The entire report is based on the case study analysis of the B. R. Richardson Timber Products Corporation. B. R. Richard is the president of the quoted organisation and Bowman is the relationship manager within the company who see towards the growing relations among the employer and the employee. The discrepancies in relation to the employees’ satisfaction were the concern for the company and the strategy adopted by the plant manager was not satisfactory enough. Thus, Lawler was contacted to arbitrate the particular issue by constructing the motivational plan for the organisation.
On analysing the case certain issues were recognised and studied to know the root cause of their occurrence along with the impact of these issues on the organisation as a whole. Afterwards the interventions related to the company were well defined and specific issues were identified so that the problems could be resolved on the basis of priority. Thereby the specific interventions were selected and examined; decentralisation and strategic interventions were chosen to improve the condition of the organisation. For that sake the strategy and structure aspect was given the priority. At the end, the necessary implementation was recommended and action research model was selected to perform the action and implement the selected changes and interventions.
In nutshell, the organisational development is the combination of employee satisfaction, organisational strategy, culture and structure. If the appropriate concern is paid on these attributes most of the problems are likely to get resolved and the staff becomes resistant to changes which results in the overall development of the employees and organisation.
Issues with B.R. Richardson Timber Products Corporation and its impact
B.R. Richardson is the president of the company and Richard Bowman I the industrial relationship officer. He assists in building up the relations among the industries. Lawler had mastered in managing the training and development consulting reputation. The issue that arouse was there’s a need for the motivational session to be conducted in the organisation specifically for the blue collar employees. This is because the environment within the plant was less morale and the fatality was noted in the surroundings. Also there was an issue in relation to the plant manager. He carried the bossy nature and was authoritative which could have become the hurdle in solving the motivational issues. Another problem is that everything within the organisation is connected with one another; a discrepancy in one section automatically affects the other portions as well (Dupray, Guillemot & Melnik-Olive, 2017). In one or the other section there occurs the issues related to setting up of goal, constructing the mission and the strategies to be adopted are not clear to the plant manager. Even the machinery used in the timber plant was out dated and the manager was not bothered about it. Such ignorance might result in the severe accidents and injuries to the workers working over the machinery. The workers were not allotted the specific role to perform, they report to the superior cross-functionally (Woody, 2014). Company should specify the designation to make the situation clearer. Another major problem that occurred was the depletion of the resources, the allocation of resources is inappropriate and this results in imbalance in nature and its natural resources. Mission and vision of the organisation is also not clear which affects the objective of the company. The directions are not clear and in such a case there are chances that the value of the business is lost (Baumgartner & Rauter, 2017). Since the plant has been established there is a need for certain advancement in terms of technology, but in the B.R. Richards Timber Products Corporation the technology is not as per the standard. There occurs the technological intercession which imbalances the structure of the organisation and affects the quality of the product within the organisation. If such circumstance continues it will adversely affect the development of the company (Usrpudlia, 2017).
Resolving the interventions
On analysing the issues and its impact the resolution need to be driven. It was seen that organizational structure of the company was weak and the leadership qualities are lacking in the plant manager. Though the manager was authoritative yet the required leadership styles were not there. For this concern the appropriate training session must be organised where lessons to deal with the human resources should be rendered. Even the staff must be given timely training so that adequate working takes place and specialisation is gained. For the sake of conducting the training program T-groups must be created, these groups’ renders training to the managers so that they could handle the organisational behaviour and solve the employee grievances (Harinck & Druckman, 2017). The technological advancement must be promoted so that innovations and modifications could take place. This helps in maintaining the standards and building up the positive position in the market so that the company could stand along with the competitors and market value gets increased. Also the plant manager must focus on building relationship among the employees and peers it will not only strengthen his very position but also develops a sense of belongingness among the peers, superior and subordinate. For this sake team building must be opted and they must be given the common goal to fulfil. This will help the employees to know each other in a better way and the hidden potential of the person gets reflected in the team work (Sylvester et al, 2017). Another way to resolve the interventions are the process consultation. It diagnoses the situation and assists in improvising the behaviour of employees. Through process consultation the staffs wisely uses the resources and solves the interpersonal issues occurring within the organisation. This interpersonal problem often creates a barrier in resolving the work related circumstances. Also there is a need for self-development as well (Kumpfer, Magalhaes & Xie, 2017). Most of the problems could be resolved if self-development has been encouraged. It not only solves the personal problems but also analyses the issues within any organisation and take a font to solve them by their own so that it do not get elongated to create the issue. For that first of all the formal training is needed as discussed earlier. The proportion in which this training is divided is 70/20/10. The 70 percent feedback is the outcome of learning the etiquettes of being good at their position and how the person treats their job, 20 percent feedback is relevant to the role model of the person and to what extent have they imitated their values and qualities and lastly, 10 percent feedback is through the formal training which could be in the classroom manner, on the job and off the job training (Waddell, 2017).
