Case Summary: NoGo Railroad Dave Keller a chief dispatcher with limited managerial experience has gotten a major promotion‚ making him the communication manager of the division. However this promotion has come with numerous problems. Because of NoGo Railroads unique operations it has had little to no competition and no compelling reason to modernize operations‚ but that is about to change as Dave has been given the mandate to observe different job functions‚ eliminate obsolete practices and modernize
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Formal Representation Copyright Adobe Systems Incorporated‚ 2004-2010. All rights reserved. Updated September 21‚ 2010 PARTI. Anticipating Change CASE ANALYSIS FORM Name: MAO BUNNHATH ID No: 26402 Course: Managing Change and innovation THE NOGO REAIL I. Problems The problems foCASE STUDY Case Study Name and Page #: The NOGO Railroad‚ page 56 Student Name: Wendy Thompson Date: October 9‚ 2011 I. Problems A. Macro 1. Reduction of current employee expenses for day-to-day operations
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The NoGo Railroad I. Problems A. Macro 1. Union problems need to be addressed at corporate level. 2. Massive changes are needed in personnel policies that can only be accomplished through intensive union and executive sessions. 3. This organization may not survive the needed changes. There may not be time for organization development to be used and the revolutionary method—organization transformation—may be too radical. 4. Changes may not be allowed by management at this time. Change is
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Executive Summary A team of college students were contracted to develop an organizational development plan for NoGo Railroad. The firm was experiencing low performance and low morale‚ along with a new Communication Manager who was unsure how to address the issues. The new Communication Manager paid for the student’s services and expressed apprehension around having leadership "buy-in"‚ which the students recommended as the first obstacle to address. The firm has traditionally recruited family
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NOGO Railroad Case Analysis I. Problems A. Macro 1. Organizational Culture NOGO Railroad’s culture and norms inhibit the introduction of process improvements‚ changes in roles and responsibilities‚ and cooperation between union and management. 2. Human Resource corporate structure is lacking and it is not engaged to operate as a strategic function There is no indication of HR providing development and guidance of policies/practices; no formal designation of authority; no oversight/participation
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CASE STUDY Case Study Name and Page #: The NOGO Railroad‚ page 56 Student Name: Wendy Thompson Date: October 9‚ 2011 I. Problems A. Macro 1. Reduction of current employee expenses for day-to-day operations 2. Employee morale (accepting the necessary changes for increased productivity and growth) 3. Threat of layoffs 4. Union contracts 5. Nepotism & Featherbedding B. Micro 1. No upper management support
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Running Head: Nogo WEEK ONE CASE STUDY: NOGO RAILROAD In partial fulfillment of the requirements for Managing Innovation and Change- Section B ( NOGO RAILROAD CASE ANALYSIS FORM I. Problems A. Macro Looking at the situation form a macro standpoint‚ the problems that can be identified from this case analysis is that the organizations policies and practices are outdated‚ and under designed. This problem creates unwanted debt to the company‚ and does not allow for transitional change management
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Personal memoir The Aftermath of the Vietnam War GRD 511 Academic Writing for Evaluation and Research Vang‚ Hutho Abstract The world may have known that there was a war called Vietnam War‚ however they may have not ever known the aftermath of its war. There had been several thousands of the Hmong people died consequently after the Vietnam War. In comparing the war itself‚ the Hmong soldiers who died in Vietnam
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1) Nogo Railroad a) What are the Macro and Micro problems in the case? i) Macro (1) High employee expenses (2) Low employee moral (3) No HR as a strategic function (4) Badly negotiated Union Contracts (5) No established recruitment processes (6) No job descriptions to measure job output and performance. (7) History of organized resistance by the Union and train crews ii) Micro (1) Nepotism and Featherbedding (2) No upper management “buy-In” (3) obsolete HR policies‚ practices and
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converted it to pure steel or iron. This machine allowed a lowered price on steel and iron as well as speed in production. This was a major contributor to the production of railroads. The expansion of the railroads greatly increased from 1860 to 1920. Railroads tripled from 1860 to 1880 and then doubled again by 1920. The railroads lowered the cost of shipping which enabled the cheaper movement of raw materials that would be used in factories. These new tracks also connected isolated towns to larger
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