Readthe The One Acre Fund case. Using ethical theories and principles learned in this course, especially solidarity, analyze the moral worth of the decisions made in The One Acre Fund. Also discuss the various options open to The One Acre Fund and choose the one you think would have been the best. Justify the choice you make using resources from this course. 350 words. Lecture: https://youtu.be/tlFfsf5eFJA http://www.newadvent.org/cathen/14474a.htm Rubric: The One Acre Fund case: Andrew Youn’s career path seemed to be headed in a predictable direction. After graduating with honors from Yale and finishing his MBA at the prestigious Kellogg School of Management, this son of Korean immigrants who grew up in St. Paul, Minnesota, dreamed of becoming a strategic consultant for a large Fortune 500 company. However, after an extended internship in rural Kenya, where Andrew had the opportunity to interview subsistence farmers, he began to refocus his entrepreneurial drive. He realized that the lives of African farmers could be radically transformed by a relatively minuscule investment. According to Youn, “The sheer magnitude of what we can accomplish from a humanitarian perspective with very little resources is just staggering.” Youn and cofounder John Gachunga’s epiphany gave birth to the One Acre Fund (OAF), which provides microfinance, supplies, and insurance to rural African farmers. While OAF is a nonprofit organization driven by compassion, it does not treat farmers as charity cases and does not function as a charitable organization that simply hands out cash and resources without any obligation to repay. In fact, OAF was designed to function on a sustainable business model that lends money and resources to farmers and expects repayment based on a schedule determined by seasonal harvests and market conditions rather than by the more rigid schedules of traditional microfinance. One of the problems Youn recognized during his internship in rural Africa was the way traditional microfinance had been designed around the needs of people who sold products and services in urban markets. This supported an unsustainable growth of urban micro-entrepreneurs to the neglect of farming and rural development. Because the income of farmers is not constant, but rises and falls according to the seasonal harvest, they had a difficult time attracting microfinance dollars because most of these monies were offered only under regimented repayment conditions that the farmers could not meet. Because of this lack of credit, supplies, and training, rural farming communities were languishing, and farmers were consigned to live in persistent conditions of poverty. In response to these circumstances, the One Acre Fund sought to work with rural farmers in Burundi, Rwanda, and Kenya to provide a package of agricultural goods and services that would change the market equation that had left the farmers no better off than when they began. The fund set up its training, credit, s ...

1. Readthe The One Acre Fund case. Using ethical theories and
principles learned in this course, especially solidarity, analyze
the moral worth of the decisions made in The One Acre Fund.
Also discuss the various options open to The One Acre
Fund and choose the one you think would have been the best.
Justify the choice you make using resources from this course.
350 words.
Lecture:
https://youtu.be/tlFfsf5eFJA
http://www.newadvent.org/cathen/14474a.htm
Rubric:
The One Acre Fund case:
Andrew Youn’s career path seemed to be headed in a
predictable direction. After graduating with honors from Yale
and finishing his MBA at the prestigious Kellogg School of
Management, this son of Korean immigrants who grew up in St.
Paul, Minnesota, dreamed of becoming a strategic consultant for
a large Fortune 500 company. However, after an extended
internship in rural Kenya, where Andrew had the opportunity to
interview subsistence farmers, he began to refocus his
entrepreneurial drive. He realized that the lives of African
farmers could be radically transformed by a relatively
minuscule investment. According to Youn, “The sheer
magnitude of what we can accomplish from a humanitarian
perspective with very little resources is just staggering.”
Youn and cofounder John Gachunga’s epiphany gave birth to
the One Acre Fund (OAF), which provides microfinance,
supplies, and insurance to rural African farmers. While OAF is
a nonprofit organization driven by compassion, it does not treat
farmers as charity cases and does not function as a charitable

