The Sundale Clubs
The Sundale Club
I. Problems
A. Macro
1. Division within organization due to poor relationships among personnel.
2. Lack of leadership and direction within organization.
B. Micro
1. Johnson’s (reputed) behavior.
2. Loss of members.
3. Chain-of-command difficulties: Frank Havens unable to talk to boss, Bob Watts uninterested in problem.
4. Poor staff morale; treatment of Pat indicates problem.
II. Causes
1. No recognition/follow-through for staff. Pat overlooked for promotion.
2. Personal relationship between Chuck Johnson and Ted Ellis detracts from goals of organization and from staff morale.
3. Bob’s upcoming retirement detracts from interest in problems.
III. Systems affected
1. Structural - personal relationships and director’s lack of interest hurt chain-of-command effectiveness.
2. Psychosocial - low morale within staff due to favoritism, disinterest, loss of membership, lack of direction of system.
3. Technical – none apparent.
4. Managerial - organization’s purpose and source of money undermined by personal interests and lack of direction. Managers who had authority, such as Bob Watts, are unwilling to take action.
5. Goals and values – there is no sense organization goals among management or staff despite declining membership. Staff and even some managers are increasingly interested in protecting their jobs or finding another job elsewhere. Consequently, there is little concern for providing service to the membership.
IV. Alternatives
1. Leave as is.
2. Let Bob Watts retire; explain problem to new director.
3. Unite staff (as Carol has started); include in meeting with new director/board.
4. Carol Happ hire OD practitioner to intervene and unite staff, but this will be difficult as Watts seems to be “coasting” until retirement.
V. Recommendations
Realistically, not much can happen until Bob Watts retires. Before Watts retires, some of the staff could unite under the leadership of Carol Happ and meet with Bob. But this
I. Problems
A. Macro
1. Division within organization due to poor relationships among personnel.
2. Lack of leadership and direction within organization.
B. Micro
1. Johnson’s (reputed) behavior.
2. Loss of members.
3. Chain-of-command difficulties: Frank Havens unable to talk to boss, Bob Watts uninterested in problem.
4. Poor staff morale; treatment of Pat indicates problem.
II. Causes
1. No recognition/follow-through for staff. Pat overlooked for promotion.
2. Personal relationship between Chuck Johnson and Ted Ellis detracts from goals of organization and from staff morale.
3. Bob’s upcoming retirement detracts from interest in problems.
III. Systems affected
1. Structural - personal relationships and director’s lack of interest hurt chain-of-command effectiveness.
2. Psychosocial - low morale within staff due to favoritism, disinterest, loss of membership, lack of direction of system.
3. Technical – none apparent.
4. Managerial - organization’s purpose and source of money undermined by personal interests and lack of direction. Managers who had authority, such as Bob Watts, are unwilling to take action.
5. Goals and values – there is no sense organization goals among management or staff despite declining membership. Staff and even some managers are increasingly interested in protecting their jobs or finding another job elsewhere. Consequently, there is little concern for providing service to the membership.
IV. Alternatives
1. Leave as is.
2. Let Bob Watts retire; explain problem to new director.
3. Unite staff (as Carol has started); include in meeting with new director/board.
4. Carol Happ hire OD practitioner to intervene and unite staff, but this will be difficult as Watts seems to be “coasting” until retirement.
V. Recommendations
Realistically, not much can happen until Bob Watts retires. Before Watts retires, some of the staff could unite under the leadership of Carol Happ and meet with Bob. But this