b r Richardson Final1

7/25/2019 b r Richardson Final1

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Running head: B.R. RICHARDSON CASE STUDY 1

B.R. Richardson Case Stud

!eith "uc#a

$nn He%&e

!ristin 'assicot

!risten Ra

'cDanie( Co((ege


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B.R. RICHARDSON CASE STUDY )

A*stract

+a&oose $a%inators, a di-ision o B.R. Richardson Ti%*er +roducts Cor&oration #as the su*/ect

o an organi0ationa( de-e(o&%ent case stud or +roessor ac2 $a#(er and his students at a (oca(

uni-ersit. $a#(er #as as2ed * +a&oose $a%inators to &ro-ide training as the initiated the

entering stage o organi0ationa( de-e(o&%ent. The (ater %o-ed into the contracting stage as the

decided to co%&(ete an organi0ationa( diagnosis. +oor %ora(e, saet concerns and &oor(

%anaged hu%an resources issues #ere the ocus o research data that #ere organi0ed #ith the aid

o 'c!inse3s 4S 'ode(. Once $a#(er and his graduate students #ere a*(e to ra%e the co&ious

a%ount o inor%ation into a usea*(e %ode(, the #ou(d &resent the inor%ation and %a2e

suggestions or i%&ro-ed #or2 &rocesses to co%&an +resident, Ben Richardson and Richard

Bo#%an, the Industria( Re(ations 'anager. $a#(er #as a*(e to create an eecti-e (earning

e5&erience or his students and &resent a cost eicient so(ution to B.R. Richardson.


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B.R. RICHARDSON CASE STUDY 6

B.R. Richardson Case Study

Haro(d S. "eneen once said, 7$eadershi& is &racticed not so %uch in #ords as in attitude

and in actions.8 9Dic2erson, )1);. B.R. Richardson Ti%*er +roducts Cor&oration #as a s%a((

(u%*er co%&an (ocated in +a&oose, Oregon #ith (o# %ora(e, serious saet issues, and an

authoritati-e %anager. Recogni0ing the need or an inter-ention, the co%&an reached out to a

consu(tant or training. Ater entering into an agree%ent a diagnosis o B.R. Richardson3s

(a%ination &(ant #as co%&(eted. 9Cu%%ings < =or(e, )>; In the case o B.R. Richardson,

the 'c!inse 4S 'ode( &ro-ided the *est %echanis% to e-a(uate, diagnose and understand the

co((ected data a*out -arious e(e%ents o the #or2 en-iron%ent.

Entering and Contracting Stage

The entering stage *egan #hen the Industria( Re(ations 'anager at B.R. Richardson,

Richard Bo#%an, contacted consu(tant and &art ti%e co((ege &roessor ac2 $a#(er, and in?uired

as to #hether he cou(d &ro-ide a %oti-ationa( training course to the *(ue co((ar e%&(oees in their

(a%ination &(ant. Bo#%an had *een reerred to $a#(er, and *ased on his outstanding re&utation

or training, he #as an o*-ious choice. Through the course o their initia( con-ersation, $a#(er

inor%ed Bo#%an that he needed to 2no# %ore inor%ation a*out the co%&an *eore he cou(d

design the a&&ro&riate training. The agreed that $a#(er #ou(d %eet #ith Ben Richardson, the

co%&an +resident, and Bo#%an in &erson the o((o#ing #ee2. Ater a tour and e5&(anation o

their concerns, $a#(er indicated that he &reerred to conduct a diagnosis *eore he &resented the

re?uired training. He assured the% that he #ou(d o((o# u& #ith an out(ine o his thoughts or

%o-ing this &rocess or#ard.

In his (etter $a#(er descri*ed three a(ternati-es or Richardson and Bo#%an to consider.

One idea &ro-ided a contact in their geogra&hic area that #ou(d de-e(o& and &resent the

%oti-ation course the initia(( re?uested. Another &ro&osed the engage%ent o $a#(er as a

consu(tant to co%&(ete a diagnosis using research to identi 7noncontro((ed &ro*(e%s8 and to

&ro-ide ad-ice on ho# to address the%. The ina( o&tion #ou(d in-o(-e a student tea% that


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B.R. RICHARDSON CASE STUDY @

#ou(d ana(0e and diagnose the (a%inating &(ant and &ro-ide reco%%endations. Additiona(

&ricing #ou(d *e &ro-ided *ased on the se(ected course o action.