2. organization that simply hands out cash and resources without
any obligation to repay. In fact, OAF was designed to function
on a sustainable business model that lends money and resources
to farmers and expects repayment based on a schedule
determined by seasonal harvests and market conditions rather
than by the more rigid schedules of traditional microfinance.
One of the problems Youn recognized during his internship in
rural Africa was the way traditional microfinance had been
designed around the needs of people who sold products and
services in urban markets. This supported an unsustainable
growth of urban micro-entrepreneurs to the neglect of farming
and rural development. Because the income of farmers is not
constant, but rises and falls according to the seasonal harvest,
they had a difficult time attracting microfinance dollars because
most of these monies were offered only under regimented
repayment conditions that the farmers could not meet. Because
of this lack of credit, supplies, and training, rural farming
communities were languishing, and farmers were consigned to
live in persistent conditions of poverty.
In response to these circumstances, the One Acre Fund sought
to work with rural farmers in Burundi, Rwanda, and Kenya to
provide a package of agricultural goods and services that would
change the market equation that had left the farmers no better
off than when they began. The fund set up its training, credit,
supplies, and insurance programs so that the farmers would pay
for these on a schedule tied to the harvest cycle. The farmers
repay their loans at harvest time, and those repayments are
recycled back into the fund so that other farmers can then use
those monies to support and expand their operations. D.
Stephanie Hanson, the director of policy and research at OAF,
claims, “Because we’re charging for the good or service it
means we can [ensure financial] sustainability as an
organization.”
The flexible loan terms set OAF programs apart from other
nonprofit microfinance organizations. In many ways, OAF gives
farmers the capacity to set their own repayment schedule with

3. the caveat that the loan must be paid in full after the harvest. In
addition, the program makes provisions for drought, crop
failure, or other natural disasters that would prevent repayment
and offers farmers the opportunity to purchase insurance to
protect them from these adverse circumstances. Loans can also
be forgiven in extreme situations in which farmers face
unforeseen calamities.
Over its first half-decade of existence, the OAF received
numerous grants and awards for its innovative approach to
development financing from such prestigious foundations as the
Echoing Green Fellowship, the Draper Richards Foundation, the
Pershing Square Foundation, and the Skoll Foundation. In many
cases, the awards were made not only on the basis of OAF’s
unique and innovative approach to rural farming microfinance
but also in response to the values espoused and put into
practice. The One Acre Fund lists six key values that inform its
operations:
1. Humble Service—We meet farmers in their fields and we
get our shoes muddy. Farmers are our customers and we serve
them with humility.
2. Hard Work—We work hard everyday. We execute with
world-class professionalism and business excellence. Farmers
deserve nothing less.
3. Continual Growth—We improve every season. We work
with determination to meet our goals and then stretch ourselves
by raising the bar even higher.
4. Family and Leaders—We bring together the best leaders
and build long-term careers. We care for team members like
family.
5. Dreaming Big—We envision serving millions of farm
families. We build for scale with every idea and solution.
6. Integrity—We do what we say, and our words match our
values.
After six years of operation, the results speak for themselves.
OAF has experienced rapid growth in the number of families
served, from 5,000 in 2006 to 125,000 in 2012. Like many other

4. microfinance organizations, OAF enjoys a very high repayment
rate on its loans and services—99 percent. On average, farmers
who use the fund triple their yields in the seasons following
their enrollment in the program.
1
3
Need for Change Vision Statement
Team 1
Cedric Alexander, Chevez Clarke, Patty Dirschel, Nicole
Huisken, Johnny Macias, Rob Miller
HRM/310
August 4, 2019
Dr. Kyle S. Steadham, Facilitator
Memo
To: Dr. Kyle S. Steadham, Facilitator
From: Team 1
Date: August 4, 2019
Re: Terra Nova Consulting - Need for Change Vision
Statement
Section 1- Introduction
This memo discusses the case study of Terra Nova Consulting
and the proposed strategies to help create change in a positive
way. Terra Nova consulting has grown into a global firm within
the industry. They possess five offices on five continents and
have been respected and successful with their approaches. TNC
believes that it is time for change to meet the challenges of the
future (Cawsey, Deszca, & Ingols (2016). It’s time for
executives to come together and propose strategies that will
help propel that successful change needed for the future. With
belief that change is needed, there is tremendous confidence in

