BUS 370 Organizational Interventions

Organizational Interventions

BUS 370 Organizational Developments

Organizational Interventions

Organizational intervention is the structured activities used individually or by members of a client system to improve their social performance (Kotter & Cohen, 2002). The intervention includes Diagnostic Activity Intervention and Team Building Intervention. The motivation behind organizational intervention is to help supervisors with an adjustment in work environments and how a corporation is arranged. Additionally, organizational interventions are intended to help with worker’s psychological wellness and success. Since employees are critical to the organization, they are the focus point for organizational interventions. Employee’s interest is fundamental to this procedure since they are permitted to give their info, information and is additionally a wellspring of strengthening.

Diagnostic Activity Intervention

The intervention activity involves collecting all information about an organization. Data collection is done through analysis of an organization operation, records, and activities carried out, meetings with subordinates and talking to the workers (Bridges, 2009). The information helps establish the current state of the organization. The information collected is later analyzed and the analysis is communicated to the members. Based on the information and the feedback obtained from stakeholders the data is used to improve the state of the organization. The feedback also intends to measure perceptions and attitudes such as Job satisfaction, motivation and employee’s welfare (Council, 2001). It also helps the supervisors to understand better and improve their relationship with the subordinates and workers. Diagnostic activity intervention all about knows the state of the organization.

Team Building Intervention

Team Building activity involves getting to know other people, what to expect and how to work together in a way that brings out the best in each team member. Team building activities are designed to enhance the effectiveness and satisfaction of individuals in order to improve (Salas, Rozell, Mullen & Driskell, 1999). The team ensures that they recognize the problems and find solutions that can be applied before the problems can do damage. The teamwork issues can be changed by the way things are done. It helps build common values of the team and creating a role for the team. The team building intervention also helps in resolving interpersonal relations by creating an environment, which is open and trustworthy where a member can freely communicate about what they feel and think (Bridges, 2009). This helps to resolve conflicts and create the basis of mutual understanding. Team building intervention is working together to bring out the best in each team member.

Every effective organization goes through a transitional change joined with usage of transformational change. These progressions can incorporate arranged, spontaneous, formative, transitional and transformational changes. Transformational changes are not quite the same as other change related thoughts in that they have a significant perspective of the new vision for the association, a required level of inclusion and responsibility from the inner partners and the significance of change in the business setting. By ordering change directors can institute methodologies to deal with the steady changes.


Bridges, W. (2009). Managing transitions: Making the most of change. Da Capo Press.

Council, C. L. (2001). The Leadership Imperative-Strategies for Increasing Bench Strength. Washington, DC: Corporate Leadership Council.

Kotter, J. P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Harvard Business Press.

Salas, E., Rozell, D., Mullen, B., & Driskell, J. E. (1999). The effect of team building on performance: An integration. Small group research30(3), 309-329.

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