strategic interventions

Strategic Interventions

Prepared by Mr Rabeel Sabar

Intervention

A sequence of planned activities, actions, and events intended to help an organization improve its performance and effectiveness.

Targets of Interventions

Strategic Interventions – transforming company

Techno-structural Interventions– divide work into

departments & coordinate

Human Resources Management Interventions – overall

organizational performance by improving organizational

members performance

Human Process Interventions – enhancing organizational

members the ways in which they work together

Strategic Intervention

An intervention aimed at effecting a suitable fit among a firm’s strategy, structure, culture, and external environments.

Strategic Interventions

Mergers & Acquisitions Culture Change Creativity & Innovation

Creativity & Innovation

• Creativity

– The ability to combine ideas in a unique new or modified way.

• Innovation

– The process of taking a creative idea and turning it into a useful product, service, or method of operation.

Structural Variables Affecting Innovation

• Organic structures

– Positively influence innovation through less work specialization, fewer rules and decentralization.

• Easy availability of plentiful resources

– Allow management to purchase innovations, bear the cost of instituting innovations, and absorb failures.

• Frequent inter-unit communication

– Helps to break down barriers to innovation by facilitating interaction across departmental lines.

Techno-Structural Intervention

An intervention technique in which employees collect information on existing formal organizational structures and analyze it for the purpose of redesigning and implementing new organizational structures, technology or procedures.

Techno-Structural Interventions

Human Resource Management Interventions

HRM interventions aim to enhance overall organizational performance by improving the performance of individuals and groups within the organization.

Human Resource Management Interventions

Goal Setting Performance Appraisal Reward Systems Career Planning & Development Coaching and Counseling Activities Managing Work Force Diversity

Human Process Interventions

Aimed at enabling employees to develop a better understanding of their own and others’ behaviors for the purpose of improving that behavior such that the organization benefits.

Human Process Interventions

Sensitivity Training Team Building Process Consulting Large-group Interventions Skills Training Job Redesign Conflict Resolution Employee Wellness

Sensitivity Training (T-Groups)

Purpose is to increase participants’ insight into their own behavior and that of others by encouraging an open expression of feelings in a trainer-guided group.

Team Building

An intervention designed to improve

the effectiveness of a work group.

Process Consulting

Process consulting is carefully intervening in a group or team to help it to accomplish its goals. It concentrates on the way the team works, rather than what it is working on.

Large Group Interventions

Events that bring all of the key members

of a group together in one room for an

extended period of time.

Skills Training

Increasing the job knowledge, skills,

and abilities that are necessary to do a

job effectively.

Job Redesign

An intervention method that alters jobs

to improve the fit between individual

skills and the demands of the job.

Conflict Resolution

Five methods for conflict resolution:

1. Accommodation

2. Avoidance

3. Collaboration

4. Compromise

5. Competition

Accommodation

• Surrender one's own needs and wishes to accommodate the other party. Used when the relationship and peace is more important than the issue.

Avoidance

• Avoid or postpone conflict by ignoring it, changing the subject, etc. Avoidance can be useful as a temporary measure to buy time or a means of dealing with very minor conflicts.

Collaboration

• Work together to find a mutually beneficial solution. Satisfying both side’s needs can be seen as the only win-win solution to conflict, collaboration can also be time-intensive and inappropriate when there is not enough trust, respect or communication among participants for collaboration to occur.

Compromise

• Bring the problem into the open and have the third person present. The aim of conflict resolution is to reach agreement and better alternative to both side’s demands.

Competition

• Assert one's viewpoint at the potential expense of another. People who tend towards a competitive style take a firm stand, and know what they want.

Employee Wellness

Health Promotion

Programs Career Planning

Stress reduction education, employee assistance

Match individual’s career aspirations with organizational opportunities

Advice for Structuring Interventions

Relevant

Problem oriented

Clear goals

Realistic expectations

Experience-based learning

Easy-going climate

Learn how to learn

Total situation should come into play

Results expected from Intervention

Feedback

Awareness of norms

Increased interaction

Increased communication

Confrontation

Education

Participation

Increased accountability

Optimism

Evaluation

Feedback to organization members about

progress and impact of interventions.