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Cases and Exercises in Organization Development & Change
- Edited by: Donald L. Anderson
- Publisher: SAGE Publications, Inc.
- Publication year: 2012
- Online pub date: December 19, 2014
- Discipline: Business & Management
- Subject: Organization Design , Organization Development , Organizational Psychology
- DOI: https:// doi. org/10.4135/9781483387444
- Keywords: consultancy , interviews , overtime , staff , supervisors , team management , teams Show all Show less
- Print ISBN: 9781412987738
- Online ISBN: 9781483387444
- Buy the book icon link
This comprehensive collection of cases and exercises allows students to practice organization development (OD) skills at the same time as learning about theories of organizational change and human behavior. The first part of the book presents cases about the OD process, and the second part includes cases in organization-wide, team, and individual interventions. The final part provides practical exercises that make the course material come alive through realistic scenarios that organizational change practitioners regularly experience.
This book can be used as a stand-alone text or as an accompaniment to Donald L. Anderson's textbook Organization Development: The Process of Leading Organizational Change, Second Edition (ISBN 978-1-4129-8774-5).
Part I: Cases in the Organization Development Process
- Case 1: Contracting for Success: Scoping Large Organizational Change Efforts
- Case 2: The Discipline Dilemma in Rainbow High School
- Case 3: A Case of Wine: Assessing the Organizational Culture at Resolute Winery
- Case 4: Utilizing Exploratory Qualitative Data Collection in Small Organizations: Consulting for the Multicultural Community Connections
- Case 5: Identifying the Scope of Work at Dixie Weaving, Inc.
- Case 6: A Manufacturing Crisis in Bayrischer Silicon Products
- Case 7: The Ivory Tower Opens Up
- Case 8: Engineering Culture Change with Strategic Initiatives
- Case 9: Organization Culture—Diagnosis and Feedback
- Case 10: Engaging Broader Leaders in the Strategic Planning of Lincoln Women's Services
- Case 11: Resistance to Change: Technology Implementation in the Public Sector
- Case 12: Resistance to Change: Assessing Readiness for the Implementation of an Enterprise Resource Planning (ERP) System at MedDev, Inc.
- Case 13: Where Do We Begin? Selecting an Intervention at the Springfield County Office of Economic Development
- Case 14: To Change without Appearing to Change: Creating Stability in a Multichange/Multiresolution Government Agency
- Case 15: When a Contract Is Not Enough
- Case 16: Measuring Organizational Effectiveness in the Nonprofit Sector: The Case of the Community Action Network
- Case 17: Not in Watertight Compartments: Service Quality Improvement and Organization Development
Part II: Cases in Organization Development Interventions
- Case 18: Global Chain of Command: A Japanese Multinational Manufacturer in the United States
- Case 19: Safe Passage: An NGO in Guatemala City Responds to a Leadership Crisis
- Case 20: The Case of Jim: A Vice President in a National Nonprofit Association
- Case 21: A Small World After All
- Case 22: Accounting Team Problems at Acme Manufacturing
- Case 23: Who's Making the Decisions at Livingston University?
- Case 24: Greencycle Publishing
- Case 25: When a Team Breaks in Two
- Case 26: Diggins/Reinholdt Plastics, Inc.: A Study in Resistance to Change in the Aftermath of a Merger
- Case 27: Whole Organizational Design Intervention
- Case 28: The Change Story of Yellow Auto Company
- Case 29: We Must Learn to Innovate! Culture Change (and Shock) in a Consumer Packaged Goods Company
- Case 30: Sticker Shock in an Organization That Will Not Stick Together
Part III: Exercises in Organization Development and Change
- Exercise 1: Contracting with a Client
- Exercise 2: Organization Development Practitioner Skills
- Exercise 3: Data Gathering
- Exercise 4: Giving Feedback
- Exercise 5: Resistance to Change
- Exercise 6: Resistance to Change Scale
- Exercise 7: Cynicism About Organizational Change
- Exercise 8: Myers-Briggs Type Indicator (MBTI)
- Exercise 9: Coaching and Individual Instruments
- Exercise 10: Team Values
- Exercise 11: Team Diagnosis and Intervention
- Exercise 12: Team Facilitation
- Exercise 13: Identifying and Changing Organizational Culture
- Exercise 14: Perceived Organizational Innovativeness Scale
- Exercise 15: Designing and Redesigning Organizations
- About the Editor
- About the Contributors
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Cases and Exercises in Organization Development & Change
- Donald L. Anderson - University of Denver, USA
"Has a number of timely case studies, including ones on non-profit and educational institutions."
