Group level diagnosis The inputs in group level diagnosis include organizational blueprint aspects that are inherent 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 company has been in recent times initiated an upgrading program to increase the efficiency 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 technological improvements include the purchases of new sewing machines and increasing the length of the processing line. Nevertheless, mid level employees are especially dissatisfied since the communication system changes do not meet their suggested quality. They opine that the internet connection is quite 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 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 varied 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 performance of their divisions without coordination with the other divisions. Evaluation systems The performance 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 products perform well in the market. This is mostly 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 company’s sales decline. Only 38 % indicated that they have been rewarded in their job. Other instances of rewards include the company’s annual meeting where individuals are recognized for various feats. However, lower level employees opine that the recognitions are reserved for higher level employees only, only 16% expecting to be rewarded before retirement. Promotions are random, which leaves some employees feeling they were bypassed with no substantiation. Other personnel complain that they have been in the same positions for long; this was expressed by 59% of all interviewed employees. The hiring of employees is based on merit. Job openings are posted on the media and appropriate procedures are followed. However, the salaries offered by the company are below industry average salary and are 76% of the industry average. This makes the company fail to attract highly motivated and qualified individuals. Most of the applicants in the job openings are young graduates who soon move away after some time. This has
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Name: Instructor: Task: Date: Organizational Development Intervention The essay evaluates OD intervention for a cloth manufacturing company. The company has been running for 50 years. It deals in apparel for all ages. Its driving force is to make clothes affordable without comprising on quality…
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