W8 PPT XS

Wells Fargo & Company (domestic ethics issues)

Organizations aim at providing essential goods and services to their customers alongside employment opportunities. The organizations also ensure a conducive working environment for their employees. Wells Fargo and company is one of the organizations that have been in public for violating the employees' rights by engaging them in strict working conditions. The employees were forced to create accounts in their customers' names without their Knowledge. This made the company suffer significant losses due to the fines imposed on the company. Wells Fargo and the company also face poor leadership. To clear their name, the company has embarked on redesigning its infrastructure, conducting an internal review and regulatory review, and incentive programs that would help the employees work ethically to meet the company's needs rather than meeting selfish needs. To have a successful organization, it is essential to have an OD plan which improves an organization's level of performance in terms of the structures, the people involved (members of the Organization and customers), incentives in place, and the management processes. The discussion below focuses on how Wells Fargo and the company can apply the OD measures to solve its domestic ethical issues.

Applicable Planned Change Model – This model monitors planned Change. The model provided the framework for understanding organizational change. The model also addressed two issues; forces aimed at maintaining the state of the Organization and the other party that is advocating for Change. The model had seven steps that an organization goes through to achieve successful Change: scouting, entry, diagnosis, planning, action, stabilization, and evaluation (p. 22). Wells Fargo and the company should have a clear framework of what organizational Change entails and should mobilize its members to embrace Change. This would convince the workers to work positively, considering the ethical principles.

Degree of Organization (Over vs. Under –organized) entails under–managed and over-organized situations. The over-organized conditions are characterized by rigid leadership styles, rigid job designs, organizational structures, and policies. Wells Fargo and company is a true replica of this kind of management situation, where the employees are under pressure to work by engaging in unethical principles, that is, opening bank accounts with customers' names without their consent while the organizational leaders are for selfish ambitions This is aimed at meeting the set target by the Organization and to earn more bonuses. There should be a change in leadership, job design, and organizational structures here (p. 34).

Self-knowledge and Skills Necessary – The necessary Knowledge includes organizational behavior, which entails ethics, leadership, goal setting, and interpersonal relationship, Individual psychology knowledge is responsible for learning theory, motivation and perception theories, Knowledge on group dynamics, management, and Organization Theory, Knowledge on research methods and comparative cultural perspectives (p. 49;50). The necessary skills include interpersonal and general consultation skills (p. 51). Wells Fargo and company managers and employees lacked the skills mentioned earlier. For instance, an organization should portray ethics in its services. The top management violated customers' principles by opening accounts using their credentials without their knowledge. The company also suffered poor interpersonal skills, which made it undergo a huge organizational breakup. To have an excellent administrative relationship, Wells Fargo and the company should employ managerial leaders with the necessary qualified skills for running an organization.

External vs. Internal Consulting– External consultants deal with formal documents, rely on repeat business and customer referrals as critical measures of the project, and confine activities within the boundaries of the client organization. On the other hand, internal consultants are concerned with the informal agreement; they rely on repeat business, pay rise, and promotion as critical measures of success and are in charge of running interference for clients across organizational lines to align support (p. 53). Wells Fargo and the company should employ the OD principle of hiring external consultants to properly audit the company's financial accountability other than the internal consultants concerned with a pay rise and promotion.

Role of Ethics– Ethics enables Organization Development practitioners, teams, and clients to avoid the problems of misinterpretation, misuse of data, coercion, values and goal conflict, and technical ineptness (p. 62). Wells Fargo and the company should have OD practitioners and clients who have a clear understanding of organizational ethics to interpret information correctly.

Entering into an OD Relationship:

Clarify the Organizational Issue

Generally, an OD process entails an issue to be addressed, which has to be clarified, the relevant client for the case, and an appropriate OD practitioner. To ensure clarity of an organizational issue, the management should have preliminary data that help provide the rudimentary Knowledge of the administrative subject. The two parties involved can make informed choices about proceeding with the contracting process. Clarification is essential because it ensures subsequent diagnostic and intervention activities are done correctly (p. 76). For instance, Wells Fargo and company have one major ethical issue of violating the Customers' rights by opening accounts by using their names without their consent. The OD practitioners must have explicit Knowledge to establish suitable measures and provide the correct findings to find solutions.

