all interventions

8/2/2019 All Interventions

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OD INTERVENTIONS


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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 andindividual development


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Individual Interventions

Sensitivity Training

Job Enrichment

Role negotiation

MBO Training & Development

Performance appraisal

Career planning & Development

Coaching

Stress Management

Reward System


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Group Level Interventions

Grid training

Organization mirror

Intergroup intervention

Process consultation

Third Party Intervention

Team building

Goal setting

TQM


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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


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Sensitivity Training

An intervention designed to

help individuals under-

stand how their behavior

affects others. Outside trainer who

intervenes only to move the

group forward Training can:

help employees understandeach other

recognize their own feelings

improve communication


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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


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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


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MBO

An organization-wide

intervention technique

of joint goal setting

between employees andmanagers

Initial objectives

Periodic progress reviews

Problem solving to removeobstacles to goal achievement


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MBO Process


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Training & Development

Training is the process

of developing the

necessary skill to

perform the present job.

Development is the

process of developingthe ability to perform

both present and future

jobs


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The Training Cycle


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Performance Appraisal

Is the ongoing process of evaluating employee job performance.

Also called performance job evaluation, performance review, merit rating,

or performance audit.


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Performance Appraisal Steps


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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

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Career Planning

Match individuals careeraspirations with organizational

opportunities

Includes goal setting, assessment and training.


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WHAT IS STRESS?

Stress is physical or emotional reaction/response to any

kind of changeexternal 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


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4 Levels of Stress

Levelsof

Stress

Spiritual

(Perception,values,Self

awareness)

Emotional

(feeling,emotions,Intuition)

Physical

(illness, fatigue,

food,disease)

Mental

(Thinking,discriminating,decidin

g,acting)


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What must people do?

Jogging

Aerobics

Change of diet Vacation

Sport

New Hobby

New relationship

Sleep


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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


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Goal setting

Goal setting is the processof deciding what you wantto accomplish and devisinga plan to achieve the resultyou desire

Higher level ofachievement

Self confidence

Performance Personal motivation and

satisfaction

Work happiness throughout the life


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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


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Process Consultation

An OD method that

helps managers and

employers improve the

processes that are usedin organizations Outside consultant:

Enters organization

Defines the relationship

Chooses an approach Gathers data

Diagnoses problem

Intervenes

Leaves organization


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Grid

A six - phase model designed by Blake and Mouton

involving the whole organization.

The model starts with upgrading individual managersskills 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.


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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 partyidentifies the conflicts and

confrontation as technique

Provide breathing space (i.e.reduce tension)

Re-establish communicationbetween two parties

Refocus on substantiative

issues Repair stained relationships

Recommend time limits

Increase level of negotiatorsatisfaction


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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


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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.


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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 creatingawareness of organizational problems and opportunities.

and for specifying valued directions for future action.


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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.


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Self design organization

It is a highly participative process

Involving multiple stakeholders in setting strategic

directions and designing and Implementingappropriate structures and processes.

Organizations learn how to design and implement theirown 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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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 mustbe planned with a clear understanding of the

organizations strategy.

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