Organizational Change & Structure

Organizational development interventions sole purpose is organizational effectiveness; however, on occasions interventions serve as a tool for implementing change (Brown, 2011). Change for many is a difficult process without guided structure. Organizations fail due to the lack of willingness to change or lack necessary leadership required to execute change. System level intervention is described as examining how the organization is designed, processes, and the flow and interaction between individuals and teams within the system (Brown, 2011).

Successful organizations that operate within open systems are flexible to change based on constant interaction with their environment (Brown, 2011). Organizations as such recognize how important and vital it is to understand the ever changing consumer lifestyle. With the constant innovation in computers and information technology it behooves organizations to operate within an open system (Brown, 2011). Although change itself is difficult and is not openly welcomed by all is a necessary evil with changing demands and technologies that influences the perceived value of an organizations product or services.

According to Brown (2011), survey research and feedback are gaining popularity worldwide. As with any change or process improvement, organizations must understand or have an idea as to what is working and what is not. If the results from the survey and feedback are put into actionable goals, overtime the trend should indicate improvement.--only if the true intentions are to identify areas of improvement. If leadership is not committed to the process, then it becomes just another process that employees learn to not have faith in. If the employees believe in the process (survey), I believe participation would be high versus lack of participation.

Brown, D. R. (2011). An experiential approach to organization development (8th ed.). Retrieved from The University of Phoenix eBook Collection database.