Determine the Relevant Client

After outlining the issue, Wells Fargo and the company should select the correct client to address the organizational problem. The client chosen in an OD process should be one who can improve the change issue. Under complex conditions, the OD practitioners must gather additional information concerning the Organization to determine the relevant client (p. 77).

Selecting the Practitioner

This is the last activity involved in the OD process. The OD practitioner selected should have the skills and experience to work with team members on the organizational issue. The Wells Cargo and company issue is the creation of accounts without the customer's consent. Therefore, the OD practitioner chosen should be well equipped with the relevant skills, which comprises interpersonal communication skills on how to relate to the other team members in determining the solution to the issue. Among the requirements for an OD practitioner suggested by Lippitt in 1972 include the skills relevant to the case, the ability to form good interpersonal relationships, the contributions of the practitioner to the issue, and lastly, whether the practitioner belongs to a professional association. The practitioner who meets the above qualifications is selected (p. 78)

Essentials of Effective OD Proposal

Objectives – These are the goals to be achieved by the Organization engaging in the OD process. They should be clear, concise, and measurable (p. 78). Wells Fargo and the company should clearly state the objectives in the OD process before beginning the process.

Proposed Action – This is an overview of the process to be used. It entails diagnosis, feedback, and implementation (p. 78). The OD practitioners and clients involved in the process for Wells Fargo and the company should have a precise diagnosis of how the unethical practice started, the motivating factors towards the action, give appropriate feedback, and the implementation process.

Roles and Responsibilities – These are the stakeholders involved in the OD process. They are the OD practitioner and their responsibilities.

Recommended Interventions – The Wells Fargo company OD practitioners, involved should give proposed strategies to ensure the change process is successful. They include training, procedures to be redesigned, and offsite meetings.

Fee, Terms, & Conditions –These are the total expenses and capital incurred during the process of Change.

Developing a Contract

Mutual Expectations – These are the expectations of the relevant client and the OD practitioner. The client clearly outlines the services provided by the OD practitioner and highlights the expectations from the OD process and the consultants. On the other side, the OD practitioner also states his expectations to gain from the OD process. The mutual expectations include desired outcomes such as reduced costs and higher job satisfaction (from the client), trying out new interventions, reporting results to other potential clients, and receiving appropriate recognition (from OD practitioner) (p. 81).

Time and Resources – Time involves the set duration for the OD process to be accomplished. The resources are all the materials required to make the OD process successful. To have a successful OD process, there should be adequate time allocated for the process, and the resources to be used should be adequately available (p. 81)

Ground Rules – The ground rules determine how the OD practitioner will work with the client. Some of the laid down rules include confidentiality, how the two parties will involve in personal or interpersonal issues, how to terminate the relationship and whether the practitioner should make recommendations or help in decision making (p. 82). For instance, in the case of Wells Fargo and the company, high standards of confidentiality should be demonstrated as it deals with people's financial accounts.

Factors Affecting Client Practitioner Dynamics

Some of the factors affecting Client Practitioner Dynamics include misunderstanding, motivation, dependency, trust, and disengagement. At times, the practitioner may be untrustworthy, causing drawbacks in the OD change process (p. 86). A practitioner may demand reasonable client requests, thus challenging the client lowering the client's motivation. The practitioners are expected to engage in interview sessions when psychologically settled such that they do not engage in emotional issues (p. 87). Wells Fargo and the company clearly show a lack of understanding between the leaders and employees. The leadership structure is very rigid, thereby demotivating the employees. The company should demonstrate good leadership skills to increase employees' morale to prevent this.

Open System Models in Diagnosing Organizational Systems

The open system model shows that organizations exist in a larger environment, affecting how they perform and interact. The model also indicates that the Organization acquires inputs, including information and energy. The inputs are transformed with the help of social and technical processes. Outputs (finished goods, services, and ideas) from the transformation processes are returned to the environment. Impacts of outcomes are regarded as feedback (p. 92).

