Strategic orientation
Answer 1
From a management point of view, strategic orientation is a competency that ensures organizations acts in line with the vision, strategies, and priorities. Therefore, strategic orientation is essential because to enhance the ability of employees to understand and participate in the process of achieving organizational priorities, goals, and vision (Wang et al., 2017). In the case study, strategic orientation is fundamental to diagnosis in OD because the Ortiv Glass Corporation can identify the challenges facing the organization by determining their cause and design the best solutions to solve the problems. For example, Ortiv Glass Corporation is facing a problem in the process of arriving at clear decisions. Mainly, this problem is caused by a lack of cooperation among the employees and the management team where each group keeps postponing the resolutions to make decisions. In that regard, strategic orientation will be fundamental in enhancing the relationship among employees, thereby propelling them to make decisions as a team (Rothwell et al., 2017). As a manufacturing company, Ortiv Glass Corporation needs to maintain a high-performance record and accommodate new technology in manufacturing. However, the company having ineffective interpersonal norms such as lateness in the meetings, unnecessary interruption, and others. These norms affect the diagnosis in OD. Therefore, the strategic operation will be fundamental in Ortiv Glass Corporation by introducing interpersonal norms that align with the goals, vision, and strategies of the company to improve the performance.
Answer 2
A group design needs to be congruent with the large organization design to ensure both designs develop a rigorous framework that allows the organization to analyze and solve complex problems. Besides, group design needs to be congruent with the larger organization design to allow contributions from both designs without placing restrictions on managers. In the case study, the group performance norms are ineffective because the employees are not united. The organization design for Ortiv Glass Corporation does not connect the employees with the relevant business structure, technology, culture, human resource system, and measurement systems (Su et al., 2017). Thus, ineffective organization design in Ortiv Glass Corporation gives rise to ineffective group design that does not align with goal clarity, performance norms, and team functioning. Thus, Ortiv Glass Corporation needs to implement a congruence model that combines organization design and group design to assist the company to evaluate the impact of change management on performance and interactions (Smither et al., 2016). For example, the plant manager in Ortiv Glass Corporation is not on speaking terms with managers in the other five departments. In that regard, group design needs to be congruent to organization design to prevent delays in Ortiv Glass Corporation as well as prevent poor performance.
Answer 3
3.1 Goal clarity
Goal clarity in Ortiv Glass Corporation is effective because the plant manager and other departmental managers are working as a team towards achieving organizational goals. Mainly, goal clarity is part of group design that the company should use to address organizational goals and vision. In the case study, it is evident that members work at the individual level and thereby unable to prioritize the work. Members should follow the example of the managers and work collaboratively.
3.2 Task structure
Group task structure is essential in any organization in determining how individual jobs are grouped. However, task structure Ortiv Glass Corporation is poorly utilized by employees (Cummings & Worley, 2014). Employees from different departments meet but the behavior dictates they are not willing to share ideas and solve issues together. Most of the employees attend the meeting late and also fail to disagree with whatever the management is proposing.
3.3 Team functioning
Team functioning is essential in the performance of workers. However, team function in Ortiv Glass Corporation is ineffective because the interpersonal relationships in the company are weak and unhealthy on the management team (Melià, 2017). Most of the members appear satisfied with decisions made by management because they don’t confront differences openly. Thus, individual contribution in decision making is not applicable in the company, thereby limiting the importance of team functioning.
3.4 Group composition
Group composition in Ortiv Glass Corporation is effective because the plant manager and managers of five functional departments are well prepared to work collaboratively. This is a good gesture for the performance of the company.
3.5 Group norms
In Ortiv Glass Corporation, group norms are limiting the organization from maximizing the potential. Generally, the majority of the employee have developed undesirable behaviors that are not healthy for the company. Group norms are essential in the performance of the company because they enhance interpersonal relations among workers.
Answer 4
The group design of Ortiv Glass Corporation has several essential parts that can either positively or negatively affect the diagnosis of the design component. The current term structure of Ortiv Glass Corporation is not effective because members do not present their contributions whenever they attend meetings. This implies the group design would negatively affect the diagnosis of design, thereby limiting the performance of employees at the individual level (Acosta et al., 2019). The next essential part of group design is goal clarity. The plant manager and managers of the five departments have embraced goal clarity by work collaboratively, thereby positively affecting the diagnosis of design. Just like goal clarity, group composition from the management perspective in Ortiv Glass Corporation is excellent and positively affect the diagnosis of design. However, group composition from a member’s perspective is not effective because members do not participate in decision making and problem-solving agendas, which negatively affect the diagnosis of design (Micheli et al., 2018). Moreover, the performance norm is an essential part of group design. Unfortunately, employees in Ortiv Glass Corporation have ineffective performance norms such as coming late to a team meeting, interrupting meetings using their phones and postponing a solution to immediate problems. In that regard, performance norms depicted by members in Ortiv Glass Corporation will negatively affect the diagnosis of design at an individual level, thereby affecting the overall group design.