5. the minds that will come together to help create a successful
and profitable business in the future. This memo will introduce
three possible avenues to making that change. It will further
identify the one best fit with the needs of the company. Finally,
it will propose why Terra Nova needs this change and the vision
for the future of the organization.
Section 2- Proposed Strategy Summary 1 of 3
Terry O’Reilly faced an extreme level of reluctance to change
from the senior partners of Terra Nova Consulting. Based on
these sentiments the team will need to revise the strategy of
change implementation. The first step in the proposed strategy
would be to institute the Change Path Model introduced by
Cawsey et al (2016). The first step in the process would be to
gain support from the senior partners and awakening the need
for change from within the organization. O’Reilly would be
able to accomplish this by developing relationships with senior
partners through one on one meetings or in small groups. He
would be able to discuss the need for changes in the
organization and propose alternative solutions to the lagging
financial situation that the company is currently facing. Once
he has gained a strong support system of senior management,
O’Reilly can branch out and gain the support of key individuals
throughout the organization. Once he has a team composed of
strong change initiators, he can reintroduce the changes that he
intended to make in rebranding the organization. Having
individuals in the company that buy into the reasons behind the
change will help make the process a success. The change
process can be mobilized by creating a formal vision for change
and change plan, and disseminating information about the
changes to employees. O’Reilly will need to explain the current
financial situation and the desire to strengthen the culture and
the involvement of all employees by increasing employee shares
and preparing the company for global expansion through
rebranding. The next step will be accelerating the process by
implementing the change process and proceeding through each

6. step detailed in the formal change plan. During the last stage of
the process, institutionalization, the vision will be realized and
the organization can begin the process of evaluating whether or
not the changes were successful. It will also be important at
this stage for the company to continue monitoring the change
initiatives and assure that the organization is reaching its
potential. (Cawsey et al, 2016)
Section 3- Proposed Strategy Summary 2 of 3
The senior partners of Terra Nova Consulting are refusing
change, but nevertheless they know change is needed. The
second proposed strategy would be the Giving Voice to Values
by Gentile, (Cawsey et al, 2016). In the past, some of these
senior employees have tried to get around change by finding
loopholes to get what they want; this strategy will help them
realize that and stop. Little do they know they are working
against the company when they do that. This company holds
true to its values and it is very important that all employees
understand this as well. The first step in the process would be
clarify what the companies values actually are and make sure
everyone understands them. Next they need to understand the
implication of their actions within the company. They need to
understand that by holding back and not wanting to change the
company’s name they are hurting the company and ultimately
themselves. Lastly, all employees will need to truly believe in
the companies’ values and ethics and know that they agree with
them. Without complete agreement and cooperation, the
company cannot turn around and be great again.
Section 4- Proposed Strategy Summary 3 of 3
The need to change the company's logo and slogan, as well as
the name, have been faced with massive reluctance by the top
stakeholders, despite Terry O'Reilly giving a vivid explanation
on the importance of embracing this change. The proposed
strategy will be the Kotter's change model, which will improve
the Terra Nova's capability to change while increasing their
chances of success. Following the steps depicted in Kotter's

7. model will adequately adapt to implementing change and avoid
possible failures. Creating the right climate for change, linking
the transition to the overall organization's objectives plus
implementing and consolidating the move will make the
employees accept and participate in the change process (Mishra,
2013).
The first step in this model focuses on creating a sense of
urgency where open, honest, and convincing dialogue will have
to deployed to convince the stakeholders to recognize the
importance of the change. The second step will involve creating
a guiding coalition that will manage all efforts aimed at
encouraging the employees to accept, cooperate, and take a
constructive approach (Mishra, 2013). The third step in this
model will involve creating a vision for the change to let every
stakeholder understand what the organization is striving to
achieve. Forth, communicating the vision will generate support
and acceptance among the stakeholders.
Fifth, remove existing obstacles likely to undermine the vision
by encouraging acceptance of the vision to the stakeholders
through embracing their insights. The sixth step will comprise
of creating short-term wins, which will give employees about
what is going on. Such may include such things as
acknowledging and rewarding those actively participating in the
change (Mishra, 2013). The seventh step to be considered is to
consolidate improvements in the slow-going processes driven
towards overall corporate culture. The last step will include
anchoring the changes where values and standards will be in
line with the stakeholder's behavior and the established vision.
Section 5- Strongest Fit Strategy
While each strategy for organizational change has its merits,
Cawsey’s Change Path Model is the best fit for Terra Nova
Consulting. The Change Path Model addresses the main issue
faced by Terry O’Reilly in implementing change at Terra Nova.
Introducing changes into the organization without receiving
support of the various levels of the organization is difficult at

