Organizational Change & Development -Semester III
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Module I : Organizational Development: An Introduction
Case study
British Gas is a British-owned energy supplier. British Gas is the UK s leading provider of energy and has over 16 million customer accounts. It employs over 20,000 people and was voted one of the 25 Best Big Companies to Work For by The Sunday Times in the UK in 2011. All organisations have employees working at different levels of responsibility. At the bottom, a business depends on its operatives to produce the products or services. Team leaders perform the day-to-day management role, with operational and senior managers setting direction and strategy for the business as a whole.
Theorist Henri Fayol identified the key areas of manager’s work. He proposed that the five key functions of management are:
Planning
• Organising
• Commanding
• Coordinating
• Controlling
Within British Gas, each individual operates as a member of a team, which is led by a team manager who has a range of supervisory duties. These include monitoring the performance of their team members. At British Gas the team managers are referred to as service managers. Service managers of electrical and technical service engineers need to organise routines in order to meet the needs of customers. They must also positively promote British Gas and its products. Their expert knowledge helps them to provide customers with sound advice that opens up opportunities to create new business. Occasionally, they have to deal with customer complaints. This is why customer service and good communication skills are of great importance to this role. As leaders of a team, all service managers within British Gas set personal and group targets for employees within their span of control. They also communicate their ideas and thoughts to members of the team, to other service managers and to operational managers. At all times they need to maintain good working relationships with team members. Being able to communicate effectively and keep focused on strong customer relations helps them to manage their workload effectively. Some of the benefits of being a service manager include a competitive salary, performance related bonuses and good pension provision.
In many cases an individual who started at British Gas as an apprentice, trainee or qualified engineer or electrician can advance to become a service manager. Career progression may eventually enable them to become an operational manager. The operational managers are responsible for making strategic decisions. To make such decisions operational managers require a range of key skills. These include skills and knowledge of customer service, teamwork, communication, IT and finance. As individuals progress from a service manager to operational managers within British Gas they need to up-skill. This helps them to adapt and develop as they undertake further senior responsibilities within the organisation. For example, they now have to take responsibility for customer satisfaction for a large part of the business. They do this by monitoring that work has been completed to the satisfaction of customers. Operational managers also have to monitor standards and set targets for improvements. They are responsible for managing budgets and have to ensure that their part of the business meet its budget objectives. At all times they must try to improve best practice. By doing this they can identify areas where costs can be reduced to improve profitability and efficiency. It is the vision of the operational managers that keeps the business moving forward, vital in such a highly competitive market.
Question 1 : According to theorist Henri Fayol, what are the key areas of manager’s work?
Select one:
a. Planning
b. Commanding
c. Controlling
d. All of the above
Question 2
How does a service manager take the responsibility to progress as an operational manager?
Select one:
a. The service managers have to take responsibility for customer satisfaction and for the progress they do it by monitoring that work has been completed to the satisfaction of customers
b. Performing the given task diligently
c. Encouraging the team to take extra responsibility
d. All of the above
Question 3
How is the hierarchical system within British Gas?
Select one:
a. Each individual operates as a member of a team, which is led by a team manager who has a range of supervisory duties
b. Each individual operates as a member of a team
c. All departments are led by the same team manager who has a range of supervisory duties
d. None of the above
Question 4
What are the benefits of a service manager at British Gas?
Select one:
a. Competitive salary
b. Performance related bonuses
c. Good pension provision
d. All of the above
Question 5
What are the responsibilities of an operations manager?
Select one:
a. Monitor standards and set targets for improvements
b. Managing budgets to ensure that their part of the business meet its budget objectives
c. Improve best practice
d. All of the above
Question 6
What are the skills that an operational manager should possess?
Select one:
a. Skills and knowledge of customer service
b. Communication Skills
c. Performance related bonuses
d. Both a and b
Question 7
What are the team managers referred as at British Gas?
Select one:
a. Line managers
b. Supervisors
c. Service managers
d. Team managers
Question 8
What is the role of operational manager?
