BUS370 Personal Change OI
Personal Change: Organizational Interventions
Personal Change: Organizational Interventions As competition pressures rise, the necessity for change increases within organizations. The need for better performance, quality, and service flexibility drives the pressure for executives to continuously look for best practice. When change is put into motion, it is not the actual change that makes or breaks the outcome; it is the implementation process that provides the results. Organizational interventions can be employed as an effort to increase capability and effectiveness while implementing long-term change (Bierema, 2014). The focus is to improve performance and behaviors through structured team activities or trainings which focus on what employees do and how they do it. This is important for employees to realize that change is everyone’s responsibility and achieving goals falls upon all levels of the organization (Alban & Bunker, 1996). When all employees are involved, the decision making process shifts from management alone to every colleague creating a greater level of accountability, trust, and collaboration. This type of change process produces a culture that supports the organizations mission, vision, and goals. When the staff understands the organization, they can balance personal beliefs and actions against the business purpose better than prior to the intervention. Change is supported better when it is a group effort (Bierema, 2014). Strategic interventions vary in focus and must be tailored to fit the desired result. Organizational development can intervene in the following ways: mission, vision, or values development; strategic planning; organization design; learning infrastructure; culture; talent management; and large-scale interactive events (Bierema, 2014). I have participated in the mission, vision, and values development and strategic planning interventions. Mission, vision, and values development is a method organizations use to
Personal Change: Organizational Interventions As competition pressures rise, the necessity for change increases within organizations. The need for better performance, quality, and service flexibility drives the pressure for executives to continuously look for best practice. When change is put into motion, it is not the actual change that makes or breaks the outcome; it is the implementation process that provides the results. Organizational interventions can be employed as an effort to increase capability and effectiveness while implementing long-term change (Bierema, 2014). The focus is to improve performance and behaviors through structured team activities or trainings which focus on what employees do and how they do it. This is important for employees to realize that change is everyone’s responsibility and achieving goals falls upon all levels of the organization (Alban & Bunker, 1996). When all employees are involved, the decision making process shifts from management alone to every colleague creating a greater level of accountability, trust, and collaboration. This type of change process produces a culture that supports the organizations mission, vision, and goals. When the staff understands the organization, they can balance personal beliefs and actions against the business purpose better than prior to the intervention. Change is supported better when it is a group effort (Bierema, 2014). Strategic interventions vary in focus and must be tailored to fit the desired result. Organizational development can intervene in the following ways: mission, vision, or values development; strategic planning; organization design; learning infrastructure; culture; talent management; and large-scale interactive events (Bierema, 2014). I have participated in the mission, vision, and values development and strategic planning interventions. Mission, vision, and values development is a method organizations use to
References: Alban, B. and Bunker, B. (1996). Organization development strategies for system wide change. In Chase, T. (Ed.). Large Group Interventions for Organizational Change: Concepts, Methods and Cases. OD Network Conference, 1 1-13. Bierema, L. (2014). Organization development: An action research approach. Beachwood, OH: Lachina Publishing Services. Bryson, J. & Anderson, S. (2000). Applying large-group interaction methods in the planning and implementation of major change efforts. Public Administration Review, 60(2), 143-163. About CVS Caremark. (2014). Retrieved November 4, 2014, from http://www.cvshealth.com/about-us