JFT2 Task 3 Tips

Each section of the guidance provided below corresponds to a rubric prompt associated with the assessment. A score of 2 must be achieved on each rubric item in order to pass this assessment. Any additional questions can be directed to the course mentors at MBAOrgBehavior@wgu.edu. Thank you!

A. Company Culture | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not provide a logical comparison of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with no detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with limited detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with adequate detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. | The candidate provides a logical comparison, with substantial detail, of each company’s culture before the merger to the 4 types of organizational culture, using the Competing Values Framework. |

There are two components that should be included in your response to this prompt. First, you should categorize the symphony and the opera into one of the four cultures represented in the competing values framework (i.e. adhocracy, clan, market, hierarchy) and you should provide support from the case study why each belongs in that category. Second, you should compare the symphony and the opera with each of the other three cultures to make for a more comprehensive analysis and substantive response. Your submission might take the following format:

Slide A: CVF Cultures
Adhocracy-Describe and discuss the adhocracy culture and discuss commonalities (if any) that it shares with the symphony or the opera.
Market-Describe and discuss the market culture and discuss commonalities (if any) that it shares with the symphony or the opera.
Hierarchy-Describe and discuss the hierarchy culture and discuss commonalities (if any) that it shares with the symphony or the opera.
Clan-Describe and discuss the clan culture and discuss commonalities (if any) that it shares with the symphony or the opera.

Slide B: Symphony Culture
Identify the culture to which it most closely aligns. Identify key attributes the symphony has that supports your alignment (provide examples from the case study).

Slide C: Opera Culture
Identify the culture to which it most closely aligns. Identify key attributes the opera has that supports your alignment (provide examples from the case study).

To support your work on this prompt, you may want to download the Competing Values Framework (CVF) document, available in TaskStream. Within this document you will find a four quadrant graph representing each culture based on its attributes of external versus internal focus as well as its flexibility versus control. Using the information provided in the case study, you can identify where each organization stands with regards to these attributes. You will want to use supporting detail to show why each organization belongs in that category. Once you’ve categorized the companies using this graph, you can review the cultures to which you’ve assigned the two companies and search the case study for support for any claims you make about the companies.

A1. Company Structure | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not provide a logical comparison of how the organizational structure of each company differs in terms of distribution of authority and decision making. | The candidate provides a logical comparison, with no detail, of how the organizational structure of each company differs in terms of distribution of authority and decision making. | The candidate provides a logical comparison, with limited detail, of how the organizational structure of each company differs in terms of distribution of authority and decision making. | The candidate provides a logical comparison, with adequate detail, of how the organizational structure of each company differs in terms of distribution of authority and decision making. | The candidate provides a logical comparison, with substantial detail, of how the organizational structure of each company differs in terms of distribution of authority and decision making. |

The key to this section of the task is to not only describe the structure as shown in the formal organizational chart but also show your insights about what is happening in real life at the companies. We have providedsome general guidance below. In addition, we would like to emphasize the importance of discussing the effect the union has on the distribution of power and authority in the symphony.

There are a couple of separate components that should be discussed. The first is the formal organizational structure as represented on the organizational charts found within the case study. You should discuss the structure as well as the distribution of decision-making and authority as communicated via the formal organizational chart. The second component that should be discussed is the distribution of authority and decision-making as it actually occurs, rather than how it is shown on the organization chart. For example:, The chart may indicate that Anne is at the top of the organizational structure and that she has subordinates to deal with the less lofty decisions. Information provided in the case study indicates that, analyzed by anyone relying on the organizational chart to discuss the distribution of authority and of decision-making, Anne’s reach extends all the way to decisions that should be made by subordinates .

A2. Key Factors | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not provide a logical discussion of what key factors will be critical in the new company’s culture to best ensure it supports the first-year strategic goals. | The candidate provides a logical discussion, with no support, of what key factors will be critical in the new company’s culture to best ensure it supports the first-year strategic goals. | The candidate provides a logical discussion, with limited support, of what key factors will be critical in the new company’s culture to best ensure it supports the first-year strategic goals. | The candidate provides a logical discussion, with adequate support, of what key factors will be critical in the new company’s culture to best ensure it supports the first-year strategic goals. | The candidate provides a logical discussion, with substantial support, of what key factors will be critical in the new company’s culture to best ensure it supports the first-year strategic goals. |

Review the merged company’s strategic goals (located in the general directions for the task in TaskStream). You are asked to determine what key factors will be critical in the new company’s culture to best ensure these strategic goals are achieved.

