Gray 6681c1 t3 2020.docx - NO GOOD DEED GOES UNPUNISHED Robert Gray Troy University Instructor Dr Matuszek MGT-6681 2020 Term 3 Arts Festival Executive

Gray 6681c1 t3 2020.docx - NO GOOD DEED GOES UNPUNISHED...

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NO GOOD DEED GOES UNPUNISHED Robert GrayTroy UniversityInstructor: Dr. MatuszekMGT-6681 / 2020 Term 3
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Arts FestivalExecutive SummaryThe following report was prepared by Epsilon Consulting for the Board of Directors of the Gulfport Art Festival. After several years of success, the future of the festival is uncertain as issues within the organization have led to deteriorating relationships both within the organizationand with the local artists who make the festival possible. The team conducted a thorough analysisof the organization and external factors. It was discovered that there is still ample opportunity forthe art festival to be successful in the future provided some issues with the structure of the organization are addressed. The organization lacks a clear and defined structure that is causing confusion for the employees and volunteers. The Gulfport Art Festival will need to implement a hierarchical organizational structure with clearly defined roles in order to drive continued success in the years to come. This report makes several recommendations on how to tackle the challenged facing the festival. Furthermore, it provides an implementation framework that is flexible enough to respond to changes as the change unfold. 1
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Arts FestivalTABLE OF CONTENTSINTRODUCTION........................................................................................................................3SYMPTOMS THAT TRIGGERED AWARENESS OF NEED FOR CHANGE...............................3EXTERNAL ANALYSIS...............................................................................................................4INTERNAL ANALYSIS..............................................................................................................10DIAGNOSTIC MODEL..........................................................................................................16CULTURAL WEB..................................................................................................................19STRUCTURAL DILEMMAS..................................................................................................22READINESS TO CHANGE........................................................................................................24RECOMMENDATIONS.............................................................................................................28IMPLEMENTATION.................................................................................................................29CONCLUSION..........................................................................................................................34REFERENCES...........................................................................................................................36TABLE OF FIGURESFigure 1: Change..........................................................................................................................4Figure 2: External Analysis...........................................................................................................6Figure 3: Star Model...................................................................................................................18Figure 4: Cultural Web...............................................................................................................21Figure 5: Kotter's Eight-Stage Model..........................................................................................33TABLE OF TABLESTable 1: Environmental Pressures.................................................................................................5Table 2: PESTLE Analysis............................................................................................................8Table 3: Organizational Pressures...............................................................................................11Table 4: Organizational Functions...............................................................................................14Table 5: Strategies for Dealing with Resistance to Change............................................................302
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Arts FestivalINTRODUCTIONThe Gulfport Arts Festival is a well-known venue for local art in Kissimmee, Florida and has been for the past 20 years. The festival is held on Coastline Boulevard, a popular tourist and resident attraction in Kissimmee’s entertainment district, in mid-October. Artists are provided a venue through which they can sell their work, advertise their work, and develop and expand theircustomer base. The venue consists of 60 local artists providing original handmade artwork ranging from prices as little as $15-$400. There is a vast array of artistic provisions including paintings, sculptures, photography, ceramics, glass, wood, and handmade jewelry. Epsilon Consulting was recently hired to investigate a brochure incident that resulted in the termination of a local volunteer from his place of employment. The brochure consisted of an incorrect 800 number of a local drugstore to purchase tickets for the upcoming festival. Due to the multiple disruptions at the drugstore, volunteer Mark Baker was fired by the store manager. The festival’s
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