Download - Organization Process Approaches
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Target of
Change
OrganisationalProcess
Approaches
OrganisationConfrontation
Meeting
Inter-groupRelations
Interventions
Inter-groupConflict
Resolution
MicrocosmGroups
Large GroupInterventions
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intervention designed to mobilize the resources of the entireorganization to identify problems, set priorities and actiontargets, and begins working on identified problems.
Originally developed by Beckhard
can be used when the organization is in stress and there is agap between the top and the rest of the organization
General Electrics Work-Out program is a recent example ofhow the confrontation meeting has been adapted to fittodays organizations
original model involved only managerial and professionalpeople, it has since been used successfully with technicians,clerical personnel, and assembly workers.
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A group meeting of all those involved is scheduled and held
in an appropriate place Groups are appointed representing all departments of the
organization
Groups are to be open and honest and to work hard atidentifying problems
Groups are given an hour or two to identify organizationproblems
Groups then reconvene in a central meeting place reportingthe problems identified and sometimes offering solutions
Problem categorization is done which eliminates duplication
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Participants are divided into problem-solving groups whose composition may
differ from that of the original problem-identification groups
Each group ranks the problems, develops atactical action plan
Each group then periodically reports its listof priorities and tactical plans of action tomanagement
Schedules for periodic follow-up meetingsare established
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to accomplish their goals
create problems and place demands
affect the degree of organizational
effectiveness
It consists of two interventions
1. inter-group conflict resolution Conflict
processes2. microcosm groups Generic
systemwide change strategy
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small number of individuals address diversity issues work through parallel processes
Application Stages Identify an issue Convene the group Provide group training Address the issue Dissolve the group
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better ways of communication, such as in
meetings, employee orientations and
better perceptions on race-relationsissues
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Designed specifically to help two groups or
departments resolve dysfunctional conflicts
Is neither good nor bad in itself
Application StagesBasic Strategy is to change the perceptions
external consultant and the two conflict groupswork together
Explore perceptions by asking similar questions Groups work through the discrepancies and
common points
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Develop specific plan of action
Follow up meeting
Results
Include attitudinal changes such asimproved perceptions, increased trust and
less stereotyping Positive results reported including Union
management relations, an Indian tribalcouncil goverment organisations non profit
organisations
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focus on issues that affect the wholeorganization or large segments of it, such
as developing new products or services,
responding to environmental change, or
introducing new technology
Application Stages
1. Preparing for the meeting
2. Conducting it
3. Following up on outcomes
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A design team comprising OD
practitioners and several organization
members is formed. It includes 3 key
ingredients1. Compelling meeting theme
2. Appropriate participants
3. Relevant tasks to address the conferencetheme
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The flow of events in a large-group
meeting can vary greatly, depending on
its purpose and the framework adopted.
three primary frameworks: open-systemsmethods, open-space methods and
positive methods
Methods used depends on fourdilemmas ie; of voice ,structure,
egocentric and emotional contagion
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More structured large group processes
search conferences, open-systems planning, andreal-time strategic change, have their basis in it
Map the current environment surrounding theorganization
Assess the organizations responses to
environmental expectations Identify the core mission of the organization Create a realistic and an ideal future scenario of
environmental expectations and organizationresponses
Compare the present with the ideal future andprepare an action plan for reducing thediscrepancy
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is distinguished by its lack of formalstructure.
temporarily restructure or self-organizeparticipants around interests and topics
associated with the conference theme Set the conditions for self-organizing
Create the agenda.
Coordinate activity through information.
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vital to implementing the action plans
from large-scale interventions
efforts involve communicating the results
of the meeting to the rest of the
organization
gaining wider commitment to the
changes structuring the change process.
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