Selecting the intervention and justifying the appropriateness
The best intervention that needs to be selected is elimination of the decision making hierarchy. Basically it is known as Decentralisation, where the responsibilities and authorities are delegated to the employees and they are made independent to take certain limited decision at their own level. This manner the confidence among the employees is developed. They feel to be the important part of the organisation and these results in increasing the connectivity of the staff within the company. The suggestions and ideas of the employees are valued and organisational commitment increases along with the employee engagement. It is not only beneficial aspect from the view point of the employee but also from the organisation perspective because employees are those who hold one on one interaction with the customers and they actually face the external market area (Takai & Kumar, 2017). They know the choice, trend; fashion and tastes of the consumers. The consumer behaviour could be better analysed by the lower level employees and they might access the competition prevailing in the outer world within domestic boundaries and even the cut throat competition beyond the boundaries (Nematollahi, Hosseini-Motlagh & Heydari, 2017). The position of the company globally could be evaluated and accordingly the future steps might be inculcated. This build up the healthy relations in the company and the internal environment gets strengthened and the employer employee relationship also develops with the passing time. The decentralisation approach led to the incoming of new varieties of ideas and suggestions which could result in innovation of the out of the box techniques. This policy not only helps in modifications but also builds up the unique image in the external environment and set up the level of competition to the distinct extent thereby becoming the trend setter within the industry. Though at the end final decision is taken by the top management only but the ideas, views and opinions shared by the employees are highly valued and this also helps the top management to invest this particular time in something more crucial and effective in terms of the organisational development as a whole (Schoenlaub, 2015).
Also along with the elimination of decision making hierarchy the strategic intervention could also be chosen as one of the intervention that might bring about good results. The strategic intervention states the implementation of necessary changes in an organisation and the relationship of the organisation with the outer world. Such an intervention might lead to the merger and acquisition or opening up of the new venture or undergo the joint venture. The expansion of the company in the domestic as well as international market takes place and along with the increased market the competition also gets widen up and strict. The competitors become aware of the new strategy and they might imitate the policy (Coleman, Sorensen, Yaeger & Hinchrus, 2017). Therefore before the launch of competitors the urgent steps must be taken by the company to introduce their very own schemes and set the trend within the market area. When the new strategies are launched in the national and international market the relationship with the stakeholders also get build up and moreover the chain of people grows with the growing business which is overall the positive symbol for the company for the future development. Along with the varieties of strategies the structure of the organisation must also be changed to introduce newness and making the staff and other members resistant to the changes that are taking place and are likely to take place in the near future. The organisational structure also affects the organisational culture and thereby the entire organisational development takes place with the invention and modification of the organisational strategies and structure (Wolfenden et al, 2017).
Actions to be implemented for organisational success
The two intervention strategies have been discussed in the earlier section. Firstly the decision making right to be handed over to the employees to an extent and their ideas were welcomed by the top management. Second important intervention that could be opted was the strategic intervention where the expansion of business and relations among the peers were developed. To make this strategy a big hit and successful in the external environment certain important actions need to be adopted and implemented in a wise manner so that desired success could be gained (Reynolds, 2017).
- Systematic approach towards the problem solving: In order to develop the internal mechanism the action research model could be used this helps in improving the organisation’s preparation and positively reciprocating to the prevailing and upcoming dynamism. The action research model follows step by step approach and the organisational development takes place in the professional manner and the competitive skills are improvised.
- Employing the learning culture: The learning of the organisational culture develops the functioning of the organisation and challenges grows up and along with the growing challenges the alternatives to deal with these challenges also rises as the divergent ideas from the management and staff are collected and the one best alternative is selected and implemented to achieve the desired goal (Huda et al, 2017).
