The Case of NoGo Railroad Case Study

Looks at the creating of an organizational development plan in the case of NoGo Railroad.
# 152083 | 1,480 words | 1 source | APA | 2012 | US
Published on Dec 18, 2012 in Business (Management) , Business (Human Resources)

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This paper first explains that, because NoGo Railroad traditionally recruited family members, rewarded for hours worked, had archaic policies and an unbalanced union contract, it was experiencing low performance and low morale. Next, the author relates how a team of local college students identified several systems that were affected adversely by the organization's current organizational development design and recommended a sweeping initiative focusing on building a performance-based culture. The paper reports that their work recommended more frequent communication, employee satisfaction surveys, a performance management process, realistic career-pathing, training and development and a future implementation of a job analysis and redesign effort.

Table of Contents:
Executive Summary
Systems Affected

From the Paper:

"First, Dave is apprehensive about his new role in the organization and is not confident that his initiatives will earn the much-needed buy-in from Allen. This is critical to address before any set of initiatives can be prescribed by Dave or an OD Specialist. Dave needs to loop Allen in to the plans he has to consult with the group of business students, as this will improve the accuracy of his perception of the problem and his ability to solve it. The same is true of the business students who have been contracted to provide perspective around this case.
"Second, NoGo Railroad has a culture that supports outdated practices and rewards employees for undesirable behavior. The organization is Stable Environment and Low Adaptation, which is "a tendency to value tradition, to keep on doing things as they have always been done, to value seniority more than performance, and to be adverse to accepting new ideas" (Brown, 2011, p.35). This culture makes Organizational Development much more difficult.
"Third, the organization is unionized, which means that critical human resource work will have to be contractually agreed to in a great many cases. In fact, large-scale changes will be impossible until the contract can be renegotiated, which will not happen for two years. Nonetheless, laying the groundwork for culture work and subsequent job redesign in the short-term is a worthy cause."

Sample of Sources Used:

  • Brown, D.R. (2011). An experiential approach to organization development (8th Ed.). Upper Saddle River, NJ: Prentice Hall.

Cite this Case Study:

APA Format

The Case of NoGo Railroad (2012, December 18) Retrieved July 21, 2017, from

MLA Format

"The Case of NoGo Railroad" 18 December 2012. Web. 21 July. 2017. <>