JOBWORKS Sunday, April 28, 2013 Presented to: Quinnipiac University MS Organizational Leadership Program OL 690, Leadership Consulting Capstone Professor Steven Charlier Presented by Team: Light…“At The End Of The Tunnel”
Team Members Ally Bailey Don Di. Stefano Desiree Wellington Jennifer Runkle Crystal Neuhauser
Agenda We will address: Issues Is an offsite retreat the immediate resolution? Root causes and recommendations The Why’s and How’s of a retreat Martina Jones and the Directors meeting Preparation for, during, and after the meeting
Background Founded in the 1960 s Purpose is to provide workforce training Harrisburg location serves the southcentral Pennsylvania region New executive director, Ted Alvarez Appraisal Criteria • • • Admissions Rates Graduation Rates Hiring Rates Disciplinary Issues Student Satisfaction Does not measure teamwork and innovation.
What are the main issues facing the Job. Works-Harrisburg team of directors? Perception of Low Morale Negative Attitudes No Defined Budget Guidance Published No Understanding of Priorities No Employee Input or Involvement No Clear Roles and Goals Management too Rigid (Alvarez) No Feedback from Employees
What are the root causes of these issues? Poor Communication Poor Teambuilding Skills Change Management (New Management) Lack of Flexibility Related to Performance Management No Employee Empowerment Lack of Relationship Building and Trust EEO issues and Cultural Differences No Defined Goals and Roles /Accountability
What recommendations would you make to help improve the situation? Communications Training (Top-Down) Director/Management 360 Reviews Training based on 360’s Set and Publish Roles and Goals Develop Employee Feedback Mechanism Team Building Training Trust/Integrity/EEO/Diversity Training Monitor/Assess Results
Is an off-site retreat advisable at this time, or should this be put off into the future ? Organizational culture Two Phase Retreat Strategy Phase 1: Team Building Phase 2: Strategic Planning
What should be the focus of the two -phase retreat? Focus: Team Building Strategic Planning Consensus Building Problem Solving Goal Development Group Processes & Dynamics “I saw people say `OK, I'm just going to trust you’; and they crossed between the trees knowing their co -worker was going to take care of them. That's really big. ” Theresa Bell, IT company project coordinator
How would you organize the two-phase retreat? Organization: Consultant to act as facilitator. Retreat is off-site, two consecutive Fridays. Retreat structured in two phases: Team Building and Strategic Planning Strategic Management Process
Approach Before the Meeting Be Prepared! Meet with Alvarez: • Be Firm • Establish the Urgency of the Result Findings • Develop a Powerful Coalition Develop the Vision: • Imaginable • Desirable • Feasible • Flexible • Communicable
Approach During the Meeting Communicate the Change Vision • Be Simplistic • Use Metaphors, Analogies and Examples • Be Repetitious • Leadership by Example • Answer Questions • Two-way Communication
After the Meeting Empower the Employees to Act on the Vision • New Vision Behavior Can Start Immediately • Address the Hesitant Employees Privately • Modify Plans if Necessary
Conclusion Project Shock - Retreat Problem or Opportunity? Retreat as vehicle to resolve issues Build Alliance with Ted’s Unwillingness to listen/Director Reluctance Power of Persuasion Communicate Value Empower Directors Build Trust Gain buy-in
Thank You For Your Time! From Team Light. . . “At The End Of The Tunnel”
References Bridges, W. (2009). Managing Transitions: Making the Most of Change (3 rd Edition). Philadelphia: De. Capo Press. Daft, R. L. (2008). Management (Eighth Edition). Mason, OH: Thompson South-Western. Gaudin, S. (2000). Best team-building activities. Network World, 17(46), 65 -65. Retrieved from http: //search. proquest. com/docview/215961561? accountid=13381 Javitch, D. D. (2005, January 2). Improving Employee Morale. Retrieved from Entrepreneur: http: //www. entrepreneur. com/article/82710#ixzz 2 QRLm 3 vsl Job. Works: A Management Team in Crisis. Case Study. 2013. Quinnipiac University OL 690 Consulting Capstone. Blackboard. Martello, M. , Watson, J. G. , & Fischer, M. J. (2008). Implementing A Balanced Scorecard In A Not-For-Profit Organization. Journal of Business & Economics Research, 67 -80. Tilson, Jr. , G. P. , Luecking, R. G. , & Donovan, M. R. (1994). Evolving Employers in Transition: The Bridges Model. Career Development for Exceptional Individuals, 77 -89. Wickham, P. , & Wickham, L. (2008). Management Consulting: Delivering an effective project (Third Edition). Essex: Pearson Educated Limited.
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