Organization Development Plan For Friedo’s Donuts

Assessment 1

Friedo’s Donuts is integrating two stores in Hoppers Crossing. Hence, there is a need for redesign the new store and bring some new technologies for improvement of operations. The introduction of new technology will include state-of-the-art kitchen appliances and technological equipments and disposing of all old equipments. The management felt that employees require training for handling the new machineries. Hence, the main store of Friedo’s Donuts has been set up as the training center and the chosen employees for the new store will receive a developmental training once a week for the next six weeks.

The team development and training activities require a team who can assess the training. Four people have been chosen by the manager to form the assessment group.

The team developmental activities include improved communication among the employees, exclude the ‘labeling’ and stereotypes and building independence and trust; and team training activities include hands on training and formal lecture training (Bargal and Schmid 2012). The assessment group plans to develop collaborative approach of problem solving. Collaborative approach can be described as an approach where everyone in team collectively discuss and agree upon a decision to solve a problem (Ghorbanhosseini 2013). In Friedo’s Donuts, the new situation demands collaborative approach of problem solving.  Here every employee will briefly present his/her idea and understanding of the issue and the decision that needs to be taken.  Others will listen to him actively and respectfully and ask questions to make clarification or clear doubts. The discussion will continue until everyone in the team is clear about each other’s ideas. The issue is specific and non-personal, for example, how to handle the new store with new appliances and at the same time catering the customers. Everyone will present feasible solution and the criteria of it to be successful. After everybody has presented his/her solution, then cost benefit analysis will be done for each of the solution and it will be seen how effective the solution would be and meet the defined criteria. After that, the most potential solution will be chosen along with an action plan and time schedule (Savery 2015).

Training activities include a formal lecture on how to operate new machines. After that the training will be on the job training and communication improvement training. The employees must be trained on how to operate the new machineries.

During the brainstorming session, there were conflicts regarding finding out the perfect solution and main store as training location. The location is inconvenient due to distance for many employees. They wanted to do the training in the present store location. Regarding the new technology, some older employees were apprehensive about whether they would be able to understand the operation process.

Assessment 2

The intervention was done with the cost benefit analysis of both the issue. It has been found that the main store is most equipped with all the new machineries. The new location cannot hold all equipments unless it is renovated. Hence, it is beneficial for all to go to the main store for training. Regarding the older employees, it has been decided that they would handle the counters primarily and the internal machineries secondarily. Hence, communication training will be more helpful for them.

1. Organizational Developmental Plan

1. i)The organizational development plan of Friedo’s Donuts consists of the key development strategies and organizational needs of the company during integration of two stores into one. The aspects of organizational plans are (Bond and Seneque 2012):

• Location
• Number of employees
• Evolution of products
• Authority distribution
• Control
• Market

The key strategies of Friedo’s Donuts are as follows:

• Renovate the new store with enough space to install new machineries.
• Training of the employees
• Innovation in marketing strategies to highlight the new features of the store
• Create attractive sponsorship opportunities
• Attracting more customers
• Convenience of the store
• Maximize revenues
• Improved customer service

The developmental needs of Friedo’s Donuts are the requirements to implement the change in technology among the employees. The objectives of developmental needs depend on the future needs of the organization in line with the business plans and strategic goals. It helps to prioritise the multiple competing requirements and the decisions on focusing time, attention and finite resources most efficiently. The objectives of the developmental needs refer to achieve specific goals under different situations (Fraussen 2014). The total needs should be divided into smaller units and solved and combined together to make a whole conclusion.

The organization is integrating two stores into one in Box Hill area. The owner, Michel Friedo, has promised that no employee would lose his/her job due to the reengineering changes. The company will install state-of-the-art kitchen and technological equipments in all the stores, plans to replace the old employee reporting system, absorb all excess employees for utilizing the new equipments. Hence, there are needs for training of the employees.

