Organizational Development Strategies

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Philorum Consulting
Strategies for Organizational Development

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Representative: Aaron Albrecht, Susan Chu, Matt Donovan, Alexandra Noel, Tonie Olide &Elizabeth Reeder

Contents
I. Purpose
II. Overview
III. Scope
IV: Corporate Culture
V. Implementation Strategy
VI. Commitment to the Company
VII. Teaming and Morale
VIII. Conclusion
APPENDIX A: Implementation Strategy
APPENDIX B: KSA Mentorship Survey
References

I. Purpose

Our mission at Philorum Consulting Group is to facilitate positive change by providing strategic and cultural planning services used to increase morale and productivity through the creation of an individualized plan created by caring and knowledgeable professionals in various fields of business.

As part of our attempt to help you make an informed choice about our services, we will provide a brief overview of the issues at hand, the scope of our research, and various recommendations we have that could assist you in continuing down the path of growth and success. We are excited for the opportunity to work together in creating an environment at Kyoto San America (KSA) that is energetic, productive, and inspirational.

II. Overview

Based on the information we’ve received about the subsidiary in question, we gleaned that the initial concerns arose when KS-Japan (KSJ) engaged an international consulting firm to complete a study of projected growth, and recommend steps to promote expansion. Their results suggested that the company should prepare for growth that coincided with their 100th anniversary. Unfortunately, the anniversary came and went and piano sales remained stagnant. In a marketplace that is becoming more competitive due to the growth of personal computers and the fact that television is becoming the primary source of entertainment in households across America, KSA still manages to gain market share and outperform the competition. The initial consultation that KS-Japan received from this international firm offered projections that ultimately didn’t coincide with the market realities in the United States. Millions of dollars were spent in the hiring of additional staff in anticipation of these potential increased sales. Morale has decreased and the local American executives conducted their own research. The research suggested that the initial projections were inaccurate and without dramatic changes in the market or cost reductions within KSA, the company could face financial difficulties.

III. Scope

Our mission is to allow KSA to take the needed steps to remain profitable and continue to grow while maintaining a positive milieu and fostering a culture in the workplace where people feel their contributions are appreciated. We want your staff to believe in the future success of KSA by working as a team with a high level of morale.

In regards to the current culture, we have identified areas within the organization that will have an effect on the atmosphere at KSA. Our research shows that both American and Japanese cultural dynamics have played a significant role in the issues we will be addressing. Overcoming the societal differences will allow for a more cohesive and productive working unit within KSA. The practices of lifetime employment, rotational management, and colonial like systems have all had an impact on the environment in the workplace; subtle changes in these arenas can help KSA achieve its desired results.

Our plan will work within the allotted six month timeframe before KSA brings in consultants that will focus on the Business Process Re-engineering of the organization. We are confident that over the next six months the entire staff of KSA, from the President to the manufacturing line workers, will have a new found belief in the company and be re-energized allowing them to perform at their highest level. This in turn will build...
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