TROY Change Management In An Organisation Business Model Case Study requirement, case and the unfinished project is attached MGT project I have finish mor

TROY Change Management In An Organisation Business Model Case Study requirement, case and the unfinished project is attached

MGT project I have finish more than half but still need some help on another half

I did part 2 and some of part 1 now I need part 1 and part 3

the project needs to meet all the requirements

the project needs to meet all the requirements

the project needs to meet all the requirements

the project needs to meet all the requirements

the project needs to meet all the requirements

the project needs to meet all the requirements

the project needs to meet all the requirements

the project needs to meet all the requirements

the project needs to meet all the requirements

the project needs to meet all the requirements Running head: CASE ANALYSIS
1
A problem occurred within the Southwestern part of America in one of the drugstore in
community festival, which is a nonprofit organization. The problem was believed to be both
external and internal. One of the internal problems that could occur in the organization involves
the general consensus amongst the volunteers that personality authority or conflicts with other
fellow volunteers, as well as the members of staff have driven people away. The issues could
involve the political appointees who are believed to be untouchable. Also, the ineffective
conversations and poor interpersonal experiences between staff and volunteers could have
transpired. The external issue may involve local artists offering anecdotal support regarding the
same interactions with the permanent personnel. One of the artists may indicate that he or she
feels like an intruder whenever they try to get information regarding the events and dates for the
coming festival. Further, other artists may report an instance of irresponsiveness, particularly; the
failure to return the calls whereas other artists found out that there is a cut treatment and rude
tone by the members of the staff.
However, to solve such challenges, the human resource of the organization may decide to
fire those involved in such unethical practices; thereafter, hire other responsible staff. This will
ensure new way of doing things in the organization; thus, a different responsive culture may be
calculated. Also, the organization may decide to offer sufficient training regarding ethics that
govern all the operations within the organization. This helps the offenders to reflect upon how
they work and relate with other people within the organization. Hence, it will change their
behaviors’ leading to improved operations in the organization. Further, the organization may
decide to engage in reshuffling of the workers in various departments. This will ensure that
everyone becomes active and performs well; thus, such a worker may be promoted to act as a
motivation towards good behavior at the organization.
Change Management In An Organisation
Student’s Name
Institutional Affiliation
Change Management In An Organisation
Introduction
Although the community festival where Mark tendered his volunteer services displayed great
commitment toward local artistes and had a history of over 20 years in operation, it displays a
number of weaknesses which require immediate attention so as to rectify and smoothen its
operations. One instance that greatly highlights the need for change in the organisation is the
Incident involving misprinted phone numbers that ultimately resulted in Mark losing business as
well as his job at the drugstore. Other than this particular incident there are other indicators in the
way the management as well as the employees conduct themselves that additionally highlights
the need for change in this institution. These indicators include:
•
Inadequacy of a certified training for the employees and the supervisor as well.
•
A widespread belief that the organisations staff are well informed of the requirement to
sustain the organization and hence they do not require fixed directives to do so
•
The lack of a code of conduct to influence the conduct of staff members
•
The organisation’s board members do not have any form of business training
•
Irregularities in the deliberations made by the Board of Directors
•
staffing issues and regular turnover from volunteers
•
Character as well as power conflicts among the volunteers as well as between the
volunteers and permanent employees.
•
Ineffective communication between the Board of Directors, staff and volunteers
•
Impassiveness and blunt treatment towards the local artistes by permanent staff members.
•
External issues that are beyond the control of the company
Diagnostic Model for the Changes
In order to initiate changes in this organisation, there is a need to implement a model that
addresses all the aspects of the organisation that display weaknesses. One such model is the
Galbraith’s star model because it highlights issues in strategy, structure, processes people as well
as rewards which are all areas that the Art festival fails in.
Strategy
People
Structur
e
Rewards
Processes
Galbraith’s star model
Strategy
The objective of the art festival is to foster the domain of local artistes and also to
enhance local tourism. Bringing a local artiste that can create distinct artistic creations on board
and have them take part in the art festival will drive the business model.
Structure
The business needs an organisation with the ability to manage the project while at
the same time ensuring that community interest is preserved.
Processes
The process would be an institution that has a powerful leadership with a regard for
the arts as well as community development. The workflow should be consisted of permanent
employees so as to guarantee that all hiring as well as sponsorship objectives are attained. The
process of acquiring volunteers also needs to be streamlined and conducted by an established HR
department.
People
The organisation requires individuals that are committed to the arts. Some basic
knowledge in management as well as exceptional organisation skills will also be required of
these individuals. Additionally, a community growth and enhancement mindset would be a great
addition to their skillset.
Rewards
The rewards of the system would be growing the community revenue and interests in
the Arts. This has the potential of resulting in a larger festival as well as an increase of staff for
the organisation which could further result in career advancement for the permanent employees.
Management of resistance to change
It is expected that there will be resistance that will be followed by the proposition of
changes within the organisation, in this regard it is important to put in measures to counter this
opposition, some of these measures will include effectively engaging the employees right from
the beginning of the process, implementing the changes in phases so as to reduce their impacts as
well as communicating the changes effectively.
Change Implementation Plan (Kotter’s 8 step model)
So as to implement the proposed changes, it would be prudent to use the Kotter’s 8
step model because of its proven efficiency.
Create Urgency
Form Powerful coalition
Create a Vision for Change
Communicate the Vision
Remove Obstacles
Create Short-term wins
Build on the Change
Kotter’s 8 Step model
By implementing the changes in the organisation following all the above stages outlined in the
model the organisation is guaranteed to become effective in all the areas it is lacking in. The
overall implementation of this plan will take eight months which will be broken down as
follows:
•
First 2 weeks to create the urgency which will be carried out by consultants helping
implement the change and it will target the board of management. The following two
weeks will involve creating the urgency targeting the employees and championed by the
board of management.
•
Forming a powerful coalition that will include influential heads of various departments
will take 1 week.
•
The subsequent 3 weeks will be spent creating a vision for the change
•
Communicating the vision will take 1 month and it will be conducted by the heads of
various departments.
•
The next 2 months will be spent getting feedback and reviewing it to help in removing
obstacles.
•
Creating short term wins and building on the change will take another one month
•
The final step of anchoring the changes in corporate culture will take 3 months and will
involve everyone in the organisation.
References
Garner, B. (2015, February 03). Implementing Your Business Model With the Galbraith Star
Model. Retrieved from https://blog.strategyzer.com/posts/2015/2/03/implementing-yourbusiness-model-with-the-galbraith-star-model
Kotter’s 8-Step Change Model Implementing Change Powerfully and Successfully. (n.d.).
Retrieved from https://www.mindtools.com/pages/article/newPPM_82.htm
Morrison, M. (2016, November 28). Change management models, processes and images.
Retrieved from https://rapidbi.com/change-management-models-processes-and-images/
Overcoming Employee Resistance to Change. (n.d.). Retrieved from
https://www.paycor.com/resource-center/change-management-in-the-workplace-whydo-employees-resist-it
Seven Principles of Effective Change Management. (2018, July 20). Retrieved from
http://cedarconsulting.co.ke/seven-principles-effective-change-management/
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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.
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
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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
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.
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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
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.
4
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 tick…
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