Word about your wisdom as an OD consultant has spread because you are asked to lunch by another seminar participant. He has been hired as an OD consultant for a small privately owned property management company which has 30 residential properties in 10 states, each of which has been run by 10 on-site staff members. The apartment sites are supported by a corporate office staff of 12 people. After several years of growth and expansion, a slump in the market for housing caused a decline in profits from which the company has not been able to recover. The company has just undergone a hastily planned reorganization, in which one-fifth of staff was laid off. The work of those jobs was in some cases, eliminated, and in other cases, given to remaining staff.
Some remaining staff are complaining of burn out. He has the sense that many key employees are staying, not out of company loyalty, but rather, because of the difficulty of finding other jobs in the current economy.
Management is beginning to recognize the gain in profits from the decrease in payroll expenses. The housing market has not improved, however, and occupancy in their apartments remains at an all-time low. Management believes that the cut in payroll expenses and focus on business essentials will bring a regain in profits long-term. They have hired your lunch partner with the hope that he will confirm their thinking, and that your analysis can be used to motivate employees for success and a return to higher levels of morale.
What do you recommend he do?© BrainMass Inc. brainmass.com June 3, 2020, 6:03 pm ad1c9bdddf
Management believes that the cut in payroll expenses and focus on business essentials will bring a regain in profits long-term.
This is the issue, which deals with the organizational change. Companies are continually redesigning work systems to maximize flexibility, efficiency, and effectiveness.
Managing internal change, particularly culture change, requires three things:
* Management commitment,
* Universal approval, and
* Appropriate measures and rewards.
In order for anything to happen in an enterprise, including change, executives and managers must be consistently committed to making it happen. Only enterprise leaders can ensure that resources necessary to effect the change are available. Consistent commitment means that the change becomes both an enterprise strategy and an enterprise goal that leaders continuously and obviously support. The visibility of leadership support is a primary ...
This explains the steps to tackle change management