An excellent book with lots of applied problems/case studies.
Good cases and excellent overall structure of the book. however, I was also looking for mini-cases
A well written book that has a number of useful cases and activities that will help to link theory to practice for change management and organisational development.
A mix of great, some useful exercises and cases though some seem to be a bit basic and perhaps out of date
Donald L. Anderson
Donald L. Anderson , PhD, University of Colorado, teaches organization development and organization design at the University of Denver. He is the author of the text Organization Development (4 th ed., Sage Publications, 2017) and editor of Cases and Exercises in Organization Development & Change (2 nd ed., Sage Publications, 2017). He is a practicing organization development consultant and has consulted internally and externally with a wide variety of organizations, including Fortune 500 corporations, small businesses, nonprofit organizations, and educational institutions. Dr. Anderson’s research interest is in discourse in organizational and institutional settings, and his studies of organizational discourse and change have been published in journals such as the Journal of Organizational Change Management, Gestion, and Journal of Business and Technical Communication . Dr. Anderson is a member of the Academy of Management and serves on the editorial board of the journal Management Communication Quarterly as well as SAGE’s Business and Management Advisory Board.
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- Case Studies
Food Co-op Engages Its Members
“There was no way to move forward until we could build consensus around a plan for the future of this organization,” said Paul Cultrera, general manager.
“Things were so bad,” said then board of directors member Peter Keat, “that we literally felt paralyzed as an organization.”
With tensions running high, Cultrera interviewed Eric Douglas of Leading Resources Inc. (LRI). Cultrera was impressed by Douglas’ track record for managing change and gaining consensus within large organizations. “I was looking for someone with really good communication skills,” Cultrera said. “Someone skilled at working with diverse constituencies.”
D2K: Establishing Trust as a Foundation for Long-term Growth
Together Douglas and Cultrera mapped out a five-stage process they called “Directions 2000” or “D2K.” The process was carefully crafted to engage as many member-owners as possible in a productive dialogue with management and each other. At each stage of the process, Douglas guided the participants toward an understanding of the complex business issues under consideration while improving their communication and problem-solving skills. Because the issues were complex, and emotions were running high around the issue of expansion, flexibility had to be at the heart of the process itself.
“Eric has experience working with large, fractured groups, so he was able to bring people together in a constructive manner,” Cultrera said. “As we got into the process and realized that changes needed to be made, he was flexible. He didn’t have a tremendous amount of ego tied up in his own process.”
Stage 1: Identifying Basic Values
“I sat through all 13 of these ‘listening’ sessions and hardly said a word,” Cultrera said. “Eric facilitated them tightly, to the extent that there was a program – but loosely, to the extent that people were able to express themselves very freely. It took me out of it, so there wasn’t this perception of the general manager pushing this thing where he wants it to go.”
Stage 2: Casting a Wider Net
Using input from the focus groups, LRI drafted a survey with 50 questions about values and visions and distributed it to all 7,000 Co-op member-owners. LRI’s analysis of the 1,645 returned surveys confirmed that pricing was most important to members. Member-owners were evenly divided on the question of whether to expand to additional locations. A third issue that came into focus from the survey was the 5% member-owner discount: Owners did not want to give it up, even if it meant they paid higher prices in the store.
Stage 3: Moving Beyond Conflict to Strategy
With the survey data in hand, a group of 25 people – comprised of 15 member-owners, seven members of the Board of Directors and three members of management – began working together as the D2K Planning Team under the guidance of LRI consultants.
Within a few weeks, the team had defined the purpose and values – what Douglas calls the “strategic foundation.” The team then faced the question of vision – and the deep conflict over whether or not the Co-op should expand to a second store.
