Q2. Apply Group Level diagnosis and answer the questions given below (LO2, 3] [15 marks) TOP-MANAGEMENT TEAM AT ORTIV GLASS CORPORATION 'he Ortiv Glass Corporation produces and meetings were often interrupted by "urgent" markets plate glass for use primarily in phone messages for various members, includ- the construction and automotive industries. ing the plant manager, and in most cases, the The multiplant company has been involved recipient would leave the meeting hurriedly to in OD for several years and actively supports par respond to the call. ticipative management practices and employee The group had problems arriving at clear involvement programs. Ortiv's organization design decisions on particular issues. Discussions is relatively flexible, and the manufacturing often rambled from topic to topic, and mem- plants are given freedom and encouragement bers tended to postpone the resolution of pro- to develop their own organization designs and blems to future meetings. This led to a backlog approaches to participative management. It of unresolved issues, and meetings often recently put together a problem-solving group lasted far beyond the two-hour limit. When made up of the top-management team at its group decisions were made, members often newest plant reported problems in their implementation. The team consisted of the plant manager and Members typically failed to follow through on the managers of the five functional departments agreements, and there was often confusion reporting to him: engineering (maintenance), about what had actually been agreed upon. administration, human resources, production, Everyone expressed dissatisfaction with the and quality control. In recruiting managers for team meetings and their results. the new plant, the company selected people Relationships among team members were with good technical skills and experience in their cordial yet somewhat strained, especially respective functions. It also chose people with when the team was dealing with complex some managerial experience and a desire to issues in which members had varying opinions solve problems collaboratively, a hallmark of par- and interests. Although the plant manager pub- ticipative management. The team was relatively licly stated that he wanted to hear all sides of new, and members had been working together the issues, he often interrupted the discussion for only about five months. or attempted to change the topic when mem- The team met formally for two hours each bers openly disagreed in their views of the week to share pertinent information and to problem. This interruption was typically fol- deal with plantwide issues affecting all of the lowed by an awkward silence in the group. In departments, such as safety procedures, inter many instances, when a solution to a pressing departmental relations, and personnel prac- problem did not appear forthcoming, members tices. Members described these meetings as either moved on to another issue or they infor- informative but often chaotic in terms of deci- mally voted on proposed options, letting major- sion making. The meetings typically started ity rule decide the outcome. Members rarely late as members straggled in at different discussed the need move on or vote; rather, times. The latecomers generally offered these behaviors emerged informally over time excuses about more pressing problems occur and became acceptable ways of dealing with ring elsewhere in the plant. Once started, the difficult issues. Apply group Level Diagnosis here what you studied in Chapter 3. Use the same process to analyze the problem given in the above page. After understanding the problem, thoroughly give answers to the questions below. Each answer must be justified with clear explanation. Yes or No answers will not fetch marks. 1. How clear are the group goals? Reasons [2marks] 2. What is the groups' Task Structure? [2 marks] 3. What is the composition of the Group? [2marks] 4. What are the norms on Group Performance? [2 marks] 5. What is the nature of team functioning in a group? [2marks] 6. Give your ideas to effectively organize work in this group. [5 marks] N.B Answers are to be solely based on your idea and material covered. Copied and cheated/purchased assignments will not be considered and BUC Plagiarism policy will be applied. The answer must be a detailed version including maximum information. This answer must not be more than five pages. Part 3. Long Theory Questions. 1. Explain the different data collection methods [LO3] [5marks] 2. Who is OD Consultant? Explain in detail about the job, duties, responsibilities, role in organization etc. [LO2] [5marks]