MGT-240 One Smooth Stone Video Transcript We produce business theater events for our clients, and theater is live, and that means you've got one shot to get it right. Millions of dollars are on the line, that CEO is out and onstage, and the audience wants to hear the message and wants to be moved to action. That's a lot of pressure, but pressure that we're ready for because of the great relationships we have with the clients and the great structure that we've got within our organization. -Yeah. Now we just need to add a little life to this party, if you know what I mean. -Business theater. What exactly does that mean? It means that when a large corporation wants to hold an important sales meeting, client meeting or product launch, they call a company like One Smooth Stone. Want a celebrity spokesperson at your meeting? A rock band? An impersonator? Do you want the Entire show live? Or would you like some pre-produced videos? Whatever the request, they can deliver. Of course, there's much more to this than just putting on good theater. To ensure proper ROI, or return on investment, for their clients, One Smooth Stone starts by listening to their needs. And typically these companies have a need for some type of marketing or an event that communicates in a broad fashion to a group of individuals, and we help them write the strategy, deliver the messages, help facilitate the production and deliver an event that's meaningful, that has some type of return on investment and that establishes a message out in the marketplace that people can have some type of action on. -So who are these clients? They range from companies like Motorola and Nortel to International Truck & Engine, Coast Pharmaceuticals, and others. The meetings take place all over the world and are attended by thousands of employees who need to be educated and entertained. -We have stopped the evildoers from doing that evil they do so evilly. -As you meet some of the employees from One Smooth Stone in this video, one of the things that you'll realize is that their jobs require expertise not only in their own industry, corporate event planning, but in their clients' industries. On a given week, you might find them studying up on anything from heavy-duty trucks to anti-cholesterol drugs. -Koppel, spell dyslipidemia. -D-i-s-demia. -Wrong. MC, pronounce it. -Dislapla. -Wrong. -So how do they do it all? With patience, hard work and a good sense of humor, especially when asked to have a client logo tattooed on their arm or shaved in their head. Don't worry, those were computer special effects. These employees are dedicated, but they're not crazy. So now that you understand what One Smooth Stone does for a living, let's examine how the company is organized. We'll begin with a quick overview of organizational principles. For example, one theory that was synonymous with the concept of management for many years was Fayol's principles of organization. As many companies ...

1. MGT-240 One Smooth Stone Video Transcript
We produce business theater events for our clients, and theater
is live, and that means you've got one shot to get it right.
Millions of dollars are on the line, that CEO is out and onstage,
and the audience wants to hear the message and wants to be
moved to action.
That's a lot of pressure, but pressure that we're ready for
because of the great relationships we have with the clients and
the great structure that we've got within our organization.
-Yeah. Now we just need to add a little life to this party, if you
know what I mean.
-Business theater. What exactly does that mean?
It means that when a large corporation wants to hold an
important sales meeting, client meeting or product launch, they
call a company like One Smooth Stone.
Want a celebrity spokesperson at your meeting? A rock band?
An impersonator? Do you want the
Entire show live? Or would you like some pre-produced videos?
Whatever the request, they can deliver.
Of course, there's much more to this than just putting on good
theater.
To ensure proper ROI, or return on investment, for their clients,
One Smooth Stone starts by listening to their needs. And
typically these companies have a need for some type of

2. marketing or an event that communicates in a broad fashion to a
group of individuals, and we help them write the strategy,
deliver the messages, help facilitate the production and deliver
an event that's meaningful, that has some type of return on
investment and that establishes a message out in the
marketplace that people can have some type of action on.
-So who are these clients?
They range from companies like Motorola and Nortel to
International Truck & Engine, Coast Pharmaceuticals, and
others.
The meetings take place all over the world and are attended by
thousands of employees who need to be educated and
entertained.
-We have stopped the evildoers from doing that evil they do so
evilly.
-As you meet some of the employees from One Smooth Stone in
this video, one of the things that you'll realize is that their jobs
require expertise not only in their own industry, corporate event
planning, but in their clients' industries.
On a given week, you might find them studying up on anything
from heavy-duty trucks to anti-cholesterol drugs.
-Koppel, spell dyslipidemia.
-D-i-s-demia.
-Wrong. MC, pronounce it.
-Dislapla.