As a first step, Douglas broke the drafting committee into two teams to generate deeper discussion. The resulting dialogue between the teams ultimately led to a draft vision that called for the Co-op to extend its services “to as many people as possible in the communities we serve.”
“This vision was based on a philosophy of inclusion,” said Keat who was a Planning Team member. “The Co-op offers something very special in the quality of its products, its support for local farmers, and its reliance on cooperative economic principles. Our vision was to share that.”
“We tested this vision again and again within the Planning Team,” Douglas said. As they grew more comfortable, team members used a combination of brainstorming exercises, management input and survey feedback to develop seven key goals to achieve the vision. LRI consultants carefully translated their decisions into a draft strategic plan.
Stage 4: Honoring the Process through Feedback
The resulting feedback was overwhelmingly positive. More than 95% of those responding said they supported the process. More than 90% said they supported the vision.
“Based on our previous experience, I thought we might get 55% in favor and 45% opposed. And then we’d be stuck where we were at the beginning,” Cultrera admitted.”Instead, we got a very high approval rating of each individual piece of the plan.”
Even more surprising: “Many of the member-owners who approved the plan had only been touched tangentially by the process – through taking the survey or reading about it in the Co-op’s newsletter,” Douglas said. “But because they had been touched, they supported the change.”
Stage 5: From Approval to Action
After unanimously voting to approve the plan, the Board handed it over to management to implement. “It makes my job as general manager a whole lot easier,” Cultrera said.
“Now, when we run into pockets of controversy or resistance, it’s very easy to say, ‘Well, thank you. I really appreciate your input. But we heard from a lot of people who said this is what they want us to do.’ I feel like when there are other issues we need to face on a nitty-gritty level, we can call that process up again.”
Roadmap to the Future: From Plan to Action
That opportunity was right around the corner. Fresh from the D2K victory, the Co-op again hired LRI to implement one of the plan’s key initiatives. This was the hot button issue of deciding whether to keep or modify the 5% member-owner discount.
True to the D2K process model, Douglas and Cultrera ensured a high level of member-owner involvement at every stage.
They convened a half-dozen “focus groups” to educate member-owners about the impacts of the discount. As with D2K, a Planning Team representing a broad spectrum of viewpoints was selected by LRI to explore alternatives and make a recommendation to the Board.
“At that point, we ran up against the fact that grocery store finance is not easy,” said Douglas. “Yet the team had to learn it in order to make a cogent decision.” For example, the Co-op marked up prices for most items beyond the normal operating markup to support the 5% member-owner discount. This meant higher prices throughout the store and placed the Co-op at a competitive disadvantage with other natural food store chains in the market.
“There were lots of questions and concerns,” said Barbara Mendenhall, Board president. “Eric finally broke us into small groups and asked us to answer three questions:
‘Is there a problem that needs to be fixed?’ ‘What would you propose as an alternative to the discount?’ and ‘What additional information do you need?’
All of the groups came back and said yes, there is a problem. It needs to be fixed. And here’s what we think the new benefits package should be. The amazing thing was – we all proposed the exact same solution!”
As team members became convinced of the wisdom of changing to the discount structure, some wanted to survey member-owners about the alternatives they were considering. “But a new survey would only confirm what the earlier survey told us,” Douglas said. “Without going through the education process, people would resist giving up the discount.” The team finally agreed to stage a series of forums that would bring member-owners from the Planning Team face to face with fellow member-owners still skeptical about making a change.
It was a critical part of the process that Mendenhall calls “transformative.”
“One planning team member really turned the group around just on the force of her own presentation,” Mendenhall said. “As she talked about what she and the group had gone through, you’d start to see heads nod. You could see she felt it from the heart.”
With positive feedback from member-owners, the Board approved changes to an end-of-the-year patronage refund that has worked well at a number of co-ops throughout the country, combined with special pricing programs such as monthly category specials. Some of the original benefits – such as a 10% discount on Owner Appreciation Days – remained in force.
Moving Ahead with Confidence
“We’ve learned that there are a variety of ways to involve members in decision-making, besides just sending everything out for a member vote,” said Mendenhall. “Communication and cooperative education are very important.”
