At the Macro level, NoGo is facing problems that stem from outdated organizational policies and practices.   NoGo has been reluctant to implement changes, possibly due to the company operating in such a stable environment in which the company has “little competition and no compelling reason to modernize operations” (Brown, 2011, p. 56).   Essentially, the current organizational culture of NoGo has hindered the organization’s ability to make necessary adjustments needed for the long-term survival of the organization.   Additionally there is no indication of a human resource department in NoGo’s organizational chart.   There seems to be a lack of leader development training, updated roles and responsibilities, and a succession plan.  

There are many micro level problems indentified in this case. Nepotism is present at many levels of the organization (Brown, 2011, p. 57).   Nepotism can have a negative effect on employee morale due to the perception of favoritism among related employees.   Featherbedding is also an issue. Featherbedding involves limiting workout in an effort to reduce unemployment (Brown, 2011, p. 57).   Resistance to change in the organization is high, and Dave has twice witnessed organized resistance.   The positions in the company are unionized making it difficult for management to implement changes.   Finally, there seems to be a lack of support and engagement from senior management.

One of the major causes of these issues is the lack of strategic management and planning.   Through effective strategic planning the company would have been able to identify many of these issues in the past, make necessary adjustments, and implement change.   As previously mentioned, the lack of Human Resources altogether and involving HR in the strategic planning process has led to a flawed recruitment and hiring process and has allowed for evident favoritism due to nepotism.   Additionally, the succession and leader development plans are non-existent. Dave clearly was...