International OD Competencies, philosophy homework help

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Case Study 3: International OD Competencies

Working in your groups, prepare an analysis of the following case study. Apply what you learned from OD.

The author of the case below does not intend this to be offensive to anyone—and least of all to people from the Phillipines. The goal here is to emphasize that not everyone is sensitive to cultural differences, no matter how wrongheaded their opinions may be.

A Case Study

Ms. Georgina Munchhausen was an external OD consultant who had an extensive background in Total Quality Management in manufacturing. She was recently engaged by a multinational corporation to work at a large, but low-tech, manufacturing facility on the outskirts of Manila. Georgina had not previously visited the Philippines, and her knowledge of Filipino culture and society was limited. But Georgina has had successful consulting engagements in China, Korea, and Japan. She assumed that all Asian cultures probably have much in common.

On her first day, she visited Ralph Kurten, the U.S. manager in charge of the Philippines subsidiary. After introducing himself and chatting with Georgina, Ralph explained that he had been in the Philippines for only two weeks himself. He was still learning the local customs and assessing the manufacturing facility he had just taken charge of.

Georgina asked how much Ralph's company had prepared him for this international assignment. He responded that he "felt banished. I was sent over here without much planning, preparation, or training." (Ralph's family was still in the States. He was allowed to go home to visit every 120 days, and he would be on this assignment for two years.)

Ralph explained that he had formed some initial impressions of Filipino culture. Here is a brief summary of what he told Georgina:

I can't believe the way the workers view time. We set starting times, and they don't show up until long after the meeting has begun, if at all! They call this casual view of time "island time." The first thing I need to do is kick some butt so we can change that callous disregard they have of time.

U. S. citizens are treated as either the sacred or the profane here. What I mean is that some people really like us, and even adore us. Others hate us. Those views seem to spill over to affect the workplace. I feel this myself.

My initial impression, from what I've learned about local beliefs, is that these people are living with about the same set of morals that prevailed in the U.S. during the 1950s. The sexual revolution and women's liberation have only just started to have an impact here, though these people are by no means backward. They monitor trends in the U.S. better than some in the States do, and they quickly pick up and try every fad. But these things rarely "stick," so it really is just a matter of trying out the latest fad.

Ralph then went on to explain that "the New York office has jumped on the latest bandwagon. Top managers there seem to think that we need to install Total Quality Management (TQM) at this site right away. I'm not sure they understand the implications of trying to do that in this culture and in this industry, but that's why you're here. We need to make TQM work here. In other words, set it up for us. You're the expert, I take it. My door is always open if you have questions. Come see me when you have it going. If you run into trouble with the natives in the meantime, let me know. I'll see that they listen to you."

Case Study Analysis

To write a case study analysis, you should do the following (at a minimum):

  • Describe the case background. (Answer the question "what is happening?" based on information provided in the case.)
  • Describe the theory or OD rules and concepts appropriate to the case. (Answer the question "what should be happening?" based on information provided in writings about OD and in the reading for the class session in which the case is due.) In most cases, you should draw your theories or principles directly from the chapter in the textbook and cite the page in text where you have selected the major theory or OD "rule" or "concept" that you are using as a point of comparison in the case.
  • Explain the gap between "what is" and "what should be."
  • Identify the cause and describe the importance of the gap.
  • Recommend an appropriate action plan to close the gap between "what is" and "what should be" based solidly on OD theory as described in the course text or other sources.
  • Anticipate any negative consequences that you foresee resulting from implementation of the action plan.
  • Describe what steps can be taken to avert any negative consequences that you foresee resulting from implementation of the action plan.

Feel free to be creative in your responses. However, address at least the steps listed above in any case analysis. It is very important for you to realize that Step 2 above should be grounded in the theory or principles of the relevant chapters in the textbook (The chapters are full of theories or principles.)