Cultrera agrees. “Because we kept the lines of communication open with the ownership throughout this long process, we heard from people we had never heard from before. By the end of it, member-owners clearly honored the process, so they trusted the plan. It’s given the organization a tremendous amount of strength and ability to keep moving forward.”
The bottom line:
The Co-op’s annual sales increased to $17 million. Its employees had received an across-the-board pay increase reflecting the plan’s commitment to a quality workplace. Meanwhile, the Co-op had begun looking at new locations for a second store, this time with the clear support of its owners.
We hope you enjoyed this organizational development case study. To schedule an initial meeting with LRI, please contact us online or call 1-800-598-7662.
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Managing Diversity at Spencer Owens & Co.
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Managing diversity at spencer owens & co. description.
Spencer Owens & Co, a disguised consulting firm, focuses on domestic and international economic development. As an extension of the firm's commitment to social justice, 20 years ago, Spencer Owens management introduced an affirmative action hiring and promotion program. Within 10 years, the firm had achieved the most diverse support and professional staff in the industry. Yet, despite management's good intentions, Spencer Owens--and, increasingly, its work--suffered from acrimonious staff relations and frequent recriminations around racial issues. The protagonist of the case tries to diagnose the problem.
Case Description Managing Diversity at Spencer Owens & Co.
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Case Analysis of Managing Diversity at Spencer Owens & Co.
Managing Diversity at Spencer Owens & Co. is a Harvard Business (HBR) Case Study on Organizational Development , Texas Business School provides HBR case study assignment help for just $9. Texas Business School(TBS) case study solution is based on HBR Case Study Method framework, TBS expertise & global insights. Managing Diversity at Spencer Owens & Co. is designed and drafted in a manner to allow the HBR case study reader to analyze a real-world problem by putting reader into the position of the decision maker. Managing Diversity at Spencer Owens & Co. case study will help professionals, MBA, EMBA, and leaders to develop a broad and clear understanding of casecategory challenges. Managing Diversity at Spencer Owens & Co. will also provide insight into areas such as – wordlist , strategy, leadership, sales and marketing, and negotiations.
Case Study Solutions Background Work
Managing Diversity at Spencer Owens & Co. case study solution is focused on solving the strategic and operational challenges the protagonist of the case is facing. The challenges involve – evaluation of strategic options, key role of Organizational Development, leadership qualities of the protagonist, and dynamics of the external environment. The challenge in front of the protagonist, of Managing Diversity at Spencer Owens & Co., is to not only build a competitive position of the organization but also to sustain it over a period of time.
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Texas Business School Approach to Organizational Development Solutions
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Step 1 – Problem Identification of Managing Diversity at Spencer Owens & Co. - Harvard Business School Case Study
The first step to solve HBR Managing Diversity at Spencer Owens & Co. case study solution is to identify the problem present in the case. The problem statement of the case is provided in the beginning of the case where the protagonist is contemplating various options in the face of numerous challenges that Owens Spencer is facing right now. Even though the problem statement is essentially – “Organizational Development” challenge but it has impacted by others factors such as communication in the organization, uncertainty in the external environment, leadership in Owens Spencer, style of leadership and organization structure, marketing and sales, organizational behavior, strategy, internal politics, stakeholders priorities and more.
Step 2 – External Environment Analysis
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What is PESTEL Analysis? Briefly Explained
PESTEL stands for political, economic, social, technological, environmental and legal factors that impact the external environment of firm in Managing Diversity at Spencer Owens & Co. case study. PESTEL analysis of " Managing Diversity at Spencer Owens & Co." can help us understand why the organization is performing badly, what are the factors in the external environment that are impacting the performance of the organization, and how the organization can either manage or mitigate the impact of these external factors.
How to do PESTEL / PEST / STEP Analysis? What are the components of PESTEL Analysis?
As mentioned above PESTEL Analysis has six elements – political, economic, social, technological, environmental, and legal. All the six elements are explained in context with Managing Diversity at Spencer Owens & Co. macro-environment and how it impacts the businesses of the firm.
How to do PESTEL Analysis for Managing Diversity at Spencer Owens & Co.