The cycle of Data Collection and Feedback

The data collection and feedback cycle entail establishing a diagnostic relationship and planning, collecting, analyzing, feedback, and following up and action planning (Nadler, 1977). The OD practitioners involved in Wells Fargo and the company should clarify who they are, why they are collecting the data, what the data gathering will apply, and how they will be used. The concept of who they are introduces the OD to the organization members, particularly those who do not know the consultant. Why they are there are the goals they aim to achieve through the diagnosis and data gathering activities. The data gathering will involve the methods of data collection used during the process (p. 124).

Data Collection Methods

Questionnaires – Contains fixed response questions about various features of an organization. They can be administered to prominent people simultaneously and are easy to analyze. These features make it one of research organizations' most efficient data collection methods (p. 127). Regarding Wells Fargo and the company, the questionnaires will apply to both the leaders of the Organization and the employees.

Interviews – Interviews can be individual or group interviews. It is the most widely used method of data collection in OD. The group interviews save time, allow people to build on others' responses, and enhance leadership skills. Generally, interviews enable interviewers to pose direct questions to the interviewees and clarify main issues (p. 129). The OD directors will interview the top management first and later the employees.

Observations – This type of data collection is more direct. In OD, the practitioner observes organizational behaviors in the work areas or by taking note of some occurrences of certain behaviors. This data collection method does not suffer from bias; it is adaptive and involves real-time data. It also has some disadvantages such as time-consuming, misinterpretation of behaviors, and an expensive data collection method since the practitioner has to travel to the Organization under observation (p. 130). For instance, using the case at hand, the body in charge, the clients, and practitioners may visit the company and observe how the work is done and conclude.

Unobtrusive Measures – This data collection method does not involve direct interaction with the respondents but secondary resources such as records and archives. In organizations, obscure data include absenteeism records, grievances, quantity, quality of services, financial performance, suppliers, and governmental agencies. Its advantages include providing a relatively objective view of the organizational functioning, free from bias. Its disadvantage is that drawing valid conclusions can be challenging (p. 131).

Sampling Considerations

Population – The number of people used for sampling in an OD should represent the characteristics of the total population (p. 132). The OD practitioners involved for Wells Fargo and the company should consider taking samples from both employees and the leaders and not depending on the leaders alone in their investigations.

Sample Selection (random) – Here, each member's behavior or record has an equal chance of being selected (p. 132).

Stratified Sample (mutually exclusive) – This is a sampling method used when the population is complex or where several subgroups are required to be represented in the Sample (p. 132).

Force-Field Analysis

Force–field analysis is a method of analyzing qualitative data in OD. It is derived from Lewin's three-step change model (Lewin, 1951). The technique focuses on two events; the forces for Change such as new technology, better raw materials, competition from other groups, and supervisor pressures. The other event is the forces resisting the Change, such as group performance norms, fear of Change, complacency, and well-learned skills. From the analysis, two full details are focused on high performance. The forces are pressures from the group's supervisor and competition from other workgroups that perform the same work. The other two forces suppress them from the opposing side. From the suggestion, the troops for Change should be applied to Wells Fargo and the company to improve leadership and the quality of services rendered to the customers. Having these changes in place will imply the acquisition of new skills by the members, thus resulting in Organizational Change (p. 134).

Possible Effects of Feedback

Relevancy -The feedback received from the OD practitioners should be relevant in that it shows some progress and a change from the company's current state (p. 143).

Understandable – This is a kind of feedback that can be easily interpreted by organization members (p. 143). The company members should easily understand the response from the organization practitioners with ease. The language should be simple to understand.

Verifiable – This a valid and accurate data

Descriptive - Descriptive feedback is the kind of feedback linked to fundamental organizational behaviors (p. 143).

Timely – Timely feedback entails feedback circulated back to members after collection and analysis (p. 143). This is done to ascertain whether the recorded information is accurate and matches people's views.

Process for Feedback

It is majorly concerned with the process by which information is fed back. OD practitioners need to manage the feedback process carefully to ensure that constructive discussion and ownership of data by members of the Organization are achieved (p. 144). A proper and successful feedback process motivates members of an organization to work positively with the data provided by the feedback. According to Mohman (1983), process feedback has five characteristics: motivation to work with the data, which implies that members of the Organization need to be motivated by the feedback data. Secondly is the structure for the meeting, where the meeting should have a leader who gives the outline for the meeting. There should be appropriate attendance for the feedback meeting. Appropriate powers in the sense that members should know where to make changes and adjustments and when to give recommendations should be included in the feedback meeting (Pffer, 1982). The above features of successful feedback meetings and adequate data enhance member ownership when effectively utilized (p. 145).

