Custom Food and Feed Corporation (CF&F)is a major manufacturer and marketer of food and animal feed ingredients. Over the past 10 years, there have been several major investigations and allegations of company mismanagement. In question is CF&F's compliance with federal and state regulatory regulations (safety, environment and quality), Federal and State Labor Laws, and Equal Employment Opportunity guidelines.
In the light of recent negative publicity and to regain and maintain the company's market share, a new CEO was appointed by the Board of Directors. The CEO has insisted that the president of the company look into the recent allegations and make recommendations for changes in company management practices in resource management. The president has outlined the CEO concerns for change and has tasked the Vice President of Human Resources to analyze the current company culture and to give recommendations to him for change. The Vice President of Human Resources has decided to use the Tech Division for this corporate analysis.
The Tech Division is the newest division, being 12-years old. This division has grown from a single product to seven products. The Tech Division is a non-union facility which has a staff of 92 managers and 300 hourly employees. This division uses fermentation technology to convert dextrose (sugar)into a variety of food and feed ingredients. This division operates 365 days a year, 24 hours a day, 7 days a week. Following are major results of the study:
? There is no real concern for safety, environmental and/or quality controls.
? Tech's managers use an authoritarian approach to managing human resources. This approach over the years has built many barriers between the hourly employees and management and there has been some talk of unionizing.
? The plant manager's responsibility is to make all the daily production decisions. His staff of production supervisors is to monitor the production cycle and report to him for direction.
? Frontline Supervisors have been promoted from within the company. There was no apparent consideration to who would be promoted and no guidance and training was given to them.
? There is a history of nepotism that runs throughout the culture of this division.
Up until now, the Corporate Human Resource department has been responsible for all of the Human Resource activities for each of its divisions. The Vice President of Human Resources has convinced the president of the company that the first change is to put a Human Resource Manager (HRM) in the Tech division. The president agreed.
You are the newly hired Human Resource Manager for the Tech Division. Your responsibility is to diagnosis the present culture, develop strategies for implementing a plan for change, and implement the plan. The Vice President of Human Resources has pointed out that you will face many challenges and a strong resistance from different levels of management not to change the established culture.
You're having a discussion with your manager and other members of the Human Resources department about the situation at CF&F and your division in particular. The conversation turns to diagnostic models. Discuss three different models in relation to the Tech Division. Discuss the important aspects of each model, including the strengths and weakness of each. Explain and defend which model would be the best one for the CF&F Team to support them through their stages of change.
I need information and ideas about the diagnostic models to consider. Any help will be much appreciated. Thank you.© BrainMass Inc. brainmass.com May 20, 2020, 1:08 pm ad1c9bdddf
Please see response attached (also presented below), as well as two relevant articles. Good luck with your continued studies and take care.
1. The organizational diagnostic molecular model is a useful diagnostic tool that innovation consultants can arm themselves with as they tackle complex people and organizational malaise issues at their workplace. The model is a step-by-step approach towards peeling the layers towards getting to the root of the problem and can be very effective in bringing about rapid change within organizations. ("Molecular" Model © 1999 Robin Cook, Greg Fleet, Mary Gravelle, Tim Mills) (See attachment).
Strengths: Step-by-step process for diagnosis, comprehensive, and separation of the management style from culture. Weakness: Provides no implementation steps or strategies.
2. TQM is at first glance seen primarily as a change in an organization's technology its way of doing work. In the human services, this means the way clients are processed the service delivery methods applied to them and ancillary organizational processes such as paperwork, procurement processes, and other procedures. But TQM is also a change in an organization's culture its norms, values, and belief systems about how organizations function. And finally, it is a change in an organization's political system: decision making processes and power bases. For substantive change to occur, changes in these three dimensions must be aligned: TQM as a technological change will not be successful unless cultural and political dimensions are attended to as well (Tichey, 1983). (See attachment). Strengths: ability to focus of organization's culture, values and belief systems, and the focus of change in an organization's political system: decision making and power bases (i.e., authoritarian leaders); include force field analysis and methods to diagnose and address resistance. It also includes a visionary leadership model within the model. Weakness: Mainly that it assumes that the organization has a visionary leader, which is often not the case: "Leadership styles and organizational culture must be congruent with TQM. If they are not, ...
This solution explains three diagnostic models and some of the weaknesses and strengths. Supplemented with two highly informative articles.