Organization Development MGMT 628.

The Case: After experiencing multiple setbacks during an intervention and implementation process in a multi-level, matrix organization, an OD consultants team was accused of succumbing to stakeholder politics and bringing sloppy development practices. The firm's management suggested dismissal of the consultants owing to their inability to handle complex interventions when the managing director decided to give them a chance to revisit their policies. The consultants' team is now revisiting the organizational diagnosis process. While reviewing the strategic orientation of the organization, the consultants find that the organization's tasks are technologically interdependent upon each other but are highly uncertain. However, the current group design has standards and strict control and compliance in place. Also, relatively independent tasks are being promoted although the organization follows matrix structure. Interchanging members between departments was discouraged due to the recent conflict over jurisdictional ambiguities. Monitoring members' behavior and decision-making authority lie with the top management. As a student of OD, what discrepancy/ies do you observe at the group design level of the organization, describe any two and in your view how can these discrepancies be resolved? Fill the information in the following matrix to present your solution in a concise manner. (Marks: 5+10) Solutions not following the format won't be graded. The two discrepancies should not be described in more than 50 words. Discrepancy 1: Discrepancy 2: Solution to second discrepancy Solution to first discrepancy Task structure: Group composition: Performance norms: Group functioning: Decision-making