Organizational Issues (171 & Table 7.2-174) CH 7

Strategic - Here, the Organization should decide on the products they provide, the markets they serve, and their relationship with their surrounding (p. 170).

Technological and Structural - These are how the work is divided into departments related to each other (p 170). To have an effective organization, the company should delegate appropriately considering the employee's qualifications before assigning the roles.

Human Resource - It entails skilled personnel in the Organization. An organization should be equipped with experienced professionals who are also ambitious and ensure they (Organization) develops such people's careers through training and education (p. 170). The company should hire skilled and experienced personnel in handling financial matters.

Human Process - human process issues include proper communication, decision-making, and leadership. Wells Fargo and company portrayed a lack of adequate communication skills, poor decision-making, and leadership skills, resulting in unethical organizational practice. The company should embrace excellent and effective communication and good leadership skills to facilitate effective Organization Development Interventions (p. 170).

Effective Change Management

Motivating Change – Nadler (1987) argues that creating readiness for change and overcoming resistance to change are the two related tasks that require attention in inspiring Organizational Change. This implies that people's enthusiasm for Change depends on creating a felt need and taking care of the resistance generated by change processes in an organization (p. 181;183). The motivation was lacking in Wells Fargo and the company's previous state before the OD process in that the leadership system was too rigid with unethical motivation forms. Therefore, the company should motivate the change process to have a successful organization in the future.

Creating a Vision- This involves creating a clear picture of what the organization should look like. A vision describes the core values and purpose that guides and provide direction for designing, implementing, and assessing organizational changes (p. 184). The evidence unwrapped by various information sources shows that Wells Fargo and company violated their vision and was working to fulfill their selfish goals. Having undergone the OD process, this company should have a better vision and work toward it to achieve the Organization's set objectives.

Developing Political Support- It is one of the most recent additions to OD to manage the political dynamics of organizational change. It asserts that OD agents can build their power base to gain access to other power holders. Without such access, those involved in decision-making may not look at change management from an OD perspective (p. 188;191). To have effective change management, Wells Fargo and the company should seek political support to show evidence of commitment and transparency.

Managing the Transition- Involves moving from an existing old state to the desired plan and requires a transition period which the Organization uses to implement the needed conditions. It requires unique management structures and activities like; activity planning, commitment planning, and change management structures (p. 193). From the OD process, Wells Fargo and the company should embrace new activities such as commitment as proposed in the change process. This would enable the company to move to excel in various activities.

Sustaining Momentum refers to the energy and focuses needed during the organizational change process from start to completion. This requires providing resources for Change, putting up a support system for change agents, developing new skills and behaviors, and staying in the course (p. 199;200).

Behavioral Outcomes to Measure Interventions

Behavioral outcomes to measure interventions in table 9.1 include absenteeism, tardiness, turnover, internal employment stability, strikes and work stoppages, accidents and work-related illness, written grievances in line with the labor-management contract, productivity, production quality, and inventory material (p. 213).

Institutionalizing Framework

Organization Characteristics - Organization characteristics influence intervention characteristics. It has three dimensions: unity, environmental and technological stability, and unionization (Stewart, 1996).

Intervention Characteristics – Intervention characteristics have the five features of OD intervention characteristics: programmability, goal specificity, the level of change target, internal support, and sponsorship. The intervention goals should be specific and not broad. Specificity helps channel given activities such as training to the particular group in charge of particular tasks in the intervention process. The internal Organization Development team provides internal support. It helps the members of the Organization to implement the change process. External practitioners can also help internal support during the early stages of Change by bringing external experts to assist in the change process. People of high ranks in other organizations do take the sponsorship roles. They are expected to have the power to drive the interventions and ensure the Change made remains firm (p. 222).

Institutionalizing Process – Five institutionalizing processes affect Organization Interventions institutionalization. Socialization, commitment, reward allocation, diffusion, and sensing and calibration (p. 225). Each process influences Organization Intervention institutionalization differently.