3. -Wrong.
-So how do they do it all?
With patience, hard work and a good sense of humor, especially
when asked to have a client logo tattooed on their arm or shaved
in their head.
Don't worry, those were computer special effects.
These employees are dedicated, but they're not crazy.
So now that you understand what One Smooth Stone does for a
living, let's examine how the company is organized.
We'll begin with a quick overview of organizational principles.
For example, one theory that was synonymous with the concept
of management for many years was Fayol's principles of
organization.
As many companies grew larger, often these principles morphed
into actual rules and regulations.
The result was the formation of many rigid organizations that
were unable to quickly respond to customer requests.
Max Weber added the following principles and developed the
pyramid-shaped organization that became so popular in large
firms.
At the time these were developed, they worked well because the
workforce was generally untrained and uneducated, but today's
workforce requires more sophisticated methodologies.
As One Smooth Stone has developed, we've realized that our

4. industry moves very quickly, and particularly with what's going
on in the economy and within the world, that we need to be
responsive to that and at times even move forward and try to get
ahead of that.
They achieve this by recruiting employees that are highly
skilled and highly trained and who can be relied upon to think
for themselves.
Organizational design, by definition, is the structuring of
workers so they may best achieve the firm's goals.
In basic terms, the firm's goal at One Smooth Stone is to
respond to whatever the client needs.
Since each event varies tremendously from client to client,
project teams must be empowered.
Solving the client issues, first and foremost. No specific
department owns that problem.
No specific department owns that philosophy.
It's one that everybody owns.
Because One Smooth Stone hires and empowers highly skilled
employees and because of the customer-driven nature of their
business, they are able to thrive under a decentralized,
relatively flat organizational structure that employs a broad
span of control.
-Our business structure at One Smooth Stone is very
decentralized.
We don't have departments.

5. That allows our teams to for around the client, around the
specific needs of the client, rather than pigeonholing a client to
a specific department and pretending like we've got the solution
that's already prepackaged.
Today, many companies like One Smooth Stone look to other,
more specialized firms to outsource certain functions.
-But we're very selective about the freelancers that we bring
onboard.
Those freelancers need to bring the right talent to provide the
right solution for our clients, but they also need to embody the
values of our company.
They're an extension of us, and although they may not work
within our walls, when it comes to serving our clients, they're
our representatives.
-When they choose these representatives, according to Gary,
there are three categories that they look at.
-The first one is a person making sure that they have a great
knowledge of the services that we provide, and second is
making sure that they understand our culture and how we
deliver those services, and third is making sure that their
interpersonal skills and their personality matches up with our
clients.
-Today's ultra-competitive business environment and changing
economy have forced companies to consider restructuring and
begin to consider total quality management and continuous
improvement.
One Smooth Stone has created its own innovative approach to
dealing with this issue.

6. -As soon as we sat down to write strategic plans, they became
obsolete.
Instead of investing the time in that, we have incorporated a
concept called strategic improvising into our company, into
really the long-term mission and plans of our company, and we
basically take our company and divide it into six different areas
and create some ground rules and some things to focus on in the
future and use that as our template to move forward.
-We've already discussed how One Smooth Stone has built its
organization around serving the client.
When it comes to shared company values, however, this is just
one part of a truly exceptional overall organizational culture
where they take care to look at other things.
-Like how your culture is run, how you are maintaining your
relationships with your clients.
What are the relationships like between employees?
What are you doing with your time to help others inside and
outside of your company?
Those are the things that if you stay focused on, the finances
come after that.
There's great success if you have those together.
-For Mark, an important part of this culture is the support that
he receives from the top on down.
I'm well supported. I'm well supported by the values of our
company. I'm supported by the freedom to get the job done in

7. the right way, within the right timeframe for our clients. That's
a lot of fun.
It makes the pressure of event delivery really enjoyable.
-Is this starting to sound like a great company to work for?
You bet it is.
Nice coworkers, strong ethics, travel, fun and creative projects,
and a decentralized structure that supports empowerment.
What more could one ask for?
-One Smooth Stone has been, continues to be and will be
successful for a long time to come, primarily because of its
values.
We summarize those values in three words: smart, fast and kind.
If we can deliver things to our clients and to one another in a
smart way, in a fast way, but most importantly, in a kind way,
clients will keep coming back, and that's success for One
Smooth Stone.
Management at One Smooth Stone
1
Unsatisfactory
0.00%
2
Less than Satisfactory
65.00%
3
Satisfactory
75.00%

