intervention team vs individual

To solve the challenges Fiona held a meeting with the major stakeholders in the organization to discuss possible solutions. She also holds a meeting with the departmental heads to discuss the disintegration between management and employees. The two meetings implemented a problem-centered diagnosis to ensure the proper interpretation of the challenge. The changes proposed and implemented by the organization proved the efficiency of the method as the management rolled out solutions that focused on specific issues facing the organization during that period.

Some of the implemented changes included the integration of departmental heads into the decision-making process as well as organization for Fiona to hold monthly meetings with the employees. The difference between the management and investors on affiliation with a major pharmaceutical company did not find an immediate solution. Due to the gravity of the issue, they agreed on the establishment of a committee that would research and present suggestions regarding the issue in which they would decide whether to move forward with affiliation.

Implementation of the changes took a three-step process, unfreeze, change, and refreeze. The unfreeze step entailed an analysis of readiness for change and raising awareness regarding the need for change. Fiona understood that the process could not be successful if the staff was not ready for it and did not understand the need for change. The second stage entailed implementation of the proposed changes. The organization spent a considerable amount of time in this stage as there was a need for the departmental heads to undergo training on the decision-making process as well as other managerial functions. After adaptation of the changes, the organization moved to the third step which entails the use of the changes in the everyday processes of the organization.

To measure the adaptation level of the changes, the management developed an evaluation system that analyzed organizational performance and cooperation after every three months. Employee appraisals were also implemented, and the management conducted them twice every year. The evaluation proved effective for the organization as the management was able to improve in areas that proved to be defective after the changes. In addition, the appraisal of employees motivated the staff to improve their work output. It also improved the use of teamwork among the workers as the workers began to embrace the value of teamwork. The problem-oriented diagnosis allowed the organization to focus on the immediate challenges faced by the company since the major stakeholders are not ready to take a specific direction regarding affiliation to a specific pharmaceutical company, hence proving its efficiency for immediate challenges for organizations.

In conclusion, the use of a problem-oriented diagnosis of the problem allowed AJH management to find solutions that solely focused on immediate challenges. The solution allowed management to diagnose its challenges, analyze appropriate solutions, determine the right strategy to implement change, and evaluate whether the solutions work. Therefore, it got immediate solutions to immediate challenges since there were differences towards the direction the organization has to take.

References

Aken, J. E., & Berends, H. (2018). Problem solving in organizations: A methodological handbook for business and management students. Cambridge, United Kingdom: Cambridge University Press.