Indicators of Institutionalization – Indicators of institutionalization are the extent or the level of institutionalization. They include Knowledge, which shows the time to which members of the Organization portray the skills and behaviors associated with interventions. Performance is the level at which the organization members demonstrate intervention behaviors through engaging in various intervention activities. Other indicators of institutionalization are normative consensus, preferences, and value consensus (p. 226).

Wells Fargo and company is a multinational financial services company, with many customers globally, (Chandler, 2022). The company has been in public for sometimes having violated the employees' rights by engaging them in strict working conditions and poor leadership. The employees were forced to create accounts in their customers' names without their knowledge. This made the company suffer significant losses due to the fines imposed on the company, and the scandals also made the former head to be barred from accessing the bank (Lucy, 2020). To clear their name, the company has embarked on redesigning its infrastructure, conducting an internal review and regulatory review, and incentive programs that would help the employees work ethically to meet the company's needs rather than meeting selfish needs.

Individual / Group Interventions-Process- Individual and group interventions are designed to enhance effective communication among members in a group. This involves giving the correct feedback to individuals of the same group. The process consultant in an OD intervention process should engage in effective communication with members of the group on matters concerning the progress of the process and even drive away from some evil characters and behaviors. To have effective feedback, the OD practitioners should; have a consensus on the receiver's goals, emphasize description and appreciation, have constructive motives, and lastly, the relevance of the feedback should be considered (P 269). On the other hand, group interventions are aimed at the group's process, content, or structure. The process intervention is concerned with the internal activities; the range enables the group to determine the questions, and observations about the group membership, interpersonal issues, and inputs on related topics. Wells Fargo and the company need structural interventions to deal with the most conversant methodologies to apply in the group, such as monitoring progress and addressing group problems and leadership relationships.

Process Interventions - Application Stages - Application stages are vital to an organization in non- prioritized problems requiring broader coordination. An organization, therefore, goes through the following steps.

· A group meeting should be called for and the conference held at an appropriate venue to identify the challenges faced by the organization.

· Appointment of groups representing all the departments (sales, finance, purchasing, or quality assurance)

· The groups are urged to remain open and honest to work towards unraveling some of the practical challenges of the organization.

· The OD practitioner takes the responsibility to walk to every group to encourage them to be open and help them where necessary.

· A central meeting is then convened, and each group presents the identified problems and suggests solutions to them.

· The participants are divided into problem-solving groups which are different from the original problem-identification group.

· The problems are prioritized, and a tactical action plan is developed.

· The prioritized problems are reported to management

· Follow-up meetings are arranged, and project management resources are involved in monitoring and supporting the progress. The team leaders must register to top management or the group regarding their team's progress (p 292).

Figure 12.5/Table 12.4 - The Process Structure - The process structure comprises the process owner, which involves supporting the customer usage process, a small senior executive team, heads of strategic planning, human resources, and finance. The process structure takes over several hierarchical and departmental boundaries, which makes it suffer some drawbacks such as slow decision and organizational performance. To have an effective process drive structure, the following must be considered: a well-organized structure with three to five processes that define the organization's work governed by a "process owner." Work adds value which increases efficiency and simplifies work processes by eliminating non-essential tasks and reducing layers of management (p 347). Wells Fargo and the company should define customer expectations and design team functions to meet the expectations. The teams should be rewarded for performance.

The process structure has advantages, disadvantages, and contingencies. Some of the benefits include enhancing employee involvement, lowering production costs, rapid response to environmental change and customer requests, and improving the speed and efficiency of the OD intervention process. Some of the process structures include changing the layout can negatively impact the middle managers and staff, is ineffective if wrong processes are identified, and requires new skills and knowledge to manage lateral relationships and teams. Some of the contingencies include moderate to high size, customer-oriented goals, highly interdependent technologies (p 348)

Figure 13.1 – How Employee Involvement Affects Productivity - Employee involvement results in improved communication and coordination, improved motivation, and improved capabilities (p 378). Poor communication and coordination resulted in the decline of the productivity rate in Wells Fargo and the company. The company should motivate the employees to have a better outcome.

