Lawler analysis the information given and gives comes outlines three different course of actions to the employers that they should observe in regard of a decision to source him. He proposes recommending someone else, using his consultancy skills or having an assistance from his students.
Richardson and Bowman chooses the third alternative and also Lawler develops an independent investigation of the plant in order to point out the issues it has come across rather than lying on the management for the information. After entering into an agreement a diagnosis of B.
Richardson, the McKinsey 7S Model provided the best mechanism to evaluate, diagnose and understand the collected data about various elements of the work environment. Richardson, Richard Bowman, contacted consultant and part time college professor Jack Lawler, and inquired as to whether he could provide a motivational training course to the blue collar employees in their lamination plant. Bowman had been referred to Lawler, and based on his outstanding reputation for training, he was an obvious choice.
Through the course of their initial conversation, Lawler informed Bowman that he needed to know more information about the company before he could design the appropriate training. They agreed that Lawler would meet with Ben Richardson, the company President, and Bowman in person the following week. After a tour and explanation of their concerns, Lawler indicated that he preferred to conduct a diagnosis before he presented the required training.
He assured them that he would follow up with an outline of his thoughts for moving this process forward. In his letter Lawler described three alternatives for Richardson and Bowman to consider.
One idea provided a contact in their geographic area that would develop and present the motivation course they initially requested. The final option would involve a student team that B. Additional pricing would be provided based on the selected course of action. Once the leaders at B. Richardson made a decision, they contacted Lawler. They wanted his expertise for a diagnosis but did not want to invest a lot of money. Their choice would involve his graduate students who would visit the lamination plant to gather information.
Lawler and the students would analyze the information and present it to Richardson and Bowman. The following week Lawler shared the opportunity with his graduate students, but only two were available to make the trip. Lawler presented an organizational chart, a sketch of the lamination plant floor plan, the history of the company and a general overview of the identified issues.
Lawler conducted the initial stages of entering and contracting by defining the problems and opportunities, and then establishing a collaborative relationship with the president of the company. Analysis of Entering and Contracting It appeared that initial agreements were made verbally. Even though a verbal agreement would be acceptable, it is generally recommended that a written agreement be prepared in this situation.
This written agreement should have included the scope of the work including: mutual expectations and the expenses for the three day visit, a data collection plan indicating the date of the visit and the activity to be performed, and the data to be collected which may be helpful for both parties. The selected students were chosen based on their available schedule rather than their prior experience or academic knowledge.
Instead, he should have surveyed the students in his class based on their interest in the project and their skill set or educational experience. After B. There were other problems with the process Lawler used for this project as well. Since the training was intended for the laminating department staff, the manager, Joe Bamford, should have been more involved in the initial process. It is unknown whether Lawler made Richardson and Bowman aware of his previous years of organizational development experience, or if they knew of his area of expertise as a partner at Oregon Consulting Associates.
This was important in order for them to ascertain whether his strengths matched their needs. Due to the fact that a friend had referred Lawler to Bowman, the company should have asked Lawler for references to determine his effectiveness as a trainer and his preferred techniques.
The hard elements are easily defined and identifiable. They include strategy, structure, and systems in an organization. The soft elements are less tangible and more influenced by culture. The soft elements include shared values, skills, style, and staff. This model was employed for the diagnosis of the B. Richardson case study. The McKinsey model allowed Lawler the ability to more easily categorize the large amount of information gathered for B.
Richardson, and analyze the data according to its defined elements. Below is a representation of the seven elements and the interdependencies Mindtools, n. The structure of B. Richardson consisted of four smaller companies. Papoose Laminators was the focal point of this case study. Within this organization a hierarchy existed with a manager, supervisors and front line staff. Richardson headed all four companies with the help of Juanita Yates, his secretary.
Four teams within Papoose Laminators plant work at various points along the assembly line. Coordination between these work teams occurred only at the supervisor level. The front line staff were not empowered to offer input or to participate in the decision making process.
