OD INTERVENTIONS

Interventions
OD interventions are sets of structured activities in

which selected organizational units (target groups or individuals) engage in a task or sequence of tasks with the goals of organizational improvement and individual development

Individual Interventions
Sensitivity Training

Job Enrichment
Role negotiation MBO Training & Development Performance appraisal Career planning & Development Coaching Stress Management Reward System

Group Level Interventions

Grid training Organization mirror Intergroup intervention Process consultation Third Party Intervention Team building Goal setting TQM

Organization Level Interventions

Organizational confrontation meetings.

Large group intervention

Learning and knowledge management. Self design organization. cultural change. Merger & acquisition integration. Parallel structure Downsizing Re-engineering Structural design High involvement

TQM

Sensitivity Training
An intervention designed to

help individuals understand how their behavior affects others.

Outside trainer who

intervenes only to move the group forward Training can: help employees understand each other recognize their own feelings improve communication

Job Enrichment
It adds new source of job satisfaction by increasing the level of

responsibility of the employee

It makes work enjoyable & interesting Increasing the job satisfaction It provides opportunity for growth Increases the confidence work level

Role Negotiation
A technique whereby

individuals meet and clarify their psychological contract

Outcomes:
Better understanding of what

each can be expected to give & receive Less ambiguity

MBO
An organization-wide

intervention technique of joint goal setting between employees and managers

Initial objectives Periodic progress reviews Problem solving to remove

obstacles to goal achievement

MBO Process

Training & Development

Training is the process

of developing the necessary skill to perform the present job.

Development is the

process of developing the ability to perform both present and future jobs

The Training Cycle

Performance Appraisal
Is the ongoing process of evaluating employee job performance. Also called performance job evaluation, performance review, merit rating,

or performance audit.

Performance Appraisal Steps

Coaching
The consultant works with org. members
To define learning goals;
learn how others see their behavior, and learn new behaviors to better achieve their goals

Steps:

Conduct an assessment. Forecast the results. Develop & Implement the action plan. Assess the results. Identify fast track candidates and prepare them for new jobs Tap Strengths And Potentials
14-15

Career Planning
Match individuals career aspirations with organizational

opportunities Includes goal setting, assessment and training.

WHAT IS STRESS?
Stress is physical or emotional reaction/response to any kind of change external or internal Stress is a form of pain that comes to tell me there is something I need to change Pain is a messenger that comes to tell me there is

something I need to learn

4 Levels of Stress
Spiritual
(Perception,v alues,Self awareness)

Mental
(Thinking,discri

minating,decidin g,acting)

Levels of Stress
Physical (illness, fatigue, food,disease)

Emotional (feeling,emotion s,Intuition)

What must people do?

Jogging Aerobics Change of diet Vacation Sport New Hobby New relationship Sleep

Team Building
An intervention designed to improve the effectiveness of a

work group
Team building goals:
Clarify the objectives of the team and the responsibilities of each team

member. Identify problems preventing the team from accomplishing its objectives. Develop team problem-solving, decision-making, objective-setting, and planning skills. Determine a preferred style of teamwork and to change to that style Fully utilize the resources of each individual member. Develop open, honest working relationships based on trust and an understanding of group members

Goal setting
Goal setting is the process

of deciding what you want to accomplish and devising a plan to achieve the result you desire

Higher level of

achievement Self confidence Performance Personal motivation and satisfaction Work happiness through out the life

Survey Feedback
A widely used method of intervention whereby

employee attitudes are solicited by questionnaire

Steps Preliminary planning Administering the questionnaire Analyze the survey data Providing feedback to management Evaluating the feedback Developing and implementing corrective action plans

Process Consultation
An OD method that

helps managers and employers improve the processes that are used in organizations

Outside consultant:

Enters organization Defines the relationship Chooses an approach

Gathers data
Diagnoses problem Intervenes Leaves organization

Grid
A six - phase model designed by Blake and Mouton

involving the whole organization.

The model starts with upgrading individual managers

skills and leadership abilities, Then moves to improvement activities, Intergroup relations activities. Corporate planning for improvement, Developing implementation tactics Finally evaluation of the change in organization culture.

Third party Intervention

It helps to confront a method of

resolving conflicts between two parties where both parties knows the existence of conflicts and the third party identifies the conflicts and confrontation as technique

Provide breathing space (i.e.

reduce tension) Re-establish communication between two parties Refocus on substantiative issues Repair stained relationships Recommend time limits Increase level of negotiator satisfaction

Inter group Intervention

These interventions are designed to improve the effectiveness of

interdependent group.
It usually involves working with the two groups separately before

bringing them together.

They establish common goals & negotiate changes in how the

groups interface.
Those group must cooperate to produce a common output

Organization confrontation meeting

This change method mobilizes organization members to

identify problems, set action targets, and begin working on problems.

It is usually applied when organizations are

experiencing stress and when management needs to organize resources for immediate problem solving.
The intervention generally includes various groupings

of employees in identifying and solving problems.

Large group intervention

These interventions involve getting a broad variety of stakeholders into a large meeting to clarify Important values To develop new ways of working, To articulate a new vision for the organization, To solve pressing organizational problems. Such meetings are powerful tools for creating awareness of organizational problems and opportunities. and for specifying valued directions for future action.

Learning and knowledge management

This intervention describes two interrelated change processes: organization learning (OL) : which seeks to enhance an organizations capability to acquire and develop new knowledge; and
knowledge management (KM): which focuses on how that

knowledge can be organized and used to improve organization performance.

Self design organization

It is a highly participative process Involving multiple stakeholders in setting strategic

directions and designing and Implementing appropriate structures and processes.

Organizations learn how to design and implement their

own strategic changes.

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.

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.

Downsizing
This intervention reduces costs and bureaucracy by decreasing the size of the organization through personnel layoffs, organization redesign, and outsourcing. Each of these downsizing methods must be planned with a clear understanding of the organizations strategy.