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This case study examines the challenges faced by northern county legal services, a non-profit organization, and identifies opportunities for organizational development. The office environment is disorganized, and employees are frustrated due to poor working conditions and unclear expectations. The leader, julie, lacks effective management skills and needs to adopt consultative or participative leadership styles to improve communication and productivity. Opportunities for organizational development include time management, staff training, and environmental reorganization.
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Ethical Case Study - Analyzing Opportunities for OD Work at Northern County Legal Services Northern County Legal Services Case Study Northern County Legal Services is a non-profit organization whose goal is to match pro-bono clients with the appropriate lawyers to offer them services. The service is free to clients and is staffed by one full-time individual, Julie, and fifteen volunteer and law school students.
1. What is it like to work in this environment? How do you respond to Julie as a leader? Compare Julie as a leader with some of the descriptions of leadership styles provided in Chapter 2. While reading the case study of Northern County Legal Services, it becomes quickly apparent that the office is in chaos. The employees working in the office are extremely unorganized, void of direction, and generally frustrated. The working conditions are poor. The offices are cramped with old equipment that is being utilized by too many people which leads to inefficiencies. Overall, this would not be a pleasant place to work as it currently is functioning. If I put myself in the position of an employee working for Julie, I would not appreciate her leadership style. Her lack of management skills and lack of direction would be very difficult to work daily. Just like the employees in the case study sitting in Julie's monthly staff meeting, I felt dejected immediately when Julie began her meeting and would have tuned out just as they did. She is leaving the employees to run themselves without much direction which is making the situation worse, not better. Her chastising of employees in front of her peers and setting expectations based on little knowledge of her staff’s ability is also a weakness. Julie lacks proper
organization and is not acceptably running the operation. She needs organizational development skills to realign the business model at NCLS. Julie’s leadership style falls in System1 in the textbook, Exploitative authoritative where managers use fear, threats, and intimidation. Information flow is always downwards as decisions are made at the top of the organization and comprise orders being issued to subordinates. Upward communication can be distorted due to fear of punishment, and no teamwork is present (Anderson, 2020).
2. What organizational, team, and individual problems can you identify? What opportunities for organization development work do you see? The office has an immediate need for scheduling and customer service reorganization. The case study shows that there is a complete lack of time management or concern for the customers and their experience in the waiting area. Two to three-hour wait times, appointment times being delayed, hot and cramped office space, old magazines, etc. all lead to a miserable customer experience. The employees are confused about their duties and their manager's expectations of them. The manager, Julie, is disconnected from the needs of the office what her staff's skills are and what cases they should be working on due to their experiences. Improvement opportunities to begin working with immediately would be: Time management, training of staff, general environmental reorganization of space and equipment, and communication training between Julie and her team members. All of these things would help to get the office more professional and begin the proper communication that needs to occur to resolve the gray areas that are preventing success to deadlines on cases, etc.
Providing opportunities for growth, development, and learning is another critical OD value NCLS should implement. This learning process will become ingrained into the organization itself so that learning is increasingly a normal part of leadership and management (Schein, 1987). Reference: Anderson, Daniel L. 2020 - Organizational development: / The process of leading organizational change / D. Anderson. 5th^ addition