COMPREHENSIVE INTERVENTIONS

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Confrontation Meeting- R. Beckhard

It is a one-day meeting of the entire management of an organization in which they take a reading of their own organizational health.

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In a series of activities, the management group

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- generates information about its major problems, - analyzes the underlying causes, -develops action plans to correct the 4/28/12 problems, &

Benefits: Quick, Simple, Reliable way of generating data & Setting Action plans

Experience shows that it is appropriate where:

There is a need for the total management group to examine its own workings. Very limited time is available for the activity.

There is enough cohesion in the top team to ensure follow-up.

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-his or her goals for the meeting, -citing the necessity for free and open discussion of issues and problems, & -making it clear that individuals will not be punished for what they say. -the importance of communication within organizations, -the practicability of organization problem solving, and -the desirability of addressing and solving organizational problems.

CLIMATE SETTING (45 to 60 minutes) The top manager introduces the session by stating
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Statement from the consultant regarding

II. INFORMATION COLLECTING (1 hour) Small heterogeneous groups are formed (7-8 members) Rules- Bosses and subordinates cannot be put together on the same team.
- The top management group meets as a separate group during this time.

The charge to all the groups is as follows:

Think of yourself as an individual with needs and goals. Also think as a person concerned about the total organization. - What are the obstacles, "demotivators," poor procedures or policies, unclear goals, or poor attitudes that exist today? - What different conditions, if any, would make the organization more 4/28/12 and make life in the organization better?" effective

-type of problems (e.g., communications problems), -type of relationship (e.g., troubles with top management), or -type of area (e.g., problems with the accounting department)

III. INFORMATION SHARING (1 hour) Reporters from each small group report the group's complete findings to the total group, which are placed on newsprint on the walls. Categorization (by the meeting leader) into-

IV. PRIORITY SETTING AND GROUP ACTION PLANNING (1 hour and 15 minutes)
15-minute general session- the meeting leader goes through the list of items Next the participants form into functional, natural work teams (headed by the top manager) The groups are asked to respond to do three tasks1. Identify issues related to their area, prioritize & determine early action steps. 2. Identify the problems you think should be the priority issues for top management. for all ion meeting 3. Determine how they willfcommunicate the results of ontat c e End o toonfr subordinates. top the confrontation meeting managers except for th their 4/28/12 the t group.

V. IMMEDIATE FOLLOW-UP BY TOP-TEAM (1 to 3 hours) The top management team meets after the rest of the participants have left - to plan the first follow-up action steps & - to determine what actions should be taken on the basis of what they have learned during the day. These follow-up action plans are communicated to the rest of the management group within several days. VI. Progress Review (2 hours) A follow-up meeting with the total management group is held four to six weeks later to report progress and to review the actions resulting from the confrontation meeting.

Quick & Accurate 4/28/12 Diagnosis

Constructive problemsolving

Upward Communicati on

Involvement & Commitmen

GRID OD
A thorough-going and systematic organization development program, designed by Robert R. Blake and Jane S. Mouton

In a six-phase program lasting about three to five years, an organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an "ideal strategic corporate model.

Utilizes a considerable number of instruments, enabling individuals and groups to assess their own strengths and weaknesses;

It focuses on skills, knowledge, and processes 4/28/12 necessary for effectiveness at the individual, group,

Basic to the Grid OD program -are the concepts and methods of the Managerial Grid, also developed by Blake and Mouton, It is a two-dimensional schematic for examining and improving the managerial practices of individual managers. (One dimension is "concern for people" ; the other dimension is "concern for production." )

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Prephase I
Selected key managers who will later be instructors in the organization attend a week-long Grid Seminar Using the Managerial Grid questionnaire and the twodimensional schematic, - develop team action skills, - learn problem-solving and critiquing skills, - work at improved communication skills, and - learn to analyze the culture of a team and of an organization. Learning takes place through the use of instruments, and team performance, and conceptual inputs. Some might go on to advanced Grid courses or for further exposure to the Grid OD approach Another advanced course is the Instructor Development Seminar, in which participants actually learn to conduct an in-company phase 1 Grid Seminar.
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Phase I

The Managerial Grid

Grid Seminar is conducted with all the managers.

Attention is given to assessing an individual's managerial styles; problem-solving, critiquing, and communications skills are practiced; The skills of synergistic teamwork are learned and practiced.
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In this phase, managers learn to

Phase II

Teamwork Development

Goal is perfecting teamwork in the organization through -analysis of team culture & traditions, -developing skills in planning, setting objectives, and problem solving. Feedback Assessment of strengths & weaknesses 4/28/12

Phase III

Intergroup Development

The focus of this phase is intergroup relationstoward an ideal model of intergroup relations..

The dynamics of intergroup cooperation and competition are explored. Each group separately analyzes what an ideal relationship would be like; these analyses are shared 4/28/12 between groups (away from win-lose

Phase IV

Developing an Ideal Strategic Corporate Model

Focus shifts to corporate strategic planning

The top management group engages in the strategy planning activities- to design an ideal strategic corporate model Their plan and ideas are tested, evaluated and critiqued in conjunction with other corporate members.

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Phase V

Implementing the Ideal Strategic Model

Implement the model of corporate excellence developed in phase 4

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Phase VI

Systematic Critique

The results of the Grid OD program, from prephase 1 to phase 5, are measured.
what progress has critiquing, measuring, and Systematic been made evaluating what barriers still exist and must be overcome what new opportunities may be exploited where the corporation has been how far it has come, and where it currently is -thus represents a "new beginning towards corporate excellence

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STRATREGIC INTERVENTIONS

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Schendel and Hofers

Strategic Management Activities

Six major tasks that comprise theEXTERN strategic management process: AL (1) Goal formulation; (2) Environmental analysis; (3) Strategy formulation; (4) Strategy evaluation; (5) Strategy implantation; and
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FOCUS

Technique of Charles E. Summer who conducts strategic planning activities with organizations, is based on four questions:

What is your present strategy? What are the opportunities and threats to that strategy? What are your strengths and weaknesses to meet those threats and opportunities?
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Open Systems Methods Charles Krone, G K

Jayaram, et al

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Buller suggests six areas where OD can assist strategic management

To assess and develop the organization's state of readiness for strategic change, Facilitate the strategic planning process, Implement strategy, Create the conditions for successful mergers and acquisitions,
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Manage organizational decline, and

Real Time Strategic Change

3-day large-group event New strategic direction Leadership team developed draft strategy Leadership team receives feedback Key ingredients:
1. Identify/clarify important issues 2. Agree on purpose of change effort 3. Who needs to be involved 4. Influence over strategy development 5. Info. needed to do quality work 4/28/12 6. Processes for supporting real-time strat.

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