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Ben and Jerrys Team Development Intervention case contain to light several issues for discussion. The intervention 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 intragroup atmosphere of the company. The author of our text book, Organizational Development and neuter was called in to assist the organization in substantiateting blanket to an effective organization.
We are asked to consider and discuss several questions. The offset question for our consideration is simply, What factors are important to consider in determining whether a company or team is over- or under-organized. In under-organized situations we will recall that there is also miniature constraint or regulation for effective task performance. Leadership, structure, descent design and policy are poorly defined and go wrong to direct task behaviors effectively. We whitethorn also find talk is fragmented, job responsibilities are ambiguous and employees energies are disperse 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 too 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 deuce of the first question 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 military 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)
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