Od Consultant Case Study

The following allocation of advertising campaign budget was used to estimate number of new policies sold:

Launching positive and results oriented strategies, the OD was able to: (1) develope team improvement presentations to the TCVP; (2) organize union team meetings; (3) develope creative newsletters; (4) institute feedback emails establishing improvement behaviors concerning all departments through agreed upon meetings; and finally (5) establishing report with the employees and unions to formulate effective strategies. All the while, the HRD and the PM refused to allow productive growth and thus attempted to terminate the OD employment. However, the TCVP prevented that

The strategies your team of consultants will suggest to implement and communicate this planned change.

A clinician does not want to misdiagnose their client. Clinicians often follow three processes when diagnosing a client. First, the clinician ensures the classification correlates to a medical component. The belief is that when a client is not functioning to their full potential, it is automatically assumed

In the root cause analysis, the root cause analysis team investigates the role of multiple factors that could have contributed to the event, such as communication, equipment failures, staffing levels and/or fatigue, training, policies/procedures, and organizational culture. Following the analysis, the facility must implement a corrective action plan to implement the findings of the analysis or at least report to the appropriate state department any reasons for not taking a corrective action plan. The findings of the root cause analysis and a copy of the corrective action plan must be filed with the commissioner within 60 days of the event for the State of Minnesota. The team of clinical and quality improvement experts review the root cause analysis and corrective plan meet all criteria and that the facility is able to take steps to reduce this risk of any future adverse events. The review team will provide feedback to the facility and allow modifications to be applied until all criteria have been met. Each event can go through up to three reviews (Minnesota Department of Health,

Ellen Zane had her work cut out for her at Tufts-NEMC. The Tufts University affiliated teaching and research hospital had long been on the decline. It was mired in financial difficulty, was falling behind other teaching and research AMCs, and was not effectively serving its local community. Beginning on the day she accepted her position as CEO, Ellen Zane started on a path of reform. Upon learning that the hospital only had 10 months of cash on hand, she began brainstorming on how to make the hospital financially viable, starting by meeting payroll needs first. She discovered that Tufts-NEMC was being drastically underpaid and began looking for solutions to the problem of reimbursements. One of the more

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

A useful model when looking at different approaches to change is Tannenbaum and Schmidt’s (1958, cited in Leatherbarrow et al, 2010, p414) Continuum of Leadership. This model explains a scale of various levels of delegated freedom and the subsequent effect on the employees. It details ‘telling’ where the manager decides and announces the decision, ‘selling’ where the manager decides and then sells the decision to the group, ‘consulting’ where the manager presents the problem and asks for suggestions before making a decision, and finally ‘joining’ where staff are involved in all stages of the decision making process. The model argues that ‘joining’ is the key to implementing change successfully as when employees are part of the change they are more likely to engage with it in a positive way. At E.ON the change

When entering Target as an external consultant many different steps will need to occur in order to create an effective action plan. The organizations readiness will determine if the change will be adequate. The problem needs to be pinpointed and the appropriate level to initiate the change has to be inscribed. In order to communicate the progress of the change feedback is a necessity. When all of these steps occur in the proper procedure a prosperous change will occur.

Imagine you are an OD practitioner brought into DuPont at the time of the Orion manufacturing operation closure. Describe the steps you would take to help manage this change based upon action research.

Organization Development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency, and/or to enable the organization to achieve its strategic goals (2015, Wikipedia).

After anticipating a need for change, it is necessary for the OD practitioner to enter the system in order to develop a relationship with the client. The relationship is important because it is contingent upon the accomplishment or disappointment of the OD program. The practitioner aim is to initiate open

Effective identification of the presenting problem, clarifying the organizational issue, and correct selection of the relevant client will enable the Organizational Development practitioner to diagnose the organization.

Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD develops the ongoing effort geared for long-term effects. OD works to help management and employees on a variety of levels. Organizational development is perhaps unequaled in its ability to meet any type of organization needs. However, the solutions developed from the role of OD may not be necessarily interchangeable with different organizations (Grant, 2010).

Many other approaches could be used by the organization in order to bring changes. But in