First, think about what is meant by key factors. Look at Chapter 3 in your Kreitner and Kinicki textbook. What are the four functions of organizational culture? How do we create culture? What do we know about the process of cultural change? What are the steps described? Considering what you know about culture, its functions and cultural change. How should Anne think about using the culture to ensure the strategic goals are met? Each suggestion you make must relate back to a strategic goal.

For JFT2 Task-3, you will want to focus on how both companies’ cultures will have to change. How will each of them have to change in order to make this merger successful? The key to this is understanding how each of these companies differ coming into the merger and which of their current ways of operating may produce conflict that will prohibit the attainment of their merged goals. In addition, how can their differing operations create synergies between the two organizations?

B. Audience Strategy | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not provide an appropriate proposal for an audience strategy for Anne Ewers to use when preparing to speak with the opera contractors and orchestra employees. | The candidate provides an appropriate proposal, with no support, for an audience strategy for Anne Ewers to use when preparing to speak with the opera contractors and orchestra employees. | The candidate provides an appropriate proposal, with limited support, for an audience strategy for Anne Ewers to use when preparing to speak with the opera contractors and orchestra employees. | The candidate provides an appropriate proposal, with adequate support, for an audience strategy for Anne Ewers to use when preparing to speak with the opera contractors and orchestra employees. | The candidate provides an appropriate proposal, with substantial support, for an audience strategy for Anne Ewers to use when preparing to speak with the opera contractors and orchestra employees. |

When crafting Anne’s audience strategy, be aware of each of the elements of an audience strategy that Mary Munter discusses in her book “The Updated Guide to Managerial Communications.” These elements are identified and discussed in the first chapter, titled “Communication Strategy.” I have attached this chapter for your convenience and have included a brief discussion about the elements of an audience strategy below. The chapter is also available in the library e-reserves. Review the directions in the Course of Study for additional access information.

For this section and the next, keep in mind that we are not crafting Anne’s message per se, but rather focusing on the strategies we can employ to understand our audience so as to identify those techniques that will best assist us in persuading our audience. We are helping Anne to think strategically about her communication strategies.

The elements of an audience strategy include; the communicator’s objective in addressing the audience, how Anne can go about achieving that objective (most probably utilizing one or more of the persuasion techniques discussed by Dr. Munter), and understanding who makes up the audience. This requires attention to questions such as: who are the key influencers and how might they be utilized? Who should be in the audience? And, what does one need to know about those who will be in the audience? (Dr. Munter provides several insights into actions one could take as part of developing an audience strategy.) Once the communicator clearly establishes who will be in the audience, she will need to consider what the audience feels, what their interest level is in that which is being communicated, whether that which will be asked of them is difficult for them or not, etc., and finally, how can she then persuade them to support what will be asked.

Dr. Munter discusses several possible techniques for persuading an audience. You will want to understand each and suggest the one(s) that you believe will help Anne be successful in addressing her audience. When suggesting various persuasion techniques (from the chapter) you believe will help Anne, your response will be particularly strong if you support each method you suggest with a brief explanation of why the approach you are suggesting is required, based on the circumstance of the case. For example, when discussing whether or not Anne should use a one-sided or two-sided structure, you might identify the structure you believe would be most effective for Anne to utilize. Provide support for your position.

B1. Message Strategy | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not provide an appropriate message strategy for Anne to use to best ensure key members of the opera contractors and the orchestra employees are retained. | The candidate provides an appropriate message strategy, with no support, for Anne to use to best ensure key members of the opera contractors and the orchestra employees are retained. | The candidate provides an appropriate message strategy, with limited support, for Anne to use to best ensure key members of the opera contractors and the orchestra employees are retained. | The candidate provides an appropriate message strategy, with adequate support, for Anne to use to best ensure key members of the opera contractors and the orchestra employees are retained. | The candidate provides an appropriate message strategy, with substantial support, for Anne to use to best ensure key members of the opera contractors and the orchestra employees are retained. |

Again, you will want to refer to the attached “Managerial Communication” chapter for this section of the task. In addition to discussing audience strategy, the chapter also discusses the different components of a message strategy. You will want to identify the components of a message strategy and then discuss how Anne could apply each of the components of message strategy within the context of this case scenario. Be aware of the different audiences: for example, those with whom Anne has worked with before, those with whom she has not worked with before, and managers over whom she will work. Each group may require a different message strategy.

