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Managing Organizational Change at Du Pont
Introduction
This case study takes up the matter of how the organizational development (OD) approach to changes is enforced in Du Pont. Organisational Development is concerned about measurement and identification of organizational factors that encourage and inhibit performance. (Organisational development 2009). In the context of Du Pont, it is seen that their former plant has been closed down and a new plant has been installed. At Du Pont, the organizational development approach to change is progressive-minded and devoid of complexities. Plant managers do not maintain rigid hierarchies and everybody is addressed by their name.
Enhancing overall efficiency levels
The management of Du Pont welcomes new ideas that could improve upon all aspects of plant management, however small it may be. The plant managers are entrusted with how to provide maximum output with minimum resources, or in other words, do more with less. (Case study change at Dupont n.d.). The work culture at Du Pont is growth pervasive.
Using outside consultants for improving performance
The use of consultants to assess the behavior of the workforce is achieved through their interaction with members of staff and labor. The sphere of OD is restricted to practical tips on how to improve all-around efficiencies in simple, daily work performance. For achieving OD success, the need for Leadership Core Teams is needed (Chapter 7: implementing change n.d., p.196).
WorkForce needs to be briefed about parameters
Perhaps a major aspect would be that managers can understand words like cooperative efforts, team performance, etc, and the criteria for achieving this. This perhaps forms the bulwark of the practice of organizational development in the context of Du Pont. Helping the workforce to build a strong, cohesive, and purposeful team is one of the main objectives that OD seeks to achieve in the context of Du Pont. Besides, the need for closer work coordination is also a matter of major concern.
Conclusion
Experimental work is assigned and carried out, and a time frame is set for its achievements. In the event work does not proceed as per expectations, it is resolved, and the amount of completed project is assessed. Some difficult projects are assessed by the proportion of their completion. However, it is seen that development plans and projections are so constructed, to achieve a reasonable degree of success. Through the positive implementation of OD, it is believed that this Du Pont plant shall achieve a large measure of success in the future.
Reference List
Case study change at Dupont n.d.
Chapter 7: implementing change n.d., p.196.
Organisational development 2009, Human Synergistics. Web.
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