistant manager when the first call comes through to order tickets for the festival. Mark is quite surprised, because the drugstore has nothing to do with the festival. Mark advises the caller that this is the wrong number if the caller wishes to purchase tickets. That same day, many more calls come in with requests to purchase tickets for the festival. Mark is puzzled by the number of phone calls, because he is certain that the phone number is incorrect. He can think of no reason why people are calling the 800 number of the drugstore and asking for festival tickets. He checks with a member of the Board of Directors the following day and discovers that the 800 number to order tickets that is printed in the festival brochure is actually the 800 number of his drugstore. The phone calls have been very disruptive to business in the drugstore. 5 After numerous complaints and pleas from the drugstore manager to adjust the 800number, the Board of Directors discuss the problem and decide that the best interests of the festival are served taking over the 800 phone number at the drugstore and using it for the festival. This is completely unacceptable for the drugstore, because it has used this 800 number for many years. The 800 number is integral to the identity of the drugstore within the community. The drugstore refuses to give the number to the community festival agency, and the calls continue. Finally, the festival Board of Directors request a correction be printed in the brochure, and the correction to the 800-number is made on the front of the brochure. None of the corrections are made inside the brochure where the 800-number is listed multiple times. The Board of Directors considers the "brochure incident" resolved. The calls still continue at the drugstore. Several days later Mark calls in to check on the days he is scheduled to work in the coming week. At that time he is informed by one of the drugstore employees that he has been removed from the schedule, and the rumors are that the store manager blames Mark for the phone number problem as well as the lost business that resulted from the phone lines being tied up by calls seeking tickets to the community festival. Mark is fired because the store manager blames him as being ultimately responsible for the incorrect phone number, the misdirected phone calls, and the resulting loss of business. What Happened? In an effort to "clear the air" and prove that he is not responsible, Mark approaches a member of the Board of Directors of the festival organization and explains that he lost his job over the misprinted phone number in the community festival brochure. The Director with whom he speaks apologizes for the problems and advises Mark to blame the store. The Director suggests that he, perhaps, consider filing a lawsuit against the store, because this is not an issue of the community festival organization or of the Board of Directors but, instead, between Mark and the drugstore. The Director also offers to write a letter of recommendation to Mark if he needs this to find another job. However, when Mark needs a letter of recommendation and approaches the Director several weeks later, the Director refuses to provide the letter. Mark is frustrated, because he believes he is not being treated fairly. He now writes a letter to the entire Board of Directors and explains what has happened and asks for an investigation. He never receives a response or any acknowledgment from the Board of Directors about his request for an investigation or about the letter addressed to the Board. Discussion Questions 1. Identify the ethical issues in this case and provide examples. What type of ethical theory could you identify in this case? (e.g. utilitarian or human rights) 2. What could Mark have done, if anything, to avoid the ethical issues such as the problems caused by the printed phone number? 3. What additional remedies would have been appropriate to provide the correct phone number for those interested in purchasing festival tickets? 6 4. What can the organization do to improve a) how it functions and b) its relationship with volunteers and the community? 5. Evaluate the effectiveness of management actions to resolve ethical dilemmas, using each of the following effectiveness perspectives below: a. Stakeholder perspective b. Goal Setting perspective c. Systems perspective 6. Finally, give me a statement about the effectiveness of management actions to resolve ethical dilemmas. Running Head: NO GOOD DEED GOES UNPUNISHED NO GOOD DEED GOES UNPUNISHED: AN ANALYSIS NO GOOD DEED GOES UNPUNISHED I Introduction This plan is related to the community festival organization. This organization pertains to the entertainment industry. Over the last few years, the organization has been faced with multiple challenges. The most serious of them is how the organization is being run by the permanent members of the board. The attitude of permanent board members is not apposite with the volunteers and local artists. Further, the organization has also mismanaged the issue of Mark, who is a volunteer and works at a drug store. By wrongly printing his workplace number on brochures, he has lost his job. The supervisor does not consider it necessary to provide training to staff, and there is no effective communication among the employees. The following plan will analyze the situation of the