- Facilitating the collaboration: The agents responsible for changing the environment get collaborated to resolve the issues by identifying the problem and dealing with it as per the priority. The mutual trust is developed and the confidence among the people are developed which are not possible in the case of authoritative style of leadership which the plant manager has opted (Watanabe, 2017).
Hence from the entire report it could be cultivated that B.R. Richard who is the president of B.R. Richardson Timber Products Corporation was at the view that the issues prevailing within the organisation are resolved and for that sake Bowman was appointed to deal with the relationship within the organisation. On the orders of Richard, Bowman contacted Lawler to design the best motivational plan for the organisation because the scenario was deteriorating due to the authoritative style adopted by the plant manager. After analysing the case study certain questions were answered to clarify the situation. Initially the prevailing issues within the organisation were developed and necessary changes were discussed. The impacts of these issues over the organisation were elucidated. Secondly, the areas of the issues were specified and the particular interventions were given importance so that better resolution could be drafted. Thirdly, the particularly selected interventions were focussed and thee interventions were adoption of decentralisation approach and strategic intervention. Both the aspects were crucially discussed keeping in mind the strategy and structure of the organisation that matters a lot. Lastly, the action necessary to implement to derive the success were investigated and for that sake the action research model was selected which not only solves the problem but also lead the organisation to the very different level.
Baumgartner, R. J., & Rauter, R. (2017). Strategic perspectives of corporate sustainability management to develop a sustainable organization. Journal of Cleaner Production, 140, 81-92.
Dupray, A., Guillemot, D., & Melnik-Olive, E. (2017). Introduction: Continuous Training in Context: The Company and its Employees at the Heart of the
Issues. Formation emploi, (1), 7-14.
Harinck, F., & Druckman, D. (2017). Do Negotiation Interventions Matter? Resolving Conflicting Interests and Values. Journal of Conflict Resolution, 61(1), 29-55.
Sylvester, R. J., Canfield, S. E., Lam, T. B., Marconi, L., MacLennan, S., Yuan, Y., ... & Hern?ndez, V. (2017). Conflict of evidence: resolving discrepancies when findings from randomized controlled trials and meta-analyses disagree. European urology, 71(5), 811-819.
Kumpfer, K., Magalh?es, C., & Xie, J. (2017). Cultural adaptation and implementation of family evidence-based interventions with diverse populations. Prevention Science, 18(6), 649-659.
Takai, S., & Kumar, R. (2017). A generalized framework for inference-based diagnosis of discrete event systems capturing both disjunctive and conjunctive decision-making. IEEE Transactions on Automatic Control, 62(6), 2778-2793.
Nematollahi, M., Hosseini-Motlagh, S. M., & Heydari, J. (2017). Coordination of social responsibility and order quantity in a two-echelon supply chain: A collaborative decision-making perspective. International Journal of Production Economics, 184, 107-121.
Wolfenden, L., Nathan, N., Janssen, L. M., Wiggers, J., Reilly, K., Delaney, T., ... & Campbell, L. (2017). Multi-strategic intervention to enhance implementation of healthy canteen policy: a randomised controlled trial. Implementation Science, 12(1), 6.
Coleman, T. M., Sorensen, P., Yaeger, T. F., & Hinrichs, G. (2017). A Strategic Planning Intervention Employing Large Group Change: A Scholar/Practitioner Application. Journal of Management Policy and Practice, 18(1), 50.
Reynolds, M. (2017). Organizing reflection. Routledge.
Huda, M., Sabani, N., Shahrill, M., Jasmi, K. A., Basiron, B., & Mustari, M. I. (2017). Empowering Learning Culture as Student Identity Construction in Higher Education. In Student Culture and Identity in Higher Education (pp. 160-179). IGI Global.
Watanabe, M., Shiramatsu, S., & Goto, Y. (2017, September). Tag-based approaches to sharing background information regarding social problems towards facilitating public collaboration. In Proceedings of the Internationsl Conference on Electronic Governance and Open Society: Challenges in Eurasia (pp. 113-118). ACM.
Schoenlaub. N. (2015). 8 steps for organizational development interventions. Viewed on 6th October 2017. <
Usrpudlia. (2017). Br Richardson Timber Products Corporation case study management essay. Viewed on 6th October 2017. <
Waddell. D. M. (2015). Organisational change: development and transformation. Cengage Learning Australia Pty Limited. Australia.
Woody. J. (2014). Essay on B.R .Richardson Timber Products Corporation case study. Viewed on 6th October 2017. <