Once the (eaders at B.R. Richardson %ade a decision, the contacted $a#(er. The

#anted his e5&ertise or a diagnosis *ut did not #ant to in-est a (ot o %one. Their choice #ou(d

in-o(-e his graduate students #ho #ou(d -isit the (a%ination &(ant to gather inor%ation. $a#(er

and the students #ou(d ana(0e the inor%ation and &resent it to Richardson and Bo#%an. The

co%&an #ou(d *e *i((ed or three das o $a#(er3s ti%e and additiona( tra-e( e5&enses.

The o((o#ing #ee2 $a#(er shared the o&&ortunit #ith his graduate students, *ut on(

t#o #ere a-ai(a*(e to %a2e the tri&. $a#(er &resented an organi0ationa( chart, a s2etch o the

(a%ination &(ant (oor &(an, the histor o the co%&an and a genera( o-er-ie# o the identiied

issues. $a#(er conducted the initia( stages o entering and contracting * deining the &ro*(e%s

and o&&ortunities, and then esta*(ishing a co((a*orati-e re(ationshi& #ith the &resident o the

co%&an.

Analysis of Entering and Contracting

It a&&eared that initia( agree%ents #ere %ade -er*a((. E-en though a -er*a( agree%ent

#ou(d *e acce&ta*(e, it is genera(( reco%%ended that a #ritten agree%ent *e &re&ared in this

situation. This #ritten agree%ent shou(d ha-e inc(uded the sco&e o the #or2 inc(uding: %utua(

e5&ectations and the e5&enses or the three da -isit, a data co((ection &(an indicating the date o

the -isit and the acti-it to *e &eror%ed, and the data to *e co((ected #hich %a *e he(&u( or

*oth &arties.

$a#(er3s a&&roach or recruiting the graduate students or the &ro/ect did not see% #e((

thought out. The se(ected students #ere chosen *ased on their a-ai(a*(e schedu(e rather than their

&rior e5&erience or acade%ic 2no#(edge. Instead, he shou(d ha-e sur-eed the students in his

c(ass *ased on their interest in the &ro/ect and their s2i(( set or educationa( e5&erience. Ater

deter%ining the *est candidates, he shou(d ha-e #or2ed to acco%%odate his schedu(e #ith those

students.


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B.R. RICHARDSON CASE STUDY

There #ere other &ro*(e%s #ith the &rocess $a#(er used or this &ro/ect as #e((. Since

the training #as intended or the (a%inating de&art%ent sta, the %anager, oe Ba%ord, shou(d

ha-e *een %ore in-o(-ed in the initia( &rocess. In his irst con-ersation #ith Bo#%an, $a#(er

as2ed a*out Ba%ord3s (e-e( o in-o(-e%ent and #as to(d he had not *een inor%ed o the

training conce&t at a((. It #as i%&ortant to ha-e Ba%ord3s *uin or in-o(-e%ent *ecause it

cou(d ha-e had a su*stantia( i%&act on the diagnosis.

It is un2no#n #hether $a#(er %ade Richardson and Bo#%an a#are o his &re-ious

ears o organi0ationa( de-e(o&%ent e5&erience, or i the 2ne# o his area o e5&ertise as a

&artner at Oregon Consu(ting Associates. This #as i%&ortant in order or the% to ascertain

#hether his strengths %atched their needs. Due to the act that a riend had reerred $a#(er to

Bo#%an, the co%&an shou(d ha-e as2ed $a#(er or reerences to deter%ine his eecti-eness as

a trainer and his &reerred techni?ues.

