Read the case and do all questions.

Last year Maycom Manufacturing Company, undertook a major structural change when David Tucker, Jr, took over the 40-year-old company from his father. On his return from studying and working in the USA for under 20 of years, David, found that between the inception of the manufacturing company in 1981 and the time of his taking over as CEO in 2022, nothing much had changed in the business. His father, though, a relatively shrewd businessman, operated a simple business with a flat structure and high levels of informality. Mr. Tucker, Snr., was content to earn consistent but small increases in profits each year, which to him, suggested that business was good. He had been able to send his son to university overseas, pay his staff, and provide them with small bonuses each year. Also, in the event that someone needed assistance to cover medical or other emergency expenses for themselves or family members, he had no problem assisting them knowing that the loans would never be paid back. Other than that, his employees did not ask for much and did not complain as they were content with the steady employment and reliable income every two weeks. David noted that the market for their products had changed significantly and the business needed to be redesigned to meet the evolving demands of its new and existing customers. He knew that with better organization and management the company had the potential to become a multi-billion-dollar corporation. He, therefore, aids out a tentative plan to place Maycom on a trajectory of "growth and transformation

In preparation for the structural change, he gave the employees three options: (a) stay with the company and be trained in a chosen area, (b) take retirement (with retirement benefits) or, (c) take a generous voluntary separation package. Of the 500 employees, 250 took one of the stated options. One year later and with the completion of the intervention, David was now ready to embark on aligning other areas of the business with the new corporate strategy.

Having lost 250, workers, David further found that business costs had significantly reduced but the company was still not being run as efficiently as he would like. He found that employees did not have job descriptions, they did not know the goals of the company and as such did not know how their jobs contributed to organizational goals. This was certainly not David's area of expertise, hence he needed the help of an OD consultant. Having consulted with his father, and the senior directors (HR, Manufacturing, Financial, and Marketing), an OD consultant was commissioned to assist in determining the best way to align employees' work behavior and performance with the company's corporate strategy.

You are the primary consultant with CSS and you have been invited to a meeting with the David and his team as part of the process of selecting the best consultant to assist in bringing about the necessary changes and, therefore, help the organization work toward its goals. Having responded to the informal request for a proposal, you are quite familiar with the current situation at Maycom Manufacturing and have and have decided that you and your team would be more than happy to work with David. In anticipation of your meeting with the Maycom team:

a) Prepare a brief directed at ensuring that the Maycom team is fully apprised of the process of moving from the initial meeting to actually achieving the goals he and his team have laid out

b) Create a 2-column table with headings 'Intervention Strategies", and "Methods (used to achieve each strategy). State all intervention strategies you learned about in this class, and outline at least 3 methods that are used in each strategy.

c) Clearly state the 'Intervention Strategy and 'methods" you think will be most suitable for achieving the requisite changes at Maycom Manufacturing Company.

d) What actions will you take during and after the intervention to assure David and his team that the intervention chosen is a success?

e) Identify a change theory you will employ to ensure that organizational members are prepared for the change and that they will work according to the organization's expectations?