To do comprehensive PESTEL analysis of case study – Managing Diversity at Spencer Owens & Co. , we have researched numerous components under the six factors of PESTEL analysis.
Political Factors that Impact Managing Diversity at Spencer Owens & Co.
Political factors impact seven key decision making areas – economic environment, socio-cultural environment, rate of innovation & investment in research & development, environmental laws, legal requirements, and acceptance of new technologies.
Government policies have significant impact on the business environment of any country. The firm in “ Managing Diversity at Spencer Owens & Co. ” needs to navigate these policy decisions to create either an edge for itself or reduce the negative impact of the policy as far as possible.
Data safety laws – The countries in which Owens Spencer is operating, firms are required to store customer data within the premises of the country. Owens Spencer needs to restructure its IT policies to accommodate these changes. In the EU countries, firms are required to make special provision for privacy issues and other laws.
Competition Regulations – Numerous countries have strong competition laws both regarding the monopoly conditions and day to day fair business practices. Managing Diversity at Spencer Owens & Co. has numerous instances where the competition regulations aspects can be scrutinized.
Import restrictions on products – Before entering the new market, Owens Spencer in case study Managing Diversity at Spencer Owens & Co." should look into the import restrictions that may be present in the prospective market.
Export restrictions on products – Apart from direct product export restrictions in field of technology and agriculture, a number of countries also have capital controls. Owens Spencer in case study “ Managing Diversity at Spencer Owens & Co. ” should look into these export restrictions policies.
Foreign Direct Investment Policies – Government policies favors local companies over international policies, Owens Spencer in case study “ Managing Diversity at Spencer Owens & Co. ” should understand in minute details regarding the Foreign Direct Investment policies of the prospective market.
Corporate Taxes – The rate of taxes is often used by governments to lure foreign direct investments or increase domestic investment in a certain sector. Corporate taxation can be divided into two categories – taxes on profits and taxes on operations. Taxes on profits number is important for companies that already have a sustainable business model, while taxes on operations is far more significant for companies that are looking to set up new plants or operations.
Tariffs – Chekout how much tariffs the firm needs to pay in the “ Managing Diversity at Spencer Owens & Co. ” case study. The level of tariffs will determine the viability of the business model that the firm is contemplating. If the tariffs are high then it will be extremely difficult to compete with the local competitors. But if the tariffs are between 5-10% then Owens Spencer can compete against other competitors.
Research and Development Subsidies and Policies – Governments often provide tax breaks and other incentives for companies to innovate in various sectors of priority. Managers at Managing Diversity at Spencer Owens & Co. case study have to assess whether their business can benefit from such government assistance and subsidies.
Consumer protection – Different countries have different consumer protection laws. Managers need to clarify not only the consumer protection laws in advance but also legal implications if the firm fails to meet any of them.
Political System and Its Implications – Different political systems have different approach to free market and entrepreneurship. Managers need to assess these factors even before entering the market.
Freedom of Press is critical for fair trade and transparency. Countries where freedom of press is not prevalent there are high chances of both political and commercial corruption.
Corruption level – Owens Spencer needs to assess the level of corruptions both at the official level and at the market level, even before entering a new market. To tackle the menace of corruption – a firm should have a clear SOP that provides managers at each level what to do when they encounter instances of either systematic corruption or bureaucrats looking to take bribes from the firm.
Independence of judiciary – It is critical for fair business practices. If a country doesn’t have independent judiciary then there is no point entry into such a country for business.
Government attitude towards trade unions – Different political systems and government have different attitude towards trade unions and collective bargaining. The firm needs to assess – its comfort dealing with the unions and regulations regarding unions in a given market or industry. If both are on the same page then it makes sense to enter, otherwise it doesn’t.
Economic Factors that Impact Managing Diversity at Spencer Owens & Co.
Social factors that impact managing diversity at spencer owens & co., technological factors that impact managing diversity at spencer owens & co., environmental factors that impact managing diversity at spencer owens & co., legal factors that impact managing diversity at spencer owens & co., step 3 – industry specific analysis, what is porter five forces analysis, step 4 – swot analysis / internal environment analysis, step 5 – porter value chain / vrio / vrin analysis, step 6 – evaluating alternatives & recommendations, step 7 – basis for recommendations, references :: managing diversity at spencer owens & co. case study solution.
