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Introduction
Audubon Zoo:
Aims/Strategic objectives Joe Biedenharn
Structure/Stakeholders - Edwin Hagan-Emmin
Effectiveness/Conclusion Trevor Budd
Cohort B
Executive Summary
We aim to demonstrate that:
The Mission has guided the strategic direction of
the zoo
The strategy of the zoo has changed very little
The open structure of the zoo prevents any
singular stakeholders having dominant influence
The current strategy & structure of the zoo will
continue to be effective in the future as long as
it:
Remains innovative in line with the mission
Builds on its core competencies
Continues to reflect the values of both its
members & volunteers
Cohort B
Background
Focus of National Concern in early 1970s
Animal ghetto
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1972 - 1993
Physical facilities grew from 14 to 58 acres
Purpose remained to entertain
Introduction of admission charges in 1972 saw
attendance increase dramatically
Friends of the Zoo (FOTZ)
Founded with 400 voluntary members; elected
24 member board in 1974/5
Aim: to increase support and awareness initially
but soon expanded to involve funding, operating
and governing the zoo
Cohort B
1972 - 1993
FOTZ, oversaw:
Policies
Set membership guidelines
Concessions, fundraising & marketing
Volunteers staffed many of the zoo programs
Zoo area patrollers
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1972 - 1993
FOTZ became the Audubon Institute in 1988 to
reflect its growing interests:
Fundraising: Adopt an animal, Zoo-to-do
Membership: 400 in 1974, peaked at 3800 in
1990
Concessions: 1976 profits were $1,500, peaking
at $700,000 in 1988
Cohort B
1972 - 1993
Award winning advertising campaigns
In 1984 only 36% were tourists
Promotional programs
Educational activities: Junior zoo keepers,
Student internships & Zoomobile, for external
events
Financial Success
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1972 - 1993
By the late 1980s:
Virtually spotless - adequate staffing & pride
93% of visitors gave a high approval rating
One of the top 3 zoos of its size in the U.S.A.
Almost financially self sufficient by 1987
Organisation expanded with a full compliment of
professionals & managers
Cohort B
External
Environment
Internal
Situation
CEO, Top
management
team
Organization
Design
Effectiveness
Outcomes
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Strategic Direction
Strategic
Direction
Cohort B
Strategic Direction
Cohort B
Membership
FOTZ
Staff
Local Community
Stakeholders
Whose interests should the Mission address?
City / State
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MISSION
High Ideals
Strategic Direction
Cohort B
Strategic Direction
The Institutes primary objectives:
(integral part of the mission statement)
Strategic Direction
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Strategy:
Expansion of Programs and
Facilities
Marketing and Advertising
Raising Awareness
Strategic Direction
Cohort B
Sources: Daft, Lewin & Stephens, Ashbridge
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Organisation Design
In what way does the structure of the zoo affect the
influence of different stakeholders?
STRATEGY / STRUCTURE
External
Environment
Internal
Situation
CEO, Top
management
team
Organization
Design
Effectiveness
Outcomes
Strategic
Direction
Cohort B
Organisation Design
The zoo`s operational structure is hierarchical
Weber study in organisation growth as most
efficient structure
The collaborative nature of the organisation
structure tempers unrestricted influence
Quinn & Rohrbaugh Open system structure
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MISSION
Audubon
Structure
Stakeholders
Local Community
Friends of the Zoo
City/State
Staff
The zoo is a collection
of varied stakeholders
with differed levels
of influence
Organisation Design
Membership
Cohort B
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STRATEGY
CULTURE
ACHIEVEMENTS
VALUES
STAKEHOLDERS
SENSE OF MISSION
&
LEGITIMACY
External
Environment
Internal
Situation
CEO, Top
management
team
Organization
Design
Effectiveness
/ Conclusion
Strategic
Direction
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Effectiveness
Cohort B
Effectiveness
Audubon Zoo has managed to align its structure,
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Conclusion
Audubon zoo has been extremely successful & will
continue to be extremely successful as:
There is a strong sense of Mission guiding
overall strategy, which has changed very little
The structure of the zoo, with its many
stakeholders, controls their individual influence
& facilitates the aims of the Director
The current strategy & structure of the zoo will
continue to be effective in the future if:
It follows its core competencies and the
values of both its members & volunteers
Remains innovative
Cohort B
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