Organizational Analysis – Cmm - Bolman & Deal Methodology

MANA 6314-N1

“Case Study”

Case: Best Laid Incentive Plans

Organizational Analysis – CMM - Bolman & Deal methodology

Introduction

Rainbarrel Products is a diversified consumer-durables firm emerging from a recession more slowly than its peers. Under the leadership of the organization’s COO, Hiram Phillips, it has enacted several changes over the last year with mixed results. Performance management system is one of the activities he has carried out, which Hiram is exactly proud of, and naturally he is ready to harvest the positive results by those incoming exciting statistic and numbers. Indeed, none of the numbers are bad, but behind the numbers there is a big ugly truth, that sounds cruel, but it is the fact that the company has to face sooner or later. A lot of complaints, dissatisfactions, and unhappiness come from both inside and outside of the company. Good metric and system are supposed to enhance the performances and create better productivities, while Rainbarrel’s approaches bring a lot of unexpected results. The company needs to re-thinking these disciplines and be diagnosed from upper to lower as well. Thanks to the survey from HR department, otherwise, Rainbarrel will deviate its track in a long time.

The Capability Maturity Model (CMM) is a tool for analyze and drive organizational change. After my studying of the case, I analyze that Rainbarrel’s CMM level is in the second step—Defined Level and third step---Managed Level.

My supports are as followed: 1) the Rainbarrel already has defined policies, processes and metrics to guide the daily work, in the area of sales department, R&D department, customer service center, etc. 2) The metrics are implemented into the performance management and salary administration system. The separated commission in sales department is a good evidence.

Structural Frame

There are several structural changes happened in the case, which are...