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Board of Directors realizes the seriousness of the issue as it also affects their credibility and reputation in the community. Epsilon Consulting will provide a method of solutions to resolve this issue by analyzing the internal and external environments of the organization. 3
Arts FestivalSYMPTOMS THAT TRIGGERED AWARENESS OF NEED FOR CHANGEFigure 1: ChangeSource: University of Montana, Epsilon has reviewed the current administrative records and interviewed the festival’s staff to identify areas of concern. Gulfport’s brochure incident that resulted in the termination of a local volunteer indicated two major concerns that triggered the awareness of need for change. The first area of concern that Epsilon identified was the lack of hierarchy within the organization. Though the agency has established three to five permanent directors, one of the permanent directors is addressed as the supervisor and considered active in multiple scopes of the festival. This has resulted in multiple inconsistencies in the decisions coming from the Board 4
Arts Festivalof Directors. Each director should contribute to distinctive objectives to provide structure and initiate management control over the process phases.Epsilon was also concerned with the absence of guidelines and regulations within the organization. The Board of Directors have decided the guidelines and regulations are unwarranted. The supervisor mentioned that she supported the idea because she believes all staff members should use their time to support the organization. Guidelines and regulations are essential because they define how the staff supports the organization. Volunteers have described the appointee’s behavior beyond approach which identified that the one-on-one training the supervisor acknowledged seems to be ineffective. Furthermore, the deprivation of the guidelines and regulations disregards an appropriate complaint process that may have amended the brochureincident at the first phase when the drug store initially complained. 5
Arts FestivalEXTERNAL ANALYSISFigure 2: External AnalysisOrganizational environments endure catastrophic disruptions that lead to changes that are so sudden and extensive that they alter the courses of the industry entirely (Machuki & Aoso, 2011). Such changes are often above the conception of experienced supervisors and often hard toadjust to. As the pace of changes in the external environment accelerates, an organization's stability is interdependent on the development of industrial responses to unforeseen factors that affect businesses (Machuki & Aoso, 2011). It is essential to understand that not all factors are threats to an industry, some factors can be identified as opportunities. The following environmental pressures for change were reviewed by our team to provide provision to maintain flexibility within the unexpected dealings.