7S Model

The 'c!inse 4S ra%e#or2 #as de-e(o&ed in the1>3s * 'c!inse Consu(tants,

To% +eters and Ro*ert =ater%an. The %ode( in-o(-es se-en interde&endent actors deined as

hard and sot e(e%ents 9=ater%an, +eters, < +hi((i&s, 1>;. The hard e(e%ents are easi(

deined and identiia*(e. The inc(ude strateg, structure, and sste%s in an organi0ation. The

sot e(e%ents are (ess tangi*(e and %ore in(uenced * cu(ture. The sot e(e%ents inc(ude shared

-a(ues, s2i((s, st(e, and sta. This %ode( #as e%&(oed or the diagnosis o the B.R. Richardson

case stud. The 'c!inse %ode( a((o#ed $a#(er the a*i(it to %ore easi( categori0e the (arge

a%ount o inor%ation gathered or B.R. Richardson, and ana(0e the data according to its

deined e(e%ents. Be(o# is a re&resentation o the se-en e(e%ents and the interde&endencies

9'indtoo(s, n.d.;.


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9'indtoo(s, n.d.;

Structure

7Organi0ationa( structure is deined as the or%a( a((ocation o #or2 ro(es and the

ad%inistrati-e %echanis%s to contro( and integrate #or2 acti-ities inc(uding those #hich cross

or%a( organi0ationa( *oundaries.8 9Chi(ds, 14), &.);. The structure o B.R. Richardson

consisted o our s%a((er co%&anies. +a&oose $a%inators #as the oca( &oint o this case stud.

=ithin this organi0ation a hierarch e5isted #ith a %anager, su&er-isors and ront (ine sta.

Richardson headed a(( our co%&anies #ith the he(& o uanita Yates, his secretar.

our tea%s #ithin +a&oose $a%inators &(ant #or2 at -arious &oints a(ong the asse%*(

(ine. Coordination *et#een these #or2 tea%s occurred on( at the su&er-isor (e-e(. The ront

(ine sta #ere not e%&o#ered to oer in&ut or to &artici&ate in the decision %a2ing &rocess.

The our co%&anies under B.R. Richardson #ere not structured #ith a shared -ision or

%ission. The #ere created to su&&ort each other, *ut the (ac2 o co%%unication and shared

-a(ues %a2es co((a*oration a diicu(t tas2. or e5a%&(e, on( 6F o the (u%*er &urchased or

the (a%inating &(ant #as &urchased ro% the Richardson 'i(( 9Cu%%ings < =or(e, )>,


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&.414;. The 'i(( cou(d su&&( the %a/orit o the (u%*er to the (a%inating &(ant, #hich #ou(d

increase the 'i((3s &roducti-it and reduce the (a%inating &(ant3s cost to ac?uire #ood.

Strategy

7Strateg reers to the &ositioning and actions ta2en * an enter&rise, in res&onse to our

antici&ation o changes in the e5terna( en-iron%ent, intended to achie-e co%&etiti-e ad-antage.8

9!a&(an, ), &. @1;. The strateg that #as e%&(oed * Richardson ocuses on &roduction at

the cost o saet and (ongter% in-est%ent. Richardson a&&eared to *e on( interested in the

*otto% (ine and did not res&ond to the high turno-er rate, or saet issues that e5isted or

e%&(oees. There #as not a c(ear, strategic &(an that addressed (ongter% success. There #as a

continuous ocus on the dai( de(i-era*(es rather than a (ongter% &(an to achie-e a co%&etiti-e

ad-antage. The reacti-e strateg #ith on( shortter% o*/ecti-es i%&eded co%%unication,

&re-ented &roducti-e #or2 &rocesses, and shut do#n &otentia(( &ositi-e changes.

Systems

Sste%s are organi0ed and &ur&oseu( structures, #hich are regarded as a #ho(e and

consist o interre(ated and interde&endent e(e%ents 9BusinessDictionar, n.d.;. Sste%s #ithin

the 'c!inse 4S %ode( ocus on the %ain sste%s that run the organi0ation, their contro(s and

%onitoring, as #e(( as the interna( ru(es and &rocesses used to o&erate the% 9'indtoo(s, n.d.;.