8. best, as shown by the reception O’Reilly’s presentation received
at Terra Nova (Cawsey et al, 2016). It is impossible to
implement change in the group without creating and articulating
a vision that can be accepted by the group (Haque, TitiAmayah,
& Lu Liu, 2016). The reaction of the board supports the idea
that organizations must be made ready for change. When
presenting the change from Terra Nova Consulting to TNC,
O’Reilly experienced a group that was not ready for change
(Cawsey et al, 2016).
Even though readiness for change is critical in the success of
change efforts, other factors contribute to the outcome. One of
the keys is to have a well-developed plan for change. The
Change Path Model allows the change leader to develop the full
plan from developing support to implementing and evaluating
the effects of the change effort. The Change Path Model gives
the organization a step-by-step process, with which to
concentrate the change effort (Cawsey et al, 2016).
Section 6- Need and Vision for Change
In order for Terra Nova Consulting to assure its future success
the company will need to determine a clear need for change and
implement a vision for that change. The need for change has
been established due to the lack of employees that are willing to
reinvest in the company by purchasing shares. In order for the
company to remain employee owned they will need a firm
commitment from their employees. The company also needs to
reinvent itself by positioning the company for global expansion.
The future for the company will be established by involving
employees at all levels of the company, involving these
employees in company decisions, and effectively implementing
an ongoing change process. When the employees feel that they
have an impact on the organization they will be willing to invest
in the company and in their future. The vision statement for the
newly minted organization will be, “Building our future
together, one block at a time.” This vision statement
establishes that each employee is an important part in building
the future of the company.

9. Section 7- References
Cawsey, T.F., Deszca, G. & Ingols, C.A. (2016). Organizational
change: An action-oriented toolkit (3rd ed.). Thousand Oaks,
Ca. Sage Publications
Haque, M., TitiAmayah, A. and Liu, L. (2016), "The role of
vision in organizational readiness for change and growth",
Leadership & Organization Development Journal, Vol. 37 No. 7,
pp. 983-999.
Mishra, S. (2013). Relevance of Kotter’s Model for Change in
Successfully Implementing Lean. IFIP Advances in Information
and Communication Technology, 540-547. doi:10.1007/978-3-
642-41263-9_67
Section 8- Grading Rubric

10. HRM310 Week 4 Grading Rubric Learning Team Memo (Rev.
7-7-19)
RUBRIC INSTRUCTIONS FOR STUDENT: After you
complete your references section in your assignment, copy and
paste this grading rubric to your Word document. That way, I
can give you structured feedback in a more organized way. I can
also evaluate your papers more quickly.
Review the following resources before creating the memo:
· Week 4 Grading Rubric – Learning Team
· Memo Template & Format Guidelines
· Guide to Peer-Reviewed References & APA Formatting
· Case Study 1 Building Community at Terra Nova Consulting
located on page 396 of Chapter 11 in Organizational Change OR
Case Study 5 Ellen Zone - Leading Change at Tufts/NEMC
located on page 448 of Chapter 11 in Organizational Change
Discuss as a team and decide by consensus which case study
you will use for the Complete Change Plan assignment in Week
5.
Discuss the requirements of the Week 5 team assignment by
looking ahead to see what will be required for the Complete
Change Plan assignment.
Assess strategies for organizational change in the case study
that your team selected.
Prepare a memo of at least 700 words written in third person.
You must address the following topics below in order using the
section headers (labels) in bold:
· Section 1- Introduction (<-- this is a section header) -
describes what the memo is going to be about; it mentions the
upcoming sections.
· Section 2- Proposed Strategy Summary 1 of 3 (<-- this is a
section header) – In this section, summarize and explain the
basis for proposed strategy 1 of 3.
· Section 3- Proposed Strategy Summary 2 of 3 (<-- this is a
section header) – In this section, summarize and explain the
basis for proposed strategy 2 of 3.