Select one:
a. Making strategic decision
b. Monitoring the performance of their team members.
c. Deal with customer complaints
d. Provide customers with sound advice
Question 9
Which of the following are supervisory duties of team managers at British Gas?
Select one:
a. Managing the work of the team
b. Monitoring the performance of their team members.
c. Organising the work for each team member
d. All of the above
Question 10
Which of the following are the responsibilities of the service managers of electrical and technical department?
Select one:
a. Promote British Gas and its products
b. Provide customers with sound advice
c. Deal with customer complaints
d. All of the above
10 on 10
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Module II : Typology of Organizational Development Interventions
Case study
“A pharmaceutical machines manufacturing company got in touch with us when they were clogged by lot of internal challenges. They were unable to harness the market opportunities, or manage the work efficiently. They wanted to get into a Joint venture with a Multinational company in Germany, for which they had to set their company, ready in order to go through the audit and evaluation successfully.
After a detailed 360 degree diagnosis, we identified the gaps and stagnant areas. We drew an organizational developmental intervention and implemented it. This intervention ran over 12 months.
At the end of phase 1, the company saw the following improvements:
• Clear vision and mission for the management
• Long standing pending decisions on obsolete process and way of working made space for improved business processes.
• Inefficiencies were recorded objectively and handled through process refinement and employee training.
• Employee satisfaction was improved, through setting up and communicating the HR policies, defining Job roles and introducing performance management system.
• The overall top line of the company grew by more than 40% that year
• The company started attracting professional talent into the organization
Before Scenario the Challenges faced:
• Unable to harness growth/market opportunities. Stagnancy in Top Line
• To transform the organization from a conservative family owned business to a profession outfit.
• Production challenges
• Absence of HR setup or processes or policies
• Lack of clearly set processes made the working very person driven and time consuming.
• Resistance to Change at the staff level, Department Head level
• No Productivity Measures and the work at all departments was person driven rather than performance or process driven
An Organization Development Plan was drawn for first 12 months which is the First Phase, after a detailed diagnosis of the company.
• Priority Areas were identified and a Plan of Action was drawn.
• As a top –down approach we facilitated in recreating the Vision, Mission & values and set direction to where the organization wants to be in future.
• Organization restructuring for efficient manpower utilization
• Business Process Re-engineering to streamline the work flow
• Introducing best practices from other Industries, HR Strategy, HR Operational policies, Job descriptions, Manpower Planning, Recruitments
• Training and development, counseling and audit given to employees
In the second Phase, they introduced Performance Management System
• Departmental KPI’s were fine-tuned
• Job roles were revisited
• Performance Management Trainings were given to Managers and staff
• Supported to complete the implementation of the performance Management process
After the Interventions the company became a self-propelled organization. The organization finally became a system driven, target oriented. They were able to create the growth plan for the next 5 Years in place and plan for strategic joint ventures with world no 1 in respective fields in place.
“
Question 1 : By how % the overall top line of the company grew?
Select one:
a. 20%
b. 40%
c. 30%
d. 10%
Question 2
How long was the organizational developmental intervention carried on in the organisation?
Select one:
a. 5 Months
b. 3 Months
c. 2 Months
d. 12 Months
Question 3
How were the gaps and stagnant areas identified?
Select one:
a. Management discussion
b. Managerial role change
c. Detailed 360 degree diagnosis
d. None of the above
Question 4
In the first phase of intervention, which of the following improvements were seen within the organisation?
Select one:
a. Employee satisfaction was improved, through setting up and communicating
b. The overall top line of the company grew by more than 40% that year
c. Clear vision and mission for the management
d. All of the above
Question 5
What was introduced in the second phase of intervention?
Select one:
a. Performance Management
b. Introducing best practices from other Industries
c. Training and development
d. Business Process Re-engineering
Question 6
What was the challenge faced by the pharmaceutical company?
Select one:
a. Unable to harness the market opportunities
b. Manage the work efficiently
c. Internal challenges
d. All of the above
Question 7
What was the new strategy they looked forward for?