You should discuss how Anne might organize the message so her audience will remember it. You should also discuss what type of approach she should use, such as indirect versus direct, and make a case for why the method you selected is most appropriate for the given situation. Remember, we are thinking strategically about communication – how do we structure and organize the message?

C. Technology Tools | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not provide an appropriate recommendation of 2 technology tools that can be used after the merger to help the companies merge their administrative technology applications. | The candidate provides an appropriate recommendation, with no support, of 2 technology tools that can be used after the merger to help the companies merge their administrative technology applications. | The candidate provides an appropriate recommendation, with limited support, of 2 technology tools that can be used after the merger to help the companies merge their administrative technology applications. | The candidate provides an appropriate recommendation, with adequate support, of 2 technology tools that can be used after the merger to help the companies merge their administrative technology applications. | The candidate provides an appropriate recommendation, with substantial support, of 2 technology tools that can be used after the merger to help the companies merge their administrative technology applications. |

Technology tools is a very broad term that can include everything from project management tools to website and web applications, software applications to ERP systems, and HR systems to, financial systems, etc. There is not a specific list of tools. However, a simple Internet search about any of the functions of a business will bring up several options or you may suggest tools with which you are already familiar.

Each of these companies, individually, had to utilize technological applications to complete processes such as payroll, accounting, benefits administration, operations, marketing, etc. This task requires you to identify two technology tools that would help the company combine their administrative technology applications.

There are a few components you will want to include in your response to the technology tools question. You will want to identify the tool, describe its features, and explain what it can do. You will need to specifically discuss how each of the two tools will help the process of merging their administrative technology applications. This is really the heart of the question.

C1. Tool Implementation | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not map the implementation of the tools to the company’s strategic goals. | The candidate maps, with no detail, the implementation of the tools to the company’s strategic goals. | The candidate maps, with limited detail, the implementation of the tools to the company’s strategic goals. | The candidate maps, with adequate detail, the implementation of the tools to the company’s strategic goals. | The candidate maps, with substantial detail, the implementation of the tools to the company’s strategic goals. |

For this section, you will want to explain how each tool will help the merged company achieve one (or more) of the five first-year goals (listed at the top of the task instructions as five bullet points).

The strategic goals for the first year include the following: * Integrate the business process of the two companies * Reduce overall expenses as a percentage of profit * Retain key employees * Maintain audience base for both the opera and the symphony * Identify and pursue synergistic opportunities between the two companies

D. Presenter Notes | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not include relevant presenter notes for each slide. | The candidate includes relevant presenter notes, with no detail, for each slide. | The candidate includes relevant presenter notes, with limited detail, for each slide. | The candidate includes relevant presenter notes, with adequate detail, for each slide. | The candidate includes relevant presenter notes, with substantial detail, for each slide. |

If you were presenting this PowerPoint presentation to a live audience, you would have the opportunity to verbally explain what you would want your audience to know as they viewed each slide. Since you do not have the opportunity to actually present to an audience, the slide notes must provide the dialogue you would deliver if you were presenting to the live audience. As such, each slide must have notes that communicate what you would tell your audience about each slide. The notes should be in sentence/paragraph form and should be written out as if you were writing an essay to respond to each task prompt. (The notes should not be abreviated, such as an outline that is often placed in a PowerPoint slide just to remind the presenter what he wants to say while showing the slide).

E. In-Text Citations and References in APA Format | | | | | (0) Unsatisfactory | (1) Does Not Meet Standard | (2) Minimally Competent | (3) Competent | (4) Highly Competent | The candidate does not use outside sources or does not provide any in-text citations or references for outside sources used. | The candidate provides only some in-text citations or references for outside sources used. | The candidate provides appropriate in-text citations and references with several major APA formatting errors for outside sources used. | The candidate provides appropriate in-text citations and references with minor APA formatting errors for outside sources used. | The candidate provides appropriate in-text citations and references with no readily detectable errors for outside sources used. |

Every reference that is listed on the Reference page should have been cited in-text in your response. If you did not cite a source in-text, then it should be removed from the reference list. If you need assistance with APA formatting, contact the Center for Writing Excellence Learning Community. This community is designed to help students with general writing skills and APA formatting. The course mentors within this community are excellent and available to schedule individual appointments, as needed. Please take the time to visit this community and the resources available. Thank you!