No Good Deed Goes Unpunished Misprinted Phone Number Case Study part 2 Using the “No Good Deed Goes Unpunished” case, develop a change plan that addresse

No Good Deed Goes Unpunished Misprinted Phone Number Case Study part 2

Using the “No Good Deed Goes Unpunished” case, 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:

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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. Describe the organizations culture. Use the Cultural web and Hofstede’s model as tools for this purpose. Identify any apparent cultural barriers to change.

2. Design and include a plan for addressing resistance to change. Using Kotter’s 8 Step plan as a model, p. 328, Table 10.6, 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 step by step. Do NOT give a generic description of what you wish will happen. Instead, be specific. Give the reader a well-developed set of action steps and time frames.

3. 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 tables or whatever it takes to keep your reader engaged and wanting to read more. Again, follow APA format strictly! Make the presentation polished and professional. Consider this writeup to be a practice session for your final change plan project, so professionalism counts.

4. The minimum length is 1,000 words.

5. Ten external references, not counting the textbook, are required. Again, strictly adhere to APA format in citing them within the text and in the References list.

Please based on part 1 (in attach) to do the part 2. Also the case please see attach 1
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
• 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
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.
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.
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.
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?
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.
No Good Deed Goes Unpunished
Student’s Name
No Good Deed Goes Unpunished
A volunteer program got Mark into a terrible state such that he lost his job as an assistant
supervisor. The main problem originated from a misprinted phone number that le to business loss
though Mark did everything in sincerity. As an adviser to the institution, I was employed to explore
the issue and, after that, offer general recommendations. The matter occurred in 2017, and it must
be marked that the Board of Directors was unwilling to review the sacking of Mark though he had
good plans.
Symptoms that Activate a Consciousness of the Change Need
Shortage of an official preparation for the supervisor and staff
No conduct code to manage the employee’s activities
Shortage of business preparation by the board associates
Discrepancies within the choices coined by the Board of Directors
Recruitment problems and constant income from helpers
The weak interaction between the staff, Board of Directors, and helpers
Diagnostic Change Model
The six-box diagnostic paradigm was a pertinent one for the Community Arts Festival case
as the unit lacks purpose, configuration, leadership relationships, and appropriate mechanisms.
The inefficiency thus activated the model choice within the above facets, as is apparent from the
case (Yousefi, & Sajadie, 2017). There is a substantial gap that wants an instant measure strategy
to streamline the processes and lessen future personnel turnover for effective operations and goal
achievement by the agency. The six-box model deals with the inner matters the group is
Analysis of the Organization’s Existing Condition
The below table offers an examination of the present organization functionality as it links
to the six main constituents of the six-box analytical model
Current State
To support local crafts and art and give support to the local artists through
giving them a venue where they can promote and sell their work.
There is no dignified organizational arrangement for effective delegation of
Relationships No official system to manage conflicts. Complaints among the volunteers and
staff are relayed through the administrative grapevine
No official incentive system for recompensing the permanent personnel, and
there is as well little or no support for volunteers.
The Board of Directors offers leadership. The laisse-fair management form
and poor leadership relations inspire unethical conduct.
Shortage of mechanisms that bind the business together. There is no
harmonization between the volunteers and staff.
External Aspects Impacting Change
This section will concentrate on the arts festival business at large to offer a more comprehensive
image of the chances and risks present outside the agency.
Environmental Pressures
Demographics: People,
Talent diversity
Core standards erosion
Involving the youth and men
Poor financial circumstances
Augmented discretionary
Trends: it’s becoming the
Reward system for volunteers
Fast technological
next significant aspect
Training program for volunteers
and staff
Imitation endangers
authenticity and exclusivity
of services and products
Talent at the national level
Augmented popularity for
Varied types of festivals that
big scale festivals and
incorporate crafts and art
international events
Little significance to
Mandate: governing
Opportunity to engage in social
Required traffic plans
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