Case Assignment

Case Assignment
For this assignment, first carefully review the required background materials. Make sure you are highly familiar with the main” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in steps in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>involved in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in action research and organizational development discussed in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in the readin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ings. When you are fin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>inished reviewin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing the background materials, take a close look at the four scenarios below.

For each scenario below, thin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ink about the reasons why thin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ings did not work out well for the company in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in question. More specifically, thin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ink about which standard action research or organizational development step was not taken.
Your task for this assignment is not to explain” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in what steps the organization should take—you would need to go in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>into the company and do some lengthy action research in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in order to do this! Instead just review the standard action research and organizational development steps covered in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in the background materials and try to assess which key step was missin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in the scenarios below.
Then write a 4 (mnimum)page paper addressin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing the followin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing for each scenario:
A. What action research or organizational step was missin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing and
B. Why missin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing this step might have led to failure.
Make sure to discuss at least one of the required readin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ings in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in your discussion of each scenario, and to cite all three of the required readin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ings in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in your paper.
1. Sales have gone down at the XYZ Widget Corporation and nobody in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in the organization, in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>includin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing the CEO, seems to know why. They decide to hire an organizational development consultant to do some action research. The consultant and the CEO spend a lot of time discussin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing how to proceed. It is agreed that the consultant will look at many different types of data, in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>includin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing sales data and in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>interviews with most employees. After in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>interviewin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing a few employees, the consultant decides that the problem faced by this company is almost the same as one of his previous clients who underpaid its sales staff. The consultant writes up a report recommendin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing a large pay in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>increase for the sales staff, which is immediately implemented. However, six months later sales are still down.
2. HN Motors is a large manufacturer of both cars and motorcycles. Given the new demand for high mileage vehicles, the company has decided to develop a car/motorcycle hybrid that has three wheels and looks like a tin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>iny race car. However, neither the car department nor the motorcycle department wants to take the lead and the project keeps gettin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing stalled.

HN Motors decides to hire a consultant to mediate the differences between the car and motorcycle departments. Durin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>interviews with both departments, the consultant fin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>inds that the car department doesn’t want to work on the hybrid vehicle because of safety concerns.

The consultant recommends that they “split the difference” between the two departments and that a cross-functional team be created with an equal number of employees from both departments workin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing on the project.

HN Motors’ management likes this recommendation and pay the consultant, but say that they can take it from here and don’t need the consultant’s services anymore. A few months later the project is still stalled and they don’t know why. They call up the consultant to try to get him to come back, but by now he is busy workin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing with other clients.
3. Dr. Joseph Hotshot is a leadin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing management consultant who charges huge fees for his Extra Special Action Research System®. His patented system in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>involves conductin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing a survey, usin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing a standard set of questions, of every employee of any company that hires him. Then he conducts a special semin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>inar to motivate the employees, modifyin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing his motivational speeches for each client slightly based on the answers to the survey.

One day the CEO of Ace Carpet Cleanin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing runs across Dr. Hotshot’s website and sees that he has a special 50% discount on his consultin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing services this month. Not wantin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing to miss out on this bargain” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in, the CEO decides to hire him. All of the employees become very motivated by Dr. Hotshot’s speech and work very hard for a few weeks. But after a few months nothin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing has really changed and the CEO starts to wonder if the large consultin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing fee was worth it even with the 50% discount.
4. The Kooltrendy Internet software company has recently purchased Hardwrk, a competin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing Internet software company. Kooltrendy wants the merger to go through as smoothly as possible with min” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>inimal conflicts between employees of the two companies, so they have hired an organizational development consultant to look at ways to help ease this transition for all employees.

Kooltrendy in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>interviews several consultants, but settles on one consultant who has a lot of experience with these types of mergers. The consultant conducts extensive one-on-one in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>interviews with employees as well as a large-scale survey that assesses employee values and attitudes. After carefully reviewin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing the survey and in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>interview data, the consultant concludes that Kooltrendy has a very fun and laid-back corporate culture, whereas Hardwrk has a more competitive and serious corporate culture.

Satisfied that it knows how to fix the problem, Kooltrendy immediately decides to implement “Fun Fridays” for Hardwrk employees that in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>involve water gun fights, costume contests, or other activities every Friday in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in order to brin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing Hardwrk’s culture more in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in lin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ine with the laid-back culture of Kooltrendy. However, they are puzzled to see that every Friday more and more Hardwrk employees quit and they are unsure why the “Fun Friday” solution did not work.
Assignment Expectations
• Answer the assignment questions directly.
• Stay focused on the precise assignment questions; don’t go off on tangents or devote a lot of space to summarizin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing general background materials.
• Make sure to use reliable and credible sources as your references. Articles published in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in established newspapers or busin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>iness journals/magazin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ines are preferred. If you use articles from the Internet, make sure they are from credible sources.
• Reference your sources of in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>information with both a bibliography and in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in-text citations. See the Student Guide to Writin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing a High-Quality Academic Paper, in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>includin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing pages 13 and 14 on in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in-text citations. Another resource is the “Writin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing Style Guide,” which is found under My Resources in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in the TLC portal.
ACTION RESEARCH AND ORGANIZATIONAL DEVELOPMENT
Required Readin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing
A good place to start is this in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>introductory video on organizational development which will help in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>introduce you not only to this module’s topic but also the entire course:
Weiher, A. (2014). Artifact: Organization Development. https://www.youtube.com/watch?v=x9iLMsogoR0
For more detailed readin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing on many of the same concepts in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in the video, read the followin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>introductory book chapter. Pay special attention to the section on action research as applied to organizational development which starts on page 20:
McLean, G. N. (2006). Chapter 1: What is organization development? Organization Development: Prin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>inciples, Processes, Performance. San Francisco: Berrett-Koehler Publishers. [EBSCO eBook Busin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>iness Collection. Note: when lookin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing up a book in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in the EBSCO book collections do not copy and paste the entire reference in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>into the search engin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ine. Only enter in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in the title of the book. If you do a search on “Organization Development: Prin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>inciples, Processes, Performance” this book will come up]
Now read up in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in more detail on action research with the followin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing two chapters:
Haneberg, L. (2005). Chapter 3: The action research approach to change. Organization Development Basics. Alexandria, VA: American Society for Train” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>inin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>ing & Development. [EBSCO eBook Busin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>iness Collection]
Lurey, J. & Griffin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in, M. (2013). Section 2: Chapter 4: Action research: The anchor of OD practice. In Vogelsang, J. (ed). Handbook for Strategic HR: Best Practices in” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>in Organization Development from the OD Network. Saranac Lake, NY, USA: AMACOM Books, pp. 46-52. [EBSCO eBook Busin” rel=”nofollow”>in” rel=”nofollow”>in” rel=”nofollow”>iness

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