community festival organization and to provide a succinct strategy to overcome the issues the organization is facing. II Analysis The organization has various internal and external strengths and weaknesses. Looking inward first, they have 20 years of experience in the industry which can provide a great internal strength. The organization also has an internal strength in that it has the potential to attract art enthusiasts and volunteers to help with the needed labor each year. The local artists over the years have been very interested in displaying their work with the organization this means that the organization does not need to spend too much effort advertising for artists to bring their works in. The main weaknesses are purely related to the organizations management and are internal. Due NO GOOD DEED GOES UNPUNISHED to a management style which is authoritarian in nature and has no formal training or horizontal or vertical communication among the members the organization is suffering. Moreover, there are no permanent staff members to carry out day to day activities with the needed focus and attention. The external factors such as the willingness of donors and the local artists along with galleries are both opportunities. The external factors such as competition and a supposition that other organizations are in a better position to attract the audience, due to their better management, can have negative impacts (Rogers, 2003). There is also a negative external factor in that many of the possible volunteers live far away and this can prevent good volunteers from joining in. III Diagnostic Model The model Team Delta proposes for the community festival organization is Weisberg’s Six-Box Model. The six box model contains six critical elements which community festival organization needs to focus on: purpose, structure, rewards, helpful mechanisms, relationships, and leadership. Purpose describes just that the purpose, mission and set goals of the organization. The structure identifies how the work is divided up and carried out. The rewards box defines how employees are rewarded for work and how incentives are decided. Helpful Mechanisms defines all the coordinating mechanisms and technologies that the company uses to operate. The relationships portion defines how the members of the organization relate and work with each other. Leadership is the central box to the success of the organization. One needs to be able to reflect a vision and hand it successfully over to all the employees. This leadership box is pivotal NO GOOD DEED GOES UNPUNISHED to successful organization and unfortunately also where Team Delta sees the most improvement needed. The analysis in the table below shoes the current situation of the organization. Six-Box Purposes - The business in this case is a nonprofit community festal organization that has been around for over 20 years. The goal of this organization is to promote local arts and crafts and to lend support to local artists. Structure - The basic structure of the organization is based off of a board of directors with 3-5 members. These are the only permanent staff for the organization. There is also 5 other appointed positions and then a team of volunteers. Rewards - Incentives within the organization are hit and miss. Incentives tend to range from possible personal favors to actual incentives. The incentive structure for volunteers seems almost non existent since the belief is the organization can always gain more volunteers. Helpful Mechanisms - There is little to no training since the budget is spent on the actual festival. This lack of training means that when volunteers leave a lot of knowledge is lost. There are no mechanisms to retain this knowledge and lessons learned long term. Relationships - There is a definite division between permanent staff members and volunteers. These conflicts arise frequently and have lead to the belief that the staff members are on a higher level then volunteers. The supervisor has had little interest or success in eliminating these negative exchanges. Leadership - The supervisor uses a laissez-faire management style. This leads to a lack of control and direction within the organization which causes a lot a friction. IV Formulation & Recommendations NO GOOD DEED GOES UNPUNISHED The strategy formulated by Team Delta for the community festival organization has taken all gaps and needs into consideration for the betterment of the organization. The initial recommendation is to change the structure of the organization. The structure must include hiring a new manager. The change in management will alter the course of action for community festival organization. The next step in the strategy will be to alter the environment of the organization, which again is a function of leadership. Leadership will change the environment of the organization within and make it more ethical both for employees and for volunteers. Third, an organized training program throughout all levels of the organization will act to equip the employees and volunteers alike with the knowledge they need to complete all tasks. This training should be specific to each level in the organization. There should be an introductory class for new volunteers who are just starting out to introduce them to the organization and the basic project needs. Next there will be an interim class for those