8. 4
Good
85.00%
5
Excellent
100.00%
80.0 %Content
10.0 %Definition of Management (Ledogar and Vik)
Description of how Ledogar and Vik exemplify the definition of
management is absent, inappropriate, or irrelevant.
Description of how Ledogar and Vik exemplify the definition of
management is vague or incomplete. Supporting material is
often confusing or inappropriate.
Description of how Ledogar and Vik exemplify the definition of
management is provided, but at a cursory level and may contain
some inconsistencies. Supporting material of baseline
acceptable quality and quantity is provided.
Description of how Ledogar and Vik exemplify the definition of
management is clear and integrated. Supporting material of
above average quality and quantity is provided.
Description of how Ledogar and Vik exemplify the definition of
management is thorough and well integrated. Supporting
material of exceptional quality and quantity is provided.
15.0 %Managerial Roles (Ledogar and Vik)
Description of the managerial roles of Mintzberg displayed by
Ledogar and Vik is absent, inappropriate, or irrelevant.
Description of the managerial roles of Mintzberg displayed by
Ledogar and Vik is vague or incomplete. Supporting material is
often confusing or inappropriate.
Description of the managerial roles of Mintzberg displayed by
Ledogar and Vik is provided, but at a cursory level and may
contain some inconsistencies. Supporting material of baseline
acceptable quality and quantity is provided.
Description of the managerial roles of Mintzberg displayed by

9. Ledogar and Vik is clear and integrated. Supporting material of
above average quality and quantity is provided.
Description of the managerial roles of Mintzberg displayed by
Ledogar and Vik is thorough and well integrated. Supporting
material of exceptional quality and quantity is provided.
15.0 %Katz Management Skills
Discussion of evident Katz management skills is absent,
inappropriate, or irrelevant.
Discussion of evident Katz management skills is vague or
incomplete. Supporting material is often confusing or
inappropriate.
Discussion of evident Katz management skills is provided, but
at a cursory level and may contain some inconsistencies.
Supporting material of baseline acceptable quality and quantity
is provided.
Discussion of evident Katz management skills is clear and
integrated. Supporting material of above average quality and
quantity is provided.
Discussion of evident Katz management skills is thorough and
well integrated. Supporting material of exceptional quality and
quantity is provided.
10.0 %Demonstration of Open System
Explanation of how One Smooth Stone is an open system is
absent, inappropriate, or irrelevant.
Explanation of how One Smooth Stone is an open system is
vague or incomplete. Supporting material is often confusing or
inappropriate.
Explanation of how One Smooth Stone is an open system is
provided, but at a cursory level and may contain some
inconsistencies. Supporting material of baseline acceptable
quality and quantity is provided.
Explanation of how One Smooth Stone is an open system is
clear and integrated. Supporting material of above average
quality and quantity is provided.

10. Explanation of how One Smooth Stone is an open system is
thorough and well integrated. Supporting material of
exceptional quality and quantity is provided.
15.0 %Three Historical Management Theories
Discussion of how One Smooth Stone demonstrates or applies
any three historical management theories is absent,
inappropriate, or irrelevant. The utilization of all three
approaches (classical, behavioral, and modern management) in
discussing the three historical management theories is absent,
inappropriate, or irrelevant.
Discussion of how One Smooth Stone demonstrates or applies
any three historical management theories is vague or
incomplete. The utilization of all three approaches (classical,
behavioral, and modern management) in discussing the three
historical management theories is vague or incomplete.
Supporting material is often confusing or inappropriate.
Discussion of how One Smooth Stone demonstrates or applies
any three historical management theories is provided, but at a
cursory level and may contain some inconsistencies. The
utilization of all three approaches (classical, behavioral, and
modern management) in discussing the three historical
management theories is provided, but at a cursory level and may
contain some inconsistencies. Supporting material of baseline
acceptable quality and quantity is provided
Discussion of how One Smooth Stone demonstrates or applies
the utilization of all three approaches (classical, behavioral, and
modern management) in discussing the three historical
management theories. The response is clear and integrated.
Supporting material of above average quality and quantity is
provided.
Discussion of how One Smooth Stone demonstrates or applies
any three historical management theories is evident and the
utilization of all three approaches (classical, behavioral, and
modern management) in discussing the three historical
management theories is thorough and well integrated Supporting