Select one:
a. Drop their line of business
b. Joint venture with a Multinational company in Germany
c. Re-engineering of the organisation
d. None of the above
Question 8
What were the objectives of the organisational plan in the first phase?
Select one:
a. Organization restructuring for efficient manpower utilization
b. Business Process Re-engineering to streamline the work flow
c. Departmental KPI’s were fine-tuned
d. Both a and b
Question 9
Which among the following challenges were faced by the organisation before the interventions?
Select one:
a. Stagnancy in Top Line
b. Production challenges
c. Absence of HR setup or processes or policies
d. All of the above
Question 10
Why was the company looking forward for interventions?
Select one:
a. They were clogged by lot of internal challenges
b. They were not able to manage their employees
c. Wanted to increase their expertise
d. None of the above
10 on 10
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Module III: Action Research & Organizational Design
Case Study
“Matt owns 10 mobile phone shops located across Northern Ireland. Although each outlet trades under the same name, Chatz, they are all very different. This is because Matt has always allowed the manager within each shop to have complete control over their respective outlet. Therefore, each of the stores has its own unique character in terms of store layout, presentation and location. They stock different brands of mobile phone and accessories and buy from different suppliers. Each of the stores is promoted locally.
Whilst this approach has served the business well in the past, Matt is planning to appoint a Purchasing Manager to take responsibility for stock purchases for all outlets.
Increasing levels of competition from national supermarkets and changes in consumer tastes have convinced Matt to centralise the decision-making process within Chatz. It is anticipated that many of the current responsibilities undertaken by store managers will be transferred to Head Office within the next 3 months. In considering the appointment of a Purchasing Manager, Matt is conscious of the need to widen the ‘span of control’ that this individual would have, to include supervisory duties related to successful management of stocks and the warehouse operations.”
Question 1 : How are the stores promoted?
Select one:
a. Regionally
b. Locally
c. Centrally
d. All of the above
Question 2
How has Matt planned to make the organisation a centralised organisation?
Select one:
a. By transferring the current responsibilities undertaken by store managers to the Head Office
b. By changing the role of store manager to purchase manager
c. By recruiting a supervisor for each store
d. All of the above
Question 3
The runing plan of Chartz has served __________ in the past.
Select one:
a. Inconveniently
b. Successfully
c. Incorrectly
d. All of the above
Question 4
What are the two ways Matt designed the organisation structure of Chatz?
Select one:
a. Each of the stores has its own unique character in terms of store layout, presentation and location
b. The stocks are of different brands of mobile phone and accessories and buy from different suppliers
c. The creation or change of an organization’s structure
d. Both a and b
Question 5
What is ‘span of control’?
Select one:
a. Individual will have to include supervisory duties related to successful management of stocks and the warehouse operations
b. Individual will have manage stocks and the warehouse operations
c. Individual will arrange stocks in the warehouses
d. None of the above
Question 6
What is meant by Organisational Design?
Select one:
a. Creation of roles & processes
b. The creation or change of an organization’s structure
c. Recruitment of new employees
d. Both a and b
Question 7
What is the new strategy planned by Matt for Chatz?
Select one:
a. Appointment of a purchasing manager
b. Change the promotional strategy
c. Change the names of the trade outlets
d. None of the above
Question 8
What is thought to be the responsibility of the purchasing manager?
Select one:
a. Managing the warehouse
b. Managing the stocks
c. Stock purchases for all outlets
d. All of the above
Question 9
What strategy has Matt thought of applying in the decision making process of Chatz?
Select one:
a. Centralised decision making
b. Decentralised decision making
c. Formal decision making
d. None of the above
Question 10
What will Matt have to do with the appointment of purchasing manager?
