Using the case study:

QuantumLeapMarketing Partnersisa small, privately held firm with 30 employees that providesmarketing consulting, advertising, and digital marketing services. The company's founder, John Thomas,was recently ousted by the other partners, and thefirm barely survivedthischange of leadership.Everyonein the company is anxious and the culture is "dis-eased."Employeestend tokeep their heads down, stay quiet, and try to go unnoticed for fear of losing their jobs. Many employeesforego lunch and breaks so as not appear like "slackers."Infightingis high as employees seek to ensure their own job security. Frankly, they seem depressed and unwell.

The newmanaging partner, Stan Simons,is very concerned about low morale, attrition, and lack of motivation. Clients arealso expressing their concernsand a fewwho were loyal to the founderhave leftthefirm. Employee attitude cannot sink any lower, nor canthefirm afford to lose any more clients. Thepartners fear they may be losing control of the organization.

This case study presents a complex situation with multiple layers of organizational and behavioral dysfunction. You will likely see that many of the OD theories you read about this week can provide a framework through which you can identify and understand what is currently happening at this firm. Do you believe that different theories may provide varying insight? Which theories do you believe would be most helpful in clarifying, understanding, and mitigating the situation?

Analyze and discuss which theories help explain the current issues that the Quantum Leap Marketing Partners organization is facing, and which theories could be used to help address and mitigate these issues.

Support your Assignment with references to recent (within the last 5 years) peer-reviewed, scholarly sources and this week's Learning Resources.

References

Pfeffer, J., & Salancik, G. R. (2019). The external control of organizations: A resource dependence perspective. Stanford University Press.

Williamson, O. E. (2019). The economics of organization: The transaction cost approach. Wiley.

Wright, P. M., & McMahan, G. C. (2018). Exploring human capital: Putting 'human' back into strategic human resource management. Human Resource Management Journal, 28(2), 151-167.