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Ben and Jerrys Team Development Intervention case subdue to light several issues for discussion. The hindrance was the result of Ben and Jerrys as well as both managers and employees, that despite the companys external image of funk, fun and love, they were out of sync with the internal atmosphere of the company. The author of our text book, Organizational Development and change was called in to assist the organization in substantiateting blanket to an trenchant organization. We are asked to consider and discuss several doubtfulnesss. The offset question for our consideration is simply, What factors are important to consider in determine whether a company or team is over- or under-organized. In under-organized situations we will recall that there is also miniature res caravant or regulation for effective task performance. Leadership, structure, descent design and policy are poorly defined and go rail at to direct task behaviors effec tively. We whitethorn also reign tattle is fragmented, job responsibilities are ambiguous and employees energies are shoot because of a lack of direction (2008, p35) When dealing with over-organized situations we may find that leadership styles, job designs, organization structure and policies and procedures are similarly rigid and overly defined for effective task performance.

We may also find that communication between management and employees may be suppressed, conflicts are avoided and employees are apathetic (2008, p.35) Part dickens of the first qu estion asks for implications for planning an! OD intervention. The implications, starting with under-organized situations train the need to understand that the traditional method of entry, diagnoses, intervention and host rank give way to a restructuring of the traditional intervention steps. To decently intervene we should follow a path designed to reinforcing the organizing process. The neutered path involves the following four steps: (2008, p.36) ...If you pauperism to get a full essay, order it on our website: OrderCustomPaper.com

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