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Organizational Development Case Study
Organization development case study: introduction.
For any organization to be successful in its field and progress to profitability, it is important that managers and employees in its leadership embrace organizational development. According to Cummings and Worley, “Organizational Development (OD) is a planned long-term effort led and supported through the top management to improve an organization’s ability in a bid to solve its own problems by continuously working together and managing the culture using behavioral skills” (2005, p. 1).
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The paper uses the Tedtec Company Limited, which is a fictional organization. The company chosen for this case study is respected in the country of origin. It is among the pioneers of organizational development in the country. Tedtec Company Limited that is located in India has been in operation for the last 70 years dealing with machinery, engineering, production, and construction works.
According to the results of the performance index of India’s companies, Tedtec Company Limited “is also adjudged India’s best managed and most respected company on various attributes of customer delight and shareholder value” (Roy, 2006, p. 25). The case study on organizational development was based on this company because of its significant history in this field in India.
Tedtec Company Limited is among the most respected of India’s private sector companies that deal with technology, construction, engineering, and manufacturing. The company has been in existence for about seven decades with a strong international presence including offices in the China as well as her Gulf neighbors.
A wide marketing and distribution network and decades of strong customer focused approach has ensured that the company is the leader in its field. The company also “believes that progress must be achieved in harmony with environment” (Roy, 2006, p. 25). This claim has informed its commitment to protection of the environment and participation in community welfare.
Some of the achievements that the company has made include the record for having made the largest coal gasifier in India that it exports to China.
It is the largest FCC regenerator for a refinery, which is the longest coal conveyer in the world besides being Asia’s highest viaduct and the world’s largest EO reactor for a protochemical complex in the Gulf. The company also took part in the construction of India’s first nuclear powered submarine. It has won a number of local and international awards and recognitions.
The company is also one of the most profitable construction companies in the region with thousands of employees being employed directly or indirectly by the company. A policy of giving back to the society has ensured that the company establishes good relations with workers and the communities in which it is involved, with only the issue of pollution being the major challenge.
Tedtec Company Limited has however managed to remain viable and important within the manufacturing and construction sector even with the financial crisis experienced over the years in this part of the world and elsewhere in the world.
The methods used for diagnosis in this particular organization included interviews and questionnaires, which were addressed to the employees in the organization. Initially, the company had experienced faults in its existing appraisal system at some point in its history. This challenge necessitated a professional correction of the system.
The company elicited help from some of experts in this field with eminent professors being invited to carry out a study and assessment of the appraisal process in the company (Wilson, 2003, p. 13). Walter Jay and Engineer Schwartz Raymond were the professors that were consulted in the evaluation process for the company.
In their study of the appraisal process in the company, they began by interviewing departmental heads and their subordinates. To accomplish the interview, they used diagnosis or action research with the results being recorded and analyzed against a background of other results they had gotten elsewhere and against the existing case studies.
Analysis and feedback methods
From the diagnostic methods used in the company, a number of feedbacks were obtained. In the analysis of information provided by the subordinates in the various departments, there was apparent communication breakdown in the administrative hierarchy with junior workers not getting information and feedback on their performance in the company.
This case was despite their expressed a desire to get the feedback, which was not forthcoming. Another interpretation of the results of the feedback included the fact that the managerial staff members were responsible for a large number of employees thus making an appraisal of their subordinates difficult.
However, one shortcoming was that the appraisal form used was too lengthy meaning that the number of employees participating was reduced due to time constraint.
The results of the feedback were presented by the two professors to the top management of the company for consideration and formulation of suggestions and recommendations on the possible solutions to the actual problem.
According to Cummings and Worley, an appraisal system is important in any organization as it helps the company’s employees to understand their strengths and weaknesses and the progress they are making in the job performance (2005, p. 15).
It also enables them to understand the options available for growth in the company. Cummings and Worley claim that the process should “address the issues of appraisal, potential, counseling, career development, and training all in one” (2005, p. 15).