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Case Study 3: International OD Competencies Group 5: Tracey Bingham Veronica Quijada-Albornoz Catherine Nelson M. Makenzie Sheehy Penn State World Campus WFED 572 CASE STUDY 3: International OD Competencies 1 Case Background: What is Happening? Ralph, a U.S. based manager of a multinational corporation, was recently put on a twoyear assignment to oversee their Philippines subsidiary. Ralph had limited training and preparation prior to his arrival and just two weeks into his assignment, a decision was made by top managers at their New York facility to engage an external OD consultant to install Total Quality Management (TQM) at this manufacturing facility. The OD consultant, Georgina, was hired for her extensive background and experience in TQM in manufacturing. She had traveled and conducted business in other Asian countries but had limited knowledge of the Filipino culture. Upon her arrival to the Manila manufacturing facility, she was introduced to Ralph and quickly discovered that he was just getting acclimated to the customs of the Filipino culture. He shared some of his initial impressions of the culture and how they conducted business as compared to the U.S. He explained that there was some urgency from the New York office to quickly implement and adapt TQM at his facility but expressed concern for how this would be received in this culture and environment. He let Georgina know that she was there as the expert to make this implementation happen successfully and that he could be available to help address any concerns from the staff. Principles: What Should be Happening? This particular case study draws on many fundamental principles and concepts as it relates to diversity, inclusion and global organization development. As we later assess the gap between what is happening and what should be happening, we draw on these concepts and principles along with steps taken in the Action Research Model, to illustrate a successful global OD change effort. The foundation of OD consulting is to understand how groups of people work together to build organization effectiveness. Within those groups, there are various beliefs, values and CASE STUDY 3: International OD Competencies 2 behaviors. In practicing OD, it’s important to not only understand the values of an organization but also the individual people within. Katz and Miller (2016) address two elements for leveraging diversity across groups within an organization: “a mindset of joining rather than judging others; and, the use of 4 Keys to create common language that people can readily use and understand” (p. 366). Judging vs. Joining It can be human tendency to create judgement on those that are different from us, but coming from a place of joining rather than judging, “paves the way for faster, more inclusive collaboration, better decision making, and the elimination of waste in interactions” (Katz and Miller, 2016, p. 366). Judging places distance between us while joining creates openness and support. “In Joining, people seek out areas of agreement, find ways to link to the perspective of others, and foster collaboration” (Katz and Miller, 2016, p. 368). The joining approach creates an inclusive environment where others feel the freedom to share their voice and work in collaboration. In this case, it’s clear that Ralph is coming from a place of judging, which is immediately building a wall with the Filipino staff. What he should be doing is coming from a place of curiosity and learning, allowing time to engage, build trust and test his assumptions. The 4 Keys The 4 Keys, as outlined by Katz and Miller (2016), provide a framework for adopting the joining mindset and creating a common language that builds on trust: • Key 1: Lean into Discomfort - stepping outside our comfort zones to try something new. Speak up and allow an environment for others to share ideas (Katz and Miller, 2016). • Key 2: Listen as an Ally - Listen and understand the others’ perspectives to engage and establish collaboration (Katz and Miller, 2016). CASE STUDY 3: International OD Competencies • 3 Key 3: State Intent and Intensity - “Clarify intent at the outset: State Notions (statement that leaves the door open for further discussion), Stakes (establish a starting point for discussion with the ability to shift as needed), Boulders (substantive and firm in position), and Tombstones (total commitment to an idea). Say what you mean and how much you mean it” (Katz and Miller, 2016, p. 369). • Key 4: Share your Street Corner - “Accept others’ thoughts and experiences as true for them. Hear others’ differences as additive” (Katz and Miller, 2016, p. 369). By applying these 4 Keys to this case, Ralph could have established open communication and trust with his staff and begin to build rapport that would set the stage for the change initiatives to come. The competencies for global OD professionals are more complex and ever-changing as the world around us continues to change. “Global refers to being cognizant there may be different political, economic, legal and cultural factors that may influence a change initiative or may alter the OD approach” (Yaeger and Sorensen, 2016, p. 376). OD consultants engaging in work outside of their own cultural norm must consider “societal orientation in terms of power, uncertainty, masculinity, and individualism” (Yaeger and Sorensen, 2016, p. 377). These tools, developed by Geert Hofstede (2001; Hofstede and Hofstede 2004) and outlined by Yaeger and Sorensen (2016), are: • Power distance - “the extent to which a society accepts that power in institutions or organizations is distributed unequally” (p. 377). • Uncertainty avoidance - “the extent to which a society feel threatened by uncertain and ambiguous situations” (p. 377). CASE STUDY 3: International OD Competencies • 4 Individualism - “a loosely knit social framework in which people should take care of themselves and their immediate families