Pamela Herel, Tremeceia Jelks & Kristian Safford. Week 3 team assignment for MGT 6681 Organizational Development and Change Term I 2018, Troy University.

1. The Yoknapatawpha Art Council
Organizational Change Plan
Octo Group Consulting
Pamela Herel, Tremeceia Jelks & Kristian Safford
TROY UNIVERSITY
MGT 6681 – ORGANIZATIONAL DEVELOPMENT AND
CHANGE
Dr. Sabastien Vendette
Term 1 2018

3. P a g e | 1 O c t o G r o u p C o n s u l t i n g
Yoknapatawpha Art Council
Organizational Change Plan
Table of Contents
Overview 2
External Analysis of the Art Festival Field 3
Internal Analysis of the Yoknapatawpha Art Council 6
Star Diagnostic Model 6
Organizational Pressures Analysis 7
Organizational Functions Analysis 8
Cultural Web Analysis 9
Structural Dilemmas 12
Readiness for Change 13
Organizational Change Strategy 15
Primary Recommendations 15
References 16

4. OVERVIEW
O c t o G r o u p C o n s u l t i n g P a g e | 2
The Yoknapatawpha Art Council in Oxford, Mississippi display its commitment to local artists and
entrepreneur’s art business by offering various workshops, peer learning sessions and networking events regularly
throughout the year (Yoknapatawpha Arts Council, 2014). Every year the council, who serve as the Board of
Directors, 2 permanent staff members and supervisor, hosts a community art festival for local artists to market their
work (paintings, sculpture, crafts) to Oxford’s small city population of 23,639 residents (United States Census
Bureau). Oxford Mississippi has a unique population with the median age of its residences at 26 years old and the
home of the nationally recognized institution - the University of Mississippi (Ole Miss). This year the festival was held
on the edge of summer on August 15, 2018. This biggest constraint the community festival faced was that it was
held at the beginning of school for several attendees. The University of Mississippi move-in day was scheduled the
same day in which, upperclassman or other off campus students volunteered to assist on the bussies day of move.
Furthermore, Oxford MS has many family households that are preparing for grade school students to return to
school. With these constraints in mind, the festival was held on Ven Buern Avenue at the Courthouse Square. This
venue was ideal because of the exposure to people who may not have received print marketing. This art festival is
special because it follows the Double Decker Arts Festival in April which features music and food. The
Yoknapatawpha Art Council was able to advertise the community festival later in the year. This year you all have
experienced some unique challenges and we appreciate you allowing Octo Group Consulting to aid you in your
change to ensure continued success.
Through the use of interviews with the Board of Directors, staff and volunteers, we have identified areas
which require immediate attention to correct and improve the Yoknapatawpha Art Council The Yoknapatawpha Art
Council has been a cornerstone of the oxford community for over 43 years, committed to provide art education to
the masses and an outlet for local artists to display and sell their work. We thank you for allowing Octo Group
Consulting to be part of your change process.
The current ethical dilemma started with the incident of a telephone number being printed inaccurately on
a brochure to sell tickets to their annual event. This incorrect phone number was an 800 number for the workplace
of a current volunteer. The workplace was inundated with phone calls to purchase tickets. Those in charge of the
not-for-profit organization did not intentionally mean to disrupt the business of the drugstore that the volunteer
worked at, but they did not take immediate action once the error was discovered and this action caused the situation
to intensify. The excessive amount of phone calls resulted in loss business for the workplace as customers were
unable to get thru on the phone. This resulted in the volunteer, Mark being fired from his job. While this situation
exposed the lack of urgency with dealing with this mater by the nonprofit, it also uncovered problems with the
management that was currently structured to run the organization. This displayed that the processes used to
organize
Problems that were exposed during this situation was how the management handled the complaints from
the drugstore on their phone number being used by error. They also showed poor decision making by not helping
Mark, the volunteer retain his job or assist with helping him find a new job. These actions could be interpreted as
the staff of the nonprofit do not appreciate the efforts and time of the volunteer staff. This type of reputation that
the nonprofit has established could also be the reason that they are experiencing a decline in the local artist
participation.