volunteers returning and beginning to work on more advanced projects. Third, there will be an advanced class for all full time employees encompassing the overall goals of the organizations, projects that need to be completed to include the major and minor steps along the way, and lessons in the specifics of how to work successfully with volunteers. Lastly there needs to be advanced management classes for the manager and for the permanent board members. The last recommendation is to hire a small permanent staff to perform the activities with more focus and concentration. This will allow more knowledge to be retained from year to year. Mark could be adjusted into the new structure. He has worked with the organization previously and can easily be included since he lost job due to the mismanagement of community festival organization previously (Conner, NO GOOD DEED GOES UNPUNISHED 2012). These changes will allow the organization to be ethical in all dealings with the employees, volunteers and stakeholders. This is essential to the success of the organization after the changes are implemented. The new leadership has to guide the organization from the front with proper vision and philosophy. The new management classes will assist with this. Lastly the new leadership must design and implement a clear and impartial reward structure for both employees and volunteers alike. Above all the whole organization has to work like a unit to leave a lasting positive impression on its stakeholders (Marshak, 2005). V ImplementationWe have not gotten this far in the case. Implementation would take place in different stages. First of all, the management structure and reshuffling would take place. The hiring and recruitment process would take place for the first 3 months. The revised mission and vision statement would be developed and the whole organization would be invited to give their feedback during the formulation process. Next three months would be for staff and management training. The training would be for 3 hours daily and the staff would simultaneously be performing their daily duties in the organization. The training would aim at communicating the rejuvenated mission and vision of the organization. The whole organization would be included in all the strategy formulation to mitigate possible resistance. The local and national artists would be encouraged to display their work. Marketing strategies would aim at communicating the new strategic direction of the organization (Anderson, 2001). VI Evaluation NO GOOD DEED GOES UNPUNISHED Special oversight teams would be constituted to collect needed data. The measures are the steps already discussed above. The detailed document would outline the dates set for every activity. The results would be reported to the newly restructured board of directors (Dean, 2009). VII Sustaining change plan Sustaining the change in the community festival organization is the most critical stage. The change could only be sustained through continued commitment by the leaders and the entire workforce of the organization. If the leadership remains committed and inspires through personal examples and dedication within the entire organization, departments will be supportive (Anderson, 2013). VIII Conclusion Community festival organization is expected to overcome all the internal and external problems once these recommendations are put into action. These recommendations are formulated keeping in mind the inherent flaws evident in reading and analyzing the case. The board of directors and the workforce can overcome these difficulties and can guide the organization to new horizons of success by becoming a unified unit (Little, 2014). IX References Anderson, D. & Anderson, L. (2001). Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders. San Francisco: Jossey-Bass/Pfeiffer. NO GOOD DEED GOES UNPUNISHED Anderson, J. (2013). The Lean Change Method: Managing Agile Organizational Transformation Using Kanban, Kotter, and Lean Startup Thinking. CreateSpace Independent Publishing Platform Conner, D. (2012). The Real Story of the Burning Platform Dean, C. (2009). RIMER Managing Successful Change. Australia: Uniforte Pty Ltd Filicetti, J. ( 2007). Project Management Dictionary. PM Hut. Retrieved June 6, 2009 Levin, G. (2012). Embrace and Exploit Change as a Program Manager: Guidelines for Success. Project Management Institute. Retrieved June 6, 2013 Little, J. (2014). Lean Change Management: Innovative Practices For Managing Organizational Change Marshak, R. (2005). Contemporary Challenges to the Philosophy and Practice of Organization Development, 19-42. Rogers, E. (2003). Diffusion of Innovations, 5th Edition. Simon and Schuster. MSM 6635 -- Written Work Grading Standards Student's Name:______________________________________ Abbreviated Title:____________________________________Date:________ NO GOOD DEED GOES UNPUNISHED (1) Responds fully to what the assignment asks; (2) Presents a manifest topic statement containing the issue to be analyzed and the position to be taken; (3) Exercises critical thinking that is clear, logical (coherent & relevant), deep, broad, and discriminating; (4) Expresses its purpose clearly and persuasively; (5) A-level work Invokes and uses disciplinary facts correctly; (6) Provides adequate supporting EXCELLEN arguments with reasons, evidence, and examples; (7) Is focused, well