The Nogo Railroad

The NoGo Railroad I. Problems A. Macro 1. uniting problems pick out to be addressed at corporate level. 2. Massive changes argon indispensable in personnel policies that washstand unaccompanied be naturalized by dint of intensive yoke and executive sessions. 3. This cheek may non survive the needed changes. There may not be magazine for organization development to be used and the revolutionary methodorganization transformationmay be too radical. 4. Changes may not be wholeowed by management at this time. Change is inevitable and the longer that NoGo waits, the much radical those changes pass on be.B. Micro 1. Dave Keller is in a no-win situation. 2. The only hope Dave has of making all the needed changes would be to accomplish the needed changes over a long period of time with empowerment and persist from twitch management. 3. In the short term, Dave can attempt to gain employee support. Because the aggregate is so strong, it is doubtful that he can obtain much suppor t. II. Causes 1. sum of money stronghold. 2. Company has been reacting to changes instead of proactively forecasting changes. 3.Management is not cohesive they do not share information, support, or resources with employers and lower-level managers. III. Systems affected 1. Structural seam descriptions and the formal structure are very rigid, largely because of years of practice. 2. Psychosocial Dave is very unsure of the protection of his position and suspects he is being set up. Other employees, including some in management, want to preserve the status quo. 3. Technical the technology has change through the years but the organization has failed to recognize the change.As evidence is the archaic job titles (fireman) and job descriptions. 4. Managerial virtually no support from management for Dave to repair changes. Management seems to be as much of the problem as nonionic employees. Everyone seems to want to protect his or her turf. 5. Goals and values though status quo i s actually not a value, it never-the-less is what employees in many cases value. Their goal is not to change. IV. Alternatives 1. Dave can forge on ahead and suggest changes as he sees them.If top management does not begin to press for changes, the organization will in all likelihood cease to exist. 2. Management needs to consider what they will offer to joints precedent to the next contract in order to make the following changes. a. Positions need to be eliminated. b. Positions need to be combined. c. Featherbedding and nepotism need to be eliminated from all levels of the organization. 3. Some proposed carrots a. Management reduces unnecessary managerial and corporate staff as well as union positions. . The Board of Directors ties future management and union pay raises together. Pay increases will also be tied to productivity and profits. 4. Management should consider confrontation with union. a. This alternative needs to be carefully considered. b. There would be the possib ility of violent confrontations. c. There will be many legal ramifications and expenses incurred by both sides. d. Even if the company is roaring in obtaining concessions from the union, the company may have future problems.In unpopulated areas much(prenominal) as Montana, Idaho, and Washington, future employees will probably have ties to former union railroad employees. V. Recommendations Dave should attempt to make the necessary changes for NoGo to incur a well-grounded organization. Unless he is able to live with the old corporate culture, he will not be effective. When Dave is fed up, he will probably resign. hopefully before that point, the companys top management will become supportive of the needed change programs. Meanwhile, Dave needs to be realistic close to his future and keep his resume up to date.