National Jazz Hall of Fame PDF

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THE NATIONAL JAZZ HALL OF FAME -

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Question 1: What is the context of the project? Basically, the National Jazz Hall of fame (NJHF) was established to maintain a jazz museum in an old Paramount theatre. In 1970’s, the Paramount was in danger of becoming dilapidated, Mr. Rutland planned to establish a Jazz Hall of fame – capitalized on the theater’s name, was restored to save the interests, maintain a museum, and sponsor jazz festival. The NJHF just achieved moderate success at local level, then he had to gain the national recognition for this organization. It was required about 600.000$ and competed by other organizations with the same idea.

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Then, Mr. Rutland is faced with the dilemma of whether to abandon this project or to use some marketing strategies to help succeed. Question 2: Should they use profitability numeric model to evaluate this project proposal for selection? What are other non-monetary indicators should they use to evaluate for project selection in this case?

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Yes, they should use numeric model. An effective way to consider whether we should run or not run a business project is to calculate the profit and benefit by many numeric models. For example, Mr. Rutland may use NPV to calculate whether NPV>0 to easily decide to keep the project. Or he uses Payback Period to compute in how many years he can get back his capital investment (600.000$) and then try to persuade or explain logically to the investors, donors, … However, they also should use the other indicators to measure how well their business is and how effective way the can drive in the long run. Hence, Operating necessity and product line extension are suggested as the non-monetary indicators for the project selection of Mr.Rutland + National survey, which was investigated to gauge the level of interest in both jazz and the concept of NJHF and determine the respondent’s demographic.

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+ Tourist survey, which was developed to collect the respondent’s foreigner to Chartlottesville area. From both surveys, the owner of NJHF can answer himself his questions as well as carry out the goal orientation and the new strategy for his business. Then, Mr.Rutland would know where he is, how he can protect his project and the good way to keep the NJHF in operations. Hence the operating necessity model would be effective to Mr.Rutland’s project. In addition, from the results of the surveys (in Exhibit 3), there are many preferences for the service offered. Based on the outcomes, the owner can clarify his product/services’ position on the market, and even can consider upgrading its service quality by the new more services offered. Thus, the product line extension model would be helpful for his project. Not only the profit or monetary indicators, but the other required skills like credibility, leadership, management style or some issue related to the perception of manager also effect to his business. It is true that the good PM should follow 3 main constraints: objectives, time, and cost to develop the business. Question 3: What are skills required for the project manager in this project?

1. Communication, of persuasion, negotiation skills help for doing a project related to fundraising issues, For example: He has to prove and convince the donors to invest for him about 600.000$ to implement his project. 2. Cost and risk management. After he got money from the donors, then how to use a large amount of money? What he should use for? Where he should begin from? Therefore, the solving problem skill and capital management is very necessary in making decision and running business. 3. Ability to handle stress: Using money of the others to do business, the runner has to face with big pressure. And then, the is also needed to help us overcome the dilemma and unexpected events. 4. Leadership ability: A good leader will make things easier, a bad leader will make things questionable or doubtful. To manage, to make others believe in your ability, you must have high level of leadership skills. 5. Political sensitivity: The ability to put oneself in a politician’s shoes, to distinguish the complexity of interests in politics, and to assess the feasibility of political proposals.

He can put himself both in the position of the politician and the people. So, he knows deeply the thoughts of politician, government, and then easily convince them to get license, authorization. Question 4: What credibility does Mr. Rutland have? Is he a leader? -

Mr.Rutland is a professor of records at the University of Virginia. I suppose Mr. Rutland does have credibility, he had jazz greats, Benny Goodman and Chick Corea be a part of the NJHF National Advisory board if they did no longer sense that Mr. Rutland and the board of administrators he mounted were credible. Having two wellknown jazz musicians like that on the board actually provides credence and credibility to Mr. Rutland's layout

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A leader is described as “interpersonal influence, exercised in scenario and directed via the communication process, towards the arraignment of the unique intention of goals. Mr. Rutland has proven the capability in the first 12 months of constructing the NJHF. Mr. Rutland got here up with the NJHF and finding it in Charlottesville, VA. He enlisted the assistance of his fellow jazz lover and created the board of directors

for the hall. After that, he determined a viable constructing area that, by name, has tied to the credible and recording name. After establishing the board, Mr.Rutland went out to generate funds for the hall by using applying for promises from philanthropic groups along with a variety of government agencies.

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They were denied for two reasons, the inexperience of the board members and the brevity of their existence. This could no longer be construed negatively towards the board to have an effect on their credibility. Mr.Rutland additionally understood that the NJHF would need site visitors to help generate to continue the hall’s existence. He determined that over 1/2 a million human beings visit the Charlottesville location to see many different attractions. He knew he had to work with quite a number of venues and traveler corporation to help promote the NJHF as a practicable attraction.

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Finally, Mr.Rutland showed his leadership in hiring a guide to reply to two main questions. One, what is the activity degree off the respondents for jazz and the institution of a National Jazz Hall of Fame. The survey used to be conducted on a

national stage and on a local level. This enable Mr. Rutland to find out if human beings had been absolutely fascinated in a Jazz Hall of Fame and if they would attend, jazz tune as a whole, if humans would be willing to donate money to such an organization, what offerings and occasions they would assume from the hall and what the mid-income people in involved in such a location would be inclined to pay for admission. This lead to the suggestion of funding kind they expected from whom concern about the jazz through donation and admission fees. Question 5: How should Mr. Rutland ensure that there were would be sufficient resources for the project? -

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Mr. Rutland has done a good work with generalize the necessary research which aim to make determination in the future. He also keeping his emotional attachment to the Paramount Theatre in check and not allowing it affect to his judgment. Mr.Rutland should include the following actions: Mr Rutland only have $2500 in the bank, so he cannot able to put the plan in action to grow the organization without securing an outside source of revenue. He should search local area in order to to find a firm interested in charity activity that would sponsor the organization with enough capital to get the mailing list project rolling.

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The plan to launch the mailing campaign, with the final goal of secure the fund, maintain operations and hire a full-time executive director to focus on future activities. He should also start trying to find the perfect noted jazz figure that would be the primary key of our campaign. With the money in hand, Mr Rutland would execute the campaign. If he could not find a sponsor, he would have plenty of options including an aggressive donation campaign in the local area. In addtion, He should hold off on the project with the Paramount until there was a surplus of resources to pay anticipated construction cost and annual maintenance. This is the center point of Rutland plan, but it is too expensive to jump into arbitrarily. Performance-These areas require a lot of resources, so once the budget is set up and the organization has an idea of how much money they will work on the yearly basis, He could analyze the services such as museum, artifacts, concerts that provide the most revenue for our investment. It is compulsory to include a national means of recognition to member not in the local area. The consultant feel that the competition betweent organizations are not a problem if they operate like other previous attemps. If there is always somebody that is better than you in the working field, you are not going to survive in long term. The NJHF

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needs to focus on being a national organization rather than a local one in order to overtake the competition. Finally. The deadlines and milestones are an important aspect for any organization. As a regional organization that is trying to go national, Mr Rutland should use the fire out of these milestones to help us achieve our goals and build the organization. He need to have a long-term goals and this plan allows the organization to have a goal at all times that they are working towards and keeps the group from being fallback....