Keyboard Company Analysis

2052 WordsJan 22, 20059 Pages
Assignment: Read Case 6.1: The Keyboard Company in your text (pages 186-187). You are to act as an OD practitioner who has landed the Keyboard Company as a client. Create a case analysis using the Case Analysis Format as it appears on page 188 of your text. You can add additional space to this format if you need room to fully explain or examine different sections of the form. Additionally, make certain that you justify your recommendations to the Keyboard Company management. Situation: The Keyboard Company is a medium sized firm that manufactures and supplies computer keyboards. The company was founded by John Zoltan, and has experienced rapid growth in recent years. Zoltan attended an executive seminar, deciding to hire the professor…show more content…
They may have believed that this money was an unnecessary expense, and thus, the suggestion by the controller may have been a political move on the part of some of the department heads. One year after the OD group was formed, the members of the group were invited to the executive committee meeting, where the performance of the group was discussed and evaluated. The executive committee had some recommendations for improving the group in the future. Because of the need for more coordination and integration in training activities, and for budgetary reason, the OD group was placed under the auspices of human resources reporting to Paul Blake. The committee assumed that this change would not affect group activities and behavior. The committee also suggested that one person be designated as the central contact person, and that person was felt to be Don Morgan, the oldest individual in the group. Even so, the executive committee left final decision up to the OD group to make. When the group got back to the office, both Kay and Pete were considering resigning from the company. Problem: John Zoltan, founder of keyboard Company, attended an executive seminar and decided to hire an outside OD team without adequately educating his management team as to the purpose of this new division. It has caused misunderstandings, lack of trust issues, and confusion within the company. Some managers believe this group is
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