Select one:
a. Reduce the store managers
b. Widen the ‘span of control’
c. Manage the stocks in the warehouse through proper inventory system
d. None of the above
10 on 10
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MODULE IV : ORGANIZATIONAL DEVELOPMENT INTERVENTIONS
Case study
“The problem:
Linda, the CEO of a global software development company, knew she needed to have a tough conversation with her senior management team about how they were working together – or, more precisely, how they were not working together. Communication on the team had broken down because different team members had varying perspectives on important issues, and were not finding productive ways to address them. Some were angry but silent, while others were fighting openly – and loudly. The team knew they needed to discuss how to communicate across departments, how to make decisions together as a team, and how to manage the hand-off from the Sales department to Engagement Management once a new client had been signed on, a process that had been historically unclear and was getting more and more fraught with confusion over time.
The underlying problem:
We conducted our initial round of diagnostic interviews with each member of the 6-person senior management team. We discovered that there was a long-running history of miscommunications and turnover on the leadership team that contributed to the current difficult team dynamics. In particular, two members of the team represented opposite views from one another on a series of topics facing the team. These two team members, the Chief Marketing Officer and the Chief Technology Officer, had very different perspectives on how certain decisions had come to be made, and how those should now change. Linda, the CEO, was unsure how to manage the quickly deteriorating relationship between the CMO and CTO, but she knew something needed to be done.
The solution:
After the initial interviews, we helped the CMO and the CTO explore the nature of their relationship, their different roles in the company, as well as their different management styles and personalities. We enabled them to listen to one another, and to share their own perspectives, reasoning and interests. While they still disagreed on some topics, they discovered that some of their initial disagreements had been the result of misinterpretations and stylistic communication differences. This helped them give one another the benefit of the doubt more readily than before, and to agree on two major decisions that had previously been deadlocked and were holding up the team. They recommended those decisions to the CEO.
As the relationship between the CMO and CTO improved, we facilitated a series of team-wide meetings. We put the thorny issues facing the team on the table for discussion, one by one. The team discussed its communication and decision-making processes and the hand-off from Sales to Engagement Management: how did these happen at the company today? What worked, and what didn’t? How did this team want these to work going forward?
Results:
Through the team-wide meetings, each of the officers made a series of commitments for actions to take in the next 3 quarters to follow up on the solutions the team had generated. The CEO committed to being more proactive when disagreements on the team arose, and to tracking everyone’s commitments over time.
Over the next few months, the senior management team identified how best to make decisions going forward, how to communicate in good times as well as under stress, and they resolved the Sales/Engagement Management hand-off. As a result, the company’s overall bottom line improved by 25% and the working relationships and satisfaction of the senior management team members increased significantly.
Process results:
Through this experience, each of the team members also learned how to more authentically listen to other people’s viewpoints and how to calmly and more effectively express their own. They learned that sometimes what drives other people’s behavior is not what it seems on the surface. The CMO and CTO in particular learned that people’s viewpoints are impacted as much by the role they play in the organization as by their personality. They used this knowledge to minimize jumping to conclusions before trying to understand the other person’s motivations and perspective.”
Question 1 : How did the senior management team intervention helped the organisation ?
Select one:
a. The management could identify the best way to make decisions going forward
b. The management knew how to communicate in good times as well as under stress
c. The management could resolve the Sales/Engagement Management hand-off
d. All of the above
Question 2
How did this strategy of team intervention help the organisation?
Select one:
a. The working relationships and satisfaction of the senior management team members increased significantly
b. The company’s overall bottom line improved by 25%
c. The company managed to change the roles in the management level
d. Both a and b
Question 3
What is the % of overall improvement?
Select one:
a. 50%
b. 25%
c. 30%
d. 45%
Question 4
What was the cause discovered for disagreement in their discussion on reasoning and perspective sharing?
Select one:
a. Misinterpretations and stylistic communication differences
b. Miscommunication
c. Misinterpretation
d. None of the above
Question 5
What was the first step taken to resolve the misunderstanding between the CMO and CTO?
Select one:
a. Explore the nature of their relationship
b. Different roles in the company
c. Different management styles and personalities
d. All of the above
Question 6
What was the issue found after the diagnostics interview?