5. EXTERNAL ANALYSIS OF THE ART FESTIVAL FIELD
P a g e | 3 O c t o G r o u p C o n s u l t i n g
In this section, we will focus on the festival industry, rather than the Yoknapatawpha Art Council itself.
Before change can occur, it is important that the council understands the external opportunities and threats that
affect all art festivals.
Environmental Pressures Opportunity Threat
Fashion - Consumer interest in handmade items
(i.e. Pinterest, etc.).
- Consumer interest in local items
(Nationwide “buy local” movement).
- Mass manufacturing producing wide variety to
customers.
- The ability to view items and purchase items
online (i.e. Etsy, etc.).
Mandate - Social responsibility drives consumers
to support their community
- Local government may provide
additional support through grants.
- Local government ordinances concerning
costs, location and traffic patterns could affect
future plans.
Geopolitical - Tariffs on foreign goods increases
interest in U.S. products.
- A trade war with China could spawn tariffs on
art in both countries
Market decline - The market for art tends to remain
balanced.
- Ease of online, galleries, and commission-
based shopping.
Hypercompetition - Few competing art festivals in the area. - Consumer demand for local artist works may
drive attendees elsewhere.
FASHION:
Opportunities: Consumer interest has continued to rise in handcrafted items due in part to websites such as Etsy
and Pinterest. Additionally, in recent years the “buy local” movement has encouraged consumers to purchase goods
from their local community. This movement has gained momentum with the Saturday after Thanksgiving now being
named “Small Business Saturday” in recognition of the importance of supporting small businesses.
Threats: Mass manufacturing allows businesses to produce items typically at a lower cost versus handmade
products. Manufactured items tend to cater to consumers tastes, are easily accessed and are available in a wider
variety than handmade items. For those still seeking handmade items, social media and the internet have increased
the accessibility of these items through websites like Etsy and even Facebook allows users to purchase through their
platform.
MANDATE:
Opportunities: As part of social responsibility, the Yoknapatawpha Art Council provide various workshops and peer
learning sessions throughout the year for the residents of Oxford. In turn, the community of Oxford feels compelled
to provide support to the Art Council in return. Additionally, the State and Local governments may provide additional
support to the Art Council through grants.
Threats: The local Oxford government may have codes and/or ordinances concerning locations and traffic
patterns which could affect future festivals. This could drive up costs for the annual festival in payments to the city
or in the need to find a new venue.
GEOPOLITICAL:
Opportunities: Recent tariffs on foreign goods have produced two main effects: First, they have increased the cost
of some foreign-made, imported products, helping to bridge the gap in price between home-made and
manufactured items. Secondly, tariffs have increased interest in U.S. products.