11. material of exceptional quality and quantity is provided.
15.0 %Management Comparison
Comparison of One Smooth Stone management to the
management in own organization, including evaluation of the
effectiveness of any two management theories being employed
in the current organization, is absent, inappropriate, or
irrelevant.
Comparison of One Smooth Stone management to the
management in own organization is vague or incomplete. An
evaluation of the effectiveness of any two management theories
being employed in the current organization is weak or marginal
with gaps in presentation. Supporting material is often
confusing or inappropriate.
Comparison of One Smooth Stone management to the
management in own organization is provided, but at a cursory
level. A rudimentary evaluation of any two management
theories being employed in their current organization is
provided, but may contain some inconsistencies. Supporting
material of baseline acceptable quality and quantity is provided.
Comparison of One Smooth Stone management to the
management in own organization is clear and integrated with an
evaluation of any two management theories being employed in
their current organization. Supporting material of above average
quality and quantity is provided.
Comparison of the One Smooth Stone management to the
management in own organization is thorough and well
integrated with an evaluation of any two management theories
being employed in their current organization. Supporting
material of exceptional quality and quantity is provided.
17.0 %Organization and Effectiveness
6.0 %Thesis Development and Purpose
Paper lacks any discernible overall purpose or organizing claim.
Thesis is insufficiently developed or vague. Purpose is not

12. clear.
Thesis is apparent and appropriate to purpose.
Thesis is clear and forecasts the development of the paper.
Thesis is descriptive and reflective of the arguments and
appropriate to the purpose.
Thesis is comprehensive and contains the essence of the paper.
Thesis statement makes the purpose of the paper clear.
6.0 %Paragraph Development and Transitions
Paragraphs and transitions consistently lack unity and
coherence. No apparent connections between paragraphs are
established. Transitions are inappropriate to purpose and scope.
Organization is disjointed.
Some paragraphs and transitions may lack logical progression of
ideas, unity, coherence, or cohesiveness. Some degree of
organization is evident.
Paragraphs are generally competent, but ideas may show some
inconsistency in organization or in their relationship to each
other.
A logical progression of ideas between paragraphs is apparent.
Paragraphs exhibit a unity, coherence, and cohesiveness. Topic
sentences and concluding remarks are appropriate to purpose.
There is a sophisticated construction of paragraphs and
transitions. Ideas progress and relate to each other. Paragraph
and transition construction guide the reader. Paragraph structure
is seamless.
5.0 %Mechanics of Writing (includes spelling, punctuation,
grammar, language use)
Surface errors are pervasive enough that they impede
communication of meaning. Inappropriate word choice or
sentence construction is used.
Frequent and repetitive mechanical errors distract the reader.
Inconsistencies in language choice (register) or word choice are
present. Sentence structure is correct but not varied.
Some mechanical errors or typos are present, but they are not

13. overly distracting to the reader. Correct and varied sentence
structure and audience-appropriate language are employed.
Prose is largely free of mechanical errors, although a few may
be present. The writer uses a variety of effective sentence
structures and figures of speech.
Writer is clearly in command of standard, written, academic
English.
3.0 %Format
1.0 %Paper Format (use of appropriate style for the major and
assignment)
Appropriate template is not used appropriately or
documentation format is rarely followed correctly.
Appropriate template is used, but some elements are missing or
mistaken; lack of control with formatting is apparent.
Appropriate template is used, and formatting is correct,
although some minor errors may be present.
Appropriate template is fully used; There are virtually no errors
in formatting style.
All format elements are correct.
2.0 %Documentation of Sources (citations, footnotes,
references, bibliography, etc., as appropriate to assignment and
style)
Sources are not documented.
Documentation of sources is inconsistent or incorrect, as
appropriate to assignment and style, with numerous formatting
errors.
Sources are documented, as appropriate to assignment and style,
although some formatting errors may be present.
Sources are documented, as appropriate to assignment and style,
and format is mostly correct.
Sources are completely and correctly documented, as
appropriate to assignment and style, and format is free of error.

14. 100 %Total Weightage