the solution should be based on the case above

neighbours. A wide marketing and distribution network and decades of strong customer focused approach has ensured that the company is the leader in its field. The company also "believes that progress must be achieved in harmony with environment". This claim has informed its commitment to protection of the environment and participation in community welfare. Some of the achievements that the company has made include the record for having made the largest coal gasifier in India that it exports to China. It is the largest FCC regenerator for a refinery, which is the longest coal conveyer in the world besides being Asia's highest viaduct and the world's largest EO reactor for a protochemical complex in the Gulf. The company also took part in the construction of India's first nuclear powered submarine. It has won a number of local and international awards and recognitions. The company is also one of the most profitable construction companies in the region with thousands of employees being employed directly or indirectly by the company. A policy of giving back to the society has ensured that the company establishes good relations with workers and the communities in which it is involved, with only the issue of pollution being the major challenge. Tedtec Company Limited has managed to remain viable and important within the manufacturing and construction sector even with the financial crisis experienced over the years in this part of the world and elsewhere in the world. The company had experienced faults in its existing appraisal system. This challenge necessitated a professional correction of the system. The company elicited help from some of experts in this field with eminent professors being invited to carry out a study and assessment of the appraisal process in the company. Walter Jay and Engineer Schwartz Raymond were the professors that were consulted in the evaluation process for the company. In their study of the appraisal process in the company, they began by interviewing departmental heads and their subordinates. From the diagnostic methods used in the company, a number of feedbacks were obtained. In the analysis of information provided by the subordinates in the various departments, there was apparent communication breakdown in the administrative hierarchy with junior workers not getting information and feedback on their performance in the company. QUESTION 2 If you were appointed as the OD consultant by Tedtec, would you have done the diagnosis differently? Explain your answer. (10 Marks) Write Your Answer Here: QUESTION 3 As part of OD interventions, is team building a good way to launch an OD effort in this case? What are other effective approaches / strategies you would suggest? (10 Marks)