Organizational interventions are key parts of the success achieved within an organization, as they serve as building blocks that are used in planning all notable activities within the organization to foster functioning. Specifically, organizational interventions are tailormade to ensure that organizations work towards achieving their goals and objectives while ensuring that managers are in a much better position of having to deal with any key organizational issues. Some of the organizations find themselves making use of two or more interventions depending on the some of the underlying issues that they are facing. Managers are expected to make use of organizational interventions in seeking to ensure that they establish a front through which to define key operational activities. The focus for this report is to discuss two organizational interventions, team building and diagnostic activities, used by corporations while seeking to understand the issues that they seek to address.
Team Building
Team building is the process through which to ensure that persons are able to work in an effective manner as part of a work group with the specific attention being on work procedures and inter-personal relationships (Aga, Noorderhaven, & Vallejo, 2016). Organizations find themselves facing a key challenge in trying to ensure that their employees work in group settings, which becomes a key issue of concern when trying to improve on group productivity. In most cases, this is driven by the fact that there is a lack of effectiveness and satisfaction among the individual members of the team. It is from this perspective that managers are expected to consider team building as one of the key organizational interventions. Specifically, the adoption of team building is expected to establish a clear front through which to ensure that the managers recognize some of the key problems that persons are facing when working as part of team as early as possible. By identifying these problems, the managers are able to find and adopt solutions that would be expected to promote effectiveness and satisfaction. The adoption of this organizational intervention is considered as key towards streamlining performance within an organization, as it ensures that every member of staff understands the importance of having to move in unison with other members of the teams in which they operate.
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Diagnostic Activities
Diagnostic activities can be defined as the fact-finding activities that can be adopted as part of the organization in seeking to determine the current status of the organization with regard to its performance, strengths, and weaknesses (McFillen, O'Neil, Balzer, & Varney, 2013). In organizational development, managers are expected to make decisions that would be focused on promoting overall possibility of organizational success moving into the future. The challenge is reflected by the fact that most of the managers do not understand the importance of having to adopt an evidence-based approach allowing them to make such decisions. Consequently, that creates the need for having to adopt diagnostic activities as a key organizational intervention. The intervention is directed by the need for having to ensure that the managers involved in organizational development have adequate information that would allow them to make effective decisions. The information gathered as part of the diagnostic activities can be collected through operational records, observations of task activities, meetings with employees at different levels, and interviews. Based on the information gathered, it becomes much easier for the managers to make quantified decisions that would be reflective of the expected organizational future.
References
Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project success: The mediating role of team-building. International Journal of Project Management , 34 (5), 806-818.
McFillen, J. M., O'Neil, D. A., Balzer, W. K., & Varney, G. H. (2013). Organizational diagnosis: An evidence-based approach. Journal of Change Management , 13 (2), 223-246.