1. ii)The employees, higher management people and the trainers are the key players in this organizational development process. To implement the change in the organizational process, the management has decided to train the employees. Hence, the trainers, hired for this purpose, are committed to give the training on new equipment and computer programming, the employees are committed to take the training and management and supervisors are committed to monitor and supervise the training process (Stevenson 2012).

iii) Change management strategy is the plan for making something different. It describes the particular ways through which an organization can address changes in supply chain, inventories, project scope and time scheduling. This strategy requires a plan for identifying the scope, approval, techniques for implementation and monitoring of change to achieve the desired effect (Cummings and Worley 2014). The strategies include the vision of what the change would achieve, assemble a change management team, amend vision and plan based discussions with workers, engaging the workers through workshops, incorporate imaginations, manage the project and staying committed until the change is done (Burke and Noumair 2015). Friedo’s Donuts applies the change management strategy to implement the changes in technology that included kitchen appliances, computers and service.

1. iv)The communication plans include transparent communication, boundary-less organization where focus of the culture is on the betterment of whole organization, open minded employees, and a concrete foundation strategy (Armstrong and Taylor 2014). To achieve the goals of implementing the new strategies, Friedo’s will have to formulate a new communication and education plan for the employees.

The problem solving techniques that can be implemented are (Hubka and Eder 2012): Associative thinking, analogy, brainstorming session, perception, analytical thinking and choosing the best solution.

1. v) Interventions are the structured activities that are used individually or collectively to improve the performance of the goal. It is a change agent in the improvement program. To evaluate these interventions, the influencing factors are analyzed in the most effective manner (Goetsch and Davis 2014). Training programs are the intervention in the organizational needs of Friedo’s. The performance of the employees would represent the evaluation of the intervention.
2. vi) The senior management strategy involves senior officials in the business to come together to decide the best practice to solve the problems and achieve high competencies within the company. The tools being used are scenario planning, impact of cultures, interpersonal diagnostics, consequences planning, authentic leadership, action learning techniques and appreciative enquiry (Proctor, Powell and McMillen 2013).It is required in case of Friedo’s too.

1. i)The employees of Friedo’s will be divided in six teams comprising of 20 members. The teams will be chosen on the basis of performance and productivity. The highly productive workers will be given additional training on in-depth computer programming. Others will all get the general training on updated kitchen equipment, communication and some of the computer training. New teams will be formed to replace the old employee reporting system (Edmunds, Beidas and Kendall 2013).
2. ii) Conflicts can arise in the teams during this training period. The highly productive workers may not be interested to form a group with the low productive workers. They may think that it will reduce their productivity and efficiency. However, to manage the conflict issues the management has made the rule mandatory that the teams will comprise of all types of workers so that the highly productive employees can motivate the others (Cornelissen 2014).

Implementation Plan

iii) Friedo’s has adopted the collaborative approach of problem solving. People have agreed upon in the brainstorming session that everyone will participate in the problem solving session. The collaborative approach requires a peaceful interaction among the employees, where everyone will listen respectfully the other’s idea of solution and the logic behind that, and ask clarification question. In the end, cost benefit analysis will be done for each proposed solution and based on that, the final solution will be chosen (Davis 2012).

1. iv) The evaluation of the development plan can be assessed from the performance of the employees after the training. It is time consuming process. Friedo’s will have to monitor the employees to know whether they could successfully learn the computer programs and operations of the new tools. The new equipments will be installed in all the stores eventually. If the employees face any difficulties with the new tools, then the company must think about the adjustments. They can arrange few more training sessions, or change some complicated equipments to easier ones (Savery 2015).

1. i)Consultation strategies are an essential part of the developmental plan of an organization. Organizations create values for the stakeholders and consultation is the procedure through which the management understands the needs and expectations of the stakeholders. It is an active process of formal and informal communication channels between the organization and its stakeholders. These channels include open meetings with the stakeholders, surveys, target and focus groups, written response from the stakeholders and informal meetings in an event such as a business party (Cornelissen 2014).

Consultation with relevant groups or individuals are done to solve the internal organizational issues and to profile the culture of the organization. It takes the form of establishment of employer or employee committees, meetings between employers and employees on a regular basis, regular reviews on performance and training, written communications such as newsletters, encouragement of the feedbacks of the employees on administrative and business decisions. Friedo’s should follow the above mentioned consultation strategies with the employees to do the cost benefit analysis of the developmental plan (Savery 2015).