Figure 13.2 - Secondary Effects on Productivity - The secondary effects of productivity include employee wellbeing and satisfaction and attraction, and attention (p 379). The productivity level of a company implies the well-being and happiness of employees. When a company fully involves its employees, high productivity will be realized. Wells Fargo and company productivity rates clearly show that the employees were not adequately engaged in the organization's activities. Instead, they worked under pressure to achieve a set target to get rewards; this was done through unethical means of opening customers' accounts without their consent.

Features of High-Involvement Organizations - High-involvement organizations possess various features which facilitate the OD intervention process. The features include the following.

i. Flat, clean organization structures contribute to involvement by pushing management and staff groups' planning and control of the shop floor.

ii. Career systems provide different grounds for advancement and counseling to help the management to select appropriate ways that can help employees to plan and prepare for the long-term development in the organization (aware of jobs)

iii. Having open information systems that are connected to work teams to provide the necessary information for employees to participate in decision making

iv. Training employees to acquire the necessary knowledge and skills relevant to decision making (393).

Other characteristics of high involvement organizations include physical designs, reward systems, job design, and personnel policies (p 393). Wells Fargo and the company emulate the features of a highly dynamic organization to achieve its objectives.

Figure 14.1 - Relationships among Core Job Dimensions, Critical Psychological States and Personal and Work Outcomes - The core dimensions of work affect three critical psychological states, producing personal and work outcomes. The outcomes produced include high internal work motivation, high quality work performance, work satisfaction, low absenteeism, and turnover. Whereas the five core job dimensions, skill variety, task identity, task significance, autonomy, and feedback, influences the extent to which a work is perceived to be meaningful. Skill variety entails the number and types of skills required to perform a particular task. Task identity shows the extent to which an individual performs a work. Task significance is the impact that the work has or carries (p 405). Feedback is the information received by workers in alignment with the effectiveness of the work.

Figure 14.3 – Model of Self-Managed Work Teams - The self-managed work teams are the members performing interrelated tasks and are responsible for a whole part of a more extensive production process. They also control members' behaviors and make decisions about task assignments and work methods. They are paid based on their knowledge and skills rather than seniority and are entitled to learn most jobs within the team's control (p 415).

Figure 15.1 – Performance Management Model - A performance management model is an integrated process of defining, assessing, developing, and reinforcing employee work behaviors and outcomes. Performance management includes practices and goals, performance appraisal, training and development, and reward systems (Tardi, 2021). The top management of Wells Fargo and the company should clarify the company's objective and engage the employees in organization activities to monitor the employee work behaviors. The above factors must be aligned jointly with the contextual factors (business strategy, workplace technology, and employee involvement) for performance management to occur. The business strategies are the objectives, policies, and intended relationships between the organization and the surrounding. (441 & 443) Appraisal improves individual and group performance, the importance of feedback (p 452).

“Management By Objectives” (MBO) - This is a form of goal setting used in organizations to align personal goals with the business strategies by increasing communications and shared perceptions between the managers and the subordinates. The MBO managing approach is applied where there are misunderstandings about the organization's goals if they are not clearly stated. The problem-solving process is beyond one–on–one and manager-subordinate. Its focus is on the entire work team. This management approach best suits Wells Fargo and the company in that it experienced poor communication leading to different views regarding the organization from employees' perspectives. It allows participation of the subordinates in goal setting, with an open, problem-centered discussion among team members, supervisors, and associates (p 444). To effectively implement the MBO process, it must undergo some basic steps: workgroup involvement, joint manager-subordinate goal setting, establishing action plans for goals, the establishment of criteria, and review and recycling (p 445).

Section 15.4 – Reward Systems - Rewards serve as motivation tools for workers in every organization. They improve employee and workgroup performance as well as employee satisfaction. OD practitioners should adopt the reward system approach \to motivate employees, other than relying on intrinsic motivation alone to have the best performance outcome. The rewards should align with other organizational systems and practices such as organization structures, top management's human relations philosophy, and work designs (p 452). About Wells Fargo and company, tan appropriate and accepted reward systems should be incorporated to motivate employees. Rewards include performance-based pay, gain sharing and promotions, and skill-based pay (p 455).