=hen a ir%3s sste%s are e-a(uated, the industr and region %ust *e 2e&t in conte5t. In the case

o B.R. Richardson, one #ou(d e5&ect to see hea- e?ui&%ent, %achiner, and a reasona*(e

a%ount o &hsica( (a*or organi0ed into an interre(ated and unctiona( sste%. Instead, the

sste%s #ere anti?uated, under unctioning, and dangerous. In co%&arison to (oca( co%&etitors,

e%&(oees co%&(ained a*out the ?ua(it o the e?ui&%ent as #e(( as %anage%ent3s desire, or (ac2

there o, to &ro-ide the &ro&er e?ui&%ent. The e?ui&%ent #as dangerous, as e-idenced * a

recent e%&(oee death and se-era( re&orted in/uries. The sste%s at B.R. Richardson are

%anua(( contro((ed, and oten re?uire so%e &hsica( %ani&u(ation * the e%&(oees and

su&er-isors. There #as e-idence that the %achines #ere not unctioning &ro&er( and re?uired


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B.R. RICHARDSON CASE STUDY >

re&air. In one case, a su&er-isor co%%ented 7B.R. gi-es us the /un2iest stu to #or2 #ith8

9Cu%%ings < =or(e, )>, &.4);. =hi(e the %achines are arranged in an asse%*( (ine,

o&ti%i0ation does not e5ist, as de%onstrated * the &(aners3 co%&(aints o #aiting or hoists to

*eco%e a-ai(a*(e in order to co%&(ete #or2.

According to Todoro2i and Ronn?-ist, a &roductcontro((ed o&ti%i0ation sste% can

&otentia(( &ro-ide *etter uti(i0ation o (og su&&(, %ore co%&(ete order u(i((%ent, and a

s%oother &roduction o&eration 9));. The sste%s and &rocesses used at B.R. Richardson #ere

/ust enough to get the /o* done and i(( the orders. The (ac2 o o&ti%i0ation cost the organi0ation

in do((ars, %ora(e, and (i-es. The sste%s at B.R. Richardson o&erate as a ra%e#or2 to su&&ort

se-era( other acets o the co%&an. The condition and o&eration o their s&eciic sste%s had a

&roound i%&act on the sta3s saet and %oti-ation. It a(so aected the ir%3s strateg *

(i%iting their a*i(it to &roduce #ith ?ua(it and eicienc.

Staff

Re-ie#ing the sta o B.R. Richardson3s (a%ination &(ant re-ea(ed that a -ast %a/orit o

the organi0ation #as c(assiied as *(ue co((ar -ersus #hite co((ar. Education -aried #ith on( a

s%a(( &ercentage assu%ed to ha-e co((ege degrees. The &ositions inc(uded at the (a%ination &(ant

inc(ude, Schedu(ers, Su&er-isors, Gua(it Contro(, and a s%a(( ad%inistrati-e sta. A cre# o

a&&ro5i%ate( 1 s2i((ed ront (ine sta a(so e5isted. The turno-er rate #as high *ut the s&eciic

-acancies #ere un2no#n 9Cu%%ings < =or(e, )>, &.414;.

E%&(oees did not #or2 together as tea%s, #hich hindered the de-e(o&%ent o shared

-a(ues #ithin the &(ant. A &i&e(ine o &ossi*(e candidates or -acancies did not e5ist. +hsica(s

#ere not re?uired, *eneits #ere %ini%a(, and &raise #as rare. Sta %o-ed ro% /o*to/o*

#ithout cross training, and &ro%otions ro% #ithin #ere rare due to the %ini%a( hierarch. So%e

o the sta he(d /o*s that #ere not a %atch or their a*i(ities, education, or e5&erience. o*

descri&tions did not e5ist #hich t&ica(( indicate the co%&etencies re?uired or success in the

&osition. The e%&(oee3s /o* &eror%ance #as not e-a(uated on a regu(ar *asis. In the (a%ination


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&(ant, there #ere issues #ith (ac2 o training due to re?uent reassign%ents. The secretar in the

(a%ination de&art%ent a&&eared to need training in %u(titas2ing, custo%er ser-ice, and genera(

oice s2i((s. The su&er-isor tea% a&&eared to need additiona( %anage%ent training. The

co((ege and high schoo( students #ho i((ed in during the su%%er re?uired training in addition to

the regu(ar e%&(oees #ho i((ed in as su&er-isors during the -acations.

