THQ Inc. (NASDAQ: THQI) is a developer and publisher of video games. Founded in 1989 in the United States, the company develops products for video game consoles, handheld game systems, as well as for personal computers and wireless devices. THQ has offices in North America, Europe and Asia Pacific.
The company publishes internally created and externally licensed content in its product portfolio. THQ's internally created franchises include Saints Row, Frontlines: Fuel of War, Red Faction, MX vs. ATV, Company of Heroes and others. The company also holds exclusive, long-term licensing agreements with leading sports and entertainment content creators including World Wrestling Entertainment (WWE), Games Workshop (Warhammer 40,000), Ultimate Fighting Championship (UFC), Nickelodeon and Disney-Pixar. It has announced net sales of $830.0 million in 2008, down from $1,030.5 million in the year previous. Net losses were $431 million for the 12 months ending March 2009, down from $35.3 million in the year previous.

President

Brian Farrell

Director

Jeffrey Griffiths
Director

Gary Rieschel

Director

Henry DeNero
Director

Brian Dougherty

Director

James Whims

Director

Lawrence Burstein
Kids, Family, Casual Games &...

MG
CFO

Paul Pucino
Business & Legal Affairs & S...

EK
Core Games

DB
Human Resources & Administra...

WG
International

IC
Publishing

Scott Guthrie
Studios

JS
Online

SD
Accounting, Control

RVDC

An organizational structure that is supportive to youth development encompasses five elements. First, the mission and vision statements of the organization promote youth development and a sizeable portion of the organization's budget is allocated for direct services for youth. Second, staff and board members have a clear understanding of the organization's mission and vision statement and direct their planning, advocacy efforts and services around this mission and vision. Third, the organization invests in staff development and training and staff's input is encouraged and implemented. Fourth, all levels of staff are kept abreast of the organization's goals, plans and changes. And fifth, the organization advocates around policy, funding and direct service issues as they relate to its constituents.

2. A Safe, Physical Environment That Is Supportive of the Youth and Staff's Needs

A safe physical environment that is supportive of the youth and staff's needs encompasses five elements. First, the actual building is physically safe, clean with good lighting and working facilities. Second, a safety and emergency plan is in place with all staff being trained in emergency procedures. Third, rules are published and displayed in a conspicuous place. Fourth, staff members are equipped with the supplies, equipment and space that they need to perform their job duties effectively. Fifth, youth have their own youth friendly space where they can hang out while waiting for a worker.

3. A Holistic Approach To All Youth

Taking a holistic approach to all youth means at the very minimum your organization is doing these four things. Promoting cultural diversity with respect to ethnicity, social background, gender issues, sexual orientation and youth culture. Second, staff at all levels are reflective of the population that is being served. Third, the entire organization is orientated to the agency's mission, vision goals and services by way of staff meetings, announcements and newsletters. Fourth, a referral system is in place by way of a directory of services as well as staff contacts to ensure that all youth get proper referrals when needed.

4. Youth Contribution and Collaboration

A critical component of the youth development framework is providing youth with opportunities for contribution and collaboration. This means: allowing youth to contribute their ideas for programs, services and special events and projects. Set up youth advisory councils and committees. Create volunteer and paid opportunities for youth. Develop community service projects in which youth plan and implement the tasks. Involve youth in advocacy efforts. Encourage youth to participate in civic events, forums and town hall meetings. Sponsor voter registration drives in collaboration with youth. Youth should also play a role in planning activities, decorating the space and orientating new youth to the program. Provide youth with membership cards, buttons or t-shirts to create a sense of ownership and identification with the program.

Establishing a sense of urgency
Creating the guiding coalition
Developing a vision and strategy
Communicating the change vision
Empowering employees for broad-based action
Generating short-term wins
Consolidating gains and producing more change
Anchoring new approaches in the culture
In an article published in the March/April issue of the Harvard Business Review called “Leading Change: Why Transformation Efforts Fail,” Kotter cautions that the process of change requires a “considerable amount of time” and will fail overall without success in each step.

Change Management for Nonprofits
For many organizations, the status quo is no longer a viable option. Nonprofit organizations historically adopting a less formal approach to change may wish to consider a more structured approach such as those outlined above.
 
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