The Nogo Railroad

The NoGo force I. Problems A. Macro 1. Union tasks emergency to be addressed at bodily level. 2. capacious diversifys are needed in force play policies that send packing only be civil through intensive union and administrator sessions. 3. This make-up whitethorn non pass away the needed changes. in that respect may not be time for ecesis schooling to be used and the revolutionary orderorganization transformationmay be too free radical. 4. miscellanys may not be allowed by counsel at this time. Change is inevit fit and the keen-sighteder that NoGo waits, the more radical those changes provide be.B. Micro 1. Dave Keller is in a no-win situation. 2. The only hope Dave has of make all the needed changes would be to go through the needed changes over a long period of time with empowerment and corroboration from trespass caution. 3. In the short term, Dave support attempt to gain employee support. Because the union is so strong, it is doubtful that he can experi ence much support. II. Causes 1. Union stronghold. 2. Company has been reacting to changes rather of proactively forecasting changes. 3. prudence is not cohesive they do not share information, support, or resources with employers and lower-level managers. III. Systems modify 1. Structural stock descriptions and the formal body structure are very rigid, largely because of eld of practice. 2. Psychosocial Dave is very unsure of the security of his invest and suspects he is being set up. former(a) employees, including some in management, want to preserve the consideration quo. 3. Technical the technology has change through the years but the organization has failed to recognize the change.As evidence is the archaic job titles (fireman) and job descriptions. 4. Managerial virtually no support from management for Dave to make changes. perplexity seems to be as much of the problem as unionized employees. Everyone seems to want to nurture his or her turf. 5. Goals and values t hough status quo is actually not a value, it never-the-less is what employees in many cases value. Their goal is not to change. IV. Alternatives 1. Dave can forge on ahead and enkindle changes as he sees them.If top management does not begin to press for changes, the organization will likely cease to exist. 2. Management needs to consider what they will endure to unions prior to the next contract in order to make the following changes. a. Positions need to be eliminated. b. Positions need to be combined. c. featherbed and nepotism need to be eliminated from all levels of the organization. 3. rough proposed carrots a. Management reduces unnecessary managerial and corporate staff as well as union positions. . The Board of Directors ties future management and union pay raises together. Pay increases will also be tied to productiveness and profits. 4. Management should consider confrontation with union. a. This pick needs to be carefully considered. b. thither would be the possibi lity of violent confrontations. c. There will be many statutory ramifications and expenses incurred by both sides. d. Even if the friendship is successful in obtaining concessions from the union, the company may have future problems.In unpopulated areas such(prenominal) as Montana, Idaho, and Washington, future employees will probably have ties to former union railroad line employees. V. Recommendations Dave should attempt to make the necessary changes for NoGo to function a healthy organization. Unless he is able to live with the old corporate culture, he will not be effective. When Dave is cater up, he will probably resign. hopefully before that point, the companys top management will become corroboratory of the needed change programs. Meanwhile, Dave needs to be realistic about his future and hold his resume up to date.