The Town Council decided to create an Advisory Board to guide and promote the activities of SACC because of the huge gathering of public there. Two Town Councilors, the vice Chancellor of the local University, the CEO of the large electronics company, a representative of SACC’s Bank, 2 local media celebrities, the president of the local Chamber of Commerce and two representatives from the theatre were the council members.
Along with growth, problems also started to creep in as the local residents started to complain about the activities that Bernard introduced as they suspected that Bernard had raised the profile of the town through new activities and the interests of the local community had been ignored. As an Employer, the centre had grown significantly and now it employs 60 full-time and 120 part-time employees as well using the university students as temporary employees when special events are held. Moreover, the centre struggled to find a replacement for the retiring Bernard. Former Director of a large Cultural and Performing Arts Centre in Chicago, Calvin Spacey became the Artistic and Managing Director of SACC later. This report explains the change management and leadership policies Calvin should adopt in order to steer SACC out of trouble.
“Change management is a systematic approach to dealing with change, both from the perspective of an organization and on the individual level”(Change management, 2010). SACC is growing rapidly and a new leader has already taken charge. Under such circumstances, changes should be happened in SACC both from individual and organizational level.
The essence of any Change Management Policy is ‘effective and efficient communication. Internal and external communication is necessary for an organization to send the messages to the employees and the community and also to receive messages from the community and