1. CULTURE, MOTIVATION, AND CHANGE, OH MY:
A CASE STUDY AT THE TOLEDO ZOO
Kristine Hoover
Bowling Green State University
Case Objectives and Use
An executive director of a nationally renowned zoo has been in the job for almost a year. During
this time, the Zoo has begun to face the major challenge of enhancing motivation and moral
along with the strategic focus of the organization. The case allows students to focus their
attention on how to develop effective goals and on the role of employee involvement as it relates
to goal setting. In addition, students will be able to recommend actions for the executive director
to facilitate a successful planned change process. The case was developed for the use in
undergraduate management, leadership, and organization development courses.
Case Synopsis
This is a case study of the Toledo Zoo over a 6 year period of time. The award winning Zoo has
had an exceptionally successful track record based on public attendance and on recognition from
professional associations. Beginning in 2001 with the death of a Zoo animal and followed by the
firing of the Zoo veterinarian in 2004, the Zoo undertook an employee survey as a means to
improve morale that may have been sagging as a result of these events. Outcomes of the survey
indicated that although there were issues that were perceived favorably by the employees, a large
percentage of the employees reported some unfavorable opinions about the Zoo’s
communication and leadership/management. In 2006, a new executive director was hired. Part of
the expectations for her leadership include motivating the employees and increasing the overall
effectiveness of the Zoo. The focus of this study is on understanding goal setting theory and the
use of a culture survey as a diagnostic tool for targeting focal areas for organizational change.
The author developed the case for class discussion to explore use of various management concepts. The case,
instructor’s manual, and synopsis were anonymously peer reviewed and accepted by the North American Case
Research Association (NACRA) for its annual meeting, October 18-20, 2007, Keystone , CO.
All rights are reserved to the author and NACRA. © 2007 by Kristine Hoover. Contact person: Kristine Hoover,
College of Business Administration, Bowling Green State University, BA 3013, Bowling Green, OH 43403, 419-
372-8450, Hoover@bgsu.edu.

2. Culture, Motivation and Change Case Study 1
Running head: CULTURE, MOTIVATION AND CHANGE CASE STUDY
Culture, motivation, and change, oh my: A case study at the Toledo Zoo
Kristine Hoover
BA 3013
Bowling Green State University
Bowling Green, Ohio 43403
Ph: 419-372-8450
Fax: 419-372-6057
Email: hoover@bgsu.edu
The author would like to thank the Toledo Zoo, Dr. J. Gillespie, and Denison Consulting for their
support and acknowledge the efforts of Bowling Green State University graduate students in
PSYC 758 during Spring 2007 for their work to complete the culture survey and the Toledo Zoo
Culture Assessment: Final Report.
Review copy for use of the Case Research Journal. Not for reproduction or distribution.
June 11, 2007.

3. Culture, Motivation and Change Case Study 2
Case Manuscript
“To be one of the world’s outstanding zoological institutions.” That is the vision of the
Toledo Zoo and it is the challenge faced by the Zoo’s new Executive Director. The Toledo Zoo
is one of approximately 500 zoos in the United States with total industry combined annual
revenues of $1.8 billion (NAICS code 7121). The zoo industry as a whole is undergoing
considerable change as it struggles to balance pressures for wildlife conservation and
entertainment. Conservation activities such as educational programs, management of wildlife,
and recovery programs for endangered species must be financially supported through revenues
generated by patrons who may also view zoos as tourist attractions.
Research suggests that in order for zoos in general to remain viable in today’s
marketplace, they must strategically identify target markets, focus on visitor satisfaction, ensure
animal welfare, and enhance their creditability as providers of wildlife conservation and
education. In addition to the common struggles that many zoos face, the Toledo Zoo faces some
additional challenges. Patronage of zoos is dependent upon local income and tourist travel. The
Toledo Zoo lacks some of the benefits of higher incomes and accessibility afforded attractions in
other larger cities. The major industry in the Toledo area is industrial manufacturing, which has
declined in recent decades. Toledo also has a declining population, measuring less than 300,000
in 2006. However, Toledo is home to one of the busiest ports on the Great Lakes and benefits
from being the nation's third busiest rail hub and 15th-busiest air cargo hub. It is uncertain as to
whether these transportation assets can be translated into the benefit of increased zoo patronage.
The question is, can the new Executive Director successfully lead the Toledo Zoo in this
environment?

