final go

Wells Fargo & Company

10-2a – Individual / Group Interventions-Process (270)

Both individual and group interventions are designated to enhance the effectiveness of communication between organizational members and the respective groups making up the firm. Ethics demands that any task that an individual executes or plans to take must remain in line with the standards and protocols that have been put in place. Individual and group interventions therefore will ensure that organizational members are offering the correct feedback to any person making up the organization. OD intervention process should actively take part in any communication that group members make. In this light, the members will try their best to minimize any weird character that might be in them and which they might want to practice. As pointed out on page 269 of the course text, OD practitioners must have “have a consensus on the receiver's goals, emphasize description and appreciation, have constructive motives, and lastly, the relevance of the feedback should be considered” to have effective communication.

Group intervention processes are different from individual interventions in the sense that they aim at processes involving groups and not individuals. Through the processes, affected parties in the organization are capable of formulating the questions that might arise and also able to interpret any observation that might have been made concerning group members. In this light, Wells Fargo and the company ought to formulate such process interventions that will manage how members in the organization are relating with one another, whether individually or when in a group. The best intervention process is outlining ethical procedures that should be followed when a member needs to communicate, a member needs to be monitored, and when a member has an issue to be discussed or shared within the organization.

Figure 12.5/Table 12.4 – The Process Structure (346-349)

For Wells Fargo & Company to remain ethical when it comes to addressing its issues, the process structure is typically made up of a process owner, a limited executive team, and heads of crucial departments within the organization. The process structure normally takes a hierarchical structure because different leadership levels have different duties and different extents of power and authority. The boundaries between these different levels of leadership have resulted in various issues as far as management is concerned. The following are fundamental if Wells Fargo & Company needs to have an effective process structure. The firm should have a well-defined and established structure with at least five processes outlining how the organization is managing various tasks. Having such an outline in place is essential because it helps in removing unnecessary tasks that might consume resources in the organization. In this light, Wells Fargo & Company ought to have a clear definition of customer expectations. In addition, the company should outline procedures and the functions that the customers should follow to ensure that these expectations have been met. Once the expectations have been met, the customers should be rewarded as a sign of appreciation and motivation.

Figure 13.1 – How Employee Involvement Affects Productivity (378)

Employee involvement in the organization in organizational activities has significant impacts. Their involvement is directly associated with communication, coordination, improved motivation and abilities, and capabilities (P, 378). Poor communication on the other hand kills coordination and performance in the organization. This eventually results in underperformance within the organization. For Wells Fargo & Company to remain ethical and motivational on employees, employee involvement should be a priority to its employees. It is through the right employee involvement that the company will ensure its employees are adhering to outlined ethical standards and attaining the minimum basic which require awarding and motivation. The motivation of employees to achieve more targets and even enhance their productivity should be a norm in Wells Fargo & Company.

Figure 13.2 – Secondary Effects on Productivity (379)

Secondary issues about employee ethics and motivation include the well-being of the employee and the level of satisfaction, wellbeing, and happiness of the employees. The degree to which an organization remains ethical and productive is dictated by the happiness and level of satisfaction of the employees. The existing productivity rate of Wells Fargo and Company depicts that the level of employee happiness and satisfaction was low. According to the information available about the company, the firm has been working under intense pressure, and employees have been struggling to cope with the pressure. This has made it difficult for employees to achieve their goals. Hence, the company needs to do something if at all the outcome from the organization is to change.

Figure 14.1 – Relationships among Core Job Dimensions, Critical Psychological States and Personal and Work Outcomes (406)

Fundamental dimensions of work effectively in any organization impact three major psychological aspects in the organization. These are producing, personal as well as work outcomes. These three in turn have a direct relationship with ethics in the organization. Any weird activity that members of an organization can decide to take part in within the working framework of the organization will mean that performance and wellbeing of the organization have been compromised. The five vital job dimensions are skill variety, task identity, task significance, autonomy, and feedback. These have a significant impact on how organizational parties view work. Of the five critical dimensions, skills variety outlines the number of skills that any individual should have at any given time and where they should be applied. Task identity on the other hand outlines the degree to which individuals and groups should do work. Significance on the other hand is concerned with how good the work is undertaken is towards organizational growth and wellbeing. Feedback is all about the information received as a result of the work that has been executed. In the light of the above-mentioned discussions, Wells Fargo & Company should be sensitive on matters to do with core job dimensions. This is because they are capable of making or breaking the organization. They are also capable of enhancing productivity in the organization and upholding ethics in every task that is to be executed.

Figure 15.1 – Performance Management Model (441)

Performance management is the process of performance management that includes defining, assessing, formulating, and reinforcing the work behavior and outcomes of employees. Employees should be cautious of any activities they engage in and must be in line with what ought to be discussed. Wells Fargo & Company's topmost management should come up with strategies to be followed in the entire organization. These strategies should outline what employees are supposed to do in terms o engagement and performance. The ethics of the organization together with their surroundings can be upheld if employees have a full understanding of the limits of their engagement.

“Management by Objectives” (MBO) (444)

The purpose of this is to ensure that the individual goal in the organization is in line with the broader objectives of the organization. This is best attained when the communication between the employee and the organization is well up and individual perceptions and plans are in line with those of the company. With the implementation of MBO approaches, any issues of misunderstanding, poor alignment of the individual and company goals will all be addressed. Since the approach broadly looks at the organization, it remains the best for Wells Fargo and Company since it is equally a big company. The poor communication issues between different departments making up the company have resulted in different views between employees and organizational management. This makes it difficult for the organization to achieve its goals and remain ethical in every activity involved.

Section 15.4 – Reward Systems (452)

When organizational employees are given rewards, this is a symbol of appreciation and motivation. When employees are motivated, they tend to work extra hard in all dimensions to ensure that they will receive yet another appreciation. Once rewarded, the performance and satisfaction of employees normally go to a higher level. Wells Fargo & Company should ensure that any form of reward that the firm is engaging in should remain in line with other dimensions in the organization. Hence, Wells Fargo & Company should come up with an appreciated way of rewarding all employees to minimize cases in which some departments will feel less important than others.

Figure 16.1 – Individual Career vs. HR Planning (485)

The office o Human Resource management is responsible for the well-being of employees from all dimensions. Employees tend to be better in the organization when their career development is in line with the objectives they anticipate achieving. The department of human resource management should be ready to help employees who want to grow their career skills and development. There should be a right working relationship between employees and the HR office. In this light, therefore, Wells Fargo & Company should ensure that there is a proper working relationship between employees and HR. This will facilitate the overall ethical growth of the firm.

Figure 17.2 – Stress Management (508)

Stress is one of the major issues which causes discomfort amongst organizational employees. In any workplace, there exist different stressors, some of which can be as a result of the management while others are employee-based. For this reason, the organization ought to have the right strategies in place which will aid the management of this stress. When ethics in the organization are low, it means that there are aspects of the organization which is not adhered to. Wells Fargo & Company must look for solutions for employees under stress. Wells Fargo & Company suffers both personal and organizational stress making it difficult to achieve the set objectives. Through employee assistance programs, the company will be able to overcome the challenges with stress.

Figure 19.3 – Organization Learning & Performance (586)

Organizational learning is viral in OD intervention within an organization. Through the learning, the organization is in a better position of acquiring new and relevant skills and knowledge which can be used to transform the organization. When an organization has such an advantage, it automatically goes ahead of its competitors because the knowledge is directly translated into performance. Wells Fargo & Company should carry the whole responsibility of ensuring that its employees are furthering their studies. Through this way, the whole organization would have gone through learning and performance training, enjoying the advantages that such organizations can have over low literacy firms.