1. ii) The consultation strategies with the stakeholders involve formal and informal channels of communication. Those are open meetings with the stakeholder, informal meetings in an event such as business party, invitations sent for written feedbacks, focus group such as a small cross section of stakeholders and surveys. The purposes of such consultations are to involve the stakeholders in the management decisions and operational plans, to get their feedbacks on a specific value creation strategy and to get any criticism which can be evaluated to improve the service (Goetsch and Davis 2014).

iii) Consultation strategies are helpful to collect and analyze the data from the stakeholders. The surveys are most helpful in this case. It helps to formulate the developmental plans for the future. Any business developmental plans require the consultation with those who will be affected or benefitted with that. The plans can have both the positive and negative effect. The plan may be successful or it may fail. The feedbacks are very effective in analyzing the impacts of the plan (Davis 2012). Friedo’s Donuts have consulted with the stakeholders to get a perception of the demand and preferences of the customers before taking the decisions on opening a new store in Box Hill. From the feedbacks of the stakeholders and customers, it has collected the data and analyzed those. It has found that the area does not have a rival store, and hence, there is a growing demand for a Donut store. It also found that new technology and kitchen appliances can increase the productivity of the employees. Thus, it felt the need for installing new appliances and computer programs. Michael Friedo, the owner of Friedo’s Donuts, has found from the consultation with the employees that 15%-20% of the current employees would resign due to incapability of adapting to new technologies. However, for the organization, the reengineering plan is very essential to increase its revenue.

References:

Armstrong, M. and Taylor, S., 2014. Armstrong’s handbook of human resource management practice. Kogan Page Publishers.

Bargal, D. and Schmid, H., 2012. Organizational change and development in human service organizations. Routledge.

Bond, C. and Seneque, M., 2012. Conceptualizing coaching as an approach to management and organizational development. Journal of Management Development, 32(1), pp.57-72.

Burke, W.W. and Noumair, D.A., 2015. Organization development: A process of learning and changing. FT Press.

Cornelissen, J., 2014. Corporate communication: A guide to theory and practice. Sage.

Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.

Davis, P.J., 2012. A model for strategy implementation and conflict resolution in the franchise business. Strategy & Leadership, 40(5), pp.32-38.

Edmunds, J.M., Beidas, R.S. and Kendall, P.C., 2013. Dissemination and implementation of evidence–based practices: training and consultation as implementation strategies. Clinical Psychology: Science and Practice, 20(2), pp.152-165.

Fraussen, B., 2014. The visible hand of the state: On the organizational development of interest groups. Public Administration, 92(2), pp.406-421.

Ghorbanhosseini, M., 2013. The effect of organizational culture, teamwork and organizational development on organizational commitment: the mediating role of human capital. Tehni?ki vjesnik, 20(6), pp.1019-1025.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Hubka, V. and Eder, W.E., 2012. Design science: introduction to the needs, scope and organization of engineering design knowledge. Springer Science & Business Media.

Katzenbach, J., Oelschlegel, C. and Thomas, J., 2016. 10 Principles of Organizational Culture. Strategy + Business, [online] (82). Available at: https://smallbusiness.chron.com/six-elements-organizational-structure-4.html https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/develop-strategies/main https://www.wwcc.edu/CMS/fileadmin/PDF/Learning_Center/Sample_Development_Plan_2010.pdf.

Proctor, E.K., Powell, B.J. and McMillen, J.C., 2013. Implementation strategies: recommendations for specifying and reporting. Implementation Science, 8(1), p.139.

Savery, J.R., 2015. Overview of problem-based learning: Definitions and distinctions. Essential readings in problem-based learning: Exploring and extending the legacy of Howard S. Barrows, pp.5-15.

Stevenson, B.W., 2012. Developing an awareness and understanding of self-organization as it relates to organizational development and leadership issues. Emergence: Complexity and Organization, 14(2), p.69.

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