Case Study 6: Reorganizing Human Resources at ASP Software Read the ASP Software case (Anderson, 2005a) and consider the fo questions 1. How does the client feel about how the change has been managed at point? How do you think the management team or employees feel? 2. What has Susan done well in managing the change to this point? could she have done differently? 3. What intervention strategy and intervention activities would you r mend to Susan? How would you structure these activities? What ecom roles would Susan, the management team, and the consultant play? Nathan Miller's phone buzzed on his desk in his home office. Hi, Nathan? This is Susan McNulty, from ASP Software, I'm the vice president of human resources here. I got your name from Joan Orman at Kendall Consulting Nathan smiled. Joan had been a talented coworker during his time at Kendall se eral years ago. He had since received many referrals from her for his growing organiza tion development practice. "Of course-what can I do for you?" Nathan inquired. ASP was a familiar company to Nathan, It was a large employer in the area, a high-tech organization in a community without many technology companies. ASP built software products for Fortune 500 companies, employing about 750 software engineers in product development and 500 sales executives. Including the other support functions needed to make the company run (marketing, HR, finance, and so on), it employed almost 1,500 people in the region. Well, we're reorganizing our human resources department here at ASP, and I was asking Joan whether she knew of anyone who might be able to help us with a team- building exercise, and your name came up. Do you think you might be able to do that for us? Well," Nathan paused. "I might be able to help you with some ideas-team building could be a possibility, or there are other initiatives we could work on as well. Can you tell me a little about what you're trying to do there at ASP? Perhaps give me some c the context? Sure" Susan said. "We're changing our model from a functional model to a ill Nathan listened. He wasn't sure what a "full client management services Susan continued. "So, with this new focus on teams, it seemed important dlient management services model. Of course, that model requires a lot of teamwork and we've also had a small reduction in staff, so...." She paused for emphasis meant, but it was clearly important to Susan. change team that we conduct a team-building activity. I was hoping that maybe we