The systems affected is the change that is about to come to the OD Group with the down grading of their reporting procedures from Zoltan to Blake. Although it cost the organization over $700,000 the OD Group is still upset because they cannot report to Zoltan anymore. Even more, Kay and Pete are considering looking for a new job. They do not trust the capabilities of Blake. “When teams don’t trust their leaders, their leaders are no longer leading teams (Maccoby, 2005, pg. 59) The team was broken at this point and ill no longer be as effective as they were when Zoltan was right by their side every day. When a team starts to fail, alternatives need to be considered. If Kay and Pete want to resign due to managerial issues they should be allowed to. This can make way for some more internal practitioners. The OD Department should stay but some OD implementation issues should be handled first. The ultimate success of an OD department, specifically the Hexadecimal Company, is dependent upon the fit between the values of the organizations values. There are many tools to change in an adaptive organization. The Top Leadership of the Hexadecimal Company should use Information, Support and Resource. First and foremost, getting the information out the employees as soon as possible and give them the availability to gather information. A great way to do this is by open-book management where key information is given to the team s to help make decisions. The employee
can learn a lot about top level leadership responsibilities. With support, crossing organizational lines and change, support and collaboration is imperative. Supporting employees in taking risks is a job for top leadership to understand. Finally, with the proper resources top management can make better decisions. There resource can include, finances, employment, and material to carry out assigned duties. References: Brown, D. (2011). An experiential approach to organization development, 8 th Ed. Greenberg, J. (2013). Managing Behavior in Organizations (6th ed.). Prentice Hall/Pearson. Maccoby, M. (2005). Understanding the people you manage. Research-Technology Management, 48(3), 58-60. Tuckman, B. W. (1965, Jun). Developmental Sequence In Small Groups. Psychological Bulletin , Vol 63 (6), 384-399. doi:10.1037/h0022100 W, W. B. (2004). Internal organization development practitioners: Where do they belong? The Journal of Applied Behavioral Science, 40(4), 423-431. Retrieved from
In the case of the Hexidecimal Company, there seems to a vibrant culture of modernization in place at the top of the corporation’s management team. Over the course of the company’s existence, they have changed their business model to adapt to the changing manner of international business and competition from cheaper manufacturers. Their president has embraced an ideology of innovation, and has recently become enamored with Organizational Development (OD) philosophies, to the point of hiring his own special team, dubbed the OD Group.
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- Spring '19