RUNNING HEAD: CASE: THE HEXADECIMAL COMPANY 1
The Hexadecimal Company
The Hexadecimal Company has experienced rapid growth since the company opened. They began as a medium sized manufacturing firm supplying computer components and now have moved into nanotechnology and advanced electronics. The President John Zoltan has decided to create an OD group. Zoltan, along with an OD practitioner hired four employees outside of the company and one internal employee belonging to Hexadecimal Company. The research of the Hexadecimal Company will provide overcoming resistance to change on the Macro, Micro, level along with the causes, and the systems affected. Alternatives and Recommendations will be addressed to find solutions of the life cycle. First of all, the members of the OD group included the following; Pete Loomis, 25 a behavior specialist who had done training in industry; Kay Hughes, 27, who had been a sales representative prior to graduate school; Bill Heller, 26, specializing in group dynamics, with no industry experience; Indar Kripalani, 34, with OD experience in the military; and George Kessler, 23, with three years of experience in Hexadecimal’s human resource department (Brown, 2011. pg. 167).
The OD group was labeled as a diversity of dress code. The internal practitioner George, along with Pete and Bill wore Levi’s and sport shirts. Indar and Kay wore sport jackets and the like. George, Pete, and Bill wanted an overhaul of the firm’s production operations along with innovative changes (Macro level). Indar and Kay believed they needed to be accepted first and wanted a more subtle gradual change (Micro level).
As the training continued through all levels of the organization, the OD group was collecting organization survey data to be used in the planning the next phase of the OD program. This caused a rift between the OD members because some wanted to hold feedback sessions and confront the members with the data while the others wanted to gather data and feedback. Large organizations seem to have more difficulty bringing about change than smaller organizations (Brown, 2011. p. 145).
Then, as the training progressed, Pete and Bill had been trying to reach Zoltan to explain their ideas and he was not available for them. Indar held weekly briefing sessions with Zoltan when he was in town and Kay could call the president’s office and get an appointment anytime. Direct conflicts of interests began to unfold in the OD group. Because of the mixed reviews of the training program, some managers and departments believed in it while others believed it was a waste of time and money. The controller told John Zoltan it would be best to move the OD group to the Human resource department.
Next, after approximately a year after the group was formed, the members of the group were told from the executives that there was a need for more coordination and integration of training activities and for improved budgetary control it was recommended that the OD group be placed in the human resource department and to report to Paul Blake (Brown, 2011). The systems effected was the human resource department because the OD group had to be moved there because of the executive decisions. They also chose Indar Kripalani as the central contact person.
The alternatives could have been to have all of the members of the OD group have equal power and agree on all decisions before making decisions. The power struggle was lost because of the difference of dress code. The two (Indar and Kay) represented micro change and the rest of the OD group represented the Macro change.
Finally, I would recommend that the John Zoltan who hired the OD group...
References: Brown R. Donald, (2011) An Experimental Approach to Organization Development (8th end).
Upper Saddle River, New Jersey: Pearson Education Inc.
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