Figure 16.1 – Individual Career vs. HR Planning - Career development enables individuals to achieve their career objectives. Individual career planning entails personal goals and lifespans, occupational and organizational choice, job assignment choice, performance and development planning and review, and retirement. On the other hand, human resource planning is concerned with business objectives and plans, ways to attract, recruit and orient new talent to the firm, methods for matching individuals' interests and capabilities with job opportunities, ways to help people perform effectively, and coming up with ways for assisting employees in preparing for satisfying requirements (p 485). Wells Fargo and the company should adopt proper human resource planning to achieve the organization's set objectives fully.

Table 17.1 –Work Diversity Interventions - Work diversity is the current workforce characteristics, particularly gender, age, disability, cultural values, and sexual orientation. Based on the current trends, organizations register an increasing number of people with disability, an increasing percentage of the number of women entering the workforce, and a changing distribution of age of the force. With the varying age of the crew, good job designs, career planning, and reward system should be taught in an organization. The disabled staff requires adequate and simplified training to keep in touch with the current labor requirements (p 502). There should be modified jobs and facilitate job sharing to accommodate the particular demands of working mothers. It is important to understand peoples’ culture since organizations are multi-ethnic. Therefore, management practices should be designed to consider various cultural values to support career and family orientations (p 502).

Figure 17.2 – Stress Management - Stress causes discomfort among people and should be highly discouraged. Everyday workplace stressors include stressors from the physical environment such as excessive light, noise, unfavorable temperatures, and pollution. Stressors include role conflict and ambiguity, lack of control, and opacity from an individual (Finney, 2013). Whereas from a group, poor peer poor subordinate relationships are categorized as stressors. Stressors also come from the organization (Finney, 2013). They include poor structural design, politics, and poor human resource policies. To manage organizational stress, there should be good communication strategies and good relationships between the top management and the juniors, and the adoption of employee assistance programs. Role clarification can control individual pressure by visiting a health facility for assistance under severe conditions (p 508). Wells Fargo and the company suffered both personal and organizational stress, characterized by poor managerial control, which significantly led to violation of the customer's rights. To avoid this, the company's top management should adopt employee assistance programs and attend organization management training forums.

Figure 18.1 – Systems Model of Organization Design - Organization design reflects on the organization’s structures, work design, human resource practices, and management practices to guide members' behaviors strategically. A system model contains various components of organization design and their inter-relatedness. The different design elements must align with the given strategy, called strategic fit. It has five business components: business strategy, structure, work design, human resource practices, and management processes. The business strategy outlines how the organization will utilize the competitive advantages to achieve its objectives. Structure determines how the organizational tasks are divided, assigned, and coordinated. Work design specifies how studies are performed and given to individuals. The human resource section is concerned with recruiting, selecting, developing, and rewarding people. Lastly, the management process describes the goal setting, decision-making, and resource allocation process often done by managers (p 534 and 535). Wells Fargo and the company lacked a proper system model of an organization design based on the failures witnessed in the organization. The company needs to have a strong human resource management team in charge of selecting and rewarding employees appropriately based on their performance. The human resource team also ensures elaborate training of the team members to ensure employees have the required skills and a deeper understanding of customers' rights.

Table 18.1 - Organization Designs - Organization design components are further grouped into two different organization designs: the mechanical design that supports efficiency and control and is the most widely used, and organic design that promotes organization innovation and change (p 535). Due to organizations' current flexibility and competitive nature, the organic strategy is being adopted by many organizations. Wells Fargo and the company can significantly benefit from adopting the organic organization design. With the organic structure, employees will be rewarded depending on their performance. Therefore, the organic design will inculcate healthy competition among the employees to achieve the organization's goals. The unhealthy competition witnessed among the employees of Wells Fargo and the company will cease with the adoption of organic design.

Figure 19.3 - Organization Learning & Performance - Organization learning is the most widespread OD intervention in organizations. It makes an organization capable of acquiring and developing new knowledge and skills and a source of strategic renewal, enabling an organization to be ahead of its competitors, thus maintaining a long-term competitive advantage. The acquired knowledge and skills can be translated into new goods and services to yield more wealth in an organization. (p582). The organization learning process includes discovery, invention, production, and generalization (p586). Organizational performance can significantly impact Wells Fargo and the company. The organization members should be taught new skills and knowledge and later put them into practice for maximum benefits. Through this, the company will refrain from engaging in unethical practices.

