The Metric Division Case - Midterm Case
The Metric Division Case
Midterm Case
I. Diagnosis
After having carefully read the Metric Division Case, and having well in mind the Open Systems Model exposed by Cummings and Worley in The Essentials of Organization Development and Change, I think that as an OD professional I would choose to examine this case at the Group Level.
Throughout the text, it seems pretty clear that the division and the staff encounter some problems that are typically related to the design component of the Open System Model at the group level.
If we carefully analyse the Metric Division issues, we can clearly identify that the major issues are located at the group level. - goal clarity , which describes the extent to which group understands its objectives - task structure, which characterizes the way the group’s work is designed - group composition, which details characteristics of group members - team functioning, which affirms the quality of group dynamics among members - Performance Norms, which are the unwritten rules that govern behavior
We will try to describe the various issues Metric Division encountered using the Group Level – Open Systems Model to attempt to diagnose the problems this company seems to face.
Goal Clarity
When asked the question “What are the goals priorities of this staff and how do you feel about them”, the answer is quite straight forward: “What goals? We still don’t have the clear-cut goals I’d like to see”. The goals are unclear per say, people do not have goals as a group but have individual goals. Most of the time when goals are attributed, they do not tell people how to cope with difficulties or resolve problems that staff members encounter.
They main sentiment was that people did not have any goals or priorities in place, which questioned the overall role of the staffs in the division. Most of people in the staffs felt that if there were goals, they should result in “moving staff meetings along
Midterm Case
I. Diagnosis
After having carefully read the Metric Division Case, and having well in mind the Open Systems Model exposed by Cummings and Worley in The Essentials of Organization Development and Change, I think that as an OD professional I would choose to examine this case at the Group Level.
Throughout the text, it seems pretty clear that the division and the staff encounter some problems that are typically related to the design component of the Open System Model at the group level.
If we carefully analyse the Metric Division issues, we can clearly identify that the major issues are located at the group level. - goal clarity , which describes the extent to which group understands its objectives - task structure, which characterizes the way the group’s work is designed - group composition, which details characteristics of group members - team functioning, which affirms the quality of group dynamics among members - Performance Norms, which are the unwritten rules that govern behavior
We will try to describe the various issues Metric Division encountered using the Group Level – Open Systems Model to attempt to diagnose the problems this company seems to face.
Goal Clarity
When asked the question “What are the goals priorities of this staff and how do you feel about them”, the answer is quite straight forward: “What goals? We still don’t have the clear-cut goals I’d like to see”. The goals are unclear per say, people do not have goals as a group but have individual goals. Most of the time when goals are attributed, they do not tell people how to cope with difficulties or resolve problems that staff members encounter.
They main sentiment was that people did not have any goals or priorities in place, which questioned the overall role of the staffs in the division. Most of people in the staffs felt that if there were goals, they should result in “moving staff meetings along