Anita Scism Case

Q #1. It seems that Anita Scism had some big and important shoes to fill from a very special person who has carried his position for a long time. Anita was very intelligent and knowledgeable of this newly constructed 1,200 seat performing arts facility, opened in Fayetteville, Arkansas. The Walton Arts Center was led by Bill Mitchell, a popular person who was nationally and locally known for his passion and outstanding leadership in the community. Bill had decided to call it quits after his long journey and enjoyable time as President of the Walton Arts Center. Mr. Mitchell decided to settle down with his wife to enjoy some time together since the nest was empty. Before Bill left, he recommended that Anita Scism to be the interim President.
According to Lester and Parnell (2006), Anita should utilize The Strategic Management Process step number five the Strategy Implementation. It states implement the strategies that have been developed. Make adjustments to the organizational structure, if feasible and relevant. Bill Mitchell had made an impact and inspiration in the community with his dedication. Anita’s primary concern is to increase revenue for the Walton Arts Center. The Board is wanting to review The Mission Statement, Anita has a vision where the Center will be in the near future. Scism wants to keep the same determination from the people of the community. The people in the community want to see new and different art experiences at the Center. Why change things if there’s nothing wrong with it, like the old saying “if it isn’t broken, don’t fix it.” How would you reformulate the Art Center's mission? The change in The Art Center’s Mission would be in the value, we value all children not just the children of Arkansas. Also the Art Center’s Mission, values should reach out to all people and build and strengthen all communities in Arkansas. I believe all people should be given the same opportunities as those in North West Arkansas to benefit of learning through art. Does the Center need a new strategy? Why or why not? No, the Center does not need a new strategy, everything that is going on
According to Lester & Parnell (1998), “the potential for differentiation is to some extent a function of a product’s physical characteristics (p. 2-13). The staff at the WAC had decided to focus on a programming criteria. Their primary goals are set for children and artistic education. Their challenge was to focus on revising the program to reflect current interests of the community who are the primary audience. The people of the community are the ones of concern and they are looking for more attractions within the Center. The programs that catered to the children in school opened a lot of eyes throughout the community. Since Anita was accepted as the President, her key component to the mission at the Center is education. Scism stated, “University faculty members and Helen Walton, matriarch of the Walton family, especially promoted the educational merits of programming, which in turn influenced the selection of programs (Todd & White, 2002).” What changes could be enacted that would alter the Center's strategy to one of low-cost? The changes of lowering the artist fees would probably save some of the cost that they are losing. Raising the ticket price and accepting high artist fees would show a decrease in the net income. The staff should focus on the programs that produce positive income which would help their budget and focus on