11. · Section 4- Proposed Strategy Summary 3 of 3 (<-- this is a
section header) – In this section, summarize and explain the
basis for proposed strategy 3 of 3.
· Section 5- Strongest Fit Strategy (<-- this is a section header)
- In this section, justify which strategy is the strongest fit with
the change initiative contemplated for the team’s Complete
Change Plan due in Week 5.
· Section 6- Need and Vision for Change (<-- this is a section
header) – In this section, develop a statement that addresses the
need for change and vision for the change.
· Section 7- References (<-- this is a section header) - have at
least 2 peer-reviewed sources in addition to the Organizational
Change text, for a total of 3 peer-reviewed/scholarly references
in APA format (with authors and dates). The references are
incorporated throughout the memo with correct APA in-text
citations.
· Section 8- Grading Rubric (<-- this is a section header) - The
8th section contains this grading rubric.
Post your assignment as a Microsoft® Word document. Click
the Assignment Files tab to submit your assignment.
Content 50%
Points Available
30 Max
Points Earned
Section 1- Introduction (<-- this is a section header) - describes
what the memo is going to be about; it mentions the upcoming
sections.
Section 2- Proposed Strategy Summary 1 of 3 (<-- this is a
section header) – In this section, summarize and explain the
basis for proposed strategy 1 of 3.
Section 3- Proposed Strategy Summary 2 of 3 (<-- this is a
section header) – In this section, summarize and explain the

12. basis for proposed strategy 2 of 3.
Section 4- Proposed Strategy Summary 3 of 3 (<-- this is a
section header) – In this section, summarize and explain the
basis for proposed strategy 3 of 3.
Section 5- Strongest Fit Strategy (<-- this is a section header) -
In this section, justify which strategy is the strongest fit with
the change initiative contemplated for the team’s Complete
Change Plan due in Week 5.
Section 6- Need and Vision for Change (<-- this is a section
header) – In this section, develop a statement that addresses the
need for change and vision for the change.
Section 7- References (<-- this is a section header) - have at
least 2 peer-reviewed sources in addition to the Organizational
Change text, for a total of 3 peer-reviewed/scholarly references
in APA format (with authors and dates). The references are
incorporated throughout the memo with correct APA in-text
citations.
Section 8- Grading Rubric (<-- this is a section header) – This
section contains this grading rubric.
Organization / Development25%
Points Available
10 Max
Points Earned
The 8 required sections are organized separately in sequence as
listed in the Content section.
The memo is at least 700 words in length (excluding references

13. and headers)
Each section has a clear label or header.
Mechanics 25%
Points Available
10 Max
Points Earned
Formatting or layout and graphics are pleasing to the eye (font,
colors, spacing).
Rules of grammar, word usage, punctuation, capitalization, and
spelling are followed.
Sentences are complete, clear, varied, and concise with proper
syntax.
Used size 12 Times New Roman font for main body text and
references.
Used double spacing between sentences and in References
section.
Used memo format.
Used naming convention “FirstName_LastName_Week #_
Memo.doc” when saving and uploading file.
Marked with Number of Days Late
Total Points Available
50
Total Points Earned

14. LATE POLICY: Students should submit assignments according
to Arizona time (MST) based on the assigned due dates. Late
assignments will be penalized with a 10% grade deduction for
each day late. Deadlines will be defined as 11:59 p.m.
MST. Assignments submitted more than four days late will not
be accepted. Assignments submitted after the last day of class
will not be accepted.