As in the case of IKEA that was discussed as a case study, Tedtec Company Limited used SWOT analysis in the achievement of objectives and planning of its strategic achievements.
As discussed in the essay and in the literature on planning strategies in organizations, this form of analysis investigates the Strengths, Weaknesses, Opportunities, and Threats that an organization establishes in its course of operations and development (Cummings, & Worley, 2005, p. 15).
According to Cummings and Worley, threats are external to an organization, and are outside the control of the company with the best examples being economic performance of the country, the levels of technology at the time, social changes, and the environmental conditions (2005, p. 24).
On the other hand, strengths and weaknesses are internal to an organization thus serving to counter the threats that are outside the organization’s control (Cummings, & Worley, 2005, p. 25).
As an opportunity, Tedtec Company Limited has over the years invested in manufacturing and construction industry. It boasts of creating a respected brand in India. The company has been in existence since 1938 when it started as a manufacturer of daily equipment.
Therefore, it has a well-established organizational culture and management policies that stand the test of time. The company also has vast investments in technology, investing heavily in the latest technology available in the industry. This opportunity has created a competitive edge over her competitors.
As strength, the organizational culture in the organization has been described as a goal-oriented one with the employees largely reporting career satisfaction when working with the company.
The company has invested in a number of international brands mainly in the region thus ensuring relevance and competitiveness in the industry. With diversification of its operations, the organization is now able to produce different products besides offering a range of services in the region.
A significant weakness that the organization has established in its operations is the pollution that has been created in the production method in the process of rectification following the ambitious investment in environmental conservation and social responsibility.
The company also faces a threat in operations in the form of the financial crisis that, as demonstrated in the last one, has the ability to paralyze its operations. The threat is however countered by the cautious financial investment in other market coupled with strict financial auditing and consultations.
OD intervention options and general risk and value scenarios
The assessment of risks in an organization is important as it enables the management to formulate the desired change and effect on it. This assessment is quite crucial for any company since it makes it aware and ready for any particular risk that it might incur.
Many companies have experienced an untimely closure following the occurrence of risks that it did not expect or rather risks that were not planned for in the event of their occurrence.
For Tedtec Company Limited, the specific interventions that were necessary included diversification of products and expansion into other markets to counter the decline in demand in the home country in a bid to create new opportunities to secure industrial relevance.
In the analysis of vales, one of the relevant values to the company is customer service. The company has established a number of methods of ensuring the customers are loyal to it. Customer loyalty is recognized as one of the factors leading to the success of many organizations and that the company is no exception (Cummings, & Worley, 2005, p. 25).
To guarantee exceptional customer service, organizations need to have an effective indicator in place (Cummings, & Worley, 2005, p. 21). For Tedtec Company Limited, customer loyalty rating is the key indicator. The organization has commissioned a number of surveys to find out the satisfaction of its clients on its products and services.
According to Cummings and Worley, this strategy is an effective way of doing it (2005, p. 21). The results have then been used to gauge performance and or inform decision-making.
The expected benefits include improved service provision and customer satisfaction as well as profitability. The company also utilizes feedback from clients especially complaints that are provided as feedback to change its operations.
Since Tedtec Company Limited carries out many civil projects that are funded by the Indian government and other governments, the quality of work is also evaluated by government contractors as well as other state agencies concerned with quality control (Cummings, & Worley, 2005, p. 25).
This ensures a subjective review of products and services provided thus ensuring that there is quality in the future projects. The strategy has enabled the company to win a number of tenders based on previous projects that were evaluated as being professionally carried out.
According to Cummings and Worley, post change evaluation in an organization is important since it presents the executives with a picture of the effects of the change (2005, p. 17) made by the change agent “in consultation with the management of the organization” (Wilson, 2003, p. 23). Wilson also states, “The evaluation sets initial agreed aims and objectives against the current, post-change situation” (2003, p. 23).
In the analysis made of Tedtec Company Limited, the attitude and satisfaction of workers as well as the financial outlook and performance ratings were made thus being some of the most common areas of evaluations in an organization development analysis.