6. EXTERNAL ANALYSIS OF THE ART FESTIVAL FIELD
O c t o G r o u p C o n s u l t i n g P a g e | 4
Threats: Art itself is also at risk in a pseudo trade war with China. According to Reyburn “paintings and drawings
executed entirely by hand, original sculptures, and antiques more than 100 years old” are susceptible to tariffs
(2018). This could be reciprocated to the US and cause a blow to interest in U.S. produced art.
MARKET DECLINE:
Opportunities: The market for art has trended upwards over the last two years. Estimates from 2017 show sales
from art fairs generated in the range of $15.5 billion, this is a significant opportunity for the art council (Prince, 2018).
Threats: The ease of purchasing art online continues to be a threat. The options range from purchasing from auction
houses, galleries, and commission-based projects all from the comfort of one’s own home. The art council should
consider how such platforms can be leveraged to boost the festival’s sales.
HYPERCOMPETITION:
Opportunities: In a national study of outdoor art festivals, the National Endowment for the Arts (2009) found that
64% of their survey participants said their festival offered lectures, artist demonstrations, and classes (p. 7). Art
festivals that include these types of educational activities provide experiences that online shopping cannot.
Threats: Local annual art festival are typical known for have many local artists displaying their work. If consumer
demand is for local artist works yet none are available, this may drive attendees to look elsewhere. As the
Yoknapatawpha Art Festival evolves, it is important to conduct research into the demographics of the attendees and
their expectations.
Factor Opportunity Threat
Political - In times of political turmoil, many turn to
art as a creative expression
- Political disagreements with major artist using
their media as a statement.
Economic - The US economy appears to be holding
strong
- Economic downturns typically occur every 8-10
years and we are due
Social - Many are moving from a solely digital
presence to embracing live events
- Lack of social diversity
Technological - Artists from around that world that cannot
attend the event could attend virtually
- Technology can be very expensive to maintain
Legal - Recent tax law changes may impact art
fairs and galleries positively
- Copyright and Visual Artists Rights Act could
cause concerns
Ecological - Art uses various mediums and many use
recycled items
- Large festivals generate large amounts of refuse
which may not be ecologically-friendly
POLITICAL:
Opportunities: Art has often been an outlet for many to express their views on politics, especially those who are
polarized in a specific direction. Changes in the political landscape may correspond with increased requests for
political charged art.
Threats: The inclusion of national artist in the annual art festival could be problematic if their media is viewed as a
negative political statement. A boycott of a festival could prove costly to all involved.
ECONOMIC:
Opportunities: The U.S. economy is holding strong, allowing people from all income brackets the opportunity to
use some of their hard-earned money to purchase art.

7. EXTERNAL ANALYSIS OF THE ART FESTIVAL FIELD
P a g e | 5 O c t o G r o u p C o n s u l t i n g
Threats: Economic downturns typically happen every 8-10 years and with the last occurring in 2008, we are due for
another. Moreover, with our unemployment rate below 5%, as it is now, a recession typically occurs within two to
three years (Sanjay, 2017). This means less money for patrons to spend and possibly loss of grant/government funds.
SOCIAL:
Opportunities: Festivals provide the opportunity for individuals to connect on a social level outside and even inside
social media. Checking-in online or in person with friends and like-minded individuals is a draw for many to festivals.
Threats: It is important that social diversity is considered in the festival and in the council’s outreach programs.
Failing to serve the community not only risks the potential of losing funds, but more importantly, the potential to
leave behind future artist.
TECHNOLOGICAL:
Opportunities: With the use of platforms such as Apple Facetime, Skype and others, foreign artists and art experts
could also make an appearance at art venues, even if they are unable to attend physically.
Threats: Technology is often an expensive proposition in hardware, software and personnel to maintain systems.
Website and apps can be expensive in upkeep after the initial launch, eating into the budget more than projected
LEGAL:
Opportunities: Recent changes in the U.S. tax law may impact are positively as supporters and those who provide
endowments to the arts will receive tax breaks for doings so (Lufkin, 2017).
Threats: Art is affected by both copyright law and by the Visual Artists Rights Act. While these two pieces of law
mainly affect the artist accused of copying another artist material, it could bring a negative light on an art festival or
other establishment who allowed such art to be displayed.
ECOLOGICAL:
Opportunities: Art uses several different mediums and one such medium is recycled items. Incorporating art of
this type or providing a demonstration on how to use recyclables as art will appeal to ecologically-minded patrons.
Threats: Large festivals may come under scrutiny for the large amount of waste they generate through food waste
and other refuse. Ecologically-minded patrons may wonder if the festival is worth its environment impact.

8. STAR MODEL ANALYSIS
O c t o G r o u p C o n s u l t i n g P a g e | 6
STAR DIAGNOSTIC MODEL
Galbraith’s Star Model
STRATEGY
The goals of the art council foundation are to promote the area for local artist and to increase the tourism
of the community. Having local artist that can construct unique artistic creations and participate in the
art fair drive the business model.
STRUCTURE
The business requires an organization that would be able to manage the project while making sure that
there is community interest and have a desire to be an integral part of the arts.
PROCESSES
The process would be an organization that has strong leadership with an interest in the arts and
community development. The workflow would include a permanent staff to ensure that all goals of
recruitment and sponsorship is met annually. The recruitment of volunteers to assist with the larger
workforce needed for the festival would also be a process that would need to be met by permanent staff.
PEOPLE
The rewards of the system would be increasing the community revenue and interest in the arts. This could
lead to a larger festival and an increase of staff for the organization. With a growing staff, there could be
a possibility of management career growth for permanent staff.
REWARDS
The organization needs people that are dedicated to the arts. They would need to have a management
background, with excellent organization skills. A mindset of community growth and enhancement would
be a positive skill to assist with the organization.

