Intervention in the Organization Management Essay Example

the organization.

This also ensures that new strategies are developed to address organizational issues and establish a fresh vision for the organization. An alternative approach is to hold a confrontation meeting where employees are mobilized during times of stress to brainstorm and find solutions to problems. Once a solution is reached, action targets are set and employees work towards achieving them using suitable tools. Organizations can use the normative approach method to define the most effective management practices by utilizing standardized instruments that measure organizational practices.

Intergroup relation intervention techniques are crucial for the smooth functioning of an organization and effective management of change. These techniques facilitate the interaction between groups from different departments or organizations, which is essential in the organizational change process (Stace, ; Dunphy, 2001). Techno-structural intervention focuses on the design of job tasks, methods, and the overall structure of the organization. This intervention considers aspects such as division of labor and hierarchical organization within the company. Various disciplines including engineering, psychology, sociology, social technical systems, and organizational design contribute to this intervention (Andriopoulos, ; Dawson, 2009). Thus, consultants are hired to prioritize productivity and human fulfillment within the organization. The intervention can be divided into different components to effectively manage organizational change.

The first aspect of the change process is structural design, which involves the division of labor and the specialization of work in the organization. This process ensures that diagnostic guidelines are implemented in order to determine the most effective method of implementing organizational technology, considering the environment and conditions, and ensuring that management changes are aligned with the organization's goals (Yasgoor & Bressler, 2008). Another way in which organizations can facilitate change

is through downsizing, which involves reducing the size of the organization to pursue specific objectives.

The organization can achieve this by implementing various strategies, such as personnel lay offs and outsourcing services from external companies. Additionally, they can redesign their structure to improve functionality and efficiency. One approach is to re-engineer work processes to foster stronger connections and coordination among tasks. Another option is to establish a parallel learning structure in the form of a collateral organization that assists in resolving common issues. Furthermore, the organization can create high involvement organizations, where stakeholders collaborate in the change assimilation process.

The organization can ensure that they implement total quality management, which aims to enhance a structured and comprehensive approach in improving the quality of products and services offered by the company. This approach also includes work design interventions that create work groups within the organization, fostering employee development and fulfillment in their work productivity (Paton, & McCalman, 2008).

Comparing And Contrasting Two Intervention Change

Comparison

When selecting the most suitable intervention for the organization, it is important to choose a method that will be acceptable to employees and minimize resistance to change. Regardless of whether the intervention method used is human process or tech-structure, it is crucial to implement it gradually with the assistance of employees.

Without sufficient time, no intervention method can achieve a turnaround in the organization. According to Cummings and Worley (2009), both interventions must be systematic. As mentioned earlier, their purpose is to help the organization adapt to a specific change introduced to ensure goal achievement in the competitive business world. The management introduces these interventions, which are

then implemented by all members of the organization. Both interventions rely on resources for achieving their objectives.

They both require strict and close supervision to ensure that they receive the appropriate intervention. Both interventions need to consider individual differences, organizational factors, and the necessary changes during the design process (Pattanayak, 2005).

Contrast

The intervention mentioned above has several differences in how it approaches change intervention. According to Sengupta and Bhattacharya (2006), the human process intervention focuses on social issues, such as addressing communication gaps, conflicts, and differences among members. On the other hand, the techno-structure intervention focuses on implementing new technology in organizations, such as automating machines to improve efficiency.

Coca-Cola Case Study

Coca-Cola Enterprise Inc. required a software system upgrade to maintain its position as a beverage industry leader. They also aimed to enhance product merchandising across stores and ensure quality control in each store, with the objective of improving productivity, effectiveness, and efficiency in service and goods delivery. The management had to devise a proper implementation plan for this upgrade.

In order to address the issue effectively, the common employees decided to outsource the services from another company. They selected JDA Software Company to provide a solution for the problem. Various departments of the company, such as category advisor, intactix knowledge base, space automation, and space planning, were involved in the process. The decision to choose JDA was based on their reputation as a global software supplier and their customer-focused approach. The aim was to replace the existing systems and install a new software system.