only, while collectivism is characterized by a tight social framework in which people distinguish between in-groups (relative, clan, organizations) to look after them” (p. 378). • Masculinity - “the extent to which the society if assertive and aggressive rather than contemplative” (p. 378). Applying these concepts to global OD consulting plays an important role in how successful a change initiative may be for an organization and the people within. It’s important for the OD practitioner to match the cultural values with “core humanistic values of OD, such as trust, respect and collaboration” (Yeager and Sorensen, 2016, p. 379). In this case study, the OD consultant brought in to implement TQM at the Manila manufacturing facility should have researched the cultural implications that may impact the effectiveness of her work prior to contracting the job. By mapping OD practices with cultural values, Georgina would have been able to prepare for any resistance and plan accordingly with her implementation plan. This ties into the pre-launch and launch steps of Burke’s (2014) Action Research Model which provides a process for the client and consultant to collectively decide what change is needed. An OD consultant must conduct due diligence prior to implementing any action plan, which involves some heavy lifting on the front end and establishing consensus from the client. Burke’s model looks at change efforts as opportunities for ongoing learning, where each phase serves as an important platform for the next. The Pre-Launch phase establishes the foundation for change by: “scanning the external environment, establishing the need for change, and providing clarity of vision and direction” (Rothwell et al, 2016, p. 46). The Launch phase communicates the need for change and builds momentum and sustainability for the change effort CASE STUDY 3: International OD Competencies 5 (Rothwell et al, 2016). “It is a phase of OD in which valuable information is gathered and analyzed and a collaborative approach is used to evaluate the information, plan actions around the change process, and implement changes using methods that can significantly improve the probability of successful change” (Warrick, 2016, p. 173). In this case study, these steps were missed or loosely addressed by Georgina and should have been used as the foundation for her work. As we further assess the gap between what is and what should be and outline an appropriate action plan, we will draw on these two crucial phases of the Action Research Model to demonstrate what could have been a successful OD change effort. The Gap Between What is and What Should Be: Recommended Action Plan The recommended action plan for this case actually begins before the external consultant was hired. In the case study, Ralph made a comment that his company was just “jumping on the bandwagon” in trying to apply TQM in the manufacturing facility in Manila. Before a consultant was hired, the leadership and stakeholders of the company should have decided on the direction that they wanted to take their company. Did they have a clear understanding of what goals they wanted to achieve? Were other types of external consultants considered that had a different type of expertise? Did the company believe that TQM was a one size fits all solution? Just because it worked in other industries, and just because it worked in New York, didn’t necessarily mean it would work in the Philippines. Did TQM align with the values and economic context of manufacturing companies in the Philippines? These are just a few of the questions that should have been posed to the relevant stakeholders before deciding on an approach. A major factor to be discussed between the OD consultant and the organization during the contracting phase should have been her role as an OD versus performance consultant. Given Ralph’s comments about Georgina being the expert, it does not appear that the company was CASE STUDY 3: International OD Competencies 6 interested in a participative OD approach to change. These roles and expectations should have been clearly defined to determine if she was even the right fit for the role. Non-OD experts may lack familiarity with the distinction between OD and performance consulting; however, it is incumbent upon Georgina to ensure the leadership team understands her approach and skillset, in order to ensure it is aligned with their goals and expectations. After management and stakeholders had agreed that Georgina was in fact a good fit, and that TQM would have been the appropriate avenue in reaching their goals, Georgina should have requested a liaison or a change agent within the company. From reading the case study, it was apparent that the expectations for Georgina were extremely high. The responsibility for the implementation of TQM and its success were placed squarely on her shoulders. At the contracting phase, in addition to proposing an implementation plan that included parameters such as goals, length of engagement and cost, it should have been stressed that the use of internal change agents would have greatly increased the likelihood of its success. Allowing Georgina to start building a trusting a relationship with this person early on would help ensure a smoother change process for the organization. The significance of this role will be discussed in more detail later in this section. “Mapping” (Margulies and Raia 1978) of the organizational structure should have begun following the contracting phase. This is where the consultant should have begun studying both of the cultures that she would be interacting with in this engagement, the Filipino culture and the corporate culture of the manufacturing facility. Despite having had successful consulting engagements throughout Asia, it was shortsighted to make the assumption that the approach would be similar to her engagements in China, Korea and Japan. Proper front-end work should have been conducted in order to explore the history