9. ORGANIZATIONAL PRESSURES ANALYSIS
P a g e | 7 O c t o G r o u p C o n s u l t i n g
Organizational Pressures Strength Weakness
Growth - Support of local community
- Ability to draw in national talent
- Additional volunteers needed to support
- Losing local artists’ participation
Integration and collaboration - Integrating new volunteers into the
organization
- Ineffective communication with volunteers and staff
- Scheduling and availability of volunteers
Identity - Well-established in community
- Art outreach programs
- Mission changing, not cemented
New broom - New board members bring in new
thoughts of how to improve
- Constant changing of leadership
Power and politics - Political appointees on the board can
smooth over issue with local officials
- Unclear lines of command
- Lack of rules and guidelines concerning expected
conduct and behaviors
GROWTH:
Strength: The continued support of the local Oxford community for the Art Council and the festival. The ability to
draw in National talent will increase the profitability of and media exposure for the festival.
Weakness: Additional volunteers are required to support the festival at its current size. A larger number of
volunteers will be needed in the future as the community increases in size and the festival continues to grow. One
of the main attractions of the festival to a segment of the market that patronize the event is lost when the crafts
and items can be obtained from an event close to their community (Duran, 2013).
INTEGRATION AND COLLABORATION:
Strength: The ability of the recruitment effort to bring new volunteers into the organization on a consistent basis is
a strength to capitalize on. The organization has also succeeded in integrating new volunteers into the organization.
Weakness: Ineffective communication is weakening the organization. Mistakes were made during the planning and
execution phases of the festival that would have been identified if clear and concise communication was used.
Additionally, clear lines of communication will ensure gaps are not present in availability of volunteers when needed.
IDENTITY:
Strength: With over 43 years of supporting the oxford community, through the festival and art outreach programs,
the organization has a firm identity of its own and the community embraces it.
Weakness: With the festival losing local artist and seeking national-level artists in their stead, it is important that
the Council does not lose its sense of self.
NEW BROOM:
Strength: New board members bring in new thoughts of how to improve the council and the festival. The new
members idea for the addition of national talent may keep the festival alive for years to come.
Weakness: New hires to the board do not have business experience needed to adequately run the council.
POWER AND POLITICS:
Strength: Political appointees to the board can be extremely helpful in navigating issues with the local government.
Weakness: Unclear lines of command create mass turmoil in the council. This is further exacerbated by clearly
defined rules of conduct and guidelines of expected behaviors. Problems will persist until this is corrected.

