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NO GOOD DEEDS GO UNPUNISHEDStephanie RobinsonMGT6681XTIA-20T31No Good Deed Goes UnpunishedStephanie Robinson
NO GOOD DEEDS GO UNPUNISHED2Executive Summary The festival management’s relaxed approach to Mark’s situation is suggestive of issues that run deep into the culture of the organization. Ideally, the management should be quick to address any crisis that emerges from their undoing. It should also offer an apology to the drugstore, instead of attempting to use the store’s 800-number as its own. Mark is clearly unappreciated for his volunteering efforts at the festival and there is evidence that other volunteers, as well as artists, are not shown the level of acknowledgement they deserve. In order for the festival to thrive, it is necessary that it alters its approach. Resistance to change should be expected, but the organizers should be armed with tools and methods for overcoming this resistance and taking advantage of the gains that come with change.
NO GOOD DEEDS GO UNPUNISHED3No Good Deed Goes UnpunishedAssumptions for the caseThe festival conducts business on an annual basis in Fayetteville, a city in Arkansas in thesouth-west region of the United States. The city has a population of 85,000 and the festival hopesto attract at least 10,000 individuals from the region and beyond. Some of the outstanding characteristics of the population include – being traditionally religious; a keen interest in creativeart; and a tendency to partake activities that bring happiness. Evidence to this can be attributed tothe fact that Little River County Courthouse has earned a global reputation for its Christmas lights display. The arts festival is taking place during the summer, ideally July. The weather conditions during this period are notably hot, and this could impede a high turn-out for the event.The festival is to be held in the outskirts of Fayetteville in an area with ample space and is conveniently accessible to city residents. This area is ideal as it is well-connected by road and is easy to locate for non-city residents. The one thing that is special about this festival is that it attracts a large audience because it is one of the biggest of its kind in the country. The festival caters to the industries of fine art, performance arts, and music. Symptoms that triggered awareness of need for changeStaffing and staff relations is a major impediment to the success of the festival and a major symptom of the need for change. The festival has a limited staff comprising of a maximumof five permanent staff members. The supervisor falls short of serving her duty effectively by assuming that every person who works under her shares her passion of the arts, in turn, using a laissez-faire management style. Considering that some of the volunteers may have a little understanding of the processes involved in running of the festival, this approach to management
NO GOOD DEEDS GO UNPUNISHED4is bound to cause problems along the way (Yang, 2015). Furthermore, the lack of training for the supervisor and staff precipitates shortcomings in effective completion of set-tasks.