Bus 370 organizational development | BUS 370 Organizational Development | Ashford University

 Case Study 1: Blaze Mining Case Study

Organizational Problem:

Blaze Mining is a mid-size, family-owned oil and mining company located in Louisiana. Over the past 10 years, leadership of the company has fractured and become antagonistic. Non-collaborative internal teams have caused great damage to the management and operation of critical functions within the organization. Recently, a new CEO joined the organization and was stunned by the discord within the leadership team and its effect on the bottom line.

Organizational Design:

Blaze Mining is family-owned and managed. There are multiple divisions and departments pertinent to the type of operation occurring: Mining, Oil, Off Shore, Human Resources (HR), Finance, Education, and Safety. Each section is led by a family member and a personally selected team. The CEO is the overseer of the company.

Challenge and Request Criteria:

For the company to survive, the problems within the leadership team must be identified and addressed in a professional manner. The CEO of Blaze Mining is requesting an OD intervention to interact with the leadership group and develop a cohesive team focused on the success of the organization. The intervention is to include

  • three workshop sessions, once a month, for three months;
  • specialized intervention with each division/department; and a wrap-up session with all stakeholders

The paper must be four to five pages in length, and include level headings to lead the reader through the specific areas of content. Level headings also provide the reader with an outline to ensure all areas of the project are covered. You may refer to the Introduction to APA (Links to an external site.) webpage, and read the information under “Level Headings” for assistance on level headings. The paper must include the course textbook as a reference, as well as four additional scholarly, peer-reviewed, and/or credible sources to support the content of the paper.

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