The (ac2 o a cor&orate %ission, -ision, or shared -a(ues contri*uted to an at%os&here o

discontent. This discontent e-o(-ed ro% se-era( conditions inc(uding inade?uate s&ace, (o#

%ora(e ro% o-erti%e issues, shortened (unch *rea2s, (o# sa(ar and *eneits, high turno-er,

co%%unication issues, re?uent /o* changes, (ac2 o training, negati-e co%%ents ro%

Richardson, and unsae #or2ing areas #ith inerior e?ui&%ent and sste%s.

Skills

=hen e-a(uating the s2i((s o an organi0ation, there are %an actors to consider such as

the current s2i(( set, the desired s2i(( set, and the ga&s that e5ist. One %ust a(so consider ho# the

s2i((s are %onitored and assessed.

At B.R. Richardson, there #ere strong s2i((s #ithin the co%&an such as cutting, g(uing,

and %i((ing ho#e-er, there #ere %an s2i(( ga&s #ithin the organi0ation. Saet at the &(ant #as

at an unacce&ta*(e (e-e(, gi-en the nu%*er o accidents inc(uding a recent ata(it. 'i2e, a

graduate student, re&orted 7there #ere no saet g(asses on the #or2ers. One #or2er had no

he(%et there #ere no *andsa# saet de-ices. See%ed &rett (ac2adaisica(8 9Cu%%ings , &.4)@;. The (ac2 o saet %easures &ro-ided one o&&ortunit or de-e(o&%ent at

B.R. Richardson.

Co%%unication #as a cha((enge or this organi0ation and these s2i((s needed to *e

i%&ro-ed. uanita said, 7$ac2 o co%%unication #ith us a*out cash (o# is another #ea2 s&ot o

oe3s8 9Cu%%ings , &.41;. I%&ortant inor%ation regarding e%&(oees #or2

schedu(es, &eror%ance, and &roducti-it #ere rare( shared #ith su&eriors. A%ongst the

schedu(er, the %anager and the su&er-isor, co%%unication too2 &(ace ater the act rather than


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through &roacti-e &(anning. The (o#tech co%%unication sste%, the *u((etin *oard #as

ineecti-e. E%&(oees #ere not a#are o schedu(e changes or other &oints o interest.

E%&(oee %anage%ent a(so re?uired i%&ro-e%ent. 'an o the sa%e %ista2es #ere

continua(( re&eated due to &oor su&er-ision and accounta*i(it. According to uanita, 7Sue does

s(o&& #or2. Not -er eicient. +oor (etters (ate %issing dead(ines. oe a((o#s or acce&ts, or

&erha&s doesn3t 2no#8 9Cu%%ings , &.41;. Additiona((, Sue had co%&uter

s2i((s, *ut did not uti(i0e the%. She #as not co%&etent in ans#ering the &hones or co%&(eting

*asic oice tas2s. The su&er-isors did not &ro-ide a&&ro&riate eed*ac2 regarding the &oor #or2

&eror%ance.

Style

=hen e-a(uating st(e in regards to 'c!inse3s 4S %ode(, e(e%ents such as (eadershi&

st(e, eecti-eness, and i%&act %ust *e considered. It is a(so i%&ortant to (oo2 or the e5istence

o tea%s, and the coo&eration and co%&etiti-eness a%ongst the e%&(oees as the co%&(eted

their #or2. At B.R. Richardson, the (eadershi& and %anage%ent st(e #as -er in-o(-ed and

authoritati-e. Oten su&er-isors #ere orced to i(( in around the &(ant due to re?uent a*sences

o the ront (ine sta. $eadershi& #as (arge( ineecti-e due to the threatening st(e that

cascaded ro% u&&er %anage%ent. A(though ?uotas #ere achie-ed, the oten re?uired

un&(anned, %andator o-erti%e. =ithout e-idence o &roduction goa(s or a co%&an %ission,

the e%&(oees #ere unctioning as no%ina( grou&s rather than tea%s. Accounta*i(it #as (o#,

turno-er #as high, and the saet o the entire sta #as constant( at ris2. The %anage%ent st(e

at B.R. Richardson (o#ed ro% the to& and direct( in(uenced the sta * &ro-iding a ocused

%essage o si%&( getting the /o* done. St(e #as a(so an i%&ortant co%&onent o shared -a(ues.