10. ORGANIZATIONAL FUNCTIONS ANALYSIS
O c t o G r o u p C o n s u l t i n g P a g e | 8
Organizational functions Strength Weakness
Management - The supervisor’s great knowledge of
art and the organization’s processes
- Lack of oversight
- Managing volunteer workforce
Marketing - Use of diverse media (brochure,
Facebook, website)
- Failed Brochures
Accounting/Finance - Grant writing and acquisition - Loss of local funding
Information systems - Festival database - Difficult to obtain info. Calls not
returned
Research and development - Research of national artists to replace
local artist
- Development of the staff is
nonexistent
MANAGEMENT:
Strength: The supervisor has a vast amount of knowledge of the art world and about the organization’s business.
She can provide needed consistent leadership and information despite turnover in the board and with volunteers.
Weakness: Supervision of the permanent staff and the volunteers is severely deficient. The supervisor must take
in active role in managing the workforce while still allowing them the freedom to complete tasks as needed
MARKETING:
Strength: The use of diverse media allows the organization to reach local residents as well as national artist. The
continued use of multiple formats will allow the organization to spread its reach further.
Weakness: In contrast, the products used by the organization must be scrutinized properly for accuracy. This
manifested itself in an unfortunate issue with a volunteer. Oversight by the board can prevent such issues.
ACCOUNTING/FINANCE:
Opportunities: The organization has proven adept at grant writing and receiving monies need to fuel the festival
and the organization itself. Additional training for the staff in this area can improve results.
Weakness: With several local artists choosing not to attend the festival, grants and additional funding which was
provided based upon local artist participation may be lost. This must be a consideration of the finance committee.
INFORMATION SYSTEMS:
Strength: The staff and volunteers have reported that the ease of use for the Festival database allows for easy ticket
ordering and managing tracking of the attending artists with no loss of information.
Weakness: During our research, it has been found that numerous artists and patrons report telephone calls have
not returned, or that staff members are rude over the telephone. This is a major information system that needs
immediate attention.
RESEARCH AND DEVELOPMENT:
Strength: The organization has exhibited great foresight in secure national artists to replace local artist who no
longer participate.
Weakness: The skills of the staff and volunteers are considerably lacking. Development at all levels is needed to
increase the effectiveness of the organization.

11. CULTURAL WEB ANALYSIS
P a g e | 9 O c t o G r o u p C o n s u l t i n g
The cultural web below will guide you through each dimension of the community festival’s long held
beliefs and social behaviors. This will first reveal the issues that need to be changed and expose area
that will be the most difficult to adapt (Buchanan et. al., 2009).
The Cultural Web
THE PARADIGM
The paradigm is the festival is a community event that has been held every year for the past 43 years. This
festival showcases the talents and local artists showcase their talents and creations. Since these creations
are distinctive to the local talent, it attracts a large crowd of admirers that travel to the community to
experience and enjoy the festival.
RITUALS AND ROUTINES
This festival for the community is organized by a nonprofit organization. This is a tax-exempt group that
has held the festival for over 43 years. The festival has grown with the support that they attract from
small independent art galleries, patrons of the arts and merchants that are looking for unique artisan
merchandise for their special clientele.
STORIES
There are differing stories that are told by the core members of the community festival: supervisor,
permanent staff, and volunteers.
Ritutals and
Routines
Control
System
Stories
Organizational
Structures
The Paradigm
Power
Structures
Symbols

12. CULTURAL WEB ANALYSIS
O c t o G r o u p C o n s u l t i n g P a g e | 10
Supervisor: Cherishes the community festival because art is a personal passion so it’s natural to develop
a strong work ethic. However, the laissez-faire leadership employed by the supervisor is detrimental to
the organization. Management is non-authoritative, and the staff members are instead expected to fill
their responsibility as they see fit. Research has shown that this type of culture leads to the lowest
productivity in team members.
Permanent Staff: The festival’s management history is political. This has created a culture in which
permanent staff members are grasping for authority. They see the need to define their purpose and exert
their leadership on the only subordinates (they presume as), the volunteers.
Volunteers: The festival’s implementation is unorganized. The tasks, duties and chain of command is not
concrete or well communicated. While the volunteers possess the passion to serve in the advancement
of the arts, their work becomes burdensome due to lack of training and more so in dealing with the staff
members’ ego boosting demands.
SYMBOLS
The symbol employed by your organization immediately establishes the council as an organization
committed to art through painting, drawing, crafts etc. The logo is fun, spunky and refined in the right
places to still show professionalism.
CONTROL SYSTEMS
The primary support for the agency initially came from individual donators and, later, grants which
supported the annual event and the ongoing educational programs. As local funding was lost, additional
funding now is being sought through grants (Bandow, Matuska & Anderson, n.d.).
POWER STRUCTURES
There is a board of directors and a staff limited to no more than 5 employees which work on a permanently
basis. The members of the board of directors are comprised of supporters of the community and arts.
Some of these positions are also appointees of political affiliations. None of the members on the board of
directors have experience in running a business (Bandow, Matuska & Anderson, n.d.). Volunteers from
the community also support the festival by assisting when needed with tasks that would be assigned to
them.
ORGANIZATIONAL STRUCTURES
As the Board of directors, you administer a top down approach of management relating to certain aspects
of the festival. Aspects such as securing funding, developing marketing campaigns, implementing change

