CASE STUDY: BRIGHTER FUTURES

TEAM MEMBERS: STUDENT ID:1. LEE WINSON H002564682. CHIN YUAN EN H002626353. POOJA JASSANI H002603184. DAYANG NADIA H002641185. SHRI THANE LAKSHMI H002630146. ARLENA CHIAM H00262264

Individual Level Team Level

Organisation Level

Development of Organisational

Development (OD) group based on

decision of CEO & external consultant

Leadership styleAuthoritarian

leaders path goal theory radical

change (House,1996) & (Leonard, 2013)

No shared governance(Bartunek,

Rousseau, Rudolph, & DePalma, 2006)

Different school of thought among 5 OD

members

Psychological contract

(Rousseau, 1989)Balanced contractRelational contract (social exchange)

Diverse background affects thinking (Haslam, 2012)

Involvement of CEO (Bobby Moore) in

only the initial stages but not towards the

implementation

Belbin Team roles. (Batenburg,

Walbeek & Maur, 2013).

Implementer. (Gündüz, 2008)

Kotter’s 8 step change model.

(Lunenburg, 2010)Involves in the

process from the beginning to the end

(Kotter, 1990)

Approaches used by OD membersGordon, Jimmy, & Jack: confrontational

Mary & Alan: deliberate and more gradualContingency theory (Burnes,1996)• Individual’s

personal characteristics

• Aspects of the situation (Fiedler, 1978)

Dual-concern model• Conflict

management model (Cai & Fink, 2002)

• Contending: win-lose situation. (Haslam, 2012)

Complexity theories• Edge of chaos

(Brown & Eisenhardt, 1997)

Belbin's team roles (Belbin, 2010)• Alan & Mary:

Teamworker• Gordon, Jack &

Jimmy: Shaper

• Social Identity Theory (SIT)• Association through emotional and value

significance (Tajfel, 1972)• In-group versus out-group (Liu, 2012)

• Group Polarisation (Roux & Sobel, 2015)• Groupthink (McCauley, 1998)

Work preferences among OD

group members

• Favouritism • Preferential treatment towards an

individual in a group (Kwon, 2006)• Equity theory (Adams, 1963)

• Distributive• Procedural

• Psychological ownership (Pierce, Kostova & Dirks, 2001)

Bobby's relationship with Mary &

Alan

Relocation of OD group into Human

Resource (HR) department

Lost of AuthorityCarnall’s phases of

change (Young & Lockhart,

1995)Shock, Denial, &

Awareness

Importance of OD group

(Pipas & Jaradat, 2012)No longer special group

in the organizationGroup values diminished

Demotivated

Creation and implementation of

the OD group

Lewin's 3-step model

(Lewin, 1947)Unfreezing

MovingRefreezing

Different working environment for OD group members and existing employees of Brighter Futures

Open versus Conventional work

settings (Jorgenson & Steier, 2013)

Traditional top down concept (Steers,

Sanchez-Runde, & Nardon, 2010)

External locus of control (Aquino, Grover,

Bradfield, & Allen,1999)Negative affectivity

(Aslan & Inan, 2014)Emotion focus coping

(Butt, Strauss, Smyth, & Rose-Rego, 2002)

CONCLUSION

THANK YOU

Poor leadership of Bobby Moore

Did not discuss the formation of OD Group with existing employees

Existing employees

have no say on the decision and forced to

accept the changes

Lack of involvement and support

throughout the implementation

process

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