of the country, the language and the customs. CASE STUDY 3: International OD Competencies 7 When there is an understanding of a culture, it allows the consultant an opportunity to find common ground with the people they are trying to engage. In finding common ground, this helps to form a foundation of trust, which is essential in an OD intervention. An economic assessment of the country would have also provided a wealth of information. This would have provided Georgina better insight into any possible resistance she might encounter at the manufacturing facility. According to Yaeger and Sorensen (2016) while drawing from research from Cumming and Worley (2015), “A country’s level of economic development places constraints on applying OD in terms of technology and information systems, employee and management skill levels, project planning and organizing, and motivational and reward systems, among others” (p. 378). Being aware of the role of the economy in the Philippines could have provided Georgina with a baseline of what the national economy was built on, how skilled the labor force was, what the compensation practices were, and what the skill level was for people in managerial positions. All of these factors could provide insights as to how the TQM implementation should be approached in order to ensure chances of success. Further research that could have also provided value would have been to research how closely the values of OD were aligned with the national cultural values of the Philippines. This could have served as an indicator to the kind of resistance Georgina could have expected as a result of her arrival. The research by Jaeger (1986) found that the likelihood of having a successful OD intervention is correlated to how closely aligned the country’s values are to the values of OD. In countries such as Denmark, Sweden, and Norway, where the values are most compatible with the values of OD, a wide range of interventions to organizations could be proposed and met with very little resistance, increasing the probability of success. Conversely, the countries whose values are most different than the OD values will pose more challenges. CASE STUDY 3: International OD Competencies 8 Finding out where the Philippines fit on the spectrum, from most consistent values to least consistent values as they align with OD, would have provided the consultant with a better understanding of how to propose and implement changes. To further supplement her research, Georgina could have networked with other OD professionals in the Philippines to learn about how their OD efforts have been carried out successfully. Assuming all of these conversations happened about the goals, scope of project, role clarity, and cultural dynamics and sensitivities, the project could begin. As previously mentioned, having a least one company insider who could serve as a change agent and liaison between Georgina and the native employees would be a critical factor in increasing the chances of success in the project. As noted in the WFED 572 Lesson 10 materials by Rothwell, there are advantages and disadvantages to internal and external consultants. When these consultants can work together, the chances of success improve. Having a native Filipino would be especially important in this instance as this person would be able to help Georgina understand, communicate with, and build trust with the other employees. The local employees may be more willing to listen and work with someone who they already know and trust, and it may be hard to build a relationship with a foreign outsider without support and advocacy of someone in their organization they respect. From here, the assessment phase could begin with Georgina collecting data from available sources to understand the problem and prepare feedback that could be shared back to the leadership team and stakeholders to gain consensus and commitment on solutions. A variety of sources should be used, such as questionnaires or interviews, and the data should be presented in a clear and easy to understand manner. Georgina could then facilitate a conversation with stakeholders on possible solutions and action planning. The participative nature of this step CASE STUDY 3: International OD Competencies 9 would be a key difference between Georgina’s work as an OD consultant versus the previously mentioned Performance Consultant, as she would be helping facilitate a discussion among stakeholders to help them arrive at the best solution rather than telling them what to do. As noted by Warrick (2016), “The fundamentals of the action planning process are: involve key stakeholders, evaluate and prioritize data, agree on the changes to be made, develop a change strategy, and clarify roles and follow-through on responsibilities” (p. 184). Of particular note and relevance to this case are the many different roles people can play in managing change. Warrick (2016) laid out four key roles on p. 187: • Change Agent (OD Practitioner): A person who is a specialist in organization development and change. • Change Leader: A person in a leadership position who can significantly influence the success or failure or a change effort and provide the support and the leadership necessary for the change to succeed. • Change Champion: A person at any level of the organization who champions needed changes and has at least a basic understanding of how to successfully plan and implement changes. • Change Team: A team that is responsible for planning, managing, monitoring, and championing a change effort. In this case study, Georgina fulfilled the role of Change Agent (OD Practitioner). To be successful, she would need to gain the support of the project sponsor and client(s) to determine who could fill the other roles described. After successful contracting, assessment, and action planning, the organization would be ready for the implementation phase. The key elements of what went wrong in this case study CASE STUDY 3: International OD Competencies 10 occurred early in the process. As such, little time will be spent here discussing the suggested steps in successful Implementation, Evaluation, and Closure phases. As summarized by Warrick (2016), “All previous phases of OD build toward the implementation phase where OD achieves results. Six steps are recommended for the implementation process: keep the big picture in mind; use a sound change plan and model to manage the change process; adapt the interventions to achieve the best results; keep people engaged; identify and manage resistance to change; and follow through and learn from the process” (p. 188). Negative Consequences Based on the implementation plan for this International OD Competencies case study, there are numerous negative consequences to consider. A critical negative consequence to be considered based on the proposed action plan is the possibility of getting an insider who is not necessarily the right fit and cannot provide appropriate insights needed to connect Georgina with the local employees. Even if the right internal change agent was selected, there may be a chance of resistance within the workforce for other reasons. Potential opposition to the effort should be anticipated as part of the change and action planning. A second negative consequence is that Georgina and Ralph do not seem be cognizant of potential blind spots and when to reach out for help. They appear to demonstrate a level of arrogance that could backfire on them and end up having adverse effects on this project. If they cannot admit to what they do not know, this could erode the level of trust the local employees have and undermine their leadership in the intervention. Another negative consequence to be considered relates to the fact that Georgina was an OD consultant, but the company wanted her to be the expert performance consultant. If the company and its’ employees were expecting a performance consultant to fix everything on their CASE STUDY 3: International OD Competencies 11 own, but then local employees were expected to contribute to the transformation, the employees would have been placed in roles that they did not expect. This would lead to frustration and potential lack of motivation with the changes. The management team’s commitment to the project may also waver, creating additional frustration and stress for everyone involved. Lastly, if some or all of these negative consequences played out, the employees in the organization may feel a high level of uncertainty. This could lead to lack of motivation, miscommunication, and potential for employees to leave the organization. Conclusions The complexities of being a successful OD consultant increase drastically in an international setting. Because Ralph and Georgina were so new to the culture and its surroundings, it made the role and transition to the Filipino culture that much more difficult. Yaegar and Sorrensen (2016) state, “the competencies for the global OD practitioner are considerably more complex than for the traditional “in-country” practitioner. International OD work is not the place for amateurs” (p. 382). In addition to Ralph still learning the customs and assessing the facility, Georgina was new to the Filipino culture and society herself. Although Georgina had successful engagements with other Asian cultures, that is not to say she is ready to take on the challenge of OD consultant for this manufacturing facility. It is critical for the OD professional to know the client’s dominant cultural values and how those values might affect the nature of one’s work. If the principles and recommended actions described in this paper were taken before Ralph and Georgina landed in the Philippines, and throughout the course of the project, the chances of success for Ralph, Georgina, the local employees, and the overall organization would have been much greater. CASE STUDY 3: International OD Competencies 12 References Cummings, T., and C. Worley. 2015. Organization development and change. 10th ed. Cincinnati, OH: Cengage. Hofstede, G. 2001. Cultural Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations. 2nd ed. Thousand Oaks, CA: Sage. Hofstede, G. and G. J. Hofstede. 2004. Culture and Organizations: Software of the Mind. 2nd ed. New York: McGraw-Hill. Jaeger, A. 1986. “Organization Development and National Culture: Where’s the Fit?” Academy of Management Review 11: 178-190. Katz, J. and F. Miller. 2016. Leveraging Diversity and Inclusion for Performance. In W. J. Rothwell, J. M. Stavros, & R. L. Sullivan (Eds.), Practicing organization development: Leading transformation and change (4th ed., pp. 366-375). Hoboken, NJ: John Wiley & Sons. Margulies, N., and A. Raia, 1978. Conceptual foundations of organization development. New York: McGraw-Hill. Rothwell, W.J., 2017. What is the difference between internal and external consultants? PSU WFED 572 Lesson 10 online course materials. Rothwell, W. J., Stavros, J. M. & Sullivan, R. L. 2016. Practicing organization development: Leading transformation and change. 4th ed. Hoboken, NJ: John Wiley & Sons. Rothwell, W.J., Sullivan. R.J., Kim. T., Park. J.G., Donahue.W.E., Change process and models. In W. J. Rothwell, J. M. Stavros, & R. L. Sullivan (Eds.), Practicing organization development: Leading transformation and change (4th ed., pp. 42-59). Hoboken, NJ: John Wiley & Sons. Warrick, D.D. 2016. Launch: Assessment, Action Planning, and Implementation. In W. J. Rothwell, J. M. Stavros, & R. L. Sullivan (Eds.), Practicing organization development: Leading transformation and change (4th ed., pp. 173-194). Hoboken, NJ: John Wiley & Sons. Yaeger, T., and P. Sorensen. 2016. The Global Organization Development Professional. In W. J. Rothwell, J. M. Stavros, & R. L. Sullivan (Eds.), Practicing organization development: Leading transformation and change (4th ed., pp. 376-383). Hoboken, NJ: John Wiley & Sons.
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Explanation & Answer

