organization process approaches

8/3/2019 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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organization process approaches

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