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Organizational Development - Steele Case Study

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by

Tanesha Whitehead

on 11 November 2012

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Transcript of Organizational Development - Steele Case Study

Structural

Psychosocial

Technical

Managerial

Goals Systems Affected Causes
Unclear Job Responsibilities for
Richard Leeman And Donna Olson

Gray Area

Ineffective Leadership Practices

Competition VS. Cooperation

Autonomy VS. Subordinate •Disconnect within the PR department branches: chemical
and mechanical

•Compromised public image towards customers

•Budget constraints

•Compromised team function – subordinates may take up the feud

• Managing talent: pulling team strengths for synergy while minimizing team weaknesses

• Inability/Hesistancy to lead (Gene Robertson)
Steele Enterprises, Inc., Western Region, Public Relations Division Managing talent: pulling team strengths for synergy while minimizing team weaknesses

Inability/Hesitancy to lead (Gene Robertson) Micro STEELE ENTERPRISES Team Development
Sources of conflict for teamwork:
Leadership
Decision making
Member needs
PR Dinner Macro Problems (Macro & Micro) Mediation through HR for Donna and Richard

Documented roles and responsibilities for Donna and Richard on the different assignments

Gene will need to assess his managerial style and skills
- possibly make changes to effectively manage the two department managers

Restate company goals, mission and vision to ensure Donna and Richard are working toward the same
goals and as a team toward company goals Alternatives Recommendations Harvey, D. F., & Brown, D. R. (2006). An experiential approach to organization development. Englewood Cliffs, N.J.: Prentice-Hall

Daft, R. L., & Lane, P. G. (2011). The Leadership experience (5e [ed.] ed.). Australia: South-Western Cengage Learning.

Bolman, L. G., & Deal, T. E. (2011). Leading with soul: an uncommon journey of spirit (Rev. 3rd ed.). San Francisco, CA: Jossey-Bass. References
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