Robin Hood Case Study
Robin Hood Case (Essay)
What Should Robin Hood Do?
There are several issues Robin Hood needs to consider. First, Robin Hood needs to make sure his own personal grievances against the Sheriff do not cloud his vision and what is in the best interest of his Merrymen as a group. Second, take a broad look at the overall organizational structure by conducting an environmental scan, a strengths, weaknesses, opportunities, and threats (SWOT) analysis and/or using a variety of organizational assessments (measurements). A SWOT analysis will help determine some strategic alternatives and how the band can attempt to fulfill its mission and achieve its goals. Robin Hood can use the SWOT analysis to identify where he is strong and vulnerable, where he should defend and attack by scanning both internal and external environments (McNamara, Performance Management, 1999).
An organization-wide change might include a change in mission, restructuring operations, rightsizing, and/or restructuring personnel into self-managed cells, which is needed for this band to survive. As with most organizations, when any changes are initiated there is generally resistance to accept changes and disagreements on new management styles and purposes. The organizational culture develops over time and may be resistant to change because of the persistent nature of how things have normally been done within the band. Robin Hood must consider whether to change their policy of outright confiscation of goods and institute a fixed transit tax (shift to a new business purpose) (McNamara, Basic Context for Organizational Change, 1999). His lieutenants strongly object and do not want to change the Merrymen's famous motto, or tax the farmers and the townspeople that support their fight against the Sheriff (Thompson, Strickland, & Gamble, 2005). Also, should Robin Hood accept the offer to merge with the Barons to fight the competition (Sheriff) and secure King Richard's release (personal communication,
What Should Robin Hood Do?
There are several issues Robin Hood needs to consider. First, Robin Hood needs to make sure his own personal grievances against the Sheriff do not cloud his vision and what is in the best interest of his Merrymen as a group. Second, take a broad look at the overall organizational structure by conducting an environmental scan, a strengths, weaknesses, opportunities, and threats (SWOT) analysis and/or using a variety of organizational assessments (measurements). A SWOT analysis will help determine some strategic alternatives and how the band can attempt to fulfill its mission and achieve its goals. Robin Hood can use the SWOT analysis to identify where he is strong and vulnerable, where he should defend and attack by scanning both internal and external environments (McNamara, Performance Management, 1999).
An organization-wide change might include a change in mission, restructuring operations, rightsizing, and/or restructuring personnel into self-managed cells, which is needed for this band to survive. As with most organizations, when any changes are initiated there is generally resistance to accept changes and disagreements on new management styles and purposes. The organizational culture develops over time and may be resistant to change because of the persistent nature of how things have normally been done within the band. Robin Hood must consider whether to change their policy of outright confiscation of goods and institute a fixed transit tax (shift to a new business purpose) (McNamara, Basic Context for Organizational Change, 1999). His lieutenants strongly object and do not want to change the Merrymen's famous motto, or tax the farmers and the townspeople that support their fight against the Sheriff (Thompson, Strickland, & Gamble, 2005). Also, should Robin Hood accept the offer to merge with the Barons to fight the competition (Sheriff) and secure King Richard's release (personal communication,
References: Ambur, O. (2000). Reconsidering the Higher-Order Legitimacy of French and Raven 's Bases of Social Power in the Information Age McNamara, C. (1999). Basic Context for Organizational Change. Retrieved September 10, 2006 from http://www.managementhelp.org/mgmnt/orgchnge.htm. McNamara, C. (1999). Organizational Performance Management. Retrieved September 10, 2006 from http://www.managementhelp.org/org_perf/org_perf.htm McNamara, C. (1999). Strategic Planning (in nonprofit or for-profit organizations). Retrieved September 10, 2006 from http://www.managementhelp.org/plan_dec/ str_plan/ str_ plan.htm. Thompson, A.A., Jr., Strickland, A.J. III and Gamble, J.E. (2005). Crafting and executing strategy: The quest for competitive advantage