The results of the evaluation were then presented to the management. The summary consisted of areas where the effected change was successful, recommendation for improvement, areas that were unsuccessful and not in line with the company objectives, areas that required constant monitoring, and the suggested rolling evaluation program.
For Tedtec Company Limited, the results showed success in areas of change such as improved organizational performance since the entry of the firm in to the international market.
The change in organizational culture, which was made mainly involving the diversification of the employee base, was also reported to influence the company in a positive manner with the employees reporting improved satisfaction from the working conditions.
The employees also reported a breakdown in communication and ineffective management mainly due to the large size of the personnel department, which was created by expansion. This exposition meant that the employees were getting inadequate attention from their bosses.
One of the recommendations is that the company should consider splitting or bifurcation of the personnel department in the company to ensure that fewer employees are under the supervision of managers in the various departments. It is said that the smaller the number of subordinates that each manager is responsible for, the better the output of the employees (Wilson, 2003, p. 21).
The company should also consider increasing the number of managerial staff especially those in the human resource department in an attempt to improve the contact between the administration and subordinates (Wilson, 2003, p. 18). Another recommendation is that the organization should monitor the human resource department and the marketing department to enhance customer loyalty.
OD Case Study: Conclusion
In conclusion, organizational development is an important aspect in the success of companies. Organizations that wish to perform well have a well established organizational development plan that stipulates the issues that they need to do or rather the issues that they need to be aware of so that they remain not only in track but also ready for any unexpected emergency.
The paper has used the Tedtec Company Limited as a fictional company in an attempt to address this key issue of organizational development. Thus, its evaluation should be carried out in a formal manner. Tedtec Company Limited is considered to have made significant organizational changes since its inception. The changes have affected its operations in a number of ways.
An evaluation of its organizational development established a number of threats, weaknesses, and strengths, as well as the effects of the organizational change. These elements were then evaluated with recommendations and suggestions being made to the development specialists and business executives of the organization.
Cummings, T., & Worley, G. (2005). Organization development and change . Mason, Ohio: Thomson/South-Western.
Roy, S. (2006-2005). Made in India: a study of emerging competitiveness . New Delhi: Tata McGraw-Hill Pub. Co.
Wilson, D. (2003). Promoting institutional & organizational development . London: Dept. for International Development.
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Case Study on Organizational Development With Solution Presentation
The Executive Summary covers The Fundamentals of Organizational Development. The Fundamentals focuses on enabling success by the key management stages, through the acquisition, organization, growth, and performance management. The third chapter goes into defining key areas to be included in management.
This chapter provides two definitions of the term “Organization Management” to help aid in identifying how well an organization is organized. The whole matter of management is also examined in the chapter, from inception to delivery.
From inception to delivery, the Senior Management Summary presents six management areas that have been shown to have high success rates. Each chapter that is included in the Summaries is presented through an executive summary that shows why they are needed and what the author believes will benefit the reader.
The Needs Assessment is presented at the end of each chapter. By identifying what the organization needs and how to get them, you can get a better understanding of how the organization works and what people need.
The Case Study on Organizational Development with Solution – Research Summary is available as a free download from the Harvard Case Study Solution website. It serves as an appendix to the Summaries. It shows what research was utilized to construct the main case study.
The Results-Outcome Analyser summaries the major conclusions drawn during the project to arrive at an outcome. The summary includes a summary of results, which provide an insight into the final report.
The Case Study on Organizational Development with Solution – Case Study Summary is a brief introduction to the case study. It highlights the major points of the case study.
The concluding chapter presents an executive summary that describes the project, presents some suggestions for improvement, and answers the question “What’s in it for me?” The package contains four case studies and four solutions.
The first part of the book focuses on what organizational development is and how it will effect the organization. The next three chapters provide more detail on the case studies.
The Case Study on Organizational Development with Solution PPT is very helpful to organizations that want to improve their efficiency and productivity. The authors of the book are quite experienced and highly regarded in the field of management and leadership development.
To read the work and watch the video gives the readers a strong insight to how an organization’s business is being managed. These three aspects of the management and leadership development are covered in this book: Fundamentals, development, and problem identification.
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