Scenario;You are an internal consultant directed to plan the reorganization for Pegasus Company, a large;aerospace research and development company. You work in the Human Resource Development;(HRD) Department and have three direct reports. Your team has never experienced;reorganization, and you will be responsible for coaching them as well as facilitating the;reorganization itself. The goal for you and the HRD team is to help Pegasus remain effective and;efficient in todays competitive marketplace.;Pegasus is widely known for its wind tunnel research technology. Scale models of new products;(plane, helicopter, jet, space shuttle, outer space voyagers of various sorts, etc.) are tested for;imperfections, safety, and practicality. Pegasus is comprised of engineers, computer aided design;(CAD) designers, scientists, model makers, and administrative staff. The company started out;small and has grown rapidly over the past few years. With that group came organization into;departments, by skill group (e.g., engineering, design, R&D). By now, people in different skill;groups do not communicate to each other except to pass along designs, projects, and other;pertinent ideas to complete project goals. This has caused many problems in the past because;each type of worker has his/her own language for his/her subculture of the organization.;Therefore, projects take a long time to complete due to mistakes in the plans, redoing the;mistakes, and failing to take into account the specifications of the scientists and engineers by the;CAD designers because they have not been clearly communicated. The administration and;leadership of the organization lack good skills in interpersonal communications due to their;heavy science background, and they also need leadership training in the form of management;and executive development.;The culture of the organization has been what has kept most people there, not the compensation.;In the past, the organization was open, non-hierarchical, and it enabled employees to pursue their;professional passions. The main piece of the culture of Pegasus that has always led to retention;of employees is that the employees feel as though their jobs are their life and that they have;accountability for their part to the greater whole of whatever project on which they are working.;Many employees feel like the company is disintegrating due to the difficulties in communication;which, in turn, makes it more difficult to get the projects completed in a timely manner. This is;leading to rumblings among the staff about leaving Pegasus. Since Pegasus is located in a highly;concentrated technical area of the country, there are other companies that pay better and seem to;be more competitive for contracts. The leaders of Pegasus are afraid of losing their best and;brightest employees and feel the pressing need to streamline their organization to remain;effective, efficient, and competitive.;You, as the lead internal consultant, are first tasked to restructure the organization. This may;mean a reduction in force (RIF). You hope you can restructure without a RIF. You will also need;to bring the various teams of employees together and teach them communication skills, process;skills, and leadership skills that can hold the company together. You have your work cut out for;you.
Paper#32052 | Written in 18-Jul-2015Price : $27