1 No Good Deeds Case –Part I No Good Deeds Case –Part I Kaivonna Howard Troy University 2 No Good Deeds Case –Part I Executive Summary Howard and Main Consulting has been hired by the organization to analyze the internal and external environments of the organization, diagnose their problems, and make recommendation for improvement. The organization has experienced conflict with a festival volunteer and a local business after the organization’s contact number was misprinted Introduction The organization plans an annual arts and crafts festival in Huntsville, AL. The festival is held the second weekend in March at Big Spring Park. The participating vendors consist of visual artist, local high school and college art programs, music performers, and food vendors. The Huntsville metropolitan area has a population around 370,000 and is a known area of tech and aerospace industries. Huntsville, AL has recently been named one of the best places to the top ten best places to live, the city is a hidden gem for the tech professionals. Factors That Triggered Change The decrease of festival attendees and volunteers, along with inaccurate ticket purchasing information has brought concern to the state of organization and upcoming festivals. Over the last five years the organization has had consistent decrease in the numbers of attendees. The largest festival held was in 2010, with over 60,000 attendees. March 14 through March 15 the organization held their 24th annual festival with 35,000 attendee. Secondly, the organization faced a decrease in volunteers. The 24th annual festival had a total of 78 recorded volunteers. The full-time staff oversees festival volunteers and the application process. Over the last five years, the organization had an average of 200 volunteers to assist with the festival. Lastly, festival brochures contained incorrect information. The contact number to purchase tickets over 3 No Good Deeds Case –Part I the phone was the telephone number of a local business that held no affiliation with the festival. A complaint from the local business was reported, but the issues was not formally resolved. Six-Box Diagnoses The mission statement should directly align with the organization’s purpose. The nonprofit’s mission is to provide a venue in which local artist can promote and showcase their work. The Board of Directors holds the responsibility to educate and expose the community to art. Every employee should know and understand the important of the missions of the organization (Hamid, Siadat, Reza, Arash, Ali, & Azizollah, 2011). The organization consist of a board of director and a total of four full time employees, and one supervisor. Volunteers are recruited to support the organization, but there are no guidelines to the requirements, responsibilities or duties of the support staff. No training is provided to employees or volunteers. Maintaining quality relationships and healthy relationships are important within and outside of the organization (Stahl, 1997). A successful festival requires support from the community and strong leadership with shareholders must be established (Duran, 2013). Change needs to explain the following elements of effective leadership practice: vision, values, strategy, empowerment and motivation and inspiration. Effective leaders provide vision, empowerment, and strategy to support organizational change. The organization has been able to host a festival consecutively for over 20 years. With the evolution of technology and applications, organizations need to be aware of their competition. Technology has the ability to enhance the consumer’s experience, while also allowing them to market and share their experience on their own terms (Robertson, Yeoman, Smith & McMahon-Beattie, 2015). 4 No Good Deeds Case –Part I Analysis Table 1 External Analysis Environmental Pressures Mandate Market decline Opportunity The definition of art has expanded to music, intellectual property, clothing, and other unique items. The arts have faced a decline of exposure. Hyper competition Bring awareness to the arts in the a tech savy area. Economic Provide volunteer opportunities to college and high school students. The increase of social media platforms can increase the awareness of the festival and the organization’s social responsibility. Technological Threat Artist copyrights can be violated with the increase of technology. Increase of web based platforms for artist to sell their products. Decreasing interest in arts as the need for technical jobs increase Under aged volunteers can increase the liability of festival. Consumers can become aware of bad customer experiences/ or miscommunications before the organization has the ability to control the narrative. Table 2 Internal Analysis Organizational Pressures Growth Integration and collaboration Strength The festival has grown to become a part of the local community. The ability to attract the festival to vendors outside of local market Weakness Nonprofit is evolving the festival to attract more visibility Decrease commitment to local artist. 5 No Good Deeds Case –Part I Identity Ability to attract new volunteers and vendors Diverse group of Board of Directors. Inability to keep returning volunteers and local artist. Board of Directors using their positions to influence support staff. Organizational functions Management Strength Passion for mission of nonprofit Marketing Shortage of volunteers Information systems NA Research and development NA Weakness Not willing to train new support staff on fundamentals. Organization has to “settle” for whoever wants volunteer Lacking technology resources to make business processes more effective Lacking in research and development to keep up with evolving trends Power and politics Table 3 Table 4 Readiness for Change Analysis 1. The leadership of the proposed change has been identified 1……………2………………3………………4……………5………………6…………………7 Change leaders are not identified change leaders identified 2. The leaders of the proposed change are willing volunteers 1……………2………………3………………4……………5………………6…………………7 Change leaders are not willing volunteers change leaders are willing volunteers 3. All those who could inhibit or stop the proposed change have been identified 1……………2………………3………………4……………5………………6…………………7 6 No Good Deeds Case –Part I Potential blockers not identified potential blocker identified 4. Procedures have been established to help the organization learn from experience of implementing these change. 1……………2………………3………………4……………5………………6…………………7 No learning procedures in place comprehensive learn procedures in place 5. The overall leadership of the proposed change is able and willing to excise decisive leadership 1……………2………………3………………4……………5………………6…………………7 Uncertain overall leadership superior overall leadership 6. The change proposal has been financially justified within the organization’s budget 1……………2………………3………………4……………5………………6…………………7 No financial justification full financial justification 7 No Good Deeds Case –Part I References Duran, E. (2013). A SWOT ANALYSIS ON SUSTAINABILITY OF FESTIVALS: THE CASE OF INTERNATIONAL TROIA FESTIVAL. Journal of International Social Research, 6(28). Hamid, R., Siadat, S. A., Reza, H., Arash, S., Ali, N. H., & Azizollah, A. (2011). The Analysis of Organizational Diagnosis on Based Six Box Model in Universities. Higher Education Studies, 1(1), 84-92. Robertson, M., Yeoman, I., Smith, K. A., & McMahon-Beattie, U. (2015). Technology, society, and visioning the future of music festivals. Event Management, 19(4), 567-587. Stahl, D. A. (1997). Organizational diagnosis: a six-box model. Nursing Management, 4, 18.

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