organisational interventions
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OD INTERVENTIONS
What is an OD Intervention?
The term Intervention refers to a set of sequenced, planned actions or
events intended to help an organization to increase its effectiveness.
Interventions purposely disrupt the status quo; they are deliberate
attempts to change an organization or sub-unit toward a different and
more effective state.
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OVERVIEW OF OD INTERVENTIONS
The diagram in the following page summarizes the more popular OD interventions
classified under different categories. The X mark indicates the target/s at which the
interventions are aimed.
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ORGANIZATIONAL INTERVENTION
OD intervention at different level of
organization:
a) Individual
b) Group
c) Organizational level
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ORGANISATION LEVEL
Human process
Human Resource Management
Strategic Techno-structure
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Human Process
the following Intervention deal are:
a) Organizational confrontation meetings.
b) Intergroup relationc) Large group intervention
d) Grid organization development.
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Organization confrontation meeting
organization members to identifyproblems, set action targets, and beginworking on problems. It is usually applied
when organizations are experiencing stressand when management needs to organizeresources for immediate problem solving.
The intervention generally includes variousgroupings of employees in identifying
and solving problems.
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Inter group relation
These interventions are designed to improve interactions
among different groups or departments in organizations.The microcosm group intervention involves a smallgroup of people whose backgrounds closely match
the organizational problems being addressed. Thisgroup addresses the problem and develops means tosolve it. The Intergroup conflict model typicallyinvolves a consultant helping two groups understand
the causes of their conflict and choose appropriatesolutions.
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Large group intervention
These interventions involve getting abroadvariety of stakeholders into a large meeting toclarify important values, to develop new ways
of working, to articulate a new vision for theorganization, or to solve pressingorganizational problems. Such meetings arepowerful tools for creating awareness of
organizational problems and opportunitiesand for specifying valued directions for futureaction.
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Grid organization development
This normative intervention specifies a
particular way to manage an organization. It is
packaged OD program that includes
standardized instruments for measuring
organizational practices and specific
procedures for helping organizations to
achieve the prescribed approach.
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Strategic
These interventions link the internal functioning
of the organization to the larger environment and
transform the organization to keep pace with
changing conditions. These interventions are amongst the newest
additions to OD interventions. They are
implemented organization-wide and bring abouta fit between business strategy, structure,
culture and the larger environment.
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Strategic Intervention
Learning and knowledge management.
Self design organization.
cultural change. Merge & acquisition integration.
Trans-organization development.
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Learning and knowledge management
This intervention describes two interrelatedchange processes: organization learning (OL),which seeks to enhance an organizationscapability to acquire and develop new
knowledge; and knowledge management (KM),which focuses on how that knowledge can beorganized and used to improve organizationperformance. These interventions move the
organization beyond solving existing problems soas to become capable of continuousimprovement.
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Self design organization
This change program helps organizations
gain the capacity to alter themselves
fundamentally. It is a highly participative
process, involving multiple stakeholders insetting strategic directions and designing and
implementing appropriate structures and
processes. Organizations learn how to designand implement their own strategic changes.
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Cultural change
This intervention helps organizations to develop cultures
(behaviors, values, beliefs and norms) appropriate to their
strategies and environments. It focuses on developing a
strong organization culture to keep organization members
pulling in the same direction.
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Merger and Acquisition Integration
This intervention describes how OD practitioners can assist two or
more organizations to form a new entity. Addressing key strategic
leadership and cultural issues prior to the legal and financial transaction
helps to smooth operational integration.
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Trans organization development
This intervention helps organizations to
enter into alliances, partnerships and joint
ventures to perform tasks or solve problems
that are too complex for single organizationsto resolve. It helps organizations recognize the
need for partnerships and develop
appropriate structures for implementingthem.
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Techno-Structural Interventions
These interventions deal with an organizationstechnology (for examples its task methods and jobdesign) and structure (for example, division of laborand hierarchy). These methods are becoming popular
in OD because of the growing problems relating toproductivity and organizational effectiveness.
These interventions are rooted in the disciplines ofengineering, sociology, and psychology and in the
applied fields of socio-technical systems andorganization design. Consultants place emphasis bothon productivity and human fulfillment.
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Techno-structural intervention
Parallel structure
Downsizing
Re-engineering Structural design
High involvement
TQM
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Parallel structure
This intervention involves members in resolving ill-defined,complex problems and build adaptability into bureaucraticorganizations. Also known as collateral structures, Dualisticstructures or shadow structures, parallel structures operate inconjunction with the formal organization. They provide memberswith an alternative setting in which to address problems and topropose innovative solutions free from the formal organizationstructure and culture. For example, members may attend periodicoff-site meetings to explore ways to improve quality in their workarea or they may be temporarily assigned to a special project offacility to devise new products or solutions to organizationalproblems. Parallel structures facilitate problem solving and changeby providing time and resources for members to think, talk, and actin completely new ways. Consequently, norms and procedures forworking in parallel structures are entirely different from those ofthe formal organization.
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Downsizing
This intervention reduces costs and
bureaucracy by decreasing the size of the
organization through personnel layoffs,
organization redesign, and outsourcing. Eachof these downsizing methods must be
planned with a clear understanding of the
organizations strategy.
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Re-engineering
This recent intervention radically redesigns theorganizations core work processes to createtighter linkage and coordination among the
different tasks. This workflow integration resultsin faster, more responsive task performance.Reengineering is often accomplished with a newinformation technology that permits employees
to control and coordinate work processes moreeffectively. Reengineering often fails if it ignoresbasic principles and processes of OD.
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Structural design
This change process concerns the organizationsdivision of labor how to specialize taskperformances. Interventions aimed at structuraldesign include moving from more traditional
ways of dividing the organizations overall work(such as functional, self-contained-unit, andmatrix structures) to more integrative and flexibleforms (such as process-based and network-based
structures). Diagnostic guidelines exist todetermine which structure is appropriate forparticular organizational environments,technologies, and conditions.
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High involvement
These interventions are aimed at creating organizations with highinvolvement of employees. They create organizational conditions thatsupport high levels of employee participation. What makes HIOs unique isthe comprehensive nature of their design process. Unlike parallelstructures that do not alter the formal organization, in HIOs almost allorganization features are designed jointly by management and workers to
promote high levels of involvement and performance, including structure,work design, information and control systems, physical layout, personnelpolicies, and reward systems. Some of the features of HIOs are:
a. Employees have considerable influence over decisions
b. Members receive extensive training in problem-solving techniques, plant
operation, and organizational policies.
c. Information is shared widely within the organization and employees haveeasy access to operational and issue-oriented information.
d. Rewards are tied closely to unit performance.
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TOTAL QUALITY MANAGEMENT
TQM is the most recent and, along with high involvementorganizations, the most comprehensive approach to employeeinvolvement. Also known as continuous process improvementand continuous quality, TQM grew out of a manufacturingemphasis on quality control and represents a long-term effort toorient all of an organizations activities around the concept ofquality. Quality is achieved when organizational processes reliablyproduce products and services that meet or exceed customerexpectations. Although it is possible to implement TQM withoutemployee involvement, member participation in the changeprocess increases the likelihood that it will become part of theorganizations culture. Today, continuous quality improvement isessential for global competitiveness.
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Human Resource management
Systems: This intervention involves the design
of organizational rewards to improve
employee satisfaction and performance. It
includes innovative approaches to pay,
promotions, and fringe benefits.