Attached.

Case Study 3: International OD Competencies - Outline
Thesis statement: There is the consideration of TQM in increasing the efficiency of the
operations of the plant and the review of the culture as the success is determined by the people.
I.

Theories: What should be happening?
A. Globalization.
B. People’s values.
C. Embracing of culture.
D. Group and Individual Values.

II.

Gap Between What Is And What Should Be
A. Management of change.
B. Alignment of values.
C. Performance.
D. Organization culture.

III.

Importance of the Gap

A. Review of company issues.
B. Briefing of employees.
IV.

Recommendation: Action Plan

A. Research and development.
B. Mission and vision of the organization
C. Organization positioning.
V.

Negative Consequences
A. Conflict among the employees.
B. Employee expectations.

VI.

Steps of Averting Negative Consequences

A. Employee involvement.
B. Communication.
C. Task allocation.


Running head: CASE STUDY 3: INTERNATIONAL OD COMPETENCIES

Case Study 3: International OD Competencies
Name
Institution

1

CASE STUDY 3: INTERNATIONAL OD COMPETENCIES

2

Case Study 3: International OD Competencies
Background: What is happening in the case?
Georgina is one of the External OD consultants that are experienced in Total Quality
management in the manufacturing industry. She is engaged by a multinational company to help
in the administration of the issues that the firm continues to face and the enhancement of the
functioning of the quality management of the enterprise. Georgina has never worked with the
Philippines before, and this means that she does not understand their cultural practices in the
workplaces. There is the assumption that having worked in most of the Asian communities that
the Philippines would also behave in the same way as the other cultures. Mr. Ralph Kurten is a
manager from the United States and is involved in the management of the manufacturing plant in
the Philippines. He also does not understand the culture of the Philippines as he is new in the
country and is in the process of learning their customs.
There is a lack of planning from the side of the company as Ralph came to manage the
plant without preparation. There are different cultures that are important for the foreigners in the
country as they help in understanding the team that one is allocated and making sure that there is
cohesiveness in the management of the company. The Philippines according to Mr. Ralph view,
the workers are not time conscious, and this means that it is important that there is the
consideration of the issues that face the company considering the tie culture. The foreigners
especially those from the United States are faced treated in a sacred manner, and this tends to
affect the working environment. There is the identification of the backwardness in their culture,
especially where there is women are considered inferior in the workplace. There is the
consideration of TQM in increasing the efficiency of the operations of the plant and the review
of the culture as the success is determined by the people.

CASE STUDY 3: INTERNATIONAL OD COMPETENCIES

3

Theories: What Should be Happening?
The case shows the trends that are taking place in the market, and this is where there is
focus on globalization and the challenges that foreign firms experience in different countries.
Multiculturalism is evident in the case of the consideration of the culture of the people helps in
making sure that there is the achievement of the goals of the company and the review of the
different practices. In the identification of the various issues that should be taking place, there is
the consideration of the management of change in the company. In the implementation of the
principles of TQM, people need to be conscious of the need to time aware, and this means that
there is the f...


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