organized, T and unified; (8) Uses direct language that is appropriate for the audience; (9) Invokes discerning sources when appropriate; (10) Correctly documents and cites sources; (11) Is free of errors in grammar, punctuation, word choice, spelling, and format; and (12) Displays originality and creativity in realizing items (1) through (9) above. B-level work Realizes high quality in (1) through (11) fully and completely --- but does not VERY reveal originality or creativity. GOOD Realizes adequacy in (1) through (11) and demonstrates overall competence --but contains a few relatively minor errors or flaws. A "C" paper may show great C-level work creativity and originality, but those qualities don't compensate for poor or careless ADEQUATE writing. A "C" paper is adequate in all regards but could use polish and usually looks and reads like a next-to-final draft. Fails to realize some elements of (1) through (11) adequately and contains several D-level work relatively serious errors or flaws or many minor ones. A "D" paper is less than WEAK adequate for public presentation and often looks and reads like a first or second draft. Fails to realize several elements of (1) through (11) adequately andcontains many F-level work serious errors or flaws as well as many minor ones. An "F" paper usually contains POOR fatal errors of thought or execution and usually looks and reads like private writing. (1) Responds fully to the assignment EXCELLEN T GOO D NOT QUITE ADEQUATE WEA POOR K NO GOOD DEED GOES UNPUNISHED NOT QUITE ADEQUATE (2) Presents a manifest topic statement identifying the issue and the position EXCELLEN T GOO D (3) Exercises good critical thinking EXCELLEN T GOO D NOT QUITE ADEQUATE WEA POOR K (4) Expresses its purpose clearly and persuasively throughout EXCELLEN T GOO D NOT QUITE ADEQUATE WEA POOR K (5) Invokes and uses disciplinary facts correctly EXCELLEN T GOO D NOT QUITE ADEQUATE WEA POOR K (6) Provides adequate supporting arguments with reasons, evidence, and examples EXCELLEN T GOO D (7) Is focused, well organized, and unified EXCELLEN T GOO D NOT QUITE ADEQUATE WEA POOR K (8) Uses direct language that is appropriate for the audience EXCELLEN T GOO D NOT QUITE ADEQUATE WEA POOR K (9) Invokes discerning sources when appropriate EXCELLEN T GOO D NOT QUITE ADEQUATE WEA POOR K (10) Correctly documents and cites sources EXCELLEN T GOO D NOT QUITE ADEQUATE WEA POOR K (11) Is free of errors in grammar, punctuation, word choice, spelling, and format EXCELLEN T GOO D (12) Displays originality and creativity EXCELLEN T GOO D NOT QUITE ADEQUATE WEA POOR K Overall Evaluation EXCELLEN T GOO D NOT QUITE ADEQUATE WEA POOR K NOT QUITE ADEQUATE NOT QUITE ADEQUATE (http://www.siue.edu/~deder/grrub.html, Retrieved Aug, 21, 2006.) ADDITIONAL COMMENTS: Ways to improve: WEA POOR K WEA POOR K WEA POOR K NO GOOD DEED GOES UNPUNISHED 1. 2. 3. 4. 5. 6. 7. 8. Complete all analyses as specified, including all tables, structural dilemmas, culture web, Watch the videos Stronger formatting. Your work is difficult to read for the purpose of finding the pieces. No page numbers Inappropriate citations as well as APA problems. Comply with APA conventions consistently. No readiness for change Use a bit of color and some graphics to help the reader stay with you. This is boring. This case is seriously underdeveloped and not indicative of graduate level work. You have significant corrections to make to this case. 1. [Team] Using the “No Good Deed Goes Unpunished” case found in the back of your text, develop a change plan that addresses the problems facing the Arts Festival. Develop the case by making corrections to your first submission and by adding the implementation piece to the case. The case will be in report format that includes an introduction, body, and conclusion: 1. Complete ALL of the tasks required for the initial version of the case/change plan by making corrections. For example, include the tables in the case response, completely filled out and supported by narrative. 2. Design and include a plan for addressing resistance to change. 3. Explain the lessons that you want learned from your story of how this organization needs to change. Tell them why. 4. Explain the image of change management that you are using and why. 5. Using Kotter's 8 Step plan as a model, create an implementation plan. Be specific by giving dates, timelines, accountable parties, champions, and anything else that will help your plan be completed as you intend for it to be completed. Spell your plan out with steps and graphics. Do NOT give a generic description of what you wish will happen. Instead, give the reader a well-developed set of action steps and dates to guide the organization through the change. 6. Format, format, format. Make your paper easy to read by including subheadings for each new piece. Without formatting, your case is just a jumble of words that lose meaning and context. Use color. Use graphics. Use figures. Use whatever it takes to keep your reader engaged and wanting to read more. If the reader looks at a page that is all words and more words on the next page, your reader will get lost and disengage from the presentation. Make the presentation polished and professional. This must not look like student work. Instead, this needs to be a practice session for your final change plan project, so professionalism counts.
