Organizational Development Intervention Paper Essay

Organizational Development Intervention Paper - Essay ExampleGroup take diagnosis The inputs in congregation level diagnosis include organizational blueprint aspects that are innate in the entire organization within which the group functions (Cummings and Worley 61). The following characteristics within the organization were identified as affecting group functioning. Technology The ships company has been in recent times initiated an upgrading program to increase the talent of the communication system. This includes the purchases of computer, networking and elevating internet bandwidth including an upgrade to HP Integrity BL860c i2 OpenVMS and CAD. The project has cost the company $250, 000. Other expert improvements include the purchases of new sewing machines and increasing the length of the processing line. Nevertheless, mid level employees are oddly dissatisfied since the communication system changes do not meet their suggested quality. They opine that the internet connecti on is sooner slow and is affecting them. The latest machines in the processing line are difficult to operate since no prior training was availed. This was emphasized by the 73% of factory employees who were dissatisfied by the situation. Structure The company has five major naval divisions dealing with HR, procurement, designing, manufacturing, and marketing. All the heads of the divisions answer to the president. However, within each division, there are groups with vary tasks. These groups give feedback to any of the four heads of divisions. For example, a group in designing children ware may be required to respond to the head of promotion directly without the involvement of the head of design. Sometimes, such a group is required to present its findings to different heads at different times. The interests of the heads at times conflict, since each, seeks to enhance the per get upance of their divisions without coordination with the some other divisions. Evaluation systems The p erformance of the group is not formally evaluated hence there are no form reward systems. A group appreciation or reward is dependent on the disposition of the division head under which they operate. A normal source of reward, for example, for the designing groups is when yields perform well in the market. This is broadly indicated by the acclaim of the product in the market. In such a case, the group that designed the product may be recognized by being awarded a bonus in the following month. Nevertheless, such occurrences are rare, especially since the start of the companys sales decline. Only 38 % indicated that they have been rewarded in their job. Other instances of rewards include the companys annual meeting where individuals are recognized for various feats. However, start level employees opine that the recognitions are reserved for higher level employees only, only 16% expecting to be rewarded forrader retirement. Promotions are random, which leaves some employees feeling they were bypassed with no substantiation. Other personnel complain that they have been in the equivalent positions for long this was expressed by 59% of all interviewed employees. The hiring of employees is based on merit. Job openings are stick on on the media and appropriate procedures are followed. However, the salaries offered by the company are below industry average net profit and are 76% of the industry average. This makes the company fail to attract highly motivated and qualified individuals. some of the applicants in the job openings are young graduates who soon move away after some time. This has