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Organizational Interventions

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Businesses need to be updated with the forces of effective organizational development (OD) interventions in a bid to stay above their competitors in today’s business world (Allcorn, 2015). To understand the concept of interventions, it is necessary to understand the process of action research. Generally, it is the phases of planning, doing and evaluating that characterize such a process. Hence, focusing on the organizational development process, interventions can be defined as the actions taken against problems or issues in the process. This intervention point occurs in the first phase of planning. In the next phase of doing they are implemented, while in the last or evaluating phase they are assessed.

            For the ease of understanding their scope, interventions are categorized by level of the individual, group or team, and organization. However, several categories may harbor one intervention; for example, the leadership development interventions and the performance management system implementation. This paper focuses on organizational interventions and how they address issues related to the corporations that employ them. At the organizational levels, these interventions are aimed at improving the performance of the factors contributing to the output of an organization. Thus, they can be considered to be socio-technical systems that are broader in scope because they affect the whole organization.

            There is a number of organizational intervention strategies. In the choice of a particular strategy, many assumptions about the functioning and the nature of organizations are made. Groups (teams) are the major building blocks of organizations and the basic units of change. There are interventions that focus on process issues or how people go about doing things. Some focus on task issues or what the people do. The change mechanisms the interventions emphasize is another way to classify them.

            The first type of organizational intervention is the techno-structural intervention. Through changes in the tasks, structural, technological, organizational, and goal processes, it is aimed at improving organizational effectiveness (Wolfensperger, 2000). The techniques and methods through which this kind of intervention is achieved are many. The organization may opt for outsourcing and downsizing whereby the company does not need some staff so it lays them off. Another method is through staff business and task organization where the jobs and roles of the employees are completely specified and organized leaving them with the duty of doing them. This category includes cultural change and business planning which are quality management strategic interventions.

            The second type is the human resource management (HRM) intervention. Here, management of employee performance is vital to the administration of the organization. This is attained many times through emphasis on diversity, establishing performance plans, discouraging drugs in the workplace, facilitating observation and feedback, career and leadership development as well as providing training to the employees (Buckle, Wheeler, and Halbesleben, 2015).  Programs for employee wellness and employee assistance are encouraged. This is not only important in achieving the performance goals but also in evaluating the ergonomics of employee performance, such as recognizing performance problems, rewarding performances, and preventing violence in the workplace,

            Having discussed the two above organizational interventions, it is evident that they differ in various ways as portrayed by corporations (Pasmore & Fagans, 1992). For instance, techno-structural interventions are particularly aimed at the structure of other organization as opposed to the employees as is the case with HRM interventions. Furthermore, the HRM interventions enable closer relation with the employees by the administration. This interaction provides first-hand feedback as opposed to techno-structural interventions, which provide an overview of the organization’s development status. HRM interventions provide a close to the individual overview of the development of the general organization status.

Conclusion

            Interventions can be thought in the action stage of organization development as the principal learning processes. Therefore, this can be used on the individual basis or in combination to improve their social or task performance as structured activities. They are part of an improvement program introduced by a change agent. Interventions are key in reviving a firm’s monotonous strategies and natures. It is always interesting, especially to the workers of any organization, to experience new routines in the workplace. Above all, it is more motivating to them if they feel considered and cared about. Thus, organizational interventions are necessary in any society in order to obtain better performance and new environmental atmosphere at any workplace (Gicheru, 2013).

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