Assessment of the Consultant’s Preparations with Kenworth Motors
Kenworth Motors’ is a truck manufacturing company that has been in business since 1923. Robert Denton is the plant manager for Kenworth Motors’, truck manufacturing operations. He has been in this position for 8 months and feels his team is not “jelling” together within his company. Mr. Denton wanted an Organizational Development (OD) Consultant to evaluate the plant operations, even though production of the plant was operating effectively and efficiently. Mr. Denton was eager to find someone with the necessary skills to mend his team within the company. Mr. Denton and the OD consultant were easily able to make small talk. Mr. Denton talked about his plant with great pride and excitement, and stated that everyone is doing their job well. Yet there was something nagging him that he could not figure out, “a gnawing sense that things could be better” (Cummings, T. G. & Worley, C. G.).
The problem at hand was that neither person had done the research or preparations needed for this important meeting. Mr. Denton never asked about the qualifications the consultant had. The OD consultant proposed the idea of a company retreat but had no written plan nor had he done any formal research for Kenworth Motors. The consultant stated the retreat would allow the employees to get more acquainted, and it would allow for serious issues to be addressed but no preparation for activities were mentioned. Mr. Denton even questioned the consultant on the things that would be discussed at the retreat, but direct answer was given. Mr. Denton put his trust in the OD consultant to plan the “communication workshop” (Cummings, T. G. & Worley, C. G.) not knowing the actually details of the retreat or benefits the retreat would have for his employees and organization.
There were several mistakes made by both parties throughout this case study. The OD...