13. CULTURAL WEB ANALYSIS
P a g e | 11 O c t o G r o u p C o n s u l t i n g
to address the festivals changing needs i.e. local talent participation decline led to incorporating different
genres of art and opening vendor participation to popular artists outside of the community. There are
tasks in which you share your leadership with the supervisor. These tasks consist of staffing and talent
development.
The supervisor’s tasks are mostly integrated with the permanent staff. These tasks include informal and
formal duties which could include locating the venue, securing artists spots, interviewing and onboarding
volunteers etc. These tasks are expected to be done by anyone who is available to has first identified the
need. There is no clear final authority over each individual section but rather persons are responsible to
know the status of the project until more help (volunteers) arrive. The volunteers are sometimes
responsible for these informal tasks (i.e. Mark and his duties) as well as printing, copying, serving and
working the festival.

14. STRUCTURAL DILEMMAS ANALYSIS
O c t o G r o u p C o n s u l t i n g P a g e | 12
The Octo Group provided the questionnaire shown below to all board members, full-time staff members
and 15 volunteers.
Thinking specifically in the context of your organization, please respond to each of the following statements.
A score of 1 represents very strong agreement with the statement on the left-hand side. A
score of 4 represent the view that the two aspects are well balanced.
A score of 7 represent very strong agreement with the statement on the right-hand side.
Differentiation has not affected integration Differentiation has affected integration
1 2 3 4 5 6 7
Key tasks go unallocated There’s too much overlap of tasks
1 2 3 4 5 6 7
Staff are underused Staff are overloaded
1 2 3 4 5 6 7
Roles are not clear enough Roles are too narrowly defined
1 2 3 4 5 6 7
Staff are left to work on their own too often Staff can’t work on their own enough
1 2 3 4 5 6 7
Controls are too loose Controls are too tight
1 2 3 4 5 6 7
Changes may be needed where your organization has responded with a 1 or 2, or a 6 or 7.

15. READINESS FOR CHANGE
P a g e | 13 O c t o G r o u p C o n s u l t i n g
1. The change proposal has been financially justified as giving an adequate return on investment.
no financial justification 1 2 3 4 5 6 7 full financial justification
2. The assumption on which the financial justification is based has been fully defined.
assumption not defined 1 2 3 4 5 6 7 assumption clearly defined
3. The costs of the proposed change have been realistically predicated--that is, all possible costs have
been identified.
cost not identified 1 2 3 4 5 6 7 all cost identified
4. The costs of disruption to the present system have been specifically identified.
disruptive cost not identified 1 2 3 4 5 6 7 disruption cost identified
5. The leadership of proposed change has been identified.
change leadership not identified 1 2 3 4 5 6 7 change leaders identified
6. The leadership of proposed change are willing volunteers.
change leadership are not
willing volunteers
1 2 3 4 5 6 7
change leadership are willing
volunteers
7. A comprehensive implementation plan for the proposed change has been prepared.
no comprehensive plan 1 2 3 4 5 6 7 comprehensive plan prepared
8. All of those who could comment on the plan have adequate time to study it.
no adequate comment 1 2 3 4 5 6 7 full comments available
9. Care has been taken to ensure that the risks inherent in the proposed change have been identified
and assessed.
risks not identified nor assessed 1 2 3 4 5 6 7 risks identified and assessed
10. Outside comment from an impartial specialist has been invited to share wisdom of the proposed
change.
no external comment invited 1 2 3 4 5 6 7
comprehensive external
comment invited
11. Consideration has been given to the new skills that will be required for effective implementation of
the proposed change.
no consideration of skills
requirement
1 2 3 4 5 6 7
full consideration of skills
requirement
12. All those who could inhibit or stop the changes have been identified.
potential blockers not identified 1 2 3 4 5 6 7 potential blockers identified
13. A strategy has been revised for winning over all those who could inhibit or stop the proposed
changes.
no "winning over" strategy
identified
1 2 3 4 5 6 7
comprehensive "winning over"
strategy identified
no clear links with strategic
plans
1 2 3 4 5 6 7 clear links with strategic plans