The chosen company was responsible for managing an increasing number of stores according to a specific planogram created for customers. The effectiveness of this service

was achieved through the allocation of different tasks to various departments within the company. JDA category advisor played a role in providing Coca-Cola enterprise with analysis and integration of planogram creation, as well as creating point of sale data. This was done by merging the point of sale data with the existing planograms within the company, resulting in faster and more effective information flow and decision-making. This integration contributed to optimizing and improving service efficiency on the shelves. Meanwhile, JDA space planner ensured that Coca-Cola enterprises were able to implement high-level category plans by effectively managing store assortments.

This was done to ensure maximum profit and assure customers that the necessary products are available in the right place at the right time. Coca-Cola utilizes JDA intactix knowledge base solution to manage planograms, which includes fixture allocation, floor plans, and data performance attribution. After implementing technological changes through an outsourced company and techno-structure intervention, the company experienced several benefits (Harvey & Brown, 2001).

By implementing a technological change in their company, they were able to streamline their plans and execution. This change optimized space utilization and improved job category performance. Accessing information at the right time allowed them to increase their sales and profits by enhancing decision-making. Additionally, this change improved panogram consistency and accuracy, reducing the occurrence of errors.

Other Change Interventions to be Implemented at Coca Cola Enterprise

Having outsourced the company responsible for initiating change, Coca Cola needs to ensure that their employees absorb and retain the implemented changes. The management should prioritize the human process intervention method to align technological advancements brought by the company (News.Bbc.Co.Uk). Organizing a T-group with a trainer from the outsourced

company (Sullivan, 2009) would help guide employees on effective inter-company relations and familiarize them with the automated processes. Furthermore, the trainer should provide training on safety measures to be taken in case of a breakdown in the automated machines.

The company should focus on fostering good employee relationships during the implementation of change in order to prevent potential technology failures. This can be achieved by providing training to the employees. It is crucial to consider the importance of customers in this process, as the technology implemented will also impact them (Bogardus, 2009).

Thus, it is crucial to ensure the employees are competent in adapting to the company's introduced change. Organizing clinics specifically for the main distributors, who are the primary bulk customers, can be beneficial. These clinics should focus on educating the distributors on the significance of the introduced technology and ensuring their understanding of it. This approach will enhance the effectiveness of the technology in achieving its intended function and meeting its goals within the set timeframe. Change typically faces resistance from both internal and external sources; therefore, if adequate measures are not taken, even a well-received change can fail drastically. Thus, it is essential to establish a strong foundation for the introduced change by utilizing appropriate interventions (Russell, 2006).

Challenges Associated with Implementing Change

Employees tend to resist changes in the beginning, and any mistakes made during implementation can have negative consequences. Therefore, it is important to anticipate and prepare for challenges that may arise when introducing a suggested change intervention. Anticipating these challenges allows management to strategize how to effectively address them (Brazzel ; Jones, 2006).

One particular challenge that may arise from implementing changes in the

company is resistance from employees who need training to implement the change in the future. Since the change came from an outsourced party rather than internally, employees may be less motivated to respond promptly and enthusiastically to the training.

If this occurs, the duration of the process will exceed expectations and incur significant expenses. The employees may possess varying interpretations regarding outsourcing to facilitate desired changes within the company. They may harbor concerns about potential termination, thus impacting productivity and influencing company turnover (Amado, Ambrose, ; Amato, 2001). A documentary by the British Broadcasting Corporation highlights Coca Cola's unsuccessful endeavor in Middle Eastern nations during 2002.

The British Broadcasting Corporation (BBC) conducted a review of a documentary on the Coca Cola failure in the Middle East, which was collected from an interview on Wednesday 8, January 2003. According to the documentary, the company faced market share pressure as customers boycotted their product due to claims that Americans supported Israel in their conflict with Palestinians. This boycott spread across Arab countries and resulted in a 40% decline in American exports to Saudi Arabia during the first three months of 2002. The Coca Cola Company felt this impact and took measures to address it. The management assessed the damage caused by the boycott, identified its causes, and implemented certain recommendations. Their goal was to produce a product that reflected Arab countries' identity while avoiding association with political issues.

In order to increase their market share and regain competitiveness, they needed to involve local marketers in manufacturing their goods in different countries, allowing consumers to experience products made locally. To achieve this, they changed their brand name to sound more local,

employing a techno-structure intervention change approach to successfully meet their objectives.