Case Study 1: Initiating Change in the Manufacturing and Distribution Division of Polyprod
Through an informal analysis, Roberta Jackson has begun to clarify the organizational issues facing M&DDiv manufacturing division. From this analysis she has clarified key organizational issues that need to be addressed in order to fix the documentation problem. It is evident that the documentation problem is actually a symptom of the following underlying organizational issues.
1. The organization lacks a clear vision or strategy.
2. The organizational culture is rigid and reluctant to change. Earlier attempts at improving the documentation system saw some initial changes but change soon halted and the company slipped back into old habits.
3. The company is experiencing inconsistencies in workflow due to rapid hiring, regular turnover, cross divisional promotions, and lack of mentoring. Much of the staff has little to no training or experience in documentation.
4. There is a lack of coordination between locations, as well as within locations.
5. The Rapid growth of the company has not been a smooth process.
The resulting documentation issues are the following:
1. There is widespread employee and manager dissatisfaction with the current documentation process.
2. Delays and usability issues discourage workers.
3. Headquarter personnel have unmanageable workloads.
4. Constant change in temporary workers.
5. Many workers lack experience or training.
6. Production sites have difficulties using documents transferred from headquarters.
Through the collection of preliminary data Jackson was able ascertain a clear sense of the organizational culture and the issues facing the organization. Interviewing a few relevant clients Jackson is able to learn that the organization is quite segmented and departments/locations feel their issues are isolated from the rest of the organization. Jackson Identified Stewart Jones as the most likely project sponsor with the power to approve or reject the project. In this case there are multiple relevant clients in each
1. The organization lacks a clear vision or strategy.
2. The organizational culture is rigid and reluctant to change. Earlier attempts at improving the documentation system saw some initial changes but change soon halted and the company slipped back into old habits.
3. The company is experiencing inconsistencies in workflow due to rapid hiring, regular turnover, cross divisional promotions, and lack of mentoring. Much of the staff has little to no training or experience in documentation.
4. There is a lack of coordination between locations, as well as within locations.
5. The Rapid growth of the company has not been a smooth process.
The resulting documentation issues are the following:
1. There is widespread employee and manager dissatisfaction with the current documentation process.
2. Delays and usability issues discourage workers.
3. Headquarter personnel have unmanageable workloads.
4. Constant change in temporary workers.
5. Many workers lack experience or training.
6. Production sites have difficulties using documents transferred from headquarters.
Through the collection of preliminary data Jackson was able ascertain a clear sense of the organizational culture and the issues facing the organization. Interviewing a few relevant clients Jackson is able to learn that the organization is quite segmented and departments/locations feel their issues are isolated from the rest of the organization. Jackson Identified Stewart Jones as the most likely project sponsor with the power to approve or reject the project. In this case there are multiple relevant clients in each
References: Cummings, T. & Worley, C. (2009). Organization Development & Change (9th ed.). South-Western Cengage Learning: Mason, OH.