Evaluation - The Secret Garden Party Organisation Essay

Evaluation - The Secret Garden Party Organisation - Essay Example The report will also discuss the various options for the two strategic issues. Finally, the paper will concentrate on in-depth analysis of the annual music event. Section 1: Key Strategic Issues The management of Secret Garden Party Organization is grappling with several key issues, which will dictate its performance in the industry. One key strategy is the need to target internet viewers to its program. Such a move is justified by the fact that the literacy rate in UK is above 95% besides having high rate of internet users. The other critical issue that the organization is grappling with is the issue of bad weather. It is worth noting that the organization should consider conducting indoor events to avoid chances of bad weather ruining the event. The other two strategic issues that are of concern to the Secret Garden Party include the pricing of the tickets and the measures to ensure that this annual event does not clash with any other event. However, the two main issues, which will be put into perspective, include the pricing of the tickets and the measures to ensure that this annual event does not clash with any other event. In order to make sure that the annual event registers maximum attendance, it is prudent that the date in which the event is staged does not clash with any other major event. ... The event is always very memorable judging by how lovers of the festival always look forward to the event (Cronk & Hill, 2008). The other justification of setting a unique date is for the logistics reasons; planning such a global event is no mean fete, and it gets more difficult if several other programs are being organized around the same date. A program of that caliber requires security measures, humanitarian measures, and proper sanitation for the guests. All these requirements are always attained on this event thanks to the fact that it is set on a unique date. The other key strategic issue is the issue of pricing. Research by the event organizers revealed that majority of the lovers of this annual event are reluctant to attend the event owing to the fact that the ticket prices are beyond their reach. The event organizers must be alive to the fact that lowering the ticket prices will go a long way to increase the number of attendance to the event considerably. Indeed, it is bette r to reduce prices, which will increase the number of attendance thereby maximizing the revenues for the event (Kinnie, 2003). Reducing the prices will not affect the surplus at the event because the corporate sponsors associated with the event always shoulder most of the costs incurred at the event. Section 2 Several ways can be used to attain the strategic issues discussed in section 1 above. The issue of pricing is very critical to the financial viability of the annual event. The organizers of this event need to explore various options available to them regarding the issue of pricing of the tickets. Currently, the ticket prices are very high; this factor is blocking out potential lovers of the events from attending this otherwise popular event (Kuchler, 2013). One

Managing Organisational Change Assessment 3 Essay

Managing Organisational Change Assessment 3 - Essay Example Still, despite the paramount importance of change and the need for continual evolution in the corporate world, there is no dearth of organizations who pathetically fail to qualify the preliminary challenge of recognizing the urgency to alter and change, what to speak of ensuing adjustments and planning. The organization under consideration that is Rondell Data Corporation is an apt example of such a dilemma where an organization fails to acknowledge the pressing need for change, despite being aware of the debilitating warning signals and unhealthy symptoms. Acceptance of change within organisations is a trait that often percolates down from top to bottom (Clement, 1994, p.1). It is the cardinal duty of the top management within an organisation, whether it is the president or the top executives, to clear the behavioural or cultural obstacles that hamper change (Beer, Eisenstat & Spector, 1990, p. 158-166). Specifically speaking, it is the prerogative of the top management to take the necessary steps to bring about the desired changes in all the three aspects of organisational culture i.e. assumptions, values and artefacts, to aid and assist the painful process of change (Schein, 1985, p.25). However, the top management at Rondell seems to be utterly confused or self complacent. The President i.e. Bill Hunt is well aware of the problems being faced by the organisation, but has still chosen to ignore the urgent need for fostering the requisite changes within the organisation. He prefers to act more of an academician, which goes well with his background and favours to delegate the onus for change to his immediate subordinates. To assess an organization's culture, it is often more relevant to consider the behaviours and performance rather then blindly appreciating the stressed upon values (Clement, 1994, p.2). His insistence on maintaining the family spirit at Rondell is not matched by the required levels of output and success.Frank Forbus, though being the incharge of one of the most crucial departments at Rondell i.e. Engineering Services Department, is caught in a precarious situation. Rather then performing the core task of extending engineering related backup and assistance to the concerned departments, most of his time and efforts seems to be engaged in soliciting the cooperation and support of other departmental heads. His commitment and credibility is being severely jeopardized by the limited job security that his position commands (Becker, 1960, p.14). Doc Reeves though enjoys a position of unique importance at Rondell, appears to be least committed to administrative procedures, schedules and deadlines. He is infact more of a visionary academician who prefers to work in isolation from the overall production and sales objectives, a flaw that is severely compromising the sustainability of Rondell (McFarlane, 1993,