4. Culture, Motivation and Change Case Study 3
Toledo Zoo background
The vision for the Toledo Zoo is supported by its mission statement: “Our mission is to
promote wildlife and its conservation through excellence in animal management, educational
programs, and scientific activities while providing our visitors with an enjoyable, recreational,
and family-oriented experience.” The Zoo warmly welcomes guests to learn about the 4,000
species that call this much loved collection of architecture and gardens their home. Adored
residents have included Babe, the elephant and Puddles, the baby hippo. The Zoo offers patrons
the opportunity to visit the world-famous Hippoquarium as well as exhibits for Apes, Siberian
tigers, Asian sloth bears, African wild dogs, and many other creatures. Recently, the Zoo was
also able to lay claim to being home to three of only four newborn polar bear cubs in North
American Zoos. In 2003, the Toledo Zoo received the North American Conservation Award
from the American Zoo and Aquarium Association for the Oak Savanna Butterfly Conservation
program.
Works in progress according to the master plan include a Butterfly house opening, a new
children’s Zoo design, and aquarium improvements funded in part by $8.6 million a year in
revenues from a 10-year capital improvement levy. With 875,000 to sometimes more than
1,000,000 visitors each year, the Zoo has been a popular destination location. To maintain
operations, the Zoo has approximately 150 full time employees (both union and non-union) and
500 seasonal employees. The average tenure of a Zoo employee is 12 years of service.
The beginning signs of trouble
In 2000, the Zoo celebrated its centennial with great fanfare. The history was documented
in photographs and prose, and many special events took place. Unfortunately in 2001, a giraffe

5. Culture, Motivation and Change Case Study 4
named George died at the Zoo. Based on an internal investigation, the death was blamed on a
failure of animal keepers and curators to communicate. In 2004, the Zoo administration replaced
the attending veterinarian after warnings regarding the veterinarian’s poor communication skills
and intimidation of other employees. A financial settlement was eventually awarded to the 22-
year chief veterinarian, at which point the long time Executive Director stepped down without
further notice. The Executive Director had been with the Zoo since 1975 and was only the fourth
person to hold the position of Zoo Executive Director since the Zoo’s humble beginnings. A
great deal of public concern had emerged with the firing of the beloved veterinarian and a series
of follow up activities ensued, including an employee survey and the formation of a County
Commissioners’ task force to review operations, both of which occurred in 2005.
The 2005 employee survey asked about animal care, communication, fairness, leadership,
quality, and compensation. Results of the survey indicated that overall employee satisfaction was
good, with 68.9% of the responding employees answering favorably to the question “Overall, the
Zoo is a good place to work.” Teamwork, communication, and leadership/management were
indicated as areas in need of improvement. As the vice-chairman of the Zoo Board had stated in
a May 26, 2005 press release, the Zoo had a clear intention of using the employee survey data as
a “benchmark for measuring future progress.”
Recovering from difficult times
The Zoo Board had committed in 2005 to continue to measure progress and on-going
efforts to improve the Zoo. Following the several years of upheaval since 2001, in April 2006, a
new Executive Director was hired. In 2007, the Executive Director and Director of Human
Resources engaged graduate students from the Department of Psychology at a Midwest State

6. Culture, Motivation and Change Case Study 5
University to administer a culture survey. With input from the Zoo’s leadership, the project team
chose the Denison Organizational Culture Survey (DOCS) for its use as a tool that could provide
a good basis for future action planning efforts. The Denison Model is a diagnostic tool used to
measure organizational culture around four primary traits: adaptability, involvement,
consistency, and mission. Research has indicated that an effective culture as defined by the
Denison Model is related to financial performance metrics, employee satisfaction, and customer
satisfaction. From the perspective of the Executive Director and based on the 2005 intervention,
a driving question was “To what degree do the multiple departments and various levels of the
organization work together in a synergistic way to maximize overall performance?”
The project team administered the Denison Organizational Culture Survey (DOCS) and
conducted several focus groups with Zoo employees in order to collect additional information for
action planning and organizational change efforts. Given the concerns expressed by the Zoo
leadership, deliberate steps were taken to involve the employees of the Zoo in the culture study
in both the survey process design, as well as through focus groups.
Data collection process
Although the change initiative was lead by the Executive Director and Director of Human
Resources, to be effective the process required participation and input from the management
group as well as from the front line employees. This was especially a concern given that there
was still some residual discomfort over the unrest caused by the staffing changes in the
veterinarian’s and Executive Director’s positions.
The project team met with the Zoo Senior Management Group (SMG) to establish a
relationship with Zoo employees, to identify and address concerns about the upcoming culture

