Highly Concentrated Technical Area Unit 4 Discus

Highly Concentrated Technical Area Unit 4 Discus

Highly Concentrated Technical Area Unit 4 Discus

1,000–1,500 words

It’s time to make intervention and reorganization recommendations.

You are now in a meeting with your HRD team and preparing to meet all
the Pegasus department heads. Your group has recommended reorganizing
Pegasus into project-focused groups; in other words, engineers, computer
aided design (CAD) designers, scientists, and model makers will work
together on specific projects. Senior management is in favor of the
idea, as it reminds them of how they worked together when they started
the company. Some newer members of the team doubt that this structure
will work in the now-large Pegasus organization. Discuss the following:

  1. Discuss organizational interventions to recommend. Take into
    consideration your previous diagnosis and the emotional state of your
    employees from your interview.
  2. Include a brief description of each intervention of priority and why you chose this intervention.
  3. Discuss research methods, including the comparative benefits of
    quantitative and qualitative research. Ask yourself these questions:

    • How will I measure the success or failure of this strategy?
    • What research processes will I use to determine if the strategy is helping or harming Pegasus?


are an internal consultant directed to plan the reorganization for
Pegasus Company, a large aerospace research and development company. You
work in the human resource development (HRD) department and have three
direct reports. Your team has never experienced reorganization, and you
will be responsible for coaching them as well as facilitating the
reorganization itself. The goal for you and the HRD team is to help
Pegasus remain effective and efficient in today’s competitive

Pegasus is widely known for its wind tunnel research technology.
Scale models of new products (planes, helicopters, jets, space shuttles,
etc.) are tested for imperfections, safety, and practicality. Pegasus
is comprised of engineers, computer-aided design (CAD) designers,
scientists, model makers, and administrative staff. The company started
out small and has grown rapidly over the past few years. With that
growth came the company’s organization into departments by skill group
(e.g., engineering, design, R&D). By now, people in different skill
groups do not communicate to each other except to pass along designs,
projects, and other pertinent ideas to complete project goals. This has
caused many problems in the past because each type of worker has his or
her own language for his or her subculture of the organization.
Therefore, projects take a long time to complete because of mistakes in
the plans, redoing the mistakes, and failing to take into account the
specifications of the scientists and engineers by the CAD designers
because they have not been clearly communicated. The administration and
leadership of the organization lack good skills in interpersonal
communications because of their heavy science background, and they also
need leadership training in the form of management and executive

The culture of the organization has been what has kept most people
there, not the compensation. In the past, the organization was open,
nonhierarchical, and it enabled employees to pursue their professional
passions. The main piece of the culture of Pegasus that has always led
to retention of employees is that the employees feel as though their
jobs are their life and that they have accountability for their part to
the greater whole of whatever project on which they are working.

Many employees feel like the company is disintegrating because of the
difficulties in communication which, in turn, makes it more difficult
to get the projects completed in a timely manner. This is leading to
rumblings among the staff about leaving Pegasus. Because Pegasus is
located in a highly concentrated technical area of the country, there
are other companies that pay better and seem to be more competitive for
contracts. The leaders of Pegasus are afraid of losing their best and
brightest employees and feel the pressing need to streamline their
organization to remain effective, efficient, and competitive.

You, as the lead internal consultant, are first tasked with
restructuring the organization. This may mean a reduction in force
(RIF). You hope you can restructure without a RIF. You will also need to
bring the various teams of employees together and teach them
communication skills, process skills, and leadership skills that can
hold the company together. You have your work cut out for you.