Dissertations and Theses @ UNI

Availability

Open Access Thesis

Keywords

Deere & Company; Organizational change--Case studies; Organizational change; Case studies;

Abstract

This case study is the account of involvement in an organization development intervention for increased productivity. The study documents the research, action and evaluation stages of involvement with an industrial manufacturing client which sought intervention assistance. The researcher actively participated with the internal Management Development Specialist from the manufacturing organization (together referred to as the management development team) in all phases of development and implementation of the intervention process. The purpose of the study was to add to the information available in the field which supports the application of organization development (OD) practices. To do this, two similar divisions from the client organization were identified. The experimental, or training, division was the Drive Train Division. The control group, or non-training division, was the 400 Series Crankshaft Division. Both groups had implemented Statistical Process Control (SPC) for increased product quality in mid-1982. After nearly three years, both divisions' SPC steering committees were not satisfied with the level of SPC participation by the division's first line supervisors. The Drive Train Division sought intervention assistance, the 400 Series Crankshaft Division did not. In working with the Drive Train Division, it was determined that the data gathering stage of the overall intervention process was of primary importance. To this end, three diagnostic performance problem solving models were reviewed, for use in systematically gathering performance problem information from the client. The most appropriate model by Rummler was selected. The Rummler performance analysis model was applied in all data gathering activities. Those activities included a meeting between the management development team and the division's steering committee to determine the committee's feelings about the supervisors' lack of SPC participation. A questionnaire to supervisors and interviews with machine operators provided two other data sources. Both the training division and the control group division produced control charts which monitor the division's SPC activity. These charts were used to determine activity before the intervention process began and upon completion. Results from the data gathering activities seemed to indicate that supervisors had received sufficient knowledge about SPC to implement the program, but that they desired more feedback (information) concerning their present performance. Operators were not as confident as supervisors regarding their understandings of SPC and desired both additional training and feedback. Recommendations to the SPC Drive Train Division Steering Committee included opportunities for supervisors, operators and division support staff to receive additional positive information about SPC and their personal performance. A major limitation with the study included the limited time frame for evaluation. There is no guarantee that a client will adapt any recommendations, or when that adaptation might occur. Therefore, the researcher was unable to evaluate increased group participation in the training group versus the non-training group. Future researchers in similar interventions should consider garnering involvement of the client group in the intervention process at every possible point. This involvement increases the client group's commitment to change, and instructs the group in change techniques so future intervention assistance is not necessary. Human performance problem solving theories adapted to organization development interventions were limited. Future researchers should also consider applying other problem solving techniques not originally developed for OD to organization development situations.

Year of Submission

1985

Degree Name

Master of Arts

Department

Department of Interior Design

Department

Department of Information Management

First Advisor

Forrest Conklin

Second Advisor

James L. Handorf

Third Advisor

Jon Hall

Comments

If you are the rightful copyright holder of this thesis and wish to have it removed from the Open Access Collection, please submit a request to [email protected] and include clear identification of the work, preferably with URL.

Date Original

1985

Object Description

1 PDF file (117 leaves)

Language

en

File Format

application/pdf

Download

Comments?

Share

COinS