The four companies under B. Richardson were not structured with a shared vision or mission. They were created to support each other, but the lack of communication and shared values makes collaboration a difficult task. The strategy that was employed by Richardson focuses on production at the cost of safety and long-term investment. Richardson appeared to be only interested in the bottom line and did not respond to the high turnover rate, or safety issues that existed for employees.
There was not a clear, strategic plan that addressed long-term success. There was a continuous focus on the daily deliverables rather than a long-term plan to achieve a competitive advantage. The reactive strategy with only short-term objectives impeded communication, prevented productive work processes, and shut down potentially positive changes. Systems Systems are organized and purposeful structures, which are regarded as a whole and consist of interrelated and interdependent elements BusinessDictionary, n.
Systems within the McKinsey 7S model focus on the main systems that run the organization, their controls and monitoring, as well as the internal rules and processes used to operate them Mindtools, n. In the case of B. Richardson, one would expect to see heavy equipment, machinery, and a reasonable amount of physical labor organized into an inter-related and functional system. Instead, the systems were antiquated, under functioning, and dangerous.
On the drive home, Mike and Mitch were to dictate their information using their notes. When back at his office, Jack Lawler focused on the Richardson file by reviewing the notes taken by both him and his students so that he would be prepared for his upcoming meeting with Richardson and Bowman.
While reviewing his own notes, Lawler discovered a number of issues that posed a problem for the laminating plant's operation. He read of Ben Richardson as being described as very authoritarian and how he also has an extreme dislike for matters pertaining to workers' compensation. His notes stated that the quality of the material used at the plant was described as being only mid-range.
Turnover was definitely a huge issue because from his own notes, Lawler read: "Turnover has consistently been high and continues. Overall, from his notes, Jack read that the supervisors were basically described as just plodding along.
Turnover, accidents, and the recent fatality have given the plant a bad reputation within the community setting.
The one thing that was in its favor was that it was considered to be economically successful. Bulletin boards posted outside of the office had all sorts of information attached to it and a blackboard in the lunchroom had jokes and congratulations among other things written on it.
The notes showed a total disregard for computer use and awkward phone coverage. Follow up on sales was said to be weak, and a lack of supervision over key people was also mentioned. Shoddy secretarial work was apparent and left much to be desired. Lawler also read that scheduling was a major concern.
From Mitch's notes, scheduling problems were also brought to light, as well as the fact that "if they fall behind, they have no chance to catch up.
Safety aspects also were written as a major concern due to the fact that "stuff" was strewn everywhere. Looking at Mike's notes, it was found that "the men change jobs so much that it's hard to train them. The fix for B. Richardson Timber Products Corporation will not take place over night. There are serious issues and more than one solution that need to take place.
The company as a whole will need to be restructured. This will start by finding the correct structural design that will fit within the company. There are five structural designs to choose from: functional, divisional, matrix, process, and customer-centric.
Safety at the plant was at an unacceptable level, given the number of accidents including a recent fatality.
They include strategy, structure, and systems in an organization. Due to the fact that they had ignored management trends that have emerged, the B. This would open a dialog for the establishment of mission and vision statements, and the creation of a strategic plan that aligns recruitment and retention with production goals. Ben Richardson appears to be somewhat authoritarian and perfectionist who strongly believes in motivating employees using rewards, engages in open communication with employees and an effective leader who recognizes weakness in the organization and seeks effective solutions. Richardson, was supportive of the idea. Waterman, R.
In BusinessDictionary online. On the day of the employee accident, production was expected to continue. Poor letters; late; missing deadlines.
On the day of the employee accident, production was expected to continue. From Mitch's notes, scheduling problems were also brought to light, as well as the fact that "if they fall behind, they have no chance to catch up. There was little to no communication , the goals and strategies had different meanings to everyone, and no concern for the actual plant workers and their hard work.