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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.
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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
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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
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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.
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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?
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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
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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
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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
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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
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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,
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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
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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.
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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:________
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(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
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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
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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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