Select one:
a. Miscommunications and turnover on the leadership team
b. Team dynamics
c. Team management
d. None of the above
Question 7
What was the next step taken after sorting the relationship between CMO and CTO
Select one:
a. Team meeting with the CEO
b. Team-wide meetings for discussion on thorny issues
c. Change of roles within the team
d. All of the above
Question 8
What was the result of team-wide meeting?
Select one:
a. They were able to make team goals
b. They could decide the targets for the year
c. Each of the officers made a series of commitments for actions to take in the next 3 quarters
d. None of the above
Question 9
What were the leanings for the senior management team from the intervention?
Select one:
a. How to manage team meetings
b. How to more authentically listen to other people’s viewpoints
c. How to calmly and more effectively express their own views
d. Both b and c
Question 10
Who were the team members that represented opposite views from one another on a series of topics facing the team?
Select one:
a. Chief Marketing Officer
b. Chief Technology Officer
c. Chief Finance officer
d. Both a and b
10 on 10
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Case Study
When Asa Griggs Candler founded The Coca-Cola Company in the late 1800s, there was no way he knew his company would one day be valued at upwards of $180 billion. That’s a lot of money for a business that sells soft drinks.
But Coca-Cola didn’t become the powerful force it is today by sheer chance.
An illustration: In the 1980s, Coke’s biggest rival, Pepsi, was aggressively targeting it. This caused Coca-Cola to reevaluate its offerings. Eventually, the company decided to concoct a new, sweeter soda. They called it simply New Coke.
Unfortunately, the public didn’t take too kindly to the new beverage. But Coke’s executives didn’t let the mishap derail their success.
Quickly, management decided to pull New Coke and replace it with the older, established formula. Lo and behold, Coca-Cola Classic was born, and Coke maintained its market dominance.
Question 1 : During which period was Pepsi introduced as a rival to Coke?
Select one:
a. 1880s
b. 1980s
c. 1970s
d. None of the above
Question 2
How did Coca-Cola expand its market?
Select one:
a. By introducing simply New Coke
b. By introducing diversified products
c. By establishing the formula of Lo and behold
d. None of the above
Question 3
Introduction of which product shook the market for Coke?
Select one:
a. Mirinda
b. Limca
c. Pepsi
d. None of the above
Question 4
What change strategy did Coca-Coal adapt to compete with its rival Pepsi?
Select one:
a. Coca-Cola decided to concoct a new sweeter soda called simply New Coke
b. Coca-Cola introduced a substitute similar to Pepsi
c. Coca-Cola started advertising more
d. None of the above
Question 5
What does Coca-Cola primarily sell?
Select one:
a. Sweetened carbonated beverages
b. 500 brands to customers in over 200 countries
c. Sugary Drinks
d. All of the above
Question 6
What was the value of the company in 2016?
Select one:
a. $180 billion
b. $120 billion
c. $ 150 billion
d. $ 130 billion
Question 7
When does Coca-Cola enact on their change strategy?
Select one:
a. If there is a customer demand
b. If there is a drop in sales
c. If there is a drop in sales
d. If there is and market positioning change
Question 8
When the simply New Coke strategy did not work, what was the new change management step taken by the management?
Select one:
a. Pulled the New Coke and replace it with the older
b. Named the older coca-cola as Coca-Cola Classic
c. Established a formula Lo and behold
d. All of the above
Question 9
Which among the following are other products of Coca-Cola?
Select one:
a. DASANI
b. Vitamin water
c. Evian
d. All of the above
Question 10
Who is the founder of Coca-Cola?
Select one:
a. Asa Griggs Candler
b. Caleb Bradham
c. John Pemberton
d. None of the above
10 on 10
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Case Study
“In the years since it was founded in 1973, the Sacramento Natural Foods Co-op has blossomed into a $15 million business. With 7,000 members/owners, it is the second largest single-store grocery cooperative in the nation in terms of sales and volume. However, when a vocal minority of its democratic membership quashed plans to expand to a second store, the business was at a crossroads. With tensions running high, Cultrera interviewed Eric Douglas of Leading Resources Inc. (LRI). Cultrera was impressed by Douglas’ track record for managing change and gaining consensus within large organizations. “I was looking for someone with really good communication skills,”Cultrera said.
