Dupont Case Study: Organizational Management

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Table of Contents

Introduction
Change Approaches
Compatibility of Approaches
Steps for Change Management
Conclusion
Reference

Introduction

The case study illustrating DuPonts approach to organizational management is based on the use of experiments instead of traditional change management through the stages of change. Hence, this example demonstrates that companies can use varied methods for facilitating the changes that are vital for the companys future, and other organizations can learn from this experience. This paper will answer the case study questions for DuPonts case study.

Change Approaches

The DuPont case study shows that not all companies succeed with the use of traditional managerial tools, such as change management. For some, the use of unique approaches and techniques is more effective. Organization development (OD) is an endeavor to improve an organizations capabilities by aligning strategy, structure, employees, incentives, measurements, and management procedures. It is a scientific, interdisciplinary field with underpinnings in, among other areas, psychology, culture, entrepreneurship, sociology, continuing education, management of human resources, change direction, organizational behavior, and research analysis and design (Anderson, 2019). OD is a continuous, methodical, long-term process of driving organizational effectiveness, issue resolution, and performance improvement. DuPonts leader Tom uses OD as a way to connect the vision of all employees and managers at the facility. For example, they use one metaphor to explain their teamwork, which helps them have a unified vision of what they are trying to achieve.

Moreover, this DuPont facility evidently had a unified culture, which aided the OD process because all employees and managers had the same idea of the organizations course of action. The NASCAR metaphor used by Tom and other individuals in the case study illustrates clearly how the OD strategy is implemented at this company. Moreover, Tom contacted the University of Virginia to provide the most recent business theory and to expose managers to new concepts and use them to increase efficiency and overall plant performance. These factors emphasize Toms desire for the OD approach at DuPonts factory.

Appreciative Inquiry (AI) is a constructive approach to executive development, and organizational transformation focused on strengths. Individuals, teams, companies, and societies may all employ AI to help them progress toward a shared long-term vision by involving others in strategic innovation. Bib Akin is the one responsible for AI at DuPont, as he was explicitly asked to interview the employees there and determine their strengths. Additionally, it appears that the metaphor of southern stock-car racing was primarily used to illustrate collaboration; nevertheless, it was used to achieve it. It is quite difficult to introduce a new system to personnel who are acquainted and comfortable with the present one.

Sensemaking is the final element that the management of DuPont uses to lead the organization to success. The sensemaking process impacts organizational structure and behavior by shaping reality as a continuous accomplishment that takes form as individuals make retroactive sense of the conditions in which they find themselves. An organizational development strategy assists a firm in uniting and motivating workers. Performing interviews to identify weaknesses and strengths is essential to enhancing performance shortcomings. Again, as with the previous elements, DuPonts employees and management use sensemaking to create metaphors such as NASCAR and stock-car racing. Through this approach, the employees at DuPont make sense of the organizational changes that the company undergoes, such as closing a factory or restructuring the processes.

Compatibility of Approaches

The three approaches that DuPont uses are compatible with one another and help this organization reach a common goal. Each of the three techniques has a common purpose of focusing on collaborative future imagining. Tom was not searching for particular answers to problems within the business but rather improving on what was already in place within the framework of the organization. The staff newsletter stated that Gibe Akin is here to help us appreciate and develop what goes right, aiding us in building on our strengths, and making the factory better for everyone (File, 2022, p. 1). Hence, the evidence from the case study that supports the compatibility of these approaches is that all three contribute to the development of a unified picture of DuPonts future. The metaphors and the use of the University of Virginias specialists help this organization conduct its experiments, which allow the management to manage change.

AI is an integral element of the OD process, which further supports the compatibility of these approaches. Moreover, as a change manager, I would utilize the three approaches to the maximum degree. This will help enhance communication with employees and the productivity of the company. As outlined in this case study, Toms approach to experimenting is an integral element that one would have to integrate into this approach of OD. Through experimenting, one can create a favorable organizational environment to set up the changes that the employees would want to implement.

Steps for Change Management

A systematic strategy for coping with the transformation or change of a companys objectives, procedures, or technology is known as change management. The purpose of change management is to establish methods for implementing change, controlling it, and assisting people in adjusting to change. As an OD practitioner brought to DuPont during the Orlon factory change, I would focus on several steps essential for enabling the success of this business. My initial step is to assess my own strengths because, with all of the changes, an evaluation would be a critical element of the companys restructuring. My priority would be to determine what is valued within DuPont. After the analysis, everything that may impede the companys progress would be removed. After that, I would ask for opinions both internally and externally. In the last step, I would share my vision for the development of the firm and ask for comments on it. I like Toms suggestion to introduce the modification as an experiment. When it comes to experiments, there is no such thing as right or wrong. An experiment is meant to provide results.

Additionally, as a change agent, I would examine the assumptions derived from sensemaking in order to develop a substantive theory that is both logical and successful. Furthermore, I would put this hypothesis to the test in order to appreciate its characteristics through observation and testing. Finally, given all of the data, I would employ a practitioner-driven method for arriving at a change-facilitating intervention. Thus, I would combine the techniques of OD and the use of Toms approach to experimenting as part of the management process.

Conclusion

In summary, the case study demonstrates DuPonts approach to organizational management, which is centered on experimentation rather than traditional change management via the stages of change. This example demonstrates how firms may employ a variety of approaches to facilitate critical improvements for the companys future and how other organizations might learn from this experience. Appreciative Inquiry (AI) is a strengths-based approach to leadership development and organizational transformation. Organization development (OD) is the process of enhancing an organizations capabilities by harmonizing its strategy, structure, workers, incentives, metrics, and management practices. Sensemaking is the last component that DuPonts management use to guide the firm to success. As a change agent, I would investigate the assumptions gained from sensemaking in order to construct a substantive theory that is both logical and plausible.

Reference

Anderson, D. (2019). Organizational development. SAGE.

File. (2022). Change at DuPont, 1-2.

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Dupont Case Study: Organizational Management

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