THE NOGO RAILROAD CASE
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Copyright Adobe Systems Incorporated, 2004-2010. All rights reserved.
Updated September 21, 2010
PARTI. Anticipating Change
CASE ANALYSIS FORM
Name: MAO BUNNHATH
ID No: 26402
Course: Managing Change and innovation
THE NOGO REAIL
I. Problems
The problems foCASE STUDY
Case Study Name and Page #: The NOGO Railroad, page 56
Student Name: Wendy Thompson
Date: October 9, 2011
I. Problems
A. Macro
1. Reduction of current employee expenses for day-to-day operations
2. Employee morale (accepting the necessary changes for increased productivity and growth)
3. Threat of layoffs
4. Union contracts
5. Nepotism & Featherbedding
B. Micro
1. No upper management support
2. No authority to make changes
3. Potential “scapegoat” or “bad guy”
4. Inofficial duties clouding judgement and slowing down progress/motivation
II. Causes
1. Union employees with poorly negotiated contracts
2. Employee resistance to change
3. Inability for cross-trianing/replacement between clerks and telegraph operators
4. Nepotism/featherbedding
5. Lack of upper-management support
6. Undefined responsibilities and authority for Dave
III. Systems Affected
1. Structural – No HR element in place; too many employees that are incapable of being ‘subs’ for the other; not enough work for all employees
2. Psychosocial – Threat of layoffs affects incomes for most of the employees & families; split between those employees that are and are not related; most of workforce has openly demonstated unwillingness to change; low employee morale
3. Technical – Archaic traditions need to be replaced with up-to-date technology; employees unwilling to take on new duties or produce at highest level causing company to lag behind; no cross-training allowed by union contract; clerks are mostly women and telephone operators mostly men
4. Managerial – No upper management support; current management has been promoted because of
Copyright Adobe Systems Incorporated, 2004-2010. All rights reserved.
Updated September 21, 2010
PARTI. Anticipating Change
CASE ANALYSIS FORM
Name: MAO BUNNHATH
ID No: 26402
Course: Managing Change and innovation
THE NOGO REAIL
I. Problems
The problems foCASE STUDY
Case Study Name and Page #: The NOGO Railroad, page 56
Student Name: Wendy Thompson
Date: October 9, 2011
I. Problems
A. Macro
1. Reduction of current employee expenses for day-to-day operations
2. Employee morale (accepting the necessary changes for increased productivity and growth)
3. Threat of layoffs
4. Union contracts
5. Nepotism & Featherbedding
B. Micro
1. No upper management support
2. No authority to make changes
3. Potential “scapegoat” or “bad guy”
4. Inofficial duties clouding judgement and slowing down progress/motivation
II. Causes
1. Union employees with poorly negotiated contracts
2. Employee resistance to change
3. Inability for cross-trianing/replacement between clerks and telegraph operators
4. Nepotism/featherbedding
5. Lack of upper-management support
6. Undefined responsibilities and authority for Dave
III. Systems Affected
1. Structural – No HR element in place; too many employees that are incapable of being ‘subs’ for the other; not enough work for all employees
2. Psychosocial – Threat of layoffs affects incomes for most of the employees & families; split between those employees that are and are not related; most of workforce has openly demonstated unwillingness to change; low employee morale
3. Technical – Archaic traditions need to be replaced with up-to-date technology; employees unwilling to take on new duties or produce at highest level causing company to lag behind; no cross-training allowed by union contract; clerks are mostly women and telephone operators mostly men
4. Managerial – No upper management support; current management has been promoted because of