Change Management Plan Part 2: Peppercorn Dining Analysis Background: Revisit the mini-case study Peppercorn Dining from Module 7, and review the discussion posts in response to each mini-case question. How consultants see organizational issues will, in part, determine how the feedback process will be designed. Choosing a diagnostic/analytic model is no small issue. There is no evidence in the case that a particular diagnostic model is driving the data collection process (a potential problem), and there are at least two models that would work. First, the consultants could use an individual based model—such as the one described in Chapter 5. For each job at Peppercorn, the consultants could ask what their data reveals about task identity, skill variety, task significance, autonomy, and feedback in the context of Peppercorn’s structure. But this is a more limited perspective and not as good a choice. Perhaps more relevant in this case, would be an organization-level diagnostic model such as the one presented in Chapter 5. Now you are asked to provide details regarding what concepts or models might help you analyze the data? What conclusions would you draw from the analysis? Assignment Task: Using on organization-level diagnostic model such as the one presented in Chapter 5, provide detailed analysis of the collected data. For each component of the diagnostic model, include specific evidence from the case study regarding evidence or lack thereof, and any conclusions would you draw from the analysis. Your responses should Include the following diagnostic areas: • Inputs • Design Components o Strategy o Technology o Other processes if relevant o Structure o Management processes o Measurement systems o Human resource systems • Alignment and effectiveness o Strategy o Design components Peppercorn Dining Data Analysis: Analysis Component Evidence from Case Study Conclusions from analysis Additional Comments
i
Change Management Plan Part 2: Peppercorn Dining Analysis
Background:
Revisit the mini-case study Peppercorn Dining from Module 7, and review the discussion posts
in response to each mini-case question. How consultants see organizational issues will, in part,
determine how the feedback process will be designed. Choosing a diagnostic/analytic model is
no small issue. There is no evidence in the case that a particular diagnostic model is driving the
data collection process (a potential problem), and there are at least two models that would
work. First, the consultants could use an individual based model—such as the one described in
Chapter 5. For each job at Peppercorn, the consultants could ask what their data reveals about
task identity, skill variety, task significance, autonomy, and feedback in the context of
Peppercorn’s structure. But this is a more limited perspective and not as good a choice.
Perhaps more relevant in this case, would be an organization-level diagnostic model such as the
one presented in Chapter 5.
Now you are asked to provide details regarding what concepts or models might help you
analyze the data? What conclusions would you draw from the analysis?
Assignment Task:
Using on organization-level diagnostic model such as the one presented in Chapter 5, provide
detailed analysis of the collected data. For each component of the diagnostic model, include
specific evidence from the case study regarding evidence or lack thereof, and any conclusions
would you draw from the analysis. Your responses should Include the following diagnostic
areas:
• Inputs
• Design Components
o Strategy
o Technology
o Other processes if relevant
o Structure
o Management processes
o Measurement systems
o Human resource systems
• Alignment and effectiveness
o Strategy
o Design components
Peppercorn Dining Data Analysis:
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Analysis Component |
Evidence from Case Study |
Conclusions from analysis |
Additional Comments |
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External References:
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