Ramakrishna Kongalla,
Assistant Professor
R'tist @ Tourism
OD interventions
1oaching
1onseling
Delegating
8eading
:orale .,oosting/
:entoring
:otivating
7rop*,ased
1on(ict :anagement
Dialoging
7rop 3acilitation
7rop 8earning
#elf*Directed <ork
+eams
+eam ,ilding
@irtal +eams
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+echnostrctral Interventions
,siness Planning
1ltral 1hange
8arge*#cale Interventions
Organizational +ransformation
#trategic Planning
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6man Resorce :anagement
Interventions
'mplo!ee Performance :anagement
'sta"lishing Performance 7oals
Performance Plans
O"servation and 3eed"ack
'valating Performance
Re&arding Performance
Recognizing Performance Pro"lems
."Performance 7aps"/
Performance Improvement C
Development Plans
#ta4ng
3iring 'mplo!ees
'mplo!ee Development
1areer Development
8eadership Development Planning
:anagement Development Planning
Personal Development
Personal Prodctivit!
Personal <ellness
#pervisor! Development Planning
+raining and Development
'mplo!ee <ellness
Programs
Diversit! :anagement
Drgs in the <orkplace
'mplo!ee Assistance
Programs
'rgonomics- #afe
3acilities in the
<orkplace
6I@CAID# in the
<orkplace
Personal <ellness
Preventing @iolence in
the <orkplace
#afet! in the <orkplace
#piritalit! in the
<orkplace
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most common OD Interventions that
companies practice
=. Appl!ing criteria to goals
here the leadership esta"lishes o";ective criteria for
the otpts of the organization)s goal*setting
processes. +hen the! hold people acconta"le not
onl! for stating goals against those criteria "t also
for prodcing the desired reslts.
'$ample-
Organizations are implementing the concept of
,alanced #corecard, D*:atri$ etc., to captre the
goals of the emplo!ees, &hich in trn is helpfl in
their assessment and mid*term correction of their
performance.
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E. 'sta"lishing inter*nit task forces
+hese grops can cross "oth fnctional parts of the
organization .the "silos"/ as &ell as emplo!ee levels.
+he! are ideall! acconta"le to one person and are
appropriatel! re&arded for completing their assigned
task e0ectivel!. +hen the! dis"and.
'$ample-
Organizations have introdced varios schemes for
re&arding their emplo!ees for their performance,
like-
* Introdcing the concept of @aria"le pa! in as a part
of 1+1
* #pot Recognition A&ard
* Pro;ect "ons, performance "ons etc.,
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?. '$perimentation &ith alternative arrangements
+oda! organizations are s";ect to "management "!
"est*seller." +he goal in these interventions is to
create &hat is "eing called a "learning organization,"
one that performs e$periments on organizational
strctre and processes, anal!zes the reslts, and
"ilds on them.
'$ample-
Organizations toda! are targeting at streamlining
the process of 8earning and Development and
encoraging the cltre of 8earning in the
organizations.
* +argeting achieving mandator! man*da!s of
training for their emplo!ees
* Introdcing the 1ompetenc! "ased practices
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F. Identif!ing "ke! commnicators"
+his is to carefll! determine &ho seems to "e "in the
kno&" &ithin the organization. +hese people often do not
kno& that the! are, in fact, ke! commnicators. +his
collection of individals is then fed honest information
dring critical times, one*on*one and con2dentiall!.
'$ample-
De2ning the process of Organizational 1ommnication
polic!
* Introdcing +op G do&n and ,ottom G p 1ommnication
approach
* Introdcing 'mplo!ee 3orms and #ggestion ,o$
options for emplo!ee interaction
* Identif!ing 1ritical emplo!ees in the organization and
making them the ,rand Am"assadors of their compan!
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H. Identif!ing "3irea"le O0enses"
+his intervention deepens the nderstanding of
and commitment to the stated vales of the
organization. +his facilitates the &ork of the +op
:anagement to ans&er the critical %estion, "If
&e)re serios a"ot these vales, then &hat might
an emplo!ee do that &old "e so a0rontive to
them that heCshe &old "e 2redI"
'$ample-
* P"lishing and Instilling @ales and ,eliefs
among all emplo!ees
* Introdcing Policies like <histle ,lo&ing, #e$al
6arassment etc.,
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J. In*visioning
+his is actall! a set of interventions that help to
"accltrate" ever!one in the organization into an agreed*
pon vision, mission, prpose, and vales. +he
interventions might inclde training, goal setting,
organizational srve!*feed"ack, commnications planning,
etc.
K. +eam ,ilding
+his intervention can take man! forms.
'$ample-
+he most common is intervie&s and other pre*&ork,
follo&ed "! a one* to three*da! o0site session. Dring the
meeting the grop diagnoses its fnction as a nit and
plans improvements in its operating procedres.
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L. Inter*grop Pro"lem #olving
+his intervention sall! involves &orking &ith
the t&o grops separatel! "efore "ringing them
together. +he! esta"lish common goals and
negotiate changes in ho& the grops interface.
'$ample-
+his is practiced in Prodct Development
1ompanies and most of the I+ and I+'#
1ompanies.
* 3ocsed grop discssion are encoraged "!
the management, for generating "etter ideas
and concepts
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>. :anagementCleadership training
:an! OD professionals come from a training "ackgrond. +he!
nderstand that organizations cannot scceed long term
&ithot &ell*trained leaders. +he OD contri"tion there can "e
to ensre that the development crriclm emphasizes
practical, crrent sitations that need attention &ithin the
organization and to monitor the degree to &hich training
deliver! is s4cientl! participative as to promise ade%ate
transfer of learnings to the ;o".
'$ample-
:ost of the organizations toda! are focsing at 8eadership
:anagement for their emplo!ees. 'arlier, this &as targeted to
the +op :anagement alone, "t no&, organizations are seeing
its relevance to inclcate the leadership skills in their middle
management and ;nior management as &ell.
* ,siness Organization Retreat .,OD/ is "eing the most
common practice, is a part of this initiative.
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=B. #etting p measrement s!stems
+he total*%alit! movement emphasizes that
all &ork is a part of a process and that
measrement is essential for process
improvement. +he OD professional is
e%ipped &ith tools and techni%es to assist
leaders and others to create measrement
methods and s!stems to monitor ke! sccess
indicators.
'$ample-
* +he concepts like #i$ #igma, +9: etc act as
:easrements tools for the process follo&ed
in the organization.
R'tist @ Tourism
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+hank MoNOOO
Ramakrishna Kongalla
e*mail- artist.ramakrishnaPgmail.com
R'tist @ Tourism