16. READINESS FOR CHANGE
O c t o G r o u p C o n s u l t i n g P a g e | 14
15. Those responsible for the proposed change have studied the nature and outcomes of similar
initiatives in other organizations.
no other organizations visited or
reviewed
1 2 3 4 5 6 7
several other organizational
visited and reviewed
16. Although based on similar initiatives elsewhere, the need to tailor the proposed changes to your
organization has been recognized.
no allowances made for
customization
1 2 3 4 5 6 7
realistic allowances made for
customization
17. Clear success criteria and success measures have been identified.
no success criteria or measures
identified
1 2 3 4 5 6 7
comprehensive success criteria
and measures identified
18. Procedures have been established to help your organization learn from experience of implementing
change.
no learning procedure in place 1 2 3 4 5 6 7
comprehensive learning
procedures in place
19. Top management is deeply committed to the success of the proposed changes.
no top management
commitment
1 2 3 4 5 6 7
full top management
commitment
20. The overall leadership of the proposed change is able and willing to exercise decisive leadership.
uncertain overall leadership 1 2 3 4 5 6 7 superior overall leadership

17. ORGANIZATIONAL CHANGE STRATEGY
P a g e | 15 O c t o G r o u p C o n s u l t i n g
ORDER LEVEL OF CHANGE
Octo Group Consulting recommends The Yoknapatawpha Art Council employ first-order change to improve the
organization. The council accomplishes its mission to provide art outreach to the community through numerous
programs and the annual art festival. The core mission of the council is being met and does not need to be changed;
however, the organization is being led in an ineffective manner and will fail in time unless action is taken. To prevent
this, Octo Group Consulting has laid out the recommendations below will keep the organization’s mission the same
yet bring about the required change in behavior to correct the organization’s management issues.
PRIMARY RECOMMENDATIONS
Developing an organizational chart: Developing an organization chart would help identify who is responsible for
each phase of the art festival. This would allow management to hold those accountable for the duties of making
sure the festival is organized and reaching the full potential for the community.
Creating an executive management team: This would help eliminate the Board of Directors being involved in
daily operations, this would allow an experienced team to implement changes with their experience of management
to ensure that issues are handled quickly and efficiently. implementation of this aspect of the primary change
recommendations.
Evaluate the role of the Board of Directors: Evaluate the role of current board members to determine the need
of involvement of each one and how their involvement influence the production of the art festival process.
Create SOPI for employee training and development: Creating a standard way of training and developing all
employees and volunteers so that any area that has been lacking in skills can be corrected. This would also increase
the productivity of the organization in responding to problems quickly and elimination errors as the staff would be
informed how to handle situations.
Analyze and Modify Organizational System: Evaluate the organization on how it operates and the process for
choosing the staff and volunteers. Make sure that the system recruits staff and volunteers that have beliefs that will
help develop the festival into an event that will display the concept and direction of the community.
CONCLUSION
This case analysis has shown that the art festival organization needs change. They need to alter their leadership,
behavioral practices and relationship with the community. This case shows that the art festival Board of Directors
needs to develop a way to foster the relations with the community to organize an art festival that will encourage
and continue growth for the community.

18. REFERENCES
O c t o G r o u p C o n s u l t i n g P a g e | 16
Yoknapatawpha Arts Council. (2014). Yoknapatawpha Arts Council Programs. Retrieved from:
https://www.oxfordarts.com/programs
United States Census Bureau. (n.d.). QuickFacts, Oxford city, Mississippi. Retrieved from:
https://www.census.gov/quickfacts/fact/table/oxfordcitymississippi/PST045217
Reyburn, S. (2018, August 25). How art may become a casualty of US-China trade war. The New York Times.
Retrieved from: https://www.cnbc.com/2018/08/25/will-art-become-a-casualty-of-us-china-trade-
war.html
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