Introduction
The use of intervention methods in Organizational Development has various impacts on organizations. Intervention methods are meant to help improve organizational efficiency and productivity. However, the use of intervention methods does not guarantee desirable reactions. The change efforts caused by an intervention method depend on the kind of organization, the stakeholders and the compatibility between the method and the organization. The nature of an intervention method and the manner of introduction are the major influences on the witnessed reactions. Change efforts resulting from intervention methods can be illustrated and explained using different theoretical concepts in organizational development.
Reaction to change efforts
Most of the intervention methods implemented in our organization led to positive changes. This is attributed to the research that had been conducted prior to the introduction of the intervention methods. The intervention methods were selected based on the prevailing conditions in the organization and their compatibility with the organizational development goals. The intervention methods were goal oriented hence; they led to the increase in productivity, efficiency, accountability and transparency.
Structural interventions
These intervention methods were introduced in the organization with the objective of altering the organizational structure and inject a new look into the organizational development system. There were four main forms of structural intervention introduced as part of structural interventions. They were introduced in different ways because of their nature.
Downsizing
Downsizing involved reducing the number of workers and the amount of capital resources used in the organization. This was done by freezing the annual recruitment of new employees and offering willing employees a sendoff packages to quit their jobs- retrenchment. The objective was to reduce the wage bill and expenses on capital resources. Streamlining the labor force and reducing the capital resources of the company helped the company achieve three main objectives. The company witnesses the reduction in the amount of wage bills and capital resources in the company. This helped the company save some of its resources since its resources had been heavily invested in unnecessary labor workers and capital resources. Secondly, there was an increase in the level of efficiency and productivity. The company was initially undergoing a period of redundancy because of wasted resources. When some of the workers were laid off and some resources channeled towards organizational growth, the level of productivity shot up. Finally, there was a change in organizational management because some of the managerial positions were abolished. This was to ensure the organization had a centralized system of management, which is easy to operate.
Work design
The work designs in the organization were altered to enhance the productivity of the remaining employees. There were changes in the job descriptions because employees had added responsibilities. The abolition of some managerial positions led to the added responsibility to the remaining managers who would be in charge of more than one department. The work design intervention was responsible for the organization’s transition into a labor intensive system where the few employees had lots of responsibilities operating the machinery and other organizational duties.
Employee involvement
This intervention method was designed to help the organization boost employee morale and make them feel appreciated. The organization was transitioning into a more centralized system of management and it was clear that some employees would fell unappreciated. Therefore, this intervention method helped the organization increase employee participation in management matters. Employees not only had added responsibilities but also freedom to make decisions on important organizational matters. Their opinions were sought whenever the management wanted to try something new. This intervention method boosted employee involvement, morale, productivity and transparency.
Goal setting and planning
This intervention method involves the organizational planning systems. The organization was seeking to embrace new ways of increasing its efficiency. Therefore, they hired external firms to help the management in the establishment of the new objectives and how the goals would be achieved. The planning and goal setting process was done after comprehensive research and consultation with all stakeholders in the organization. The implementation of this intervention method led to the increase in productivity and efficiency because of the clear goals set prior to the beginning of the project. The use of an introduction plan was also efficient because it acted as a guide towards the achievement of the best results. The involvement of experts and stakeholders in the planning and goal setting process was beneficial because it led to the development of credible objectives and clear ways of achieving them.
Process consultation intervention
This intervention method was introduced into the organization to facilitate a close working relationship between all stakeholders in the organization. The company was running a project that required the contribution and cooperation of all stakeholders. The involvement of all stakeholders requires continuous communication in the consultation process to ensure there are no differences and that the project is run according to the plan and schedule. A process consultation intervention method involves the formation of a committee. The committee must have representatives from all stakeholders who meet regularly to discuss the progress of the project and the manner in which to implement the process. The consultation process must be inclusive in nature and all stakeholders’ contributions must be discussed and implemented if only it helps improve the organization and its projects.
Third party peacemaking
This is a popular intervention method in organizations where conflict resolution is required. When an organization has conflicting parties and there is no possibility of them resolving it between themselves, a third party may be needed. Conflicting parties could be employees or departments. The third party could be a senior manager in the organization, a colleague or an external individual or delegation. The third party intervenes in a conflict by approaching both members of the conflict separately. They would then meet both conflicting parties together to discuss on a possible resolution. The third party is responsible for the establishment of a lasting solution in the organization. A third party intervention in our organization was conducted to resolve a conflict between the human resource and the operations departments. The departments were in conflict over the deployment of workers. The operations department required more skilled workers while the human resource department insisted on downsizing by retrenching some of the workers. A third party was introduced to help solve the conflict. The third party, a senior manager, helped the organizations agree on an amicable solution. The human resource department agreed not to retrench anymore workers but would freeze further employment. In the process, the operations department would retain its current workforce.
Conclusion
The intervention methods used in the organization helped the organization change its productivity, transparency and efficiency. The structural interventions were important in ensuring that the organization has a good organizational structure in the form of a lean labor force and centralized management systems. There was also third party intervention used to solve conflicts between departments. This ensures impartiality and amicable solutions in the organization. Finally, process consultation and goal setting and planning were used to ensure that the organization has clear objective, and a well spelt out plan to achieve them. They also helped ensure cooperation between stakeholders and increased productivity.
References
Anderson, N. (2001). Handbook of Industrial, Work and Organizational Psychology: Personnel psychology (illustrated, reprint ed.). New York: SAGE.
Cummings, T. G., & Worley, C. G. (2009). Organization Development & Change (9, illustrated ed.). London: Cengage Learning.
Jones, B. B., & Brazzel, M. (2006). The NTL Handbook of Organization Development and Change: Principles, Practices, and Perspectives. New York: John Wiley & Sons.
