Page 182 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Unit 13: Mechanistic and Organic Systems

Notes
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Case Study The Keyboard Company

he Keyboard Company is a medium-sized manufacturing firm supplying computer
keyboards to many national computer manufacturers. The company has experienced
Trapid growth since its beginning by President M.C. Deo and is now moving into
advanced electronics from the electromechanical assembly of the past. Deo had recently
attended a university executive seminar, and was so impressed that he brought in the
professor as a consultant. At one of their meetings, it was decided that to achieve the
“organisational excellence” that Deo desired for his company, he should start an internal
OD consulting group. The President ran an ad in the newspaper and he and the consultant
selected four young MBAs. These four, and one young internal prospect from personnel,
were formed into what was called the OD group. (See Exhibit)

Exhibit 13.1: Partial Organisation of the Keyboard Company

President
M.C. Deo

Vice Vice Vice Vice Vice President
President President President President (IR) Finance
Manufacturing Engineering Marketing Rohan Arora Controller

Proposed
The OD Group

The OD Group

The OD group was housed in an old conference room and began with a high level of
enthusiasm and energy. The members of the group ranged in age from 23 to 34. The
members were Saurav, 25, M.B.A., a behavioural specialist, who had done training in
industry; Anubha, 27, M.B.A., who had been a sales representative prior to graduate school;
Jayesh, 26, MBA, specialising in group dynamics with no industry experience; and Rohit,
34, MBA, with OD experience in the military; and George, 23, three years of experience in
the personnel department.
The group spent their first month getting to know the various members of the organisation,
and held weekly conferences with Deo, who was very interested and active in the planning
stages of the OD programme.
At this point, the group (the “hot-shots” as they were known at the plant) started a company-
wide training programme focusing on managerial style. The programme involved 3-day
training sessions at an off-site location, a resort motel with good meals and so on. This was
called the “country club” by disparaging employees.
The group itself was a highly cohesive work team. Because of their open office they spent
long hours tossing ideas around and providing support and enthusiasm for each other’s

Contd...

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