D2K: Establishing Trust as a Foundation for Long-term Growth
Together Douglas and Cultrera mapped out a five-stage process they called “Directions 2000” or “D2K.” The process was carefully crafted to engage as many member-owners as possible in a productive dialogue with management and each other. At each stage of the process, Douglas guided the participants toward an understanding of the complex business issues under consideration while improving their communication and problem-solving skills. Because the issues were complex, and emotions were running high around the issue of expansion, flexibility had to be at the heart of the process itself.
They got into the process themselves and realized that changes needed to be made and the proceeded following the steps below:
Stage 1: Identifying Basic Values
The guiding force behind any effective strategic plan is a clearly articulated set of values and a strong vision. But with member-owners representing a broad demographic spectrum, getting their agreement on a common vision was extremely challenging. Douglas and LRI consultants addressed the challenge by organizing 13 focus groups – 200 people representing specific constituencies such as top shoppers, most active owners and staff – to brainstorm about values and vision.
Stage 2: Casting a Wider Net
Using input from the focus groups, LRI drafted a survey with 50 questions about values and visions and distributed it to all 7,000 Co-op member-owners. LRI’s analysis of the 1,645 returned surveys confirmed that pricing was most important to members. Member-owners were evenly divided on the question of whether to expand to additional locations. A third issue that came into focus from the survey was the 5% member-owner discount: Owners did not want to give it up, even if it meant they paid higher prices in the store.
Stage 3: Moving Beyond Conflict to Strategy
With the survey data in hand, a group of 25 people – comprised of 15 member-owners, seven members of the Board of Directors and three members of management – began working together as the D2K Planning Team under the guidance of LRI consultants.
Within a few weeks, the team had defined the purpose and values – what Douglas calls the “strategic foundation.” The team then faced the question of vision – and the deep conflict over whether or not the Co-op should expand to a second store.
As a first step, Douglas broke the drafting committee into two teams to generate deeper discussion. The resulting dialogue between the teams ultimately led to a draft vision that called for the Co-op to extend its services “to as many people as possible in the communities we serve.”
“This vision was based on a philosophy of inclusion,” said Keat who was a Planning Team member. “The Co-op offers something very special in the quality of its products, its support for local farmers, and its reliance on cooperative economic principles. Our vision was to share that.”
“We tested this vision again and again within the Planning Team,” Douglas said. As they grew more comfortable, team members used a combination of brainstorming exercises, management input and survey feedback to develop seven key goals to achieve the vision. LRI consultants carefully translated their decisions into a draft strategic plan.
Stage 4: Honoring the Process through Feedback
The next step was presenting the draft plan to member-owners. Rather than ask for “thumbs up or thumbs down,” LRI created a survey asking member-owners to rate each component of the plan, as well as the process itself. Member-owners were also invited to attend “town hall” forums to discuss the draft and provide feedback.
The resulting feedback was overwhelmingly positive. More than 95% of those responding said they supported the process. More than 90% said they supported the vision. Even more surprising was that, “Many of the member-owners who approved the plan had only been touched tangentially by the process – through taking the survey or reading about it in the Co-op’s newsletter,” Douglas said. “But because they had been touched, they supported the change.”
Stage 5: From Approval to Action
After unanimously voting to approve the plan, the Board handed it over to management to implement. “It makes my job as general manager a whole lot easier,” Cultrera said. “Now, when we run into pockets of controversy or resistance, it’s very easy to say, ‘Well, thank you. I really appreciate your input. But we heard from a lot of people who said this is what they want us to do.’ I feel like when there are other issues we need to face on a nitty-gritty level, we can call that process up again.”
Roadmap to the Future: From Plan to Action
That opportunity was right around the corner. Fresh from the D2K victory, the Co-op again hired LRI to implement one of the plan’s key initiatives. This was the hot button issue of deciding whether to keep or modify the 5% member-owner discount.
