Case Study - Tkb Organization

Case Study Review

Introduction

The purpose of this case study is to analyze the organization life cycle of TKB and DLM using the methodology developed by OCAI and the Competing Values Framework and the Adizes Organizational assessment tool, both of which is defined as a systematic approach designed to help in the development of an organization from one lifecycle phase to the next.

Case Study 1: TKB Organization

TKB is a 60 year old chemical production company who prides themselves as being a stable organization with long tenured employees. In using the four quadrants as described by OCAI, the dominant style of TKB is characterized by a clan culture. This organization is paternalistic in nature and many of its employees thrive on being associated with a family oriented culture. While formal procedures are in place, they are generally governed by how people interact amongst each other and systems and processes is not something that they invest a lot of time on. They are more disposed to spend their time cultivating social harmony and minimal attention is focused to the intricate details of running the operation. Given their past history as leaders in the marketplace and fully aware that demands of their products far exceed what they can supply, TKB value drivers centered in commitment, and concern for people. Rituals are a huge component for the company and important milestones are celebrated and recognized. The leaders of the company are considered as part of "family", and therefore expected to be seen interacting amongst all level of employees. TKB's theory of success relies heavily on how they have operated in the past. They are convinced that the harmony and the group solidarity that was the glue that held the organization together will carry them over through some tough financial and competitive market. From a hypothesized relationship using the Adizes metholodology, it appears that TKB is in the Aristocracy/Bureaucracy stage of the organizational life cycle. This is evident in how more emphasis is placed on the social behavior patterns within the organization. The mindset of not "creating waves" can be attributed to their loss of interest in seeking to find innovative ways to reinvent themselves in order to remain viable. If this aristocratic attitude is not recognized, TKB can find itself in a downward spiral to irellevancy. The buddy system that has help sustain them in the past may work against them as people's behavior will switch from covering other's mistakes and inefficiecies and replace it it with the "blaming" game attitude. When this takes place, it can create an endemic discord and shared pathology that will manifest in a precarious and arbitrary manner. This was concretized when "market conditions have changed and TKB finds itself in an unfamiliar competitve situation when they had to enforce early retirement as against layoff. The oldtimers who had to leave prematurely were shocked that the company didn't need them anymore" (Article: Measuring Organization Cultures). Personal survival and job security will take precedence over the need to meet the demands of the customers and can contribute to the demise of the organization as a whole. In general, the precept of organizational change is a consequence of transformation within the the organization. In this case where TKB is finding themselves in a verge of disintegration due to lack of product diversification and where structure governs rationale within the organizational conditions, I would recommend