[00:00.00]M: Hi, Professor Barker.
[00:01.62]W:Hello,Sam.How are you?
[00:03.22]M: OK, I guess. Um, did you get a chance to read the draft of my term paper yet?
[00:08.62]W: Yes, I’ve looked at it. It’s is about organizational redesign, right?
[00:12.62]M: Yeah, that’s right.
[00:14.12]W: Let’s see ... here it is. All right. OK. You ... uh ...you start out by defining organizational redesign.
[00:22.32]M: Right. It’s changing the goals, responsibilities, and relationships within an organization.
[00:27.82]W: Right. That’s a good way to begin. [00:30.62]All right, then ... let’s see ... you talk about how inappropriate organizational designs can create severe problems. [00:38.62]The introduction is OK. Everything you say is clearly relevant. [00:43.82]The body of your paper is where you start to stray a bit. [00:47.32]Basically, you’re trying to do too much.[00:50.62] You introduce a lot of threads ... and then don’t develop all your ideas.
[00:55.32]M: Oh. Could you, uh, maybe be more specific?
[00:59.62]W: Sure. Uh, for example, here you summarize Peterson’s four steps for managers to follow in organizational redesign. [01:08.32]And then you list Roswell’s plan, and then you also describe Jordan and his six-point plan. [01:14.92]What you end up with is lots of ideas, some of them overlapping and duplicating each other. [01:21.32]What you need to do is narrow this down to the three or four ... or five steps that you believe are necessary for redesigning an organization.[01:30.02]Do you see what I mean?
[01:31.62]M: Uh, I think so.
[01:33.32]W: It would also be good to illustrate your points with examples from a real organization, for example, a case study of a company that’s successfully redesigned itself.[01:43.52] You need to make this real.
[01:45.52]M: Mm-hmm. I see what you mean. [01:47.82]I need to show how redesign actually works in the real world. [01:51.32]I actually thought of an example, but I don’t know if it’s right for this paper.[01:55.32] It’s a nursery business—you know, they grow plants and flowering shrubs and things. [02:00.92]It’s a business I actually know. [02:02.82]My uncle is the superintendent there.
[02:04.82]W: And the nursery has a performance problem that needs attention?
[02:08.02]M: Sort of. My uncle was telling me about some changes he’d like to see in the business. [02:12.82]I don’t know ... it’s just an idea ... maybe it would work here.
[02:16.82]W: It sounds like it might be an idea worth pursuing.
[02:19.42]M: OK.
[02:20.82]W: So, to recap what we said.[02:23.02] You need to focus on three or four essential steps for organizational redesign and then illustrate them with a real-world example of what a real business could do, or has done, along these lines.[02:26.32] Does that make sense?
[02:37.82]M: Yes, it does. This helps me a lot. Thanks for your time.
[02:41.52]W: You’re welcome.
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