The authoritati-e a&&roach o the co%&an3s (eaders *eca%e a 2e co%&onent o the B.R.

Richardson cu(ture.


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Shared Values

The cu(ture at B.R. Richardson #as rooted in ear, unha&&iness, and genera( disregard or

the e%&(oees. =hi(e the *usiness #as &roducti-e, there #as a sense o ear, #hich e%anated

ro% the to&. Bo#%an to(d $a#(er, 7Ben 2ee&s thin2ing the other shoe #i(( dro&...8 and that the

a*i(it to &redict changes in the industr #as %ore cha((enging 9Cu%%ings < =or(e, )>,

&.41;. This ear &re-ented Richardson ro% %a2ing ca&ita( in-est%ents in the aci(it at

+a&oose $a%inators, and the sta ga-e u& suggesting &rocess i%&ro-e%ents. A con(ict in

-a(ues e5isted in that there #as a de%and or (oa(t and dedication ro% the e%&(oees, *ut the

cu(ture did not su&&ort these traits. Bo#%an re&orted to $a#(er that the %id(e-e( %anage%ent

tea% #ou(d 7&(od a(ong8 #hich did not indicate a high (e-e( o %oti-ation 9Cu%%ings < =or(e,

)>, &.41>;. Des&ite the negati-e senti%ents #or2ers had a*out their #or2&(ace, the did &u((

together to get the /o* done. One contri*uting actor to the (o# %ora(e #as a sense o under

a&&reciation. E%&(oees e(t the #ere under&aid and not gi-en raises that #ere in 2ee&ing #ith

the industr. The e5&ectation to #or2 (ong hours %eant that e%&(oees (ac2ed ?ua(it ti%e #ith

their a%i(ies. On the da o the e%&(oee accident, &roduction #as e5&ected to continue.

In/uries #ere co%%on, *ut did not see% to get attention ro% the %anage%ent tea% according to

Ron in the "(uing de&art%ent. =hi(e %ost &eo&(e did not #ant to continue the regu(ar schedu(e

o #or2 #hen their co#or2er #as 2i((ed, the #ere e5&ected to inish their shit. The

accu%u(ation o these concerns contri*uted to (o# ?ua(it o (ie or the #or2ers.

A(though the co%&an o&erated at u(( ca&acit and #as &roducti-e, it had the &otentia(

to #or2 at an e-en higher (e-e(. The (i%itations inc(uded s&ace and a-ai(a*(e resources. Jarious

%e%*ers o the sta %ade co%%ents to $a#(er and his students a*out ideas the had to i%&ro-e

the &rocesses or #or2 &(ace, *ut the see%ed hesitant to %a2e the suggestions to %anage%ent

*ecause o Richardson3s ad-ersit to s&ending %one. One #or2er suggested a -enti(ation

sste%. Se-era( others reerred to an e5&ansion &(an to add storage s&ace to the &(ant. Sti((


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B.R. RICHARDSON CASE STUDY 1)

others noted e?ui&%ent that cou(d *e u&dated. There #as a &erce&tion that changes suggested *

the ront (ine #ou(d *e ignored * Richardson.

A&&(ing the 'c!inse %ode( to the B.R. Richardson organi0ation &ro-ided a c(ear

de%onstration o the re(ationshi& *et#een each co%&onent. The rustration and saet o the sta

due to the inade?uate sste%s, #as an e5a%&(e o the connection *et#een Sste%s and Sta, t#o

e(e%ents o the 4S %ode(. Additiona((, organi0ing the e-a(uations resu(ts into the 4S categories

a((o#ed $a#(er to %ore c(ear( identi the ga&s that e5isted #ithin the organi0ation. or

instance, at B.R. Richardson, the authoritati-e (eadershi& st(e e5hi*ited * Ba%ord and the

strugg(e or the e%&(oees to ee( e%&o#ered and in-o(-ed in decision%a2ing created a c(ear

ga&. =hether co%&aring indi-idua( %ode( co%&onents or grou&ing the% together as hard and

sot, sorting the co((ected inor%ation into the 4S %ode( a((o#ed $a#(er and his students to

e5a%ine this organi0ation, identi their inconsistencies, ana(0e the situation and diagnose the

&ro*(e%s.