7. Culture, Motivation and Change Case Study 6
survey and focus groups, and to determine how to analyze the data. The project team also met
with a group of Zoo employees who were selected to assist the project team with survey efforts.
The project team collected information about appropriate wording of the survey, thoughts about
the 2005 assessment, and issues that should be considered when implementing the DOCS. The
process was also introduced at a Zoo-wide meeting to all Zoo employees.
In the survey process, each of the four DOCS primary traits (adaptability, involvement,
consistency, and mission) were measured. The survey had a 98% response rate, with 142
employees voicing their opinions. The high level of participation seemed to be an indication of
the desire by employees to work toward improving the Zoo and positive change.
Focus groups were conducted with approximately 30% or 50 of the Zoo’s full time
employees. Six focus groups were held; all of the individuals that signed up to participate did
indeed participate. The focus group questions were structured around the four cultural traits
(adaptability, involvement, consistency, and mission) to encourage alignment between the two
data collection processes. In several of the focus groups, there was little to no “down time” as
employees were willing to share experiences, reminisce, and listen to each other.
Survey results
Results of the survey were analyzed at many levels. Combined overall responses, as well
as senior management group (SMG) and non-senior management group (NMG) analysis yielded
the most informative data. Although the Zoo employees as a whole indicated the opportunity for
improvement in all of the four trait areas of the DOCS, an area of relative strength was the Zoo’s
ability to empower and develop employees, and also to create a vision. The survey items that
received the most positive responses also indicated relative strength in the organization’s

8. Culture, Motivation and Change Case Study 7
flexibility regarding both customers and employees. However, the data shared by the employees
also indicated a relatively low ability to agree and focus on the strategic direction and goals, and
objectives for the organization.
In addition to analysis of the overall responses, each of the traits was analyzed by
comparing the senior management group (SMG) to non-senior management group (NMG)
perceptions. There were 16 senior managers and 113 non-senior managers that had completed
the survey. These two groups saw the Zoo through very different lenses. In general the SMG
perceived the culture of the Zoo to be more effective than the non-senior management group in
every area surveyed. The portrait painted by the SMG was one of an effective culture in general.
Alternatively, data from the NMG suggested a meaningful disconnect between the two groups.
Whereas the NMG responses still pointed to employee involvement as a relative strength, the
overall profile was considerably less positive than that provided by the SMG.
Focus group results
Participants in the focus groups shared a great deal of information. Although the
conversations were always respectful, it was not uncommon for participants to sometimes
interrupt each other due to the clear passion and commitment they felt towards the Zoo and the
animals. Diverse departments were represented among the participants in each of the sessions.
There were both union and non-union employees, as well as animal care providers and non-
animal care providers. Employees with both long and short tenure participated. Through the
focus groups, it was clear that employees became aware of common perceptions and unique
experiences that each faced as an employee of the Zoo. A general sense of appreciation for the
opportunity to talk openly about their opinions was evident.

9. Culture, Motivation and Change Case Study 8
Each of the six focus groups began by asking participants how optimistic they were about
the Zoo’s current culture, and what they were most concerned about. Following the focus group
questions about Denison’s four traits, participants were asked if they had any other helpful
information about the Zoo’s culture to offer and what could be done to make the most of this
diagnostic process. There were stories such as employees in one department being written up for
rule violations (e.g. being late or using mobile phones) in some departments whereas in other
departments the policy were more lax or not enforced. Frustration was also voiced about a lack
of information about why decisions were made, followed by simple requests for more
information so that employees could better understand their leaderships’ actions. Other stories
indicated a concern for greater attention to be given to conservation efforts with suggestions for
greater funding for the conservation area and use of more environmentally friendly practices,
such as not putting animal waste in plastic bags and using less plastic foodservice plates and
cups. Through it all, the underlying sense of pride in their work, commitment to each other, and
desire for quality did not waiver. Between touching stories, participants mentioned the need to be
able to spend more time sharing information and answering questions with zoo visitors as well as
being able to gain more knowledge themselves through trainings and programs like Dinner with
the Doctor.
At the conclusion, additional concerns were raised regarding actions to be taken once the
DOCS process was completed. Participants wanted a voice both in the survey process (e.g. focus
groups) and in action planning. They valued mixing with employees from other areas and wanted
to see follow through by management. There was a desire for clear communication of results and
as well as rationale for decisions made regarding planning. When each focus group ended, there

10. Culture, Motivation and Change Case Study 9
was a sense that the participants had gotten to know one another better and desired to continue to
expand the communication process to create tangible changes for the Zoo.
Next steps
The Zoo leadership and employees are anxious to implement positive change. The
difficult job now lies with the leadership to design a change process using the data from the
culture survey and focus groups. How can the leaders motivate their employees to embrace the
change? Can the culture at the Zoo be changed? What steps are important to create a successful
change process? They know there is much work ahead, but they are confident that armed with
the data, the future will be different.