Case 2 - Ben & Jerry's (a)

Topics: Management, Ben & Jerry's, Jerry Greenfield Pages: 15 (5482 words) Published: May 31, 2012
Section 1: Introduction
Process Consultation (PC) is the creation of a relationship that allows the client to perceive, understand, and act on the process events that occur within an organization in order to improve the situation as defined by the client (Cummings & Worley, pg. 253). In the case involving Ben and Jerry’s a consultant was brought in to work with the founders, board of directors, managers, and employees in order to undertake organizational development and also to bring the people, functions, aspirations, and directions together (Cummings & Worley, pg. 306). Schein proposes ten principles to guide process consultant’s actions: •Always try to be helpful

Always stay in touch with the current reality
Access your ignorance
Everything you do is an intervention
The client owns the problem and the solution
Go with the flow
Timing is crucial
Be constructively opportunistic with confrontive interventions •Everything is information; errors will always occur and are the prime source for learning •When in doubt, share the problem (Cummings & Worley, pg. 254). As the consultant in this case dove into the workings of Ben & Jerry’s these principles were apparent throughout the case. After spending time with the board, and interviewing key managers and staff at Ben & Jerry’s, the consultant concluded that the company had much strength and also some concerns. It was decided that while the leadership was seen as the company’s greatest strength, they were also seen and its greatest weakness. As a result the consultant decided to start the organizational development at the top and to focus on team building. Teambuilding refers to a broad range of planned activities that are aimed at helping groups improve the way they accomplish tasks, enhance their interpersonal and problem solving skills, and increase team performance (Cummings & Worley, pg. 263). Teambuilding is one type of Human Process Intervention. In addition there are several other types of interventions. Human Process Interventions deal with interpersonal relations and group dynamics. These types of interventions are among the most popular type of interventions. They include individual and group interventions as well as third party interventions. Human process interventions are aimed at helping individuals or groups improve relationships and as a result improve work results (Cummings & Worley, pg. 253). Human Resource Management Interventions include performance management, developing talent, and managing workplace diversity and wellness. This type of interventions deals with individual and group performance. This can involve goal setting, performance appraisals and rewards systems (Cummings & Worley, pg. 420). These types of interventions are generally led by the human resource department. Technostructural Interventions deal with restructuring organizations, employee involvement, and work design. This type of interventions focuses on the technology and structure of a company (Cummings & Worley, pg. 315). Due to the increasing sophistication of technology, many companies are being forced into these types of interventions in order to remain competitive. Finally, Strategic Change Interventions encompass transformational change, continuous change, and transorganizational change. This type of intervention deals with changing the basic character of the organization. This includes how the organization is structured and how it relates to its environment. This type of intervention often happens as a result of or anticipation of a change within the organization’s technology or environment (Cummings & Worley, pg. 505). In the case discussed below, the main type of intervention that is utilized in the Human Process Intervention. Section 2: Current Situation/Issues/Problems

When group process promotes effective interactions, groups are likely to perform tasks successfully (Cummings & Worley, 2009). In the case Ben &...

References: Cummings, T. & Worley, C. (2009). Organizational Development & Change. Mason, OH.
Cengage Learning.
Dairy Foods. (2006). Ben Cohen warming to B&J CEO. Business Source Complete, Vol 107(12) p. 20.
Erin, B. (2012). Ben & Jerry 's Apologizes for Fortune Cookies. Retrieved on March 30, 2012 from: cookies.html
Lee, R
Prescott, R. (2012). Ben & Jerry’s franchisees help communities in the Bahamas. Retrieved on March 30, 2012 from: communities
The National Press Club
Ben & Jerry’s plan to continue measuring success of how well they have integrated values-led objectives into their strategic plans and daily business operations as they move forward with Unilever (Ben & Jerry’s, 2011).
To operate the company on a sustainable financial basis of profitable growth, increasing value for our stakeholders, and expanding opportunities for development and career growth for our employees (Ben & Jerry’s, 2012).
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