Presentation

The tas2 o &ro-iding eed*ac2 to Richardson and Bo#%an #ou(d *e cha((enging.

Setting a &ositi-e tone #i(( &re-ent the antici&ated deensi-eness and &ro-ide an o&&ortunit or

organi0ationa( change.

"i-en the signiicant a%ount o re?uired i%&ro-e%ents, the ocus shou(d *e on &ro-iding

the inor%ation in a su&&orti-e or%at sho#ing the (eadershi& tea% ho# i%&ro-ed situations

cou(d (ead to uture successes. $a#(er #as contacted to &ro-ide a %oti-ationa( course in

res&onse to (o# %ora(e de%onstrating that the (eaders #ere o&en to change. This o&enness

&ro-ides a (ogica( starting &oint or the discussion. It #i(( *e i%&ortant to &ro-ide inor%ation

a*out the &otentia( or &ositi-e outco%es, attaina*(e so(utions and a *rie su%%ar o o((o# u&

acti-ities.

=ith the a%ount o data co((ected and the -ariet o re(ated to&ics, the inor%ation %ust

*e organi0ed and su&&orted #ith re(e-ant e5a%&(es and &otentia( so(utions. +rior to the %eeting,


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the data shou(d *e scru**ed to re%o-e an e%&(oee identiiers in order to &rotect the #or2ers.

S&eciic co%%ents a*out an o the %anagers or Richardson shou(d a(so *e re%o-ed.

Additiona((, &rioriti0ing the indings and ade?uate( addressing signiicant issues in this case is

necessar. Saet and organi0ationa( ocus #i(( *e &riorities. Saet shou(d *e &resented as a

grou& concern, not as a direct o*ser-ation. The recent ata(it and its i%&act on co%&an %ora(e

%ust *e con-eed. +ro-iding the (eadershi& tea% #ith e%&(oee reco%%endations #ou(d

address saet concerns. The source o the ideas or i%&ro-e%ent #i(( a((o# $a#(er to o&en

discussions a*out %ora(e and e5&ress the i%&ortance o gi-ing -oice to e%&(oees. Considering

and &ossi*( i%&(e%enting e%&(oee suggestions #ou(d create a sense o e%&o#er%ent and

i%&ro-ed %ora(e #ith the sta.

To address the issue o organi0ationa( a(ign%ent, $a#(er cou(d introduce industr

e5a%&(es o si%i(ar( organi0ed co%&anies and their &ositi-e inancia( successes. This #ou(d

o&en a dia(og or the esta*(ish%ent o %ission and -ision state%ents, and the creation o a

strategic &(an that a(igns recruit%ent and retention #ith &roduction goa(s. A#areness o

Richardson3s isca( concerns and his a&&roach to %anage%ent and o&erations, #i(( 2ee& the

so(utions si%&(e and cost eecti-e.

Conclusion

The /o* o an Organi0ationa( De-e(o&%ent +ractitioner is not an eas one. As an

outsider, the &ractitioner has a uni?ue &ers&ecti-e, and access to %an dierent &ositions and

o&inions o the sta and %anage%ent. In the case o B.R. Richardson, the co%&an #as

diagnosed using the 'c!inse 4S ra%e#or2. C(ose attention #as gi-en to each o the se-en

interde&endent actors consisting o *oth hard and sot e(e%ents. B.R. Richardson #as not

unctioning at the o&ti%u% (e-e( due to inconsistencies *rought to (ight * the 4S ana(sis. =ith

$a#(er3s he(&, B.R. Richardson cou(d *egin to a(ign the interna( e(e%ents to ensure the a(( #or2

together to achie-e shared goa(s and -a(ues. The careu( and detai(ed ana(sis o the se-en


14/15

B.R. RICHARDSON CASE STUDY 1@

interde&endencies #i(( a((o# the co%&an to %o-e the organi0ation to#ard uture success and

&ro&er a(ign%ent.


15/15


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