True to the D2K process model, Douglas and Cultrera ensured a high level of member-owner involvement at every stage. They convened a half-dozen “focus groups” to educate member-owners about the impacts of the discount. As with D2K, a Planning Team representing a broad spectrum of viewpoints was selected by LRI to explore alternatives and make a recommendation to the Board.
“At that point, we ran up against the fact that grocery store finance is not easy,” said Douglas. “Yet the team had to learn it in order to make a cogent decision.”
As team members became convinced of the wisdom of changing to the discount structure, some wanted to survey member-owners about the alternatives they were considering. “But a new survey would only confirm what the earlier survey told us,” Douglas said. “Without going through the education process, people would resist giving up the discount.” The team finally agreed to stage a series of forums that would bring member-owners from the Planning Team face to face with fellow member-owners still skeptical about making a change.
It was a critical part of the process that Mendenhall calls “transformative.” “One planning team member really turned the group around just on the force of her own presentation,” Mendenhall said. “As she talked about what she and the group had gone through, you’d start to see heads nod. You could see she felt it from the heart.”
With positive feedback from member-owners, the Board approved changing to an end-of-the-year patronage refund that has worked well at a number of co-ops throughout the country, combined with special pricing programs such as monthly category specials. Some of the original benefits – such as a 10% discount on Owner Appreciation Days – remained in force.
“We’ve learned that there are a variety of ways to involve members in decision-making, besides just sending everything out for a member vote,” said Mendenhall. “Communication and cooperative education is very important.”
Cultrera agrees. “Because we kept the lines of communication open with the ownership throughout this long process, we heard from people we had never heard from before. By the end of it, member-owners clearly honored the process, so they trusted the plan. It’s given the organization a tremendous amount of strength and ability to keep moving forward.”
The Co-op’s annual sales increased to $17 million. Its employees had received an across-the-board pay increase reflecting the plan’s commitment to a quality workplace. Meanwhile, the Co-op had begun looking at new locations for a second store, this time with the clear support of its owners.
Question 1 : According to Menden hall, what is important in decision-making?
Select one:
a. Communication
b. Cooperative Education
c. Talking to the team
d. Both a and b
Question 2
After the planing stage, what is the next step of presenting the draft plan called?
Select one:
a. Honoring the process through feedback
b. Moving beyond conflict to strategy
c. Casting a wider net
d. None of the above
Question 3
What is the new process introduced by Douglas and Cultrera?
Select one:
a. D2K
b. Directions 2000
c. D3K
d. Both a and b
Question 4
What was the step taken to approve the plan?
Select one:
a. Unanimously voting
b. Implementing the plan
c. Prepared the employee for new projects
d. None of the above
Question 5
Which among the following was the first step taken while incorporating the new process?
Select one:
a. Casting a Wider Net
b. Identifying Basic Values
c. Moving Beyond Conflict to Strategy
d. None of the above
Question 6
While identifying basic values how did Douglas and LRI address the challenges?
Select one:
a. By guiding the employees at every step
b. By organizing 13 focus groups – 200 people representing specific constituencies
c. By managing the employees
d. All of the above
Question 7
Who worked towards the planning of D2K after the survey?
Select one:
a. 15 members owners
b. 7 members of the Board of Directors
c. 3 members of management
d. All of the above
Question 8
Why did Douglas break the drafting committee into two teams?
Select one:
a. To generate deeper discussion
b. To reduce people in one forum
c. To manage employee problems
d. None of the above
Question 9
Why did Douglas guide the participants at every stage?
Select one:
a. Because the issues were complex
b. Because emotions were running high around the issue of expansion
c. Because flexibility had to be at the heart of the process itself
d. All of the above
Question 10
Why was the new process crafted?
Select one:
a. To engage as many member-owners as possible in a productive dialogue with management and each other
b. To improve employees communication skills
c. To manage employee problems
d. None of the above
10 on 10
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