Reference no: EM133285768

Consider the Learning Time, Inc. case study below.

Learning Time, Inc., is a large private, for-profit tutoring company with 80 locations and 900 employees around the country. The company is acquiring a smaller competitor, Tutors-for-Kids, LLC. Tutors-for-Kids has 30 locations and 280 employees located primarily in the Midwest and northeast.

Learning Time's longtime CEO, Mary Williams, has announced that she is retiring and will be leaving the company shortly after the acquisition. She believes the best person to take over her position is the current president of Tutors-for-Kids, Julie Brown. Julie and Mary are longtime friends and fellow college alumnae. However, most Learning Time executives are very opposed to this idea; many are jockeying for the job and creating discord. The politicking, backbiting, and competitiveness are causing Mary, the board, and staff employees to disengage.

There is also significant resistance and fear among personnel at Tutors-for-Kids. Employees and managers are worried about the merger and how it will affect their jobs and the new organization.

Analyze the above Learning Time case study can you provide a description of two recommended organizational OD interventions and a rationale for each intervention selected. Also provide an explanation of two factors to be considered when selecting an intervention?