No Good Deed Goes Unpunished: Case Study
Presumably, the incident involving Mark happened last year during the preparation for the annual community arts festival organized by The Community Festival. Mark has been a dedicated volunteer to the community organization, and he was extensively involved in facilitating this festival. The Board of Directors organizing the festival made a mistake when activating an 800-phone number to facilitate ticketing. Marks issue was handled unprofessionally, and it is likely to ruin the Boards credibility and reputation in the community. However, a closer look at the issue involving Mark reveals underlying systemic poor organizational structures at The Community Festival. Therefore, this report highlights some of the problems affecting the organization by analyzing both internal and external factors and gives some recommendations on what needs to be done to address the issues.
Analysis
The major issue that triggered an awareness of the need for change is the unprofessional way by which Marks case was handled. The Board of Directors refused to initiate an in
vestigation into the matter or at least respond to Mark and explain to him the steps they have taken after receiving his request. Second, the director that promised to write a recommendation letter for Mark reneged on his word. However, the Boards behavior points to widespread weak organizational structures, which could be understood using the Six-Box diagnostic model purpose, structure, relationships, rewards, leadership, and helpful mechanisms (Gözükara, 207; Zaffar, Naeem, & Jamal, 208). Structurally, the organization lacks clear details of how duties should be executed. In terms of relationships, the management, supervisor, and permanent workers relate poorly with volunteers. According to Griffin, Bryant, & Koerber (205), poor employee relations affect performance and overall productivity in an organization. Additionally, workers do not get rewards due to a lack of funding. The organization is run on laissez-faire leadership and management style, which is a major contributor to Marks problem. In addition, the organization lacks any form of helpful mechanism.
Organizational Culture