Section A - Group 1 - Peppercorn dining.pptx - PEPPERCORN DINING CASE BRIEF Peppercorn Dining is a subsidiary of All-American Dining The facility is on

Section A - Group 1 - Peppercorn dining.pptx - PEPPERCORN...

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PEPPERCORN DINING
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CASE BRIEF Peppercorn Dining is a subsidiary of All-American Dining The facility is on the campus of All-American University Key People: Drew Randall – Manager Larry – Supervisor Erica, Lynn and Roger – Consultants The consultants gather information by: Interviewing the various stakeholders Observation of facilities, environment, behavior of employees
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ORGANIZATION STRUCTURE
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Peppercorn employs three kinds of workers: Full-time workers Student workers Full-time temporary workers Drew and Larry supervise the full-time employees Student Managers supervise student and temporary workers Shift in demographic – reduction in number of student workers – more temp workers Relations between student workers and temporary workers strained: Students consider temps as inefficient Temps consider students irresponsible Older temp workers dislike receiving orders from student managers Problems in inventory management No career advancement options
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Motivational Issues: Full-time workers – working conditions are poor, higher management and union indifferent to their problems Students – the job is not fun anymore Temp workers – students paid more Communication issues between the manager and workers Job roles were not clearly defined
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WHAT IS OD ? Beckhard’s Definition Relevant Case Facts OD is a planned effort External consultants were hired , hence a planned effort Organization-wide Recruiting, Retention, Work environment & Employee Communication: the problems were organizational wide Managed from the top Since the manager Drew facilitated the process, it was managed from the top Increases organization effectiveness and health ‘ I would like Peppercorn a more pleasant place for everyone to work’ Creates planned interventions in the organization’s “processes,” using behavioral science Using behavioral consultants’ knowledge as an external opinion for providing a fresh outlook to operations
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GENERAL MODEL Evaluating and Institutionalizing Change Planning and Implementing Change Diagnosing Entering and Contracting
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ENTERING AND CONTRACTING Entering / Contract ing Phase Relevant Case Fact Entering Clarifying the Organizational Issue “Staffing is a nightmare” Entering Determining the Client ---- Entering Determining the Practitioner ---- Contracti ng Mutual Expectations Increase productivity and improve morale among the workers Contracti ng Time and Resources, fees Written contract specifying the fee structure and the schedule of dates and time required No mention of resources to be used Contracti Ground Rules No mention of issues such as confidentiality,
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