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    Kenworth Motor

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    maryana maryana
    The OD consultant was not well prepared for the initial interview with Denton because he did not research the background of Kenworth Motors or Denton. Denton was having issues with his two new managers not working as a cohesive team. The OD consultant then effectively built rapport with Denton and identified that interviews with internal staff were not providing accurate information about potential operational problems. However, the original contract for a weekend retreat lacked clarity around goals, responsibilities, and plans to measure outcomes.

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    Kenworth Motor

    Uploaded by

    maryana maryana
    131 views1 page
    The OD consultant was not well prepared for the initial interview with Denton because he did not research the background of Kenworth Motors or Denton. Denton was having issues with his two new managers not working as a cohesive team. The OD consultant then effectively built rapport with Denton and identified that interviews with internal staff were not providing accurate information about potential operational problems. However, the original contract for a weekend retreat lacked clarity around goals, responsibilities, and plans to measure outcomes.

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    The OD consultant was not well prepared for the initial interview with Denton because he did not research the background of Kenworth Motors or Denton. Denton was having issues with his two new managers not working as a cohesive team. The OD consultant then effectively built rapport with Denton and identified that interviews with internal staff were not providing accurate information about potential operational problems. However, the original contract for a weekend retreat lacked clarity around goals, responsibilities, and plans to measure outcomes.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    131 views1 page

    Kenworth Motor

    Uploaded by

    maryana maryana
    The OD consultant was not well prepared for the initial interview with Denton because he did not research the background of Kenworth Motors or Denton. Denton was having issues with his two new managers not working as a cohesive team. The OD consultant then effectively built rapport with Denton and identified that interviews with internal staff were not providing accurate information about potential operational problems. However, the original contract for a weekend retreat lacked clarity around goals, responsibilities, and plans to measure outcomes.

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    Case study: Kenworth Motor

    1. I believe that the OD consultant was not well-prepared for the interview with Denton because he did not
    spend time researching the background and current situation of Kenworth Motors and researching Denton
    via the internet and internal networks. Find out more about the company and Denton to make sure
    understand the situation I’m dealing with. This will give us more knowledge about how the company works,
    which will help us provide Denton with more accurate advisors. Robert Denton whose the plant manager of
    Kenworth Motors is having an issue with his two new managers which one of them handle the purchasing
    and inventory and the other handle personnel. Both managers are coping with Denton very much, but
    Denton doesn’t feel like they are connected as a team he had in mind. Then, Denton asked for an
    appointment with OD Consultant to discuss about this, as to how to make the team’ relationship stronger.
    The cause of his problem is most likely from the way they interact with each other, Denton might have not
    spend enough time to learn and understand his new managers, hence the gap is appeared between them
    and the new managers are trying to cope with the environment and still distracted with many new things.
    2. From the first contact, OD consultants successfully built empathy and trust. Establishing rapport and trust
    helps build mutual understanding and improve the engagement of both parties during the consultation
    process. Thanks to the consultant’s interpersonal and interpersonal skills, the consultation proceeded
    effectively and the manager was willing to disclose the information about the organization immediately. OD
    consultants sought to identify issues related to manufacturing operations through interviews. Because the
    answers were provided by internal staff Danton, an internal agent for the organization, the consultant soon
    realized that the initial inquiry process was ineffective in identifying potential operational problems. Finally,
    the consultant was effective in explaining the strengths and weaknesses of external agents in the OD
    survey.
    3. The conclusion of the contract was valid as described in the last part of the case. The first mission lasted
    only a short time. The agreement included the weekend retreat idea, the ultimate purpose of the idea, the
    time and place of the retreat, the weekend schedule, the costs associated with the event and his OD
    counseling services. The original contract plan was relatively lacking in clarity. In this case, the consultant
    did not clearly explain his role and responsibilities. He did not clearly define actions to achieve the goals of
    the weekend retreat. He was unable to establish a comprehensive action research plan and methodology
    to measure the outcome of the proposed event.
    4. I will plan to find somewhere far from the company, I think the OD consultant, Bob Denton should have a
    dinner with his managers, because the OD consultant and Denton need to understand and learn more
    about the managers. The OD consultant needs to know more about Denton too. Dinner meeting always
    helps people to get closer and interact more. And then they can have a moment to learn and understand
    their personalities and thoughts about the current job and their future plans in the company.

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