Figure 19.4 – Ladder of Inference - Ladder inference is a method that helps members to discover their mental models and theories in use (p 590). From the ladder of inferences, it can be observed that concrete experiences are connected to the assumptions and beliefs that guide behavior. It can be observed from the ladder that the member's theories in use can also be ineffective. Of importance is that the ladder of inference help members to understand why their theories can be invalid, leading to unproductive behaviors and organizing efforts. One should carefully observe data and experiences, select appropriate data from the observations, add meanings based on culture and personal beliefs, make assumptions concerning the added intentions, and then make relevant conclusions. You should also adopt world beliefs and act accordingly (p 591). For Wells Fargo and the company to bring back their customers and clear their name from public damage, the organization's members should understand their behaviors to achieve the organization's objectives.

Table 20.1 – Major M&A Phases and Activities - The M& A involves three phases with different activities at each step. The pre-combination phase consists of planning activities. Other activities involved in this stage include creating an M & A team, establishing the business case, performing due diligence assignments, and lastly, developing merger integration plans. This is the most critical phase (p 609). The second phase in the M & A process is the legal combination. It revolves around the legal and financial aspects of a transaction. It requires knowledge and expertise beyond OD, though the OD practitioner can negotiate a fair agreement (p 611). Lastly is the operational combination phase and the final stage. It involves implementing the merger integration plan (technical and cultural integration activities) (p 611). Wells Fargo and the company should engage in the three phases of the M & A process to have desired outcomes and to bring back their customers.

Figure 21.1 - Components of Organizational Identity - Organizational identity is an organization's central and enduring attribute that singles it out from other organizations. It gives meaning to an organization's culture. The components of an organization's identity include brand, image and reputation, and feedback (p 664). Wells Fargo and the company suffered a bad idea due to their unethical practice of opening accounts with their customers' names without their consent. This made them unreliable. They also violated customers' rights, thus making customers lose trust in the company.

Analyzing Data - Qualitative Tools

Content Analysis – This is a technique that is majorly used for analyzing qualitative data, particularly interview data. The method of analyzing data compresses significant comments into a few themes. It is a formal method of data analysis. It involves three major processes: reading questions, generating pieces, and placing respondents in a given category (p 133).

Force-Field Analysis of Work-Groups – This is a method of data analysis that organizes information about organizational change into two significant categories, forces for change and forces against change. OD practitioners' personal beliefs or corporate efforts determine the most potent positive and most negative details (p 134).

Quantitative Tools

Means, Standard Dev., Freq. Distr. – To summarize quantitative data, the mean and standard deviation is calculated for each variable used. The results can be compared across different subgroups.

Feeding Back Data (142)

Contents (1-9) – The feedback content should be relevant, understandable, descriptive, verifiable, timely, limited, significant, and comparative (p 142).

Possible Effects (possible flowchart outcomes) – Feedback can be positive or negative. When the feedback is positive, the organization welcomes it, and appropriate changes are made. Negative feedback is resented, which implies resistance to change (p 142).

Process of Feedback (1-5) - The process of feedback involves providing data to the organization members in a meeting, where the input will be discussed, relevant conclusions drawn, and some preliminary action plans. The OD practitioners should manage the feedback process (p 144).

Survey Feedback (1-5) – This is the process of collecting and feeding data received from an organization through questionnaires or surveys. Survey feedback has limitations such as ambiguity of purpose, distrust, inappropriate topics, and organizational disturbance (p 152).

ODP Recommendations going forward for the organization- ODP recommendations for the organization (Fargo, Wells, and company) are.

· The company should improve their sales efficiency

· The company should adopt proper OD practices to ensure effective organization management.

· The company should engage in healthy organizational practices to uphold customer needs.

References

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Lucy, B., (2020, January 23). Former Head of Wells Fargo banned from banking after role in sales scandal. Retrieved from https://www.nbcnews.com/business/business-news/former-head-wells-fargo-banned-banking-after-role-sales-scandal-n1121396