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Running Head: ORGANIZATIONAL DEVELOPMENT AND CHANGE

Organizational Development and Change
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ORGANIZATIONAL DEVELOPMENT AND CHANGE
Organizational Development and Change
Introduction
No good deed goes unpunished is a case that gives the needs for changes in some
organizations. There is need to develop a change plan that addresses the problems facing the arts
festival. The changes have to be focused on the management of the art festival ranging from the
board of directors to the permanent staff. The most serious of them is how the organization is
being run by the permanent members of the board. The attitude of permanent board members is
not apposite with the volunteers and local artists. Further, the organization has also mismanaged
the issue of Mark, who is a volunteer and works at a drug store.
There is need for a plan which will analyze the situation of the community festival
organization and to provide a succinct strategy to overcome the issues the organization is facing.
The festival is of importance and also requires a few changes to restore it to the necessary glory.
This is because the local artists over the years have been very interested in displaying their work
with the organization. An effective organization management plan is what is required to ensure
that the above weaknesses are eliminated by the organization.
Resistance to change is what can be faced by the organization in the implementation of
the changes. Kotter's 8 Step plan is what is recommended in the implementation of changes in
the organization. This is because it involves a detailed process that would ensure effectiveness in
terms of its acceptance by all the stakeholders that would be affected by the possible change.
The Kotter’s change model
1. Creation of the urgency for a change

ORGANIZATIONAL DEVELOPMENT AND CHANGE
This would involve the craft and the utilization of the available opportunities as a way of
creating the sense of the need for a change among all the people. The various parties in this case
include the management, staff, the directors and also the artists which the festival targets. This is
the role of the directors to ensure they play their oversight role in ensuring the incorporation of
all the necessary requirements of all the stakeholders of the festivals.
2. Developing a guiding coalition
This involves the building of committee or a representative group that would be granted the
energy and the power to offer support and lead the necessary change efforts that would be
required in the implementation process. The group would be responsible and would aid in
ensuring efficiency of all the involved measures in the implementation process. This would need
representatives from the board of directors, the management, staff and the artists.
3. Formation of the key initiatives and a Strategic Vision.
This includes the development of a vision that would aid in the steering of the fundamentals
change effort and also the building of initiatives that would be strategically focused on the
achievement of the developed vision.
4. Building a group of volunteers among the stakeholders
This involves raising another independent force that already has the willingness and urgency
for the change in the organization. This would probably include Mark who understands well
what the festival lacks and some artists who does not like how the affairs are being run in the
festival. This would be important in pushing the recommended changes and coordinating the
function of the steering committee.

ORGANIZATIONAL DEVELOPMENT AND CHANGE
5. Removable of obstacles
There are barriers